Flexible Work Practices over Time in an IT Organization: Evidence from the WFHN Study

• In Event: 128 - Section on Organizations, Occupation and Work Paper Session. Work and Family: New Challenges, New Directions

Abstract

Flexible work practices are often promoted as ways to reduce conflicts between work and family. The current model of flexibility as an individual accommodation is problematic for a variety of reasons, including unequal access and potential negative career consequences. Such problems could potentially be minimized through an organizational work-family initiative that allows all employees to work flexibly. We analyze the effects of such an initiative, called STAR, on employees’ flexible work practices (variable schedules and remote work) and perceived schedule control using a group-randomized trial in an information technology workforce. We find that STAR significantly increases the proportion of hours worked remotely, the probability of working a variable schedule, and perceived schedule control; these effects largely persist over the 18 month study period. Some differential effects by gender and parental status are evident, but these benefits of STAR largely accrue to all employees. One potential pitfall of STAR would be if it led to the intensification of work for participating employees, but we find no evidence of an overall increase in work hours for employees in STAR. Additionally, we find that the employees who increase their flexible work practices under STAR also perceive high schedule control, so these increases in flexible work practices likely reflect the preferences of employees when constraints on work practices are removed.

Authors

• Anne Kaduk, University of Minnesota

• Katie Genadek, University of Minnesota

• Erin Kelly, University of Minnesota

• Phyllis Moen, University of Minnesota

• Orfeu Buxton, Harvard University

• Ellen Kossek, Purdue University