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22 - Implications of the Changing Nature of Work for the Interface between Work and Nonwork Roles

from Part III - Implications for Talent Management and Impact on Employees

Published online by Cambridge University Press:  02 April 2020

By
Jeffrey H. Greenhaus  and
Gerard A. Callalan
Edited by
Brian J. Hoffman ,
Mindy K. Shoss  and
Lauren A. Wegman
Brian J. Hoffman
Affiliation:
University of Georgia
Mindy K. Shoss
Affiliation:
University of Central Florida
Lauren A. Wegman
Affiliation:
University of Georgia
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Summary

The changing nature of work has produced a variety of work demands or stressors (e.g., job insecurity, financial instability, unpredictability of work schedules) that can interfere with life outside of work, and has also provided significant resources to some employees in the form of flexibility in the scheduling and location of work, enhanced levels of autonomy or discretion on the job, and exposure to different cultures. Managing the demands and capitalizing on the resources require employees to make proactive work–nonwork decisions that take all important facets of their life into account. The effectiveness of work–nonwork decisions is often dependent on the support that individuals and their families receive from the organizations for which they work and the societies in which they live.

Keywords

changing nature of workemployment relationshipsgenerational influencesglobalizationtechnologywork demandswork resourceswork–nonwork conflictwork-nonwork decisionswork-nonwork enrichmentwork-nonwork interface.
Type
Chapter
Information
The Cambridge Handbook of the Changing Nature of Work , pp. 467 - 488
Publisher: Cambridge University Press
Print publication year: 2020

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