Suchergebnisse

In 2008, the State of Utah implemented a 4-day workweek for their employees. This article examines the impact on employees using a postimplementation survey. For employees on the 4-day schedule, there were no significant differences by gender on work–family balance or on the impact of the schedule. However, women did demonstrate slightly more positive attitudes toward the 4-day schedule. Employees with children at home reported lower work–family balance and greater impact of the 4-day schedule. In contrast, no difference in attitudes toward the 4-day schedule was found by age, although work–family balance differed among age groups. There were differences in work–family balance between employees on the 4-day schedule and those on traditional schedules; however, the more substantial factor was whether an employee selected his or her schedule. The current study highlights the importance of engaging employees when making significant organizational changes, such as transitioning from traditional work schedules to alternative schedules.

This study examines the impact of social support on work–family conflict and work–family enhancement. Data from 341 employees of public organizations showed that social support, especially from work sources, reduced the level of work interference with family, one direction of work–family conflict. In addition, all nonfamily sources of social support related positively to work enhancement of family, and all sources of social support, except that received from a supervisor, positively correlated with family enhancement of work. The strengths, limitations, and implications of the study are discussed, and areas for future research are recommended.

Recently there has been an increase in the number of cities contemplating and implementing alternative work schedules, particularly compressed workweeks, often to decrease energy costs for the organization or to decrease transportation and fuel costs for employees. Although many organizations offer alternative work schedules, there is little research on the benefits and drawbacks of these schedules. This research endeavors to fill that gap in our understanding by providing the results of a recent survey of human resources directors in 151 U.S. cities with populations more than 25,000 about their experience with the benefits and drawbacks of alternative work schedules. More than half (56.3%) of the cities surveyed reported offering some form of alternative work schedule, with compressed workweeks being the most commonly offered. Although drawbacks were noted, the human resources directors were more likely to report benefits for employees and the organization in offering alternative work schedules.

Organizations of all types - government, nonprofit, and private - are moving toward alternative work schedules such as compressed workweeks. Other organizations are considering the move and are anxiously awaiting more information to determine if it is the right decision for their organization. In this paper, we present a framework for implementing compressed workweeks. This framework draws upon the latest relevant research to assist organizations in this critical decision making process. We suggest that organizations ought to consider five key issues when analyzing the decision to move to compressed workweeks: people, purpose, process, perceptions, and performance. While these categories may overlap in important ways, they can aid in careful and deliberate thinking.