krista m. brumley department of sociology humanities brown bag series april 15, 2015

Krista M. Brumley Department of Sociology Humanities Brown Bag Series April 15, 2015

Presentation Outline Introduction Workplace characteristics, ideal worker norm, and data What are flexible work arrangements? Why care? Methods Findings Flexible work arrangements/competitive work culture FWA available, uniform? Supervisor/management contingent Flexibility stigma? Conclusions/implications

Introduction: shifting workplaces Workplaces traditionally characterized by: Life-long employment Seniority career ladder Specialized job descriptions Loyalty rewarded Significant benefit packages with full-time work Multiple layers of management

Introduction: shifting workplaces Workplaces in the new economy: Job insecurity (downsizing, restructuring) Frequent job changes; temporary & contingent Knowledge career ladder Multiple & shifting tasks 24/7 economy tethered by new technology Flexibility and adaptability rewarded Diminishing benefits Teamwork and flattened hierarchies

The Ideal Worker Narrative Long hours and visibility yield status and rewards - work environment requires prioritizing work, not family or other responsibilities. Networking as essential funnels employees into positions with decision making capacity, higher pay, & greater control of resources. Differentiated value of behaviors and positions employees who lead and are visible are heroic versus those behind the scenes.

Gendered Work Organizations distinct (dis)advantages

The Glass Ceiling

Men & Women in Paid Labor Market

Women in S&P 500 Companies by Race/Ethnicity (Catalyst. Women in S&P 500 Companies by Race/Ethnicity. New York: Catalyst, March 2015.)

Women in S&P 500 Manufacturing Durable Goods Pyramid: Women in S&P 500 Manufacturing Durable Goods. New York: Catalyst, April 1, 2015.

Flexible Work Arrangements (FWA) How, when, and where people do their best work effective workplace that meets employer & employee needs Flex time and place regular or short-notice flex time; compressed workweeks; telecommuting/remote work Flex careers dialing careers up or down Reduced time part-time & part-year work Time off paid vacations; sick leave Choices in managing time self-scheduling & shift trading; alternative work schedule (same # of hours) Culture of flexibility supervisor support; lack of penalties for working flexibly Source: Families & Work Institute

FWA usage to the Ideal Worker Norm Women leave work due to lack of family-friendly policies: Paid parental leave, Protections for part-time workers Affordable childcare Flexibility in scheduling/hours Motherhood penalty in wages, promotions Mothers more likely to leave male-dominated occupations when they work 50 hours or more a week (but not the same for men or childfree women) Childfree women have similar attitudes towards work as men

FWA usage to the Ideal Worker Norm Fatherhood premium paid higher wages and more likely to be promoted Dads who seek part-time schedules for childcare face harsher character judgments than moms Dads with caregiving responsibilities face more coworker harassment than moms or childfree colleagues The message: Dads who use flex policies are not good workers or real men. (Source: Journal of Social Issues 69(2) 2013)

Flexibility Stigma The bias workers face from coworkers and employers when they signal the need for any flexible work arrangement. (Source: Journal of Social Issues 69(2) 2013)

Methods Data collection: in-depth, qualitative interviews: Daily work experiences (culture, expectations) Work-family policies & practices (formal, informal) Work-family strategies Career aspirations Inclusion criteria: Women and men professionals, managers, or executives With children (for now) Do not have to be dual income earners in the family unit Locations: multinational companies with 500 or more employees in the Detroit metropolitan area

Sample Characteristics MEN WOMEN Age 41-55 5 White Married 2 kids, ages 1-25 (all but 2 under age 11) All but one MA 11-34 years employed $100,000k average with 1 earning about $300 All but one have wives earning $75k or more Age 30-54 4 White; 1 WH Married 3 have 2 kids; 2 have one, ages 17 mos.-25 (all but 3 under 10) 2 MA; 3 BA 1-27 years employed $87,000 average with 1 earning about $400,000 3 husbands over $90k; 1 less than 50k; 1 less than 75k

Work-Family Policy Qs: Can you describe company policies to support working families? In what ways do you feel supervisors and managers have supported your career? What about for other employees could you give examples of how you have seen supervisors and management support careers? How do you think management could better support employees work and family responsibilities? What could direct supervisors do to support employees more? How do your coworkers perceive those that use these policies? What about supervisors or those in managerial positions?

F1: The Competitive Work Culture Work long hours; produce results Show ambition networking; aggressive Be visible Obtain business know-how; credentials knowledge career ladder (not seniority)

Flexibility within a long hours culture? Our department is fairly intense. Since 2008, we work harder with fewer people. The typical work day is different. We are global. We are in as early as 5:30. I am in at 6 at a regular basis. But I dont mind because it helps flexibility later in the day. It is an addition shift, people dont leave early, it is just an addition shift. Early birds by 6, most by 7 or 7:30. (Isaac, engineer, professional)

Flexibility within a long hours culture? If you want to be better than average you have to put in more than 40 hours. You have to know who your competition is figure out the standard and beat it; Why are they seen as high performers? Other than yourself, who is responsible for making your career? (Kate, project director, executive)

Flexibility within a culture of ambition? If you are a new employee I would really stress the importance of networking. They always look for your character, leadership, aggressiveness. Aggressiveness seems to be one of the things they look for when promoting people. (Julie, purchasing analyst, professional)

