Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment
Year: 2011
Type: article
Abstract: We investigate the turnover effects of an organizational innovation (ROWE-Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE implementation. We find the odds of turnover are indeed lower for employees participating in the ROWE initiative, which offers employees greater work-time control and flexibility, and that this is the case regardless of employees' gender, age, or family life stage. ROWE also moderates the turnover effects of organizational tenure and negative home-to-work spillover, physical symptoms, and job insecurity, with those in ROWE who report these situations generally less likely to leave the organization. Additionally, ROWE reduces turnover intentions among those remaining with the corporation. This research moves the "opting-out" argument from one of private troubles to an issue of greater employee work-time control and flexibility by showing that an organizational policy initiative can reduce turnover.
Source: Social Problems
Authors: Phyllis Moen, Erin L. Kelly, Rachelle Hill
Institution: University of Minnesota
Language: English
Subfield: Sociology and Political Science
Field: Social Sciences
Domain: Social Sciences
Open Access status: green
Awards: Evaluating the Health Benefits of Workplace Policies and Practices - Phase II, Flexible Work and Well-Being Center at the University of Minnesota, RU: Daily Diary Evaluation of the Health Benefits of a Workplace Intervention, A Translational Coordinating Center for the Work, Family and Health Network, Minnesota Population Center, Data Coordinating Center for the Work, Family and Health Network
OpenAlex ID: W2124884570