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Family Studies 238 > Managing Work & Family > Flashcards

Managing Work & Family Flashcards

1
Q

labour force participation trends: male vs. female

A
  • Convergence over time
    • Early 1900’s – 70% discrepancy between men and women
    • Today – 10% discrepancy between men and women
  • Men’s labour force participation remains higher than women’s
  • Fewer men than women in part-time employment
  • Women are highly committed to lifelong careers
  • Women have fewer and shorter periods of work interruptions
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2
Q

labour force participation trends: working moms

A
  • increase over time
  • 1976: approx 1/3 of moms worked
  • 2009: over 2/3 of moms worked
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3
Q

general workforce trends

A
  • People are working more than 1 job simultaneously
  • Mobility – people change jobs throughout life course
  • Jobs beneath one’s education (ie. People with degrees working jobs they could have done without their degree)
  • Long commutes
  • Technology 24/7
  • Redefined workspace
  • Home-based work
  • Downshifting (opt for simpler life)
  • Dual earner families are the norm
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4
Q

benefits of paid work

A
  • Need money
  • Health insurance; pensions, etc.
  • Self-actualization
  • Enjoyment, passion
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5
Q

Canadian high-income earners vs. low-income earners

A
  • Work longer hours, more weeks
  • Spend less time on housework
  • Have less leisure time
  • 80% feel rushed
  • Both have little time left for children
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6
Q

major themes in work-family research over last 10 years

A
  • Gender, time, and division of labour
  • Paid work: too much vs. Too little
    Too much paid work?
    – too much: no time for other activities; inflexibility of work hours
    – too little: low earning; unemployment; effect on family involvement
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7
Q

involvement balance

A

if a person is heavily involved in one domain (work or family), he or she may be less available, psychologically or physically for the other domain

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8
Q

work-family conflict: work-related vs. non-work-related effects

A
  • Work-related outcomes: Decreased job satisfaction, work performance, morale, organizational commitment; Increased turnover, intent to leave, absenteeism
  • Non-work-related outcomes: Lower satisfaction – life, martial, family; Increased psychological strain, fatigue, depression, alcohol abuse, job burnout, family stress
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9
Q

3 ways to manage work-family conflict

A
  • Family makes changes
  • Workplace makes changes
  • Policy changes are implemented
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10
Q

who is the most time-pressured

A
  • Affluent people, parents, caregivers
  • People in high demand, low control jobs (have no say in their schedule)
  • Mothers (and fathers) working full-time
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11
Q

pit stop approach to home

A

home is viewed as a re-fuelling/recharging place; somewhere to get ahead at work

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12
Q

work-family enrichment

A
  • “the extent to which experiences in one role improve the quality of life in the other role”
  • Synergy between work and family life
  • Positive effects of having multiple roles
  • Access to income, benefits, use of skills and abilities
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13
Q

how does enjoying paid work affect work-family balance?

A
  • Reduces stress: reduces both time-related stress and work-family balance-related stress for men and women
  • Helpful for both men and women
    • However, women in professional/managerial positions are less satisfied than other workers (could be because they haven’t adjusted the other “spheres” of their life to accommodate this position)
    • As paid work hours increase, women do not report greater improvement to quality of life
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14
Q

how does enjoying housework affect work-family balance?

A
  • Helpful for women, but not men
    • Women have an improved sense of work-family balance due to housework (still see housework as part of their role – if they can manage it well, they’re happy)
    • Men were more likely to be time-stressed due to housework (don’t see it as part of their role – see it as an additional task added on)
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15
Q

managing work-family conflict: family/individual strategies

A
  • Maintain boundary between work/family (ie. Not bringing work home)
  • Have adequate childcare arrangements
  • Fair division of household labour
  • Outsource tasks (ie. Nannies, personal shoppers)
    Attitudes (both cultural and family)
  • Social support
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16
Q

managing work-family conflict: workplace changes

A
  • workplace policies (Employee Assistance Programs, flexible time, childcare, parental leave, compassionate care)
  • work arrangements (ex. Flexible scheduling, home-based work, telework, self-employment, shift work, part-time work)
17
Q

