Part time work, productivity and institutional policies

Abstract

Purpose

The purpose of this paper is to develop and empirically test a multilevel framework for examining the links between part time work, productivity and institutional context. The authors emphasize the importance of integrating different theoretical perspectives to enrich the understanding of nonstandard work arrangements such as part time and organizational effectiveness such as productivity.

Design/methodology/approach

The authors used data from 2,839 businesses in 21 OECD countries. At the firm level, primary data were collected from the 2008 to 2010 survey of the Cranet research network. At the national level, the authors used information from OECD and Botero et al. (2004). The authors analysed the data using hierarchical linear modelling.

Findings

Firm use of part time work relates negatively to employment legislation but positively to gender empowerment. The relationship between part time work and productivity at firm level is moderated by employment legislation.

Research limitations/implications

This study provides a basis for research in nonstandard work, firm outcomes and institutional policies to further advance.

Practical implications

Results indicate how managers should consider the relevant institutional context when deciding whether to promote the use of part time work. Results also show that policy-makers should be careful since employment policies may have adverse effects on use of part time in specific contexts.

Originality/value

The authors make theoretical and empirical contributions to the study of nonstandard arrangements by introducing a framework that better captures the complex interrelations between use of part time work, productivity and institutional context. Theoretically, the authors combine the resource based view with institutional theory into a multilevel framework that challenges the conventional model of the flexible firm.

Citation

Ierodiakonou, C. and Stavrou, E. (2015), "Part time work, productivity and institutional policies", Journal of Organizational Effectiveness: People and Performance, Vol. 2 No. 2, pp. 176-200. https://doi.org/10.1108/JOEPP-07-2014-0030