Th-SYM-2111-6 - Work-Life Boundary Control as Flexibility I-Deals

Track:
Flexible work hours
What:
Symposium
When:
Thursday May 18   11:30 AM to 12:30 PM (1 hour)
Where:
Accenture Theatre
Discussion:
0
 
Employment relations
Flexible work hours
Th-SYM-2111-6
Work-Life Boundary Control as Flexibility I- Deals
(ORAL PRESENTATION IN A SYMPOSIUM: EAWOP2017-SYMPOSIUM 2111
E. Ernst Kossek 1,*
1Krannert School of Management, Purdue University, West Lafayette, IN, United States
 
Content: PRESENTATION IN SYMPOSIUM: EAWOP2017-SYMPOSIUM 2111
State of the Art. Rising connectivity impacts where, when, and how work is done; changes work-nonwork social relationships; increases 24-7 availability, and intensifies the pace of daily life. Blurring work-life boundaries are challenging as employees and organizations negotiate work-nonwork permeability in increasingly diverse ways, referred to as boundary management styles (separators, integrators, cyclers) (Kossek, 2016).   Although both involve work-life customization, boundary management and idiosyncratic deals (i-deals) literatures lack integration. Flexibility i-deals allow employees to work a preferred schedule or location (Rousseau, 2005), but understudies boundary control.  



New Perspectives/Contributions. Fresh insights include: 1) the argument that work-life boundaries are growing i-deals; 2) new literature, assessment, and research and teaching examples demonstrating that boundary management preferences are increasingly diverse; and 3) a multi-level perspective that organizations would foster greater person-environment fit if they more actively supported I-deals for boundary customization.
Research/Practical Implications. Guidance is provided on how organizations, managers and individuals might better negotiate and manage preferences for work-life boundary management to customize individuals’ daily boundary management needs as i-deals that enhance individual and team well-being.  Recommendations are provided to assist, researchers, teams and organizations in examining how to create positive cultures of customized i-deals as a normalized way of working and social exchange. Many organizations adopt work-life policies as formal one- size fits all programs and do not consider the need for mainstreaming work-life boundary i-deals as essential for implementation.
Originality/Value.Little research relates work-life boundary control to i-deals, nor the daily idiosyncratic ways that work-life availability is enacted.
 
 
 
 
 

 
 

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