Flexible Work Practices: A Source of Career Premiums or Penalties?

By Lisa M. Leslie, C. Manchester, T. Park, S. Mehng. 2012

434 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/fc6e3aa2023e8a65eb814127725ec01675a1612c

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Employee Wellbeing, Productivity, and Firm Performance (2019, background): “Leslie et al. (2012) show, in both a field study at a Fortune 500 company and a lab experiment, that flexible work practices may result in a career penalty in case that managers attribute their use as being motivated by reasons related to personal lives (as may have been the case for call centre age”
Why and When Does the Gender Gap Reverse? Diversity Goals and the Pay Premium for High Potential Women (2017, methodology): “We manipulated gender by using a female name (Sarah) and feminine pronouns or a male name (Matthew) and masculine pronouns (e.g., Leslie et al., 2012).”
The health-performance framework of presenteeism: Towards understanding an adaptive behaviour (2020, background): “For example, they may be fearful of penalties if they make use of flexible work arrangements offered at the workplace (Leslie et al., 2012).”
From flexibility human resource management to employee engagement and perceived job performance across the lifespan: A multisample study (2015, background): “To test whether the moderated relationships of age could not be attributed to other variables, we also testedwhether the relationshipsweremoderated by gender, number of children (Leslie et al., 2012) and whether age was a nonlinear moderator in the relationships (i.e., age squared).”
Perceptions of Employee Volunteering: Is It “Credited” or “Stigmatized” by Colleagues? (2016, background): “…research in this literature stream has focused on the role of one’s family demands and behaviors (see Westring & Ryan, 2010)—and how these choices are evaluated by one’s colleagues (e.g., Leslie et al., 2012)—yet has rarely considered the role of other non-work activities in this regard.”
The Contemporary Career: A Work–Home Perspective (2014, background): “It is likely that supportive managers not only encourage subordinates to participate in an organization’s formal flexibility policies (Allen 2001) but also refrain from penalizing them when they do.”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “…the importance of high-quality leader-mem-ber exchange (Golden & Veiga, 2008), transformational leadership (Wang & Walumbwa, 2007) and supportive leader attributions for flexible work use (Leslie, Flaherty Manchester, Park, & Mehng, 2012) as central prerequisites for the success of teleworking.”