Documents Peters, Pascale 6 results

"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."

"Using a unique data set of more than 2800 organizations in 19 countries, this article investigated the variations in adoption of workplace work–family arrangements and whether this variation can be explained either by differences in welfare-state contexts or by organization-related factors. Although the welfare-state context contributed significantly to the explanation of workplace work–family arrangements, the adoption of workplace arrangements was more strongly related to organizational conditions and characteristics. However, the results also show that when the development of work–family arrangements is mainly left to the market, as in the liberal context, employers do not fully make up for the absence of public provisions. The findings support the institutional argument that public provisions help to create a normative climate that gives rise to new social expectations and ‘a sense of entitlement' regarding work–family support. The study supports the rational choice perspective where both employers' institutional environments and organizational factors are viewed as resources and constraints influencing employers' decision to adopt work–family arrangements."

"The gender imbalance in senior medical positions is often attributed to an alleged lack of motivation on the part of female doctors, especially those with young children. Some researchers argue that an unsupportive work-home culture in the medical workplace also plays a role. This study investigates whether having children (and the age of the youngest child) affects female doctors' career motivation and whether this relationship is mediated by views on motherhood and the supportiveness of the work-home culture. Cross-sectional data collected on 1070 Dutch female doctors in 2008 indicates that neither having children nor the age of the youngest child significantly affects the career motivation of female doctors. However, views on motherhood and a supportive work-home culture do affect female doctors' career motivation. Governmental and organizational policies aimed at maternal employment and improving the work-life balance are discussed in terms of their effectiveness in supporting highly educated working women."

"This report describes over 50 cases of companies in 11 Member States that have adopted measures to support their employees with care responsibilities for disabled children or adults. Key initiatives by companies include: various types of leave; reduced working hours; and such supportive measures as information, counselling and practical support. The report concludes that: raising awareness is particularly important; that particularly effective approaches combine measures targeted at working carers, and measures that the entire workforce can avail of; that line managers have a pivotal role to play in supporting working carers; and that it is possible to create solutions that either avoid the need for employees to leave the job, or that enable them to return to work."

"This book examines how Human Resource Management and leadership have been affected by the COVID-19 pandemic, what organizations can learn from this, and how these new experiences could be applied in the “New Normal”.
The editors of this book have compiled the new knowledge that exists around remote leadership and organizational practices, relative to pre-COVID-19 studies, and the experiences learned during the pandemic. Key discussion themes focus on the role of distance in leadership, organizations and HR, the sustainability aspects involved, innovations and knowledge development achieved, the role of digitalization and new requirements and possibilities for management post-COVID-19. The editors conclude by investigating the strategic processes and factors influencing the “New Normal”."