Employee Assistance Programs

A
  • Programs to deal with pressures and problems
  • Wellness programs
  • Private space for breastfeeding
18
Q

effect of flexible scheduling on women

A
  • Decreases time pressure
  • Increases level of satisfaction with:
    • Work-family balance
    • Job satisfaction
    • Life satisfaction
    • Time use
19
Q

effect of flexible scheduling on men

A
  • Decreases time pressure
  • Has no effect on work-life balance
  • Increases perception of well-being
20
Q

effect of flexible scheduling on parents

A
  • Decreases time on employment-related activities
  • Increases sleep time
  • Increases participation in physical activities
21
Q

According to data from National Study of US Employers, MORE companies are…

A
  • Increasing options allowing employee to manage time and place of work (ex. flex time, daily time off when need arises - ie. when kids are sick)
  • Offering Dependent Care Assistance Plans (DCAP) to help pay for childcare, elder care, and respite services with pre-tax dollars
  • Offering information about elder care
22
Q

According to data from National Study of US Employers, LESS companies are…

A
  • allowing employee large amount of time away from full-time work (ie. going to/from part-time and full-time, taking career breaks for family reasons)
  • Providing emergency childcare and sick care options
23
Q

who are the most flexible employers?

A
  • Large companies
  • Non-profits
  • Companies where workforce is made up of more women and less racial or ethnic minorities; has more women and racial minorities in senior positions
  • Companies with fewer union members
  • Companies with fewer hourly employees
  • Companies with more part-timers
24
Q

do benefits really help decrease work-family conflict

A
  • Perception is “yes”, but not always true
  • Reasons benefits don’t always help:
    • Programs don’t meet needs
    • Barriers exist to implementing or using them
25
Q

managing work-family conflict: policies

A
  • Maternity/parental leave (employers can top up)

- Compassionate care benefits

26
Q

benefits of work spillover on families

A
  • Individuals with high incomes have healthier children and are more satisfied with childcare
  • They have greater autonomy on the job
  • They engage in networking and have family-supportive employers
27
Q

conflict usually arises from

A
  • Disputes over money or time use
  • Disputes over work involvement
  • Disputes over values
28
Q

factors influencing conflict resolution

A
  • Involvement balance
  • Workplace flexibility
  • Family member’s needs
29
Q

compromise vs. accommodation

A
  • Compromise: each person makes concessions, giving in a little to gain a valued outcome
  • Accommodation: the needs of each person are accommodated or adjusted as best they can be
30
Q

social support on work-family conflict

A
  • Marriage has positive health effects on spouses/parents and children
  • Social support plays a larger role for women than men in reducing work-family conflict
31
Q

work vs. effort

A
  • Work: effort expended to produce or accomplish something, or an activity that is rewarded (usually with pay)
  • Effort: use of energy to do something
32
Q

who is most likely to feel overworked?

A

employees in poor-quality jobs with little control

33
Q

work ethic vs. commitment

A
  • Work ethic: degree of dedication or commitment to work

- Commitment: the degree to which an individual identifies with and is involves in a particular activity or organization

34
Q

workaholism

A

the inability to stop thinking about work, and the feeling the work is always the most pleasurable part of life

35
Q

The 3 P’s

A
  • Procrastinator: puts off work and postpones decisions
  • Parkinson’s law: a job expands to fill the time available to accomplish the task (ie. People with lots of time and few tasks will take longer on them)
  • Pareto’s Principle: the 80-20 rule -> 20% of the time expended usually produces 80% of the results, while 80% of the time expended only produces 20% of the results (meaning that most of an individual’s time is wasted on low-productivity activities)
36
Q

who volunteers? why do they do it?

A
  • Stay-at-home moms make up large numbers of volunteers
  • Why do people volunteer?
    • Sense of social consciousness (want to contribute to family/community)
    • Provides self-worth and self-esteem
    • Provides leadership skills
37
Q

leisure

A
  • freedom from time-consuming activities, tasks, duties, or responsibilities
  • We have more leisure time today than in the past, but it doesn’t feel like it
  • Men have more leisure time than women
  • Leisure time usually spent on interests and hobbies, or playing with kids

Family Studies 238 (15 decks)

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