Defining and conceptualizing workplace flexibility

By E. Jeffrey Hill, J. Grzywacz, Sarah M. Allen, V. Blanchard, C. Matz-Costa, S. Shulkin, Marcie Pitt-Catsouphes. 2008

479 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4400b259dfd6d439068691e60e2c4939f078a9f7

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The relationship of schedule flexibility and outcomes via the work‐family interface (2010, background): “Schedule flexibility is a boundary-spanning resource that helps workers accomplish both their work and family responsibilities ( Hill et al. , 2008a”
Schedule flexibility in hourly jobs: unanticipated consequences and promising directions (2012, background): “Efforts to promote workplace flexibility include fundamental changes to the organization of work that are intended to increase workers’ influence over ‘when, where, and for how long [they] engage in work-related tasks’ (Hill et al., 2008, p. 152).”
Unpredictable Work Timing in Retail Jobs (2014, background): “…that the kind of formal flexibility arrangements that have been shown to benefit professional and managerial workers (kossek, lautsch, and eaton 2005; Hill et al. 2008; Joyce, Pabayo, Critchley, and bambra 2010) are rare in low-skilled jobs, smaller, more focused studies of specific job sectors…”
From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, methodology): “Availability and Use of Flexibility HRM were measured with six items measuring flexibility in work schedule and work space (Hill et al., 2008).”
Examining the tensions in workplace flexibility and exploring options for new directions (2014, background): “peaks and demands, part-time and full-time work and job sharing/rotation) to meet both organizational needs and personal circumstances (Hill et al., 2008).”
Schedule flexibility and stress: Linking formal flexible arrangements and perceived flexibility to employee health (2008, background): “The assumption underlying both formal flexible arrangements and informal management practices is that organizational attempts to promote schedule flexibility will result in elevated perceptions of flexibility among workers (Casey & Grzywacz, 2008; Hill et al., 2008; Thomas & Ganster, 1995).”
Exploring the relationship of workplace flexibility, gender, and life stage to family-to-work conflict, and stress and burnout (2008, background): “We define workplace flexibility as ‘the ability of workers to make choices influencing when, where, and for how long they engage in work-related tasks’ (Hill et al., 2008, p. 152).”
Work–Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility (2013, background): “Such practices have become widespread within organizations and are often part of a central strategy to attract, motivate, and retain key talent (Hill et al., 2008; SHRM, 2010a,b).”
“To work, or not to work, that is the question” – Recent trends and avenues for research on presenteeism (2020, background): “Work flexibility includes flexibility regarding the work schedule (flexitime) and regarding the location (flexplace, Gerdenitsch, 2017; Jeffrey Hill et al., 2008).”
The relationship of perceived flexibility, supportive work–life policies, and use of formal flexible arrangements and occasional flexibility to employee engagement and expected retention (2008, background): “Workplace flexibility, defined in this special issue as ‘the ability of workers to make choices influencing when, where, and for how long they engage in work-related tasks’ (Hill et al., 2008, p. 152) emphasizes employee control or choice over key aspects of work as its central feature.”
A Literature Review on Employee Retention with Focus on Recent Trends (2019, background): “G. Work/Job Flexibility and Retention According to Jeffrey Hill et al. (2008), work flexibility can be defined as “the ability of workers to make choices influencing when, where and how long they engage in the work-related task".”