A typology of the part‐time workforce: Differences on job attitudes and turnover

Differences between full‐time (FT) and part‐time (PT) employees have long been of interest to organizational psychologists. While most research assumes PT employees are a single, undifferentiated group, some studies have established the diversity of the PT workforce, particularly in terms of participation in other work and non‐work roles. An important gap in this research concerns how different types of PT employees may differ from one another, as well as from FT employees. In this study, we proposed and tested a typology of the PT workforce. We identified several groups of PT employees with substantially different patterns of involvement in school, family, and work roles. The PT groups had generally more favourable job attitudes than did the FT employees. Although the PT groups generally had higher turnover than the FT employees, we found substantial differences among the groups in their turnover behaviour. We discuss the implications of our findings for future work status research and for managing the PT workforce.     

Linking family incivility to workplace incivility: Mediating role of negative emotions and moderating role of self‐efficacy for emotional regulation

The research on work‐related antecedents of workplace incivility (WI) is well‐established, yet relatively less attention has been paid to non‐work‐related experiences as key antecedents to employees’ incivility at work. Drawing upon the incivility spiraling framework and spillover theory, we use a moderated‐mediation model to investigate the impact of employees’ experience of family incivility on their behavioral WI through the mediation of negative emotions and the moderation of self‐efficacy for emotional regulation (SEER). The multisource field data also demonstrate general support for the hypothesized relationships. Findings revealed that negative emotions carry the spiraling effect from family incivility to WI. In addition, SEER moderated the positive direct relationship of experienced family incivility and negative emotions, and indirect association with behavioral WI. These findings have implications for theory and management alike, further suggesting directions for future research.     

The curvilinear effect of work engagement on employees' turnover intentions

Numerous studies have shown the positive consequences of work engagement for both organisations and employees experiencing it. For instance, research has demonstrated that work‐engaged employees have lower levels of turnover intentions than non‐engaged employees. However, in this research, we examined whether there is a dark side of work engagement. More precisely, we investigated whether the relationship between work engagement and employees' turnover intentions might be non‐linear. Based on two different samples, our results indicated that the relationship between work engagement and employees' turnover intentions is curvilinear. The theoretical and practical implications of these results are discussed.     

SINGLE‐SAMPLE DISCRIMINATION OF DIFFERENT SCHEDULES' REINFORCED INTERRESPONSE TIMES

Food‐deprived rats in Experiment 1 responded to one of two tandem schedules that were, with equal probability, associated with a sample lever. The tandem schedules' initial links were different random‐interval schedules. Their values were adjusted to approximate equality in time to completing each tandem schedule's response requirements. The tandem schedules differed in their terminal links: One reinforced short interresponse times; the other reinforced long ones. Tandem‐schedule completion presented two comparison levers, one of which was associated with each tandem schedule. Pressing the lever associated with the sample‐lever tandem schedule produced a food pellet. Pressing the other produced a blackout. The difference between terminal‐link reinforced interresponse times varied across 10‐trial blocks within a session. Conditional‐discrimination accuracy increased with the size of the temporal difference between terminal‐link reinforced interresponse times. In Experiment 2, one tandem schedule was replaced by a random ratio, while the comparison schedule was either a tandem schedule that only reinforced long interresponse times or a random‐interval schedule. Again, conditional‐discrimination accuracy increased with the temporal difference between the two schedules' reinforced interresponse times. Most rats mastered the discrimination between random ratio and random interval, showing that the interresponse times reinforced by these schedules can serve to discriminate between these schedules.     

Couples’ Work Schedules and Child-Care Use in the Netherlands

Various aspects of parental work schedules affect the opportunities and constraints that parents encounter when arranging care for their children. This study examined the extent to which the combination of couples’ work schedules was associated with their use of different types of child care, focusing on parental, formal, and informal child care. We considered multiple dimensions of couples’ work schedules, namely, the timing of work, schedule flexibility, and home-based telework. Data from a recent Dutch survey were used, including information about 1599 dual-earner couples with children aged 0–6 years. The results indicated that paid work during nonstandard hours increased the amount of parental child care that was provided by one parent while the other parent was working, whereas work during evenings, nights, and weekends decreased the likelihood of using both formal and informal child care. Results further revealed gender differences for nonstandard hours and schedule flexibility. We found stronger effects of mothers’ work schedules, indicating that a gender-neutral approach to parental work is not justified. These results indicate that the timing of parental work is important to consider when examining not only parental child care but also formal and informal child-care use. We provide recommendations for future research, specifically regarding the possible consequences for parental well-being.     

