Documents Bardoel, Anne 2 results

" Healthcare is a sector where investments in information technology (IT) have been found to be associated with improvements in the quality of care, efficiency, and safety. Prior studies have not asked whether the quality of IT is also associated with improved work–life balance for employees. This study addresses that question using the Job Demands-Resources model and a longitudinal sample of 11,140 physicians in Australia. Controlling for a variety of factors that may also influence work–life balance, and using diverse specifications, the reported quality of IT services is positively associated with work–life balance. The measured effects of IT support are smaller than those for long and unpredictable work hours, but similar to those for many other job demands and resources, such as colleague support, complex patients, or part-time employment for women physicians. Implications for HR researchers and practitioners are discussed in conclusion."

"This study investigates how nation-level cultural values (‘individualism' and ‘collectivism') and intra-organizational task control mechanisms influence the level of organizations' use of formal telework practices. Employing a multi-level analysis on survey data (2009/10), including 1577 organizations within 18 nations, we found that ‘high use of formal telework practices in organizations' was more likely when: (1) organizations operated in nations characterized by strong national values; and when they employed (2) ‘hard' indirect controls (i.e. individual performance-related pay and 360º performance-evaluations). High telework use was less likely when organizations employed direct controls (i.e. higher proportions of managers) and ‘soft' indirect controls (i.e. higher proportions of professionals). ‘Low use of formal telework practices' was more likely when organizations employed ‘soft' indirect controls. Our findings suggest that national cultural values can function as ‘soft' indirect controls to mitigate the ‘telework risk' of high levels of telework practices. Internal ‘soft' task controls only sufficed for managing low levels of telework practices. We discuss the smart and dark sides of telework and how these relate to the management of telework practice. Implications for future telework research and practices are discussed."