Work-life benefits and organizational attachment: Self-interest utility and signaling theory models

By W. Casper, Christopher M. Harris. 2008

352 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/d8eaf91e4cd107e30e13aa4b111128d7e8ba7670

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. O. Siu
2. M. O’driscoll
3. P. Brough
4. Andrew Li
5. P. M. Bal
6. T. Beauregard
7. J. Bagger
8. Cary L. Cooper

In Social Psychology

1. O. Siu
2. M. O’driscoll
3. Clare Kelliher
4. Andrew Li
5. P. Brough
6. T. Beauregard
7. J. Bagger
8. Luo Lu

In Sociology and Political Science

1. M. O’driscoll
2. P. Brough
3. O. Siu
4. Andrew Li
5. J. Bagger
6. Clare Kelliher
7. T. Beauregard
8. L. Lapierre

Citations in the corpus

• Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “Building upon theories of signaling and collective sensemaking (Casper & Harris, 2008; Ostroff & Bowen, 2000), we hypothesize that organizational members perceive such age-inclusive HR measures that are targeted toward the development of an age-diverse and age-embracing workforce.”
• Information security policy compliance model in organizations (2016, background): “One conceivable explanation for this finding might be the perceived individual benefit and self-interest for such discord (Casper and Harris, 2008).”
• Impact of Flexible Working Hours on Work-Life Balance (2014, background): “With the ability to schedule the work himself/herself, employee feels that employer cares about wellbeing and non-working life of employee [10].”
• Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support (2013, background): “Casper and Harris ( 2008 ) and Rhoades and Eisenberger ( 2002 ) suggest that WLB programme availability may facilitate perceptions of organizational support which, in turn, relate to outcomes such as commitment and turnover intentions.”
• Implementing Performance Appraisal: Exploring the Employee Experience (2013, background): “Such practices can promote positive employee and organizational outcomes: for example, work-life balance policies have been found to facilitate organizational attachment indirectly, by signaling that the organization cares about employee well-being (Casper & Harris, 2008).”
• How Does Supervisory Family Support Influence Employees’ Attitudes and Behaviors? A Social Exchange Perspective (2014, methodology): “Students, following a standard recruiting protocol, were given course extra credit for identifying qualified participants for this study (Casper & Harris, 2008).”
• Flexible Work Arrangements Availability and their Relationship with Work‐to‐Family Conflict, Job Satisfaction, and Turnover Intentions: A Comparison of Three Country Clusters (2012, methodology): “Signaling theory (Casper & Harris, 2008; Grover & Crooker, 1995) and social exchange theory (Blau, 1964) have been used as explanations as to why © 2011 The Authors.”
• The influence of flexible work arrangements on employee engagement: An exploratory study (2020, background): “The first is referred to as irregular flexibility, which is a practice that allows employees to cope with an irregular amount of work over a given period (Casper & Harris, 2008).”
• Making the link between work-life balance practices and organizational performance (2009, background): “In a 2008 study by Casper and Harris, the impact of work-life practice availability on organizational commitment was moderated by gender and by practice use. For women, the availability of work-life practices had a positive relationship with commitment, mediated by perceived organizational support. ”
• From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, methodology): “This supports signalling theory (Spence, 1973) within the context of HRM (Casper & Harris, 2008): The awareness among employees that flexibility practices are available to them when they need it will enhance their motivation and performance, because they serve as signals about the benevolent…”
• Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “…a range of abilities (Kalev, Kelly, & Dobbin, 2006), improve work- 27 life balance enhancing the motivation levels of employees (Allen, 2001; Grover & Crooker, 1995), and facilitate flexible work arrangements and provide support to extend opportunities for diverse employees (Casper & Harris, 2008).”