Who can have it all and how
Who can have it all and how
复制标题
谁可以拥有这一切以及如何拥有这一切
DOI：
10.1108/gm-01-2016-0011
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发表时间：
2017
期刊：
影响因子：
--
通讯作者：
Angela R. Grotto
中科院分区：
文献类型：
--
作者：
M. Mills;Angela R. Grotto
目的
本研究旨在从领导性别的角度考察高管的工作-生活经历、感知和后果。
设计/方法/方法
从一家大型全球科技公司的133名高管那里收集了多波数据。时间1评估了对灵活性选项(弹性时间、远程工作和压缩工作周)、组织支持和工作到家干扰(WHI)的需求和使用；时间2产生了主管评估的绩效；时间3评估了承诺。
发现
领导性别与儿童照顾和老人照顾在预测组织支持方面存在交互作用：女性领导感觉到这两种照顾需求的WHI都较低。领导性别与老年护理(但不是儿童护理)相互作用，预测灵活性的需要：女性领导人报告说，尽管男性感觉到更多的干预，但老年护理需要更少的灵活性。不同性别的领导在感受到组织支持时表现出较低的干预性，当干扰较低且雇主满足他们的灵活性需求时，他们表现出较高的组织承诺。令人振奋的是，对于有灵活性需求或使用灵活性政策的员工来说，绩效评估并不是更负面的。
实际含义
这项研究产生了重要的影响，包括将工作场所管理倡议扩展到包括男性和女性，并扩大到两性的经验证明。对于领导者来说尤其如此，因为高级别员工报告的工作量特别大，域之间的边界不清。
原创性/价值
随着性别、工作和家庭角色的不断演变，研究必须与根据研究和实践评估这些轨迹保持同步。这项研究有助于填补这一空白，将重点放在高级管理人员身上，这是一个独特但往往被忽视的群体。
Purpose
This study aims to examine senior executives’ work–life (WL) experiences, perceptions and consequences in light of leader gender.
Design/methodology/approach
Multi-wave data were collected from 133 executives at a large, global technology company. Time 1 assessed need for and usage of flexibility options (flextime, telework and compressed work week), organizational support and work-to-home interference (WHI); Time 2 yielded supervisor-rated performance; and Time 3 assessed commitment.
Findings
Leader gender interacted with childcare and eldercare in predicting organizational support: female leaders perceived less WHI for both types of care demands. Leader gender interacted with eldercare (but not childcare) in predicting the need for flexibility: female leaders reported necessitating less flexibility for eldercare, despite males’ higher perceived interference. Leaders of both genders indicated lower interference when they perceived organizational support, and higher organizational commitment when interference was low and when their employer satisfied their flexibility needs. Hearteningly, performance reviews were not more negative for employees with flexibility needs or using flexibility policies.
Practical implications
This research yields important implications, including empirical justification for WL management initiatives being extended to include men as well as women, and expanded for both genders. This is particularly true for leaders, as high-level employees report especially intense workloads and unclear boundaries between domains.
Originality/value
As gender, work and family roles continue to evolve, research must keep pace with evaluating those trajectories in light of research and practice. This study contributes to filling the gap at that intersection, with a focus on senior executives, a unique but oft-neglected group.