Work and Family Interaction Management: The Case for Zigzag Working

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aut.relation.endpage23
aut.relation.journalThe International Journal of Human Resource Management
aut.relation.startpage1
dc.contributor.authorHarris, Candice
dc.contributor.authorHaar, Jarrod
dc.date.accessioned2024-09-02T03:04:50Z
dc.date.available2024-09-02T03:04:50Z
dc.date.issued2024-08-21
dc.description.abstractThe present study seeks to advance understanding of the interaction of work and family roles. Typically, while the intersection of these domains is established as either being detrimental (i.e. work-family conflict) or beneficial (i.e. work-family enrichment), we argue there is a fundamental issue with timing. Specifically, we offer zigzag working as an approach to understanding how work and family interact. We suggest, rather than roles operating separately (e.g. work to family or family to work), the reality of work is where employees have work and family roles intersecting simultaneously. We believe this provides unique insights for those with dependent responsibilities, representing potentially both a unique challenge and benefit. Our study has two samples (n = 318 employees and n = 373 managers) and we find support for zigzag working at the day-level and while it is positively related to work-family conflict dimensions it is also positively related to happiness. Overall, our paper offers a new lens on work-family border negotiation, providing empirical evidence showing that zigzag working does occur and that it appears to have unique properties. Importantly, zigging and zagging around work and dependents during a typical day represents both positive and negative effects, highlighting a unique occurrence within the literature.
dc.identifier.citationThe International Journal of Human Resource Management, ISSN: 0958-5192 (Print); 1466-4399 (Online), Informa UK Limited, 1-23. doi: 10.1080/09585192.2024.2390986
dc.identifier.doi10.1080/09585192.2024.2390986
dc.identifier.issn0958-5192
dc.identifier.issn1466-4399
dc.identifier.urihttp://hdl.handle.net/10292/17952
dc.languageen
dc.publisherInforma UK Limited
dc.relation.urihttps://www.tandfonline.com/doi/full/10.1080/09585192.2024.2390986
dc.rights© 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives License (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is properly cited, and is not altered, transformed, or built upon in any way. The terms on which this article has been published allow the posting of the Accepted Manuscript in a repository by the author(s) or with their consent.
dc.rights.accessrightsOpenAccess
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subject1503 Business and Management
dc.subject1505 Marketing
dc.subject1605 Policy and Administration
dc.subjectIndustrial Relations
dc.subject3505 Human resources and industrial relations
dc.subject3507 Strategy, management and organisational behaviour
dc.subject5201 Applied and developmental psychology
dc.titleWork and Family Interaction Management: The Case for Zigzag Working
dc.typeJournal Article
pubs.elements-id567312
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