Flexibility within a culture of visibility? Ideally, its not considered a good thing if you stay in a job for more than 4 to 5 years; you should move around. It would be good that you are the one sent to represent your boss so that other managers see you, and you put the presentation together. By moving around people get to know you. (Kim, engineer, professional)

Flexibility within the knowledge culture? My recommendation is that you get to know many areas, many jobs. Those that move up have a lot of company know-how. Management needs to know you. (Jacob, finance, professional) You dont want you to be too oriented toward one technology; so my manager had me do more, and move to a position that would introduce me to new technologies at the firm. (Kate, project director, executive)

Flexibility in a knowledge culture? People have to become responsible for their own careers this means you have to think about what you want to do, get the training, and get it lined up. If you want to go farther, you are going to have to be willing to move, even internationally. (Mitchell, engineer, management)

F2: FWA availability People can work remotely. The amount is in-line with what is feasible and your work function. Its become much more prevalent to work flex. In my department, we might be able to work at max a half day a week, but it might be three days for some groups. What makes a difference is in my group we need the face to face contact. Our function requires a lot more interaction in the office. (Isaac, engineer, professional)

FWA availability We can work two days a month from home. I find it beneficial as a working mother. There are those that use it to just get out of the office. Some people use it for a doctors appointment that day and just work from home. In my case I use it when my kids are sick or there is a snow day. (Julie, purchasing analyst, professional)

FWA availability Our company does not have a formal policy; its arranged on a case-by-case basis. Often the arrangements are temporary 2 and 3 years. Children and illness of spouses or parents, so some kind of health issue, or schooling. (Kate, project director, executive)

FWA availability There is a big mistrust in our department with senior management. We have one or two that work from home once in a while, but the senior management has a lot of mistrust so there are no flexible working arrangements. (Sam, senior buyer, professional)

F3: Supervisor/Management Role The company allows flexible work arrangements, but it is up to the manager on how they want to handle it. Each determines what is the best way to work the flex depending on their department. Across my division, we are all issued cell phones and lap tops which makes flexible work much easier. I say to my group, I know people are social at work, and if that is a problem, then work from home, or work somewhere else, or hide somewhere. Whatever it takes, just let me know where you are so I can get a hold of you. (Mitchell, engineer, manager)

Supervisor/Management Role Its informal and up to your supervisor. Ive worked on lots of flexible work arrangements, and it has worked well. You generally know who your good performers are and who is going to take advantage of it. Generally, people work harder because they want you to know they are not slacking off. Its very evident when someone is not doing their job, so Id rather give someone the opportunity to try it out. (Kate, project director, executive)

F4: Flexibility Stigma motherhood penalty Some groups are okay working from home twice a week, but I feel like there is an underlying; you hear people say family first, but there is pressure and expectation of why isnt this person at work today, and why is she working from home. We have this benefit, but you have to follow through. If you mean family first, then stand by your words, and I just dont think it is accepted everywhere. I feel it is both at the manager and coworker level. My manager, she somewhat doesnt believe in it. Then why allow it? You make me feel guilty when I do. (Julie, purchasing analyst, professional)

Flexibility Stigma involved dad Its not been done before, but I am willing to do it, if you can get your work done. He told everyone I was going down to 35 hours. But the work load was the same. And, I even got more on top of it which was the funny part of it; the company got a good deal out of it, and I was paid less. After a half year my review got really bad. It was amazing that all the sudden it is saying I dont have know-how for a job I had been doing for 11 years. There was a big push from senior management and my manager said, you are going back to 40 hours because 35 doesnt work here. I thought, this is a really bad review so Ill go back to the 40 hours, but where do I stand? (Sam, senior buyer, professional)

Flexibility Stigma involved dad There is a level of jeopardy based on my ability to service my kids. All in all my boss is really understanding and he has been great to work for. My recent review, we were talking about careers and you know there are not too many jobs in the company that would allow me to work how I do. So if I wasnt working in the job that I have right now with the boss I have, I dont know if I would stay with the company. I would want a job that lets me be home with the kids. (Jacob, finance, professional)

Flexibility Stigma involved dad I am not sure I am typical on this, I have always enjoyed my time away from work and I would like to keep that balance that we had before kids. Its important to me, its important to [my spouse]. That is the ultimate division, and everything put in front of me for the next five years I would want that to play into that kind of balance. There are some roles where they work on the weekends and late, and I am not interested in that. In five years I would like to be in my leaders role, but quite honestly if the demands are too high and the pay increase isnt logical, then no. (Isaac, engineer, professional)

Conclusions/Implications U.S. businesses are predicated on flexible accumulation, and employees who adeptly respond to quickly changing circumstances The ideal worker norm persists Long hours, produce results Ambition, networking, and visibility Knowledge career ladder (not seniority) There is a mismatch between the 1950s mad men workplace culture and the reality of the workforce

Conclusions/Implications Not all employees had access, even within same company The lack of systematic implementation of policies leaves FWA open to interpretation Not living up to ideal worker norm? Wage loss, lack of promotions, and negative performance evaluations Preliminary results suggest that using FWA exacerbates employee evaluations and opportunities for promotions Motherhood penalty versus fatherhood premium wage inequality, but results suggest that FWA for men may have similar impacts

krista m. brumley department of sociology humanities brown bag series april 15, 2015

Documents

prioritizing work

families work institute

conclusionsimplications

year work time

flexible work arrangements

rewards work environment

alternative work schedule

men women