A Four‐Country Study of the Relationship of Affect‐Based Trust to Turnover Intention

In this study, employees' affect‐based trust of their supervisor was used as the main predictor of turnover intention. It is hypothesized that affect‐based trust has a curvilinear U‐shaped relationship with turnover intention. The sample consisted of U.S., Polish, Russian, and Turkish participants, all with work experience. Regression results indicated that only the responses of the Russian sample supported the hypothesis, suggesting that Russian participants with either weak or strong affect‐based trust of the supervisor had higher intentions to the leave the organization. The Turkish, Polish, and U.S. results showed a negative linear relationship between affect‐based trust and turnover intention.     

Children's preference for mixed‐ versus fixed‐ratio schedules of reinforcement: A translational study of risky choice

Laboratory research has shown that when subjects are given a choice between fixed‐ratio and bi‐valued mixed‐ratio schedules of reinforcement, preference typically emerges for the mixed‐ratio schedule even with a larger ratio requirement. The current study sought to replicate and extend these findings to children's math problem completion. Using an ABCBC reversal design, four fourth‐grade students were given the choice of completing addition problems reinforced on either a fixed‐ratio 5 schedule or one of three mixed‐ratio schedules; an equivalent mixed‐ratio (1, 9) schedule, a mixed‐ratio (1, 11) schedule with a 20% larger ratio requirement, and an equally lean mixed‐ratio (5, 7) schedule without the small fixed‐ratio 1 component. This was followed by a reversal back to the preceding phase in which preference for the mixed‐ratio schedule had been observed, and a final reversal back to the mixed‐ratio (5, 7) phase. Findings were consistent with previous research in that all children preferred the mixed‐ratio (1, 9) schedule over the equivalent fixed‐ratio 5 schedule. Preference persisted for the leaner mixed‐ratio (1, 11) schedule for three of the four children. Indifference or preference for the fixed‐ratio 5 alternative was observed in phases containing the mixed‐ratio (5, 7) schedule. These results extend previous research on risky choice to children's math problem completion and highlight the importance of a small ratio component in the emergence of preference for bi‐valued mixed‐ratio schedules. Implications of these results for arranging reinforcement to increase children's academic responding are discussed.     

Cooperative responding in rats maintained by fixed‐ and variable‐ratio schedules

The present study investigated the effects of fixed‐ratio (FR) and variable‐ratio (VR) reinforcement schedules on patterns of cooperative responding in pairs of rats. Experiment 1 arranged FR 1, FR 10, and VR 10 schedules to establish cooperative responding (water delivery depended on the joint responding of two rats). Cooperative response rates and proportions were higher under intermittent schedules than under continuous reinforcement. The FR 10 schedule generated a break‐and‐run pattern, whereas the VR 10 schedule generated a relatively high and constant rate pattern. Experiment 2 evaluated the effects of parametric manipulations of FR and VR schedules on cooperative responding. Rates and proportions of cooperative responding generally increased between ratio sizes of 1 and 5 but showed no consistent trend as the ratio increased from 5 to 10. Experiment 3 contrasted cooperative responding between an FR6 schedule and a yoked control schedule. Coordinated behavior occurred at a higher rate under the former schedule. The present study showed that external consequences and the schedules under which the delivery of these consequences are based, select patterns of coordinated behavior.     

Selecting Unskilled and Semi‐Skilled Blue‐Collar Workers: The criterion‐related validity of the PDI‐employment inventory1

Two concurrent criterion‐related validity studies were conducted with blue‐collar workers employed in Australia. The first sample consisted of 77 unskilled and semi‐skilled manufacturing employees. The second sample consisted of 243 stockpeople who worked in piggeries. A range of work‐related criteria was used, and this range differed across the two studies. The results showed that Employment Inventory–Performance was a reasonable predictor of some aspects of supervisor ratings of work performance but unrelated to other aspects. A similar pattern of findings emerged with self‐ratings of work performance. Employment Inventory–Tenure was weakly related to turnover intentions and actual turnover.     

