Companies compete for labor in the labor market. When the labor market is super competitive, companies are pressured to use FWA to signal to workers and potential workers that they are an “employer-of-choice”. Circle one: macro, meso, micro
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Companies compete for labor in the labor market. When the labor market is super competitive, companies are pressured to use FWA to signal to workers and potential workers that they are an “employer-of-choice”.
Circle one: macro, meso, micro
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Companies compete for labor in the labor market. When the labor market is not very competitive, companies are less pressured to indicate they are an “employer-of-choice” and therefore may be less likely to make FWA a priority.
Circle one: macro, meso, micro
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Managers of work teams are concerned with performance. When making decisions about FWA accommodation, they may weigh the potential upsides (employee satisfaction, well-being, commitment) with the potential downsides (lack of performance if tasks are comprehensively interdependent and/or require employee presence).
Circle one: macro, meso, micro
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Individuals vary in their level of desire for FWA. In other words, some people simply value flexible work arrangements more than others.
Circle one: macro, meso, micro
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Individuals sometimes face competing responsibilities in their work and nonwork lives. These individuals potentially face judgement from others regarding their choice to use or not use FWA. Support from family members and supervisors is critical to help alleviate the stress of these competing responsibilities and potential stigmatization.
Circle one: macro, meso, micro
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