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Week 7: Managing Organizational Change and Diversity (Flexible Working,…
Week 7: Managing Organizational Change and Diversity
Leadership in Eliminating Workplace Bullying Joanne Simon-Walters,
TEDX Saint Thomas, July 2017
"Live so that when your children think of fairness, caring and integrity, they think of you."
Transform your workplace into something extraordinary
"Transformational leaders cause followers to "...raise one another to higher levels of morality and motivation."
James MacGregor Burns
Presidential and Leadership Scholar
Inspirational Motivation:
Inspire confidence and a sense of purpose
Intellectual Stimulation:
Challenges Assumptions
Solicits ideas from others without criticizing
Individualized Consideration:
Recognizes individual needs
Idealized Influence:
Role Model
Lead by Example
You can choose to be a transformational leader.
There is no federal level American laws that speak to workplace bullying. 30 states have Bills in progress to address the issue.
Bullying is a psychological power imbalance that can be equated to domestic violence.
Catherine Mattice-Zundel,
International Workplace Bullying Expert
You must have courage to be different to lead.
Leadership is a process by which a good person rightly influences others to accomplish a common good: to make the world better, fairer and more humane.
Peter G. Northouse, PhD. Professor Emeritus
"Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence."
Sheryl Sandberg, COO Facebook
Address Harrassment in Workplace:
Evoke a change in culture, focus on civility
Equal Employment Opportunity Commission (EEOC), June 2016
Select Taskforce on the Study of Harassment in the Workplace
"It's on all of us to to be part of the fight to stop workplace harassment."
Civility Training that promotes respect and civility in the workplace, not only a focus on eliminating illegal harassment
Workplace culture has the greatest impact on allowing harassment to flourish, or conversely, in preventing harassment.
Bystander - Passivity, Reinforcer
Give yourself an excuse not to act allows a toxic workplace.
Bullying by co-workers is a prevalent activity.
Vega & Comer
46% of bullying is reported by women
54% of bullying is reported by men
Bullying is one of the most impactful deviant actions that affect workers' personal health and work experience. Stouten et al.
Bullying affects 38%-90% of American workers
American workers spend 52% of day talking about suicidal ideation
80% have Anxiety
52% Panic Attacks
49% Depression
30% PTSD
Flexible Working, Work-Life Balance, and Gender Equality
Heejung Chung and Tanja van der Lippe
October 31, 2018
Flexible Working: Worker's control over when and where they work
Majority of millennials would like the opportunity to work from home and/or have flextime
(Finn and Donovan 2013; Deloitte 2018)
Men use and are expected to use flexible working for performance enhancing purposes, increase their work intensity/working hours, and are rewarded more through income premiums (Lott and Chung 2016).
This increases their work-family conflict through the expansion of work.
Women (are expected to) increase their responsibility within the family when working flexibly (Hilbrecht et al. 2008)
This increases their work-family conflict, but they are not rewarded due to the different expectations.
Flexitime: Having control over the timing of one's work
alternating starting and end times
to change the number of hours worked per day or week
Working Time Autonomy: workers have larger freedom to control their work schedule and their working hours
Flexiplace: allows workers to work outside of their normal work premises (e.g. home)
Flexitime working has constraints of adhering to core hours and/or the number of hours workers can work in a day or week. Working Time Autonomy does not have those constraints.
The relation between flexible working and work-family conflict is not as self-evident as one may expect.
There are several theoretical arguments to relate flexible working to less work-family conflict, and therewith higher well-being since conflict and well-being are clearly related (Back-Wiklund et al. 2011) - Schedule Control: Workers' control over when they work, provides workers with the flexibility but also control over the time boundaries between work and family spheres, enabling them to shift the time borders between work and family/care time, allowing for less conflict between the two (Clark, 2000)
This helps with parents reducing costs of chidcare (Peters et al. 2004)
There is not a consistent empirical relation between flexible working and work-family conflict, and even less when gender is taken into account.
Many studies show that working from home actually leads to more work-family conflict (Golden et al. 2006; Duxbury et al. 1994; Allen et al. 2013).