Comparing fixed‐amount and progressive‐amount DRO Schedules for tic suppression in youth with chronic tic disorders

Chronic tic disorders (CTDs) involve motor and/or vocal tics that often cause substantial distress and impairment. Differential reinforcement of other behavior (DRO) schedules of reinforcement produce robust, but incomplete, reductions in tic frequency in youth with CTDs; however, a more robust reduction may be needed to affect durable clinical change. Standard, fixed‐amount DRO schedules have not commonly yielded such reductions, so we evaluated a novel, progressive‐amount DRO schedule, based on its ability to facilitate sustained abstinence from functionally similar behaviors. Five youth with CTDs were exposed to periods of baseline, fixed‐amount DRO (DRO‐F), and progressive‐amount DRO (DRO‐P). Both DRO schedules produced decreases in tic rate and increases in intertic interval duration, but no systematic differences were seen between the two schedules on any dimension of tic occurrence. The DRO‐F schedule was generally preferred to the DRO‐P schedule. Possible procedural improvements and other future directions are discussed.     

Fit inside the work‐family black box: An ecology of the life course,cycles of control reframing

Scholars have not fully theorized the multifaceted, interdependent dimensions within the work‐family ‘black box’. Taking an ecology of the life course approach, we theorize common work‐family and adequacy constructs as capturing different components of employees' cognitive appraisals of fit between their demands and resources at the interface between home and work. Employees' appraisals of their work‐family linkages and of their relative resource adequacy are not made independently but, rather, co‐occur as identifiable constellations of fit. The life course approach hypothesizes that shifts in objective demands/resources at work and at home over the life course result in employees experiencing cycles of control, that is, corresponding shifts in their cognitive assessments of fit. We further theorize patterned appraisals of fit are key mediators between objective work‐family conditions and employees' health, well‐being and strategic adaptations. As a case example, we examine whether employees' assessments on 10 dimensions cluster together as patterned fit constellations, using data from a middle‐class sample of 753 employees working at Best Buy's corporate headquarters. We find no single linear construct of fit that captures the complexity within the work‐family black box. Instead, respondents experience six distinctive constellations of fit: one optimal; two poor; and three moderate fit constellations.     

Information Regarding Social‐Sexual Behavior as an Antecedent to Perceptions of Ineffectiveness in the Workplace1

Three experimental studies investigated whether information implying social‐sexual behavior (any non‐work‐related behavior containing a sexual component) by employees would influence judgments of their effectiveness. In managerial and entry‐level positions, both male and female employees depicted as engaging in social‐sexual behaviors at work were perceived as less effective and less desirable as bosses, compared to identically described managers for whom no social‐sexual behavior information was provided. However, these negative evaluations were mitigated when information was provided indicating that these managers were always on‐task and effectively using their time at work (Study 3), suggesting that the effectiveness of employees who engage in social‐sexual behavior at work is devalued because others believe that these behaviors detract from productive time in the office.     

THE 12-HOUR WORK DAY: DIFFERING EMPLOYEE REACTIONS

This field study examined the reactions of non-exempt employees (N=671) to utilizing a "compressed word schedule" (i.e., 12-hour shifts) for staffing a continuous process plant which operated 24-hours per day/seven days per week. The 12-hour shifts were fixed with shifts changing at noon and at midnight. Based upon previous research, it was hypothesized that employees who had actually worked the 12-hour schedule would be more positive towards it than would employees who had never worked it. This was found to be the case. For example, those who had worked the 12-hour schedule saw the compressed schedule as being less fatiguing, saving on commuting cost and time, providing a more regular sleep pattern, and providing more usable time off. A second hypothesis concerned only those working the 12-hour shift. It was hypothesized that those employees working the 12 PM to 12 AM shift would be "less out of phase" with physiological and social rhythms and, thus, react more positively to the 12-hour shift than employees working the 12 AM to 12 PM shift. This hypothesis was strongly supported.     

Some antecedents of work-nonwork conflict

This study examined the relationships of three aspects of work schedules—shiftwork, length of workday, and work during weekends and holidays—with the perceived interrole conflict between work and nonwork. Personal background variables and characteristics of the work role itself were hypothesized to be directly related to the level of conflict and, in addition, to moderate the work schedules-conflict relationships. Subjects were 286 hotel employees. As expected all three aspects of work schedules were related to the level of felt work-nonwork conflict. Personal background variables were not related in any way to the level of conflict. Job satisfaction and organizational role conflict were found to be directly related to the level of interrole conflict and, in addition, to moderate the work schedules-conflict relationships. Together, job-related variables and the interactions among them accounted for over 50% of the variance in work-nonwork conflict.     

