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Supervisor Support and Work-Family Practices: A Systematic Review
In recent decades, in response to changes in work dynamics, demographics, and technological advancements, organizations have sought to implement practices that facilitate transitions between work and family—so-called work-family practices. Previous research has focused on identifying antecedents for a more positive work-family relationship, employees’ well-being, and positive organizational outcomes. Nevertheless, the development of this research framework over the decades has brought a main conclusion and concern: the availability of these practices is not a measure of organizational success and, to some extent, is dependent on the supportive behaviors of supervisors. To address the growing interest in this topic, a systematic review was conducted to qualitatively analyze the relationship between work-family practices and supervisor support, as well as their subsequent impact on employees and organizations. Following a PRISMA methodology, this review examined 39 articles (40 studies) and corroborated the positive and essential role of supervisor support in enhancing the effectiveness of work-family practices. The findings further clarified its influence on employee well-being and health, workplace attitudes (e.g., commitment, job satisfaction, turnover intention), and the work-family relationship (e.g., conflict and enrichment). Consequently, supervisor support proved imperative for employees and organizational contexts to benefit from work–family practices, going beyond their provision by organizations. Therefore, this research is the first systematic review focusing on recognizing and confirming the importance of work-family practices and supervisor support as foundational components of a family-supportive work environment. Theoretical and practical implications, as well as future research paths, will be discussed.
Journal Article
Leading winning teams : how teamwork, motivation, and strategy achieve big league success
\"In Leading Winning Teams: How Teamwork, Motivation, and Strategy Achieve Big League Success, the CEO of the famed coaching organization Leadershipity, Trent Clark, translates the lessons he learned on the way to becoming a three-time World Series coach in three Major League Baseball Organizations to life outside of the elite sporting arena. In the book, you'll find insights and stories from over 20 high-profile athletes and coaches who explain what it takes to succeed both on and off the field. You'll be inspired as you discover the challenges and setbacks these all-time greats and dynamic leaders had to overcome to realize their dreams and how you can apply the same strategies they used to build the future -- and the team -- you've always wanted. Explore the common thread that connects seemingly unconnected people from across the athletic world and find out how they consistently performed at the peak of their respective disciplines\"-- Provided by publisher.
Book
Build a great team
Hakala-Ausperk presents a handy self-guided tool to the dynamic role of team-building.
eBook
Bring out the best in every employee : how to engage your whole team by making every leadership moment count
\"Drive business growth and real value by empowering the right people in any organizationIn Bring out the Best in Every Employee, behavioral experts and top global consultants Don Brown and Bill Hawkins deliver a proven, research-supported program for developing what they call an organizations \"solid citizens\"--the employees at the widest part of the bell curve. Brown and Hawkins surveyed more than 40,000 workers to learn what employees want from their managers. Through analysis of their research findings, the authors have developed actionable strategies that leaders can use to empower and engage the \"true heart of the team,\" as well as methods for tapping into this potential to achieve a powerful competitive edge in this post-recession rebound. Don Brown is the owner and founder of Situational Services, Inc., a training and development company. Don is also a founding developer of the successful Vision to Results concepts and products. Bill Hawkins is an internationally respected expert in leadership effectiveness who coaches organizations and individuals on ways to develop leadership potential. He is member of the Learning Network, and the Peter Drucker Foundation \"Thought Leaders Forum.\"\"-- Provided by publisher.
Book
Employee voice behavior: A meta-analytic test of the conservation of resources framework
Although voice (i.e. expressing change-oriented ideas and suggestions) has frequently been investigated as a way for workers to reciprocate to their employers for the positive treatment they receive, much less is known about how workers use voice to deal with stress. This study takes a conservation of resources perspective to examine the relationships among workplace stress, voice behavior, and job performance. We first examined the strength of relationships of three major groups of workplace Stressors and strains (job based, social based, and organization based) with voice behavior. We then examined the relationships of voice behavior with performance variables (e.g. in-role performance and creativity) to investigate how voice may help workers preserve or accumulate resources to enhance their performance. The meta-analytic findings presented here provide support for a negative relationship between workplace stress and voice and a positive relationship between voice behavior and performance outcomes.
Journal Article
Employee silence motives: Investigation of dimensionality and development of measures
In four studies, I examine the motives for employee silence. In Study 1, I examine open-ended survey responses to determine the nature and scope of silence motives. Study 2 develops measures of these motives and explores their factor structure. Study 3 refines the measures and provides confirmatory evidence of factor structure. Study 4 examines relationships between the new measures and related factors (employee voice, psychological safety, neuroticism, extraversion). Results indicate that six dimensions of silence motives (ineffectual, relational, defensive, diffident, disengaged, and deviant) emerged from the data, which can be reliably measured and provide incremental value for understanding and assessing employee silence.
Journal Article
Widgets : the 12 new rules for managing your employees as if they're real people
\"New York Times bestselling author Rodd Wagner tackles one of the most destructive problems facing organizations today-the breakdown of the relationship between employees and the organizations they work for. \"Your people are not your greatest asset. They're not yours, and they're not assets.\".With this declaration, one of the leading authorities on employee performance rolls up his sleeves against the weasel words, contradictions, bad habits, and intrusions that reduce people to \"human resources.\" To \"FTEs.\" To \"human capital.\" To flesh-and-blood widgets. Armed with empirical evidence from the provocative studies he leads around the globe, Wagner guides you through the new realities of what it takes to get the highest levels of intensity from people in a more mercenary, skeptical, and wired work world. He explains how elements such as individualization, fearlessness, transparency, recognition, and coolness are reciprocated with loyalty, productivity, innovation, and--inescapably--corporate reputation...\"-- Provided by publisher.
Book
Changing Work and Work-Family Conflict: Evidence from the Work, Family, and Health Network
Schedule control and supervisor support for family and personal life may help employees manage the work-family interface. Existing data and research designs, however, have made it difficult to conclusively identify the effects of these work resources. This analysis utilizes a group-randomized trial in which some units in an information technology workplace were randomly assigned to participate in an initiative, called STAR, that targeted work practices, interactions, and expectations by (1) training supervisors on the value of demonstrating support for employees' personal lives and (2) prompting employees to reconsider when and where they work. We find statistically significant, although modest, improvements in employees' work-family conflict and family time adequacy, and larger changes in schedule control and supervisor support for family and personal life. We find no evidence that this intervention increased work hours or perceived job demands, as might have happened with increased permeability of work across time and space. Subgroup analyses suggest the intervention brought greater benefits to employees more vulnerable to work-family conflict. This study uses a rigorous design to investigate deliberate organizational changes and their effects on work resources and the work-family interface, advancing our understanding of the impact of social structures on individual lives.
Journal Article