Organizational Commitment and Constraints on Work-Family Policy Use: Corporate Flexibility Policies in a Global Firm
Organizational Commitment and Constraints on Work-Family Policy Use: Corporate Flexibility Policies in a Global Firm
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组织承诺和工作家庭政策使用的限制：跨国公司的企业灵活性政策
DOI：
10.1525/sop.2004.47.3.243
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发表时间：
2004
影响因子：
2.4
通讯作者：
A. Wharton
中科院分区：
文献类型：
--
作者：
Mary Blair‐Loy;A. Wharton
学者、政策制定者和人力资源专业人士倡导灵活性政策，以帮助员工平衡工作和家庭，并为雇主促进更忠诚的劳动力。这种互惠互利的情况假设员工对工作-家庭政策感兴趣，并认为自己能够使用这些政策。我们在一家全球性的高承诺公司的经理和专业人士中研究这些问题。我们对个人层面和工作小组层面的因素进行了分析，这些因素导致员工在使用公司慷慨的官方灵活性政策时感到受到限制，我们的分析表明，那些工作要求最重、支持最少的工作组最有可能感到无法使用这些政策。此外，这种约束感与较低的组织承诺有关。这些发现表明，高承诺就业模式存在矛盾，因为它已被应用于快速变化、竞争激烈的金融服务业的经理和专业人士。
Academics, policy makers, and human resource professionals advocate flexibility policies as a way to help employees balance work and family and to promote a more committed workforce for employers. This mutually beneficial scenario assumes that employees are interested in work-family policies and perceive themselves as being able to use them. We examine these issues among managers and professionals in a global, high-commitment firm. Our analysis of individual-level and work group–level factors that contribute to workers' feeling constrained from using a corporation's generous official flexibility policies reveals that those with the heaviest job demands and least supportive work groups are most likely to feel unable to use these policies. Further, this sense of constraint is associated with lower organizational commitment. These findings suggest contradictions in the high-commitment model of employment as it has been applied to managers and professionals in the rapidly changing, competitive financial services industry.