Turnover of highly educated R&D professionals: The role of pre‐entry cognitive style,work values and career orientation

Retention of key R&D experts has been recognized as a critical managerial challenge for many technology‐based companies. In this study, we propose that turnover of highly educated professional workers is meaningfully related to individual characteristics such as cognitive style, work values and career orientation. We tested the hypotheses using data collected from a sample of 132 R&D professionals with PhD degrees in engineering or natural science in a Korean electronics firm. The time‐dependent risk of turnover was estimated by survival analysis using a proportional hazards regression model. The results showed that over the 7‐year period after their organizational entry, R&D professionals with high levels of intrinsic values and cosmopolitan orientation were more likely to leave the organization than were their counterparts with low levels of intrinsic values and cosmopolitan orientation. The hazard function showed that the positive effect of intrinsic work values on turnover was particularly salient in the third and fourth year of R&D professionals' organizational tenure. We found that the positive effect of cosmopolitan orientation on turnover increased over time, introducing a greater risk of turnover with increasing tenure. The present findings have practical implications for the retention of highly educated R&D professionals in a corporate setting.     

Volunteer work as a valuable leisure‐time activity: A day‐level study on volunteer work,non‐work experiences,and well‐being at work

In this 2‐week diary study, with 105 employees providing data on a total of 476 days, we examined relationships between the amount of time spent on volunteer work activities during leisure time, psychological non‐work experiences in the evening (i.e. recovery experiences of psychological detachment from work and mastery as well as need satisfaction), and work outcomes during the following working day (i.e. positive and negative affect, and active listening). Results confirmed the hypothesized positive relationships between the amount of time spent on volunteer work activities and psychological detachment from work, mastery experiences, and need satisfaction in the evening. Psychological detachment from work in the evening was positively related to active listening during the following working day. Need satisfaction in the evening was negatively related to negative affect and positively related to active listening during the following working day. The amount of time spent on volunteer work activities was negatively related to negative affect during the following working day. This relationship was mediated by need satisfaction in the evening.     

Concurrent nonindependent fixed‐ratio schedules of alcohol self‐administration: Effects of schedule size on choice

Choice behavior was studied under concurrent nonindependent fixed‐ratio fixed‐ratio (nFR) schedules of reinforcement, as these schedules result in frequent changeover responses. With these schedules, responses on either operandum count toward the completion of the ratio requirements of both schedules. Five monkeys were subjects, and two pairs of liquid reinforcers were concurrently available: 16% (w/v) and 0% ethanol or 16% and 8% ethanol. For each pair of reinforcers, the nFR sizes were systematically altered across sessions while keeping the schedule size equal for both liquids. Responding varied as a function of reinforcer pair and nFR size. With the 16% and 0% pair, higher response rates were maintained by 16% and were an inverted U‐shape function of nFR size. With 16% and 8%, a greater number of responses initially occurred on the schedule that delivered 8% ethanol. However, as nFR size increased, preference reversed such that responses that delivered 16% ethanol were greater. When the nFR size was subsequently decreased, preference reverted back to 8%. Number of responses emitted per delivery was a dependent variable and, in behavioral economic terms, was the price paid for each liquid delivery. With 16% and 0%, changeover responses initially increased and then decreased as schedule size became larger. In contrast, with the 16% and 8% pair, changeover responses increased directly with schedule size. Responding under nFR schedules is sensitive to differences in reinforcer magnitude and demonstrates that relative reinforcing effects can change as a function of schedule size.     

Maternal working conditions and child well-being in welfare-leaving families

In the wake of welfare reform, thousands of low-income single mothers have transitioned into the labor market. In this article, the authors examine how the work conditions of mothers leaving welfare for employment are associated with the emotional well-being of 372 children ages 5 to 15 years. The authors examine the cumulative incidence, over a 5-year period, of maternal non-family-friendly work conditions, including long work hours, erratic work schedules, nonday shifts, and lengthy commute times, in association with children's internalizing and externalizing behavior problems and levels of positive behavior. The authors found that mothers' lengthy commute times are associated with higher levels of internalizing problem behaviors and lower levels of positive behaviors.     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

ALTERNATIVE WORK SCHEDULES: TWO FIELD QUASI-EXPERIMENTS

In the first ( N = 140) of two quasi-experimental field studies, trial group employees were changed from a 5/40 to a 4/40 work schedule for four months then returned to a 5/40 schedule. In a second study ( N = 102), trial group employees were changed from 5/40 to flextime. Reactions were evaluated using a model for understanding the impact of work schedules. The effects of schedule changes matched those anticipated by pre-intervention surveys of employees. Factors related to organizational effectiveness were enhanced where specific organizational needs were met. Interference with personal activities was reduced where employees had experienced specific difficulties. The most powerful effect, however, was on worker attitudes toward specific work schedules. In addition, a mild positive (perhaps Hawthorne) effect was evident for a wide range of general worker reactions.