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In the US, approximately 70% of mothers and 93% of fathers with