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Scholars of the American workplace agree that the employment relationship has changed in significant ways but disagree about whether workplaces are now best characterized as 'legalized' or 'restructured', a designation that implies a market orientation in the treatment of workers. We investigate whether a new set of employment practices, namely flexible work arrangements (FWA) such as flextime, compressed work weeks, telecommuting and reduced-hours schedules, are administered using the principles and practices associated with either or both management regimes. Our analyses of in-depth interviews with human resources managers from 41 diverse organizations show that most organizations have formalized FWA with written policies, but these policies institutionalize managerial discretion rather than creating outright rights for employees. Even when organizations write a formal written policy, FWA are managed as negotiated perks available to valued workers if and when managers choose to allow them, as suggested by the restructured workplace regime. We argue that this 'formalized discretion' explains the low utilization and unequal access to FWA found in previous studies. These findings suggest the need to reconsider the theoretical link between formalization and employees' rights in the workplace. Adapted from the source document.

This volume will focus on innovative research that examines how the nature of paid work intersects with family and personal life today. Although some workers have more stability than others, rising income inequality, the continued rise of nonstandard work, further erosion of unions, technological advancements that encourage permeable boundaries between work and home, and the pressures of a global 24/7 economy generate an aura of insecurity for all. Some workers are working long hours but have some control over when, where and how they work; many others are poorly compensated and struggle with underemployment, have little say over their schedules, lack adequate benefits, and must cobble together several jobs and/or rely heavily on kinship networks to make ends meet. These changes suggest the need for nuanced analyses that are sensitive to class variation in work conditions and to diverse family formations. Research that addresses how current work conditions are experienced in different life course stages and in different policy contexts is also needed to fully understand the work-family interface.

Abstract
This paper theorizes the interplay of public and organizational policies by investigating whether the Family and Medical Leave Act (FMLA) shifted patterns of gender inequality within U.S. workplaces. Did this leave law increase women's representation in positions of authority (moving more women into management jobs)? We argue that the impact of public policies will vary by organizational context, hypothesizing different effects by organizations' points of departure—the corporate policies in place when public policy changes. Analyzing establishment-level panel data from approximately 800 U.S. private-sector establishments in 1990–1997, we found that women's representation in managerial positions increased in the years immediately after the FMLA. Importantly, women's representation in management increased the most in workplaces that provided more generous leave benefits even before the FMLA. The increase in managerial representation was most prominent for women of color. Consistent with relational inequality theory, these findings suggest that women may find it easier to make claims for leave and for career advancement when both legal and organizational policies lend legitimacy to their claims. More broadly, this study points to the need to explicitly evaluate how policy impacts vary by organizational norms and commitments.

The demands of today's workplace—long hours, constant availability, self-sacrificial dedication—do not match the needs of today's workforce, where workers struggle to reconcile competing caregiving and workplace demands. This mismatch has negative consequences for gender equality and workers' health. Here, the authors put forth a call to action: to redesign work to better meet the needs of today's workforce and to redefine successful work. The authors propose two avenues for future research to achieve these goals: research that (a) builds a more rigorous business case for work redesign/redefinition and (b) exposes the underlying gender and class dynamics of current work arrangements.

© 2020 The Authors Work plays a central role in health. A conceptual model can help frame research priorities and questions to explore determinants of workers' safety, health, and wellbeing. A previous conceptual model focused on the workplace setting to emphasize the role of conditions of work in shaping workers' safety, health and wellbeing. These conditions of work include physical, organizational, and psychosocial factors. This manuscript presents and discusses an updated and expanded conceptual model, placing the workplace and the conditions of work within the broader context of socio-political-economic environments and consequent trends in employment and labor force patterns. Social, political and economic trends, such as growing reliance on technology, climate change, and globalization, have significant implications for workers' day-to-day experiences. These structural forces in turn shape employment and labor patterns, with implications for the availability and quality of jobs; the nature of relationships between employers and workers; and the benefits and protections available to workers. Understanding these patterns will be critical for anticipating the consequences of future changes in the conditions of work, and ultimately help inform decision-making around policies and practices intended to protect and promote worker safety, health, and wellbeing. This model provides a structure for anticipating research needs in response to the changing nature of work, including the formation of research priorities, the need for expanded research methods and measures, and attention to diverse populations of enterprises and workers. This approach anticipates changes in the way work is structured, managed, and experienced by workers and can effectively inform policies and practices needed to protect and promote worker safety, health and wellbeing.

Purpose: Assisted outpatient treatment (AOT) programs can compel treatment-refusing individuals to participate in mental health treatment via civil court order. In California's AOT programs, individuals first must be offered 30 days of outreach services and can accept services voluntarily. This study examines the use of outreach strategies in an AOT program with the potential for voluntary or involuntary enrollment. Methods: Outreach staff completed a survey in which they reported and rated outreach strategies and barriers to treatment for 487 AOT-referred individuals. Results: Outreach staff reported using a broad array of strategies to persuade and engage clients. Supportive and persuasive strategies were most common. More coercive strategies, including court order, were used when needed. More clients enrolled voluntarily (39.4%) than involuntarily (7.2%). Conclusions: Outreach, coupled with the strategic use of potential court involvement, can lead to voluntary enrollment of treatment-refusing individuals with many, often severe, barriers to engaging in outpatient treatment.