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1 results

  • 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
  • Edited by Brian J. Hoffman, University of Georgia, Mindy K. Shoss, University of Central Florida, Lauren A. Wegman, University of Georgia
  • Book:
    The Cambridge Handbook of the Changing Nature of Work
    Published online:
    02 April 2020
    Print publication:
    23 April 2020, pp 467-488

  • 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.