Abstract and Keywords
Traditional organizational cultures pressure workers to prioritize the paid work role and to sacrifice participation in other life domains. However, performance in the paid work role affects and is affected by other roles the worker considers important. Multiple roles often conflict, but they also create positive synergies whereby workers utilize skills, ideas, and resources gained in different domains to enhance performance in all of them. Supportive organizational cultures and work–life flexibility practices help workers manage the interface between paid work and other life domains, and evidence suggests that they enhance work attitudes and performance. Given that multiple roles enhance workers’ performance, commitment, and resilience, organizational structures and cultures that support employees’ participation in multiple life domains are likely to generate positive benefits for firms as well as employees. The chapter ends with a theoretical model intended to stimulate future research in this area.
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