The relationship of perceived flexibility, supportive work–life policies, and use of formal flexible arrangements and occasional flexibility to employee engagement and expected retention

By A. Richman, Janet T. Civian, Laurie L. Shannon, E. Jeffrey Hill, R. Brennan. 2008

321 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/6c17cff4238d4360421246db5f266d5e8e452c8c

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Work engagement as a mediator between employee attitudes and outcomes (2013, background): “We also control for gender because women have been shown to be more engaged with their jobs (Richman et al. 2008) but less committed to their organizations (Meyer et al. 2002).”
Police Recruitment and Retention for the New Millennium (2010, background): “Job-sharing, in which two employees hold a position together, require more employees and equipment, as well as organizational commitment to innovative job scheduling, and might not be desirable to all (Hill et al., 2001; Richman et al., 2008).”
Examining the tensions in workplace flexibility and exploring options for new directions (2014, background): “The way that organizations implement work−life initiatives sometimes increases an employee’s work hours and reduces his or her flexibility in meeting personal needs (Richman et al., 2008).”
The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, methodology): “…supportive management practices and policies as well as the provision of HRD opportunities to positively influence employee engagement (May, Gilson, and Harter 2004; Richman et al. 2008; Schaufeli and Bakker 2004; Shuck, Reio, and Rocco 2011; Truss et al. 2006; Zhu, Avolio, and Walumbwa 2009).”
Determinants of employee engagement and their impact on employee performance (2014, background): “Richman et al. (2008) argue that an organisation’s flexible work-life policies have a notable positive impact on employee engagement.”