Employees' family situation matters. Working from home and flexible work schedules were only effective in relieving work-family conflict for singles and not for employees with a partner and/or children (Ten Brummelhuis and Van der Lippe 2010).
The relationship between flexible working and work-family conflict have different outcomes for men and women, as women are often still more responsible for housework and childcare and spend more time on those chores (Van der Lippe et al 2018).
Flexible working may not reduce work-family conflict because it is likely to lead to an expansion of work and/or increase the domestic burden upon workers.
Flexible working has been shown to result in the expansion of the work sphere rather than the contraction of it, resulting in paid work encroaching on family life (Glass and Noonan 2016; Lott and Chung 2016; Kelliher and Anderson 2010; Schieman and Young 2010).
Enabled Intensification - Blurring of boundaries allowing workers to work harder/longer than they otherwise would have
Enforced Intensification - Employers may increase workload alongside providing workers more flexibility over their work.
Gift Exchange - Workers feeling a need to reciprocate for the gift of flexibility back to employers
It is not necessarily an individual's choice to prioritize paid work or home spheres, and external demands and social norms shape one's capacities to do so.
The ability to proritize work and adhere to the ideal worker culture, that is a worker that has no other obligation outside of work and privileges work above everything else, is gendered (Acker 1990; Williams 1999; Blair-Loy 2009).
Men still do and are expected to take on the breadwinning role, especially after childbirth (Miani and Hoorens 2014; Knight and Brinton 2017; Scott and Clery 2013).
Women are left to and are expected to take the bulk of caregiving for both children and ill relatives as well as housework (Hochschild and Machung 2003; Bianchi et al. 2012; Hook 2006; Dotti Sani and Treas 2016).
The picture is rather complex in terms of what flexible working can mean for gender equality.
Men are more likely to expand their working hours than women (Glass and Noonan 2016; Lott and Chung 2016). - Flexible working is likely to be used by women for caregiving purposes (Singley and Hynes 2005) and those who do work flexibly are likely to expand their care/housework (Sullivan and Lewis 2001; Hilbrecht et al. 2013). - Flexible working allows workers, especially middle class workers, to "do gender" (Clawson and Gerstel 2014, West and Zimmerman 1987).
In countries where traditional gender norms are prevalent, even when the fathers take up flexible working for care purposes, there is a general expectation that the fathers will still maintain their work devotion/protect their work spheres and prioritive it over family time/care roles.
People expect mothers to use their control over theor work for care purposes, even when it is explicitly requested for other performance enhancing purposes.
Flexible working arrangements that provide workers more control over their work are less likely to be provided in female dominated workplaces (Chung 2018 a,c).
We need more evidence from a broader range of countries to be able to understand how flexible working can lead to different outcomes for men and women.
Many of the existing studies on flexible working focus on professionals (e.g., Cech and Blair-Loy 2014), which to some extent relate to the access these groups have towards flexible working arrangements and control over their work (Chung 2018a).
Gender matters when it comes to undrstanding the consequences of flexible working.
Women will fear and more likely to face negative career outcomes due to flexible working (Chung 2018c).
CONCLUSIONS
Gender is a too general distinction to gain insight in the consequences of flexible working on work-life balance outcomes.
Country contexts matter ("do gender")
Household structures matter
Culture of the organization matters
In contexts where traditional norms on gender roles are prevalent and where ideal worker culture exists, flexible working may promote a more traditionalized division of labor resulting in hindering rather than supporting gender equality.
At the macro level, there needs to be changes in our gender norms and ideal working cultures. We must change our gender normative views.
At the national level, we must provide better protective mechanisms for workers to ensure flexible working and blurring of boundaries do not lead to encroachment of family life.
Current labor laws (based on 9 to 5) may not be sufficient to ensure protection.
At the mezzo and micro level, we need to make sure both workers and managers are aware of the risks of flexible working.
Provide a professional network of family support services , including public childcare, elderly care services, different forms of leaves, as well as arrangements to outsource housework (De Ruijter and Van der Lippe 2007).