Work and Family Conflict: Can Home-Based Teleworking Make a Difference?

Document Type

Article

Journal/Book Title/Conference

International Journal of Organizational Theory and Behavior

Volume

9

Issue

3

Publisher

Emerald Publishing Limited

Publication Date

3-1-2006

First Page

307

Last Page

350

Abstract

Research has shown that, when employees’ work-family conflict levels are reduced, performance in the workplace can increase. How to reduce these levels, however, is a complex task. The purpose of this empirical study was to investigate the differences in work-family conflict between full-time worksite employees and full-time teleworking employees (individuals who teleworked from home at least two days per week). Employees (n = 308) in seven for-profit companies in Minnesota were sampled and surveyed using a slightly revised version of the Carlson and Kacmar (2000) work-family conflict scale. The findings indicate that teleworkers had lower levels of overall work-family conflict as well as most of the other work-family conflict variables explored (i.e., strain-based, time-based, work interference with family, family interference with work)

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