Suchergebnisse

This study assessed the associations of employee's perceptions of family-supportive supervisor behaviors (FSSB) and their psychological distress across four occupational populations (n = 3778): Information technology; healthcare; military-connected Veterans; and National Guard service members. Data were gathered and analyzed from four larger archival datasets to compare differences in these relationships. Results revealed significant negative relationships between employee reports of FSSB and their psychological distress within occupations, as expected. Furthermore, results revealed significant differences across occupational populations for employee reports of both FSSB and psychological distress. Hierarchical moderated multiple regression analyses were conducted to examine the extent of these mean differences across groups. Results revealed significant differences among these four groups such that the military-connected Veteran employees demonstrated significantly stronger associations of FSSB, and psychological distress compared to the other three occupations of information technology, healthcare, and National Guard service members. These findings suggest the importance of FSSB to worker psychological health across a variety of occupational populations, specifically noting the importance and presence of FSSB for Veteran employees' psychological distress in civilian workplaces. Practical implications include the need for training leaders on how to better support employees' work and non-work lives, mental health, and well-being.

This article examines perspectives on employer work—life initiatives as potential organizational change phenomena. Work—life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors. While work—life initiatives serve a purpose in highlighting the need for organizational adaptation to changing relationships between work, family, and personal life, we argue they usually are marginalized rather than mainstreamed into organizational systems. We note mixed consequences of work—life initiatives for individuals and organizations. While they may enable employees to manage work and caregiving, they can increase work intensification and perpetuate stereotypes of ideal workers. In order to advance the field, organizations and scholars need to frame both structural and cultural work—life changes as part of the core employment systems to enhance organizational effectiveness and not just as strategies to support disadvantaged, non-ideal workers. We conclude with an overview of the articles in this special issue.

The help that elders provide to their adult children has received limited attention in the caregiving literature. To address this gap, data were drawn from two samples of caregiving couples: 63 focus group participants and 618 survey respondents. Survey results indicated that help from aging parents is associated with a complex pattern of benefits and costs. Focus group data identified the kinds of help provided by older parents (i.e., financial, emotional, child care, and household tasks) and illuminated why caregivers experience such help as a mixed blessing. Suggestions are offered for practitioners who work with caregivers.

We use existential theory as a framework to explore the levels of and relationship between job and couple burnout reported by dual-earner couples in the "sandwich generation" (i.e., couples caring both for children and aging parents) in a sample of such couples in Israel and the United States. This comparison enables an examination of the influence of culture (which is rarely addressed in burnout research) and gender (a topic fraught with conflicting results) on both job and couple burnout in this growing yet understudied group of workers who are reaching middle age and starting to face existential issues as part of their own life cycle. Results revealed significant differences in burnout type (job burnout higher than couple burnout); gender (wives more burned out than husbands); and country (Americans more burned out than Israelis). Job related stressors and rewards as well as parent care stressors predicted job burnout, and marital stressors and rewards predicted couple burnout. In addition, there was evidence for both crossover and spillover.

This study determined whether work-family role combinations (i.e., work and elder care, work and child care, work and elder care and child care) and work-family culture significantly moderate the relationship between availability of workplace supports and job satisfaction. The data were obtained from the Families and Work Institute's 1997 archival data set, the National Study of the Changing Workforce (NCSW). As predicted, the relationship between availability of workplace supports and job satisfaction varied depending on the type of work-family role combinations and levels of work-family culture. Specifically, the relationship was significant for the elder care work-family role combination, in that higher levels of workplace supports in unsupportive work-family cultures were associated with the greatest levels of job satisfaction. In addition, it was found that a supportive work-family culture and an increase in workplace supports were related to a slight decrease in job satisfaction for the elder care work-family role combination.

Using a national sample of 267 couples, the authors identify distinct profiles of dual-earner couples in the sandwiched generation (i.e., those caring for children and aging parents) using cluster analysis and then assess the relationship between these profiles and work—family conflict. The profiles are defined by characteristics of couples' child care demands (age and number of children), parent care demands (hours spent as caregiver each week), and work-role demands (hours worked per week). Three distinct profiles of sandwiched couples emerge: a high child care demands group, a high parent care demands group, and a high work demands group. The authors find differences in work-to-family conflict across the three groups but not differences in family-to-work conflict. Implications for work life practitioners and human resource managers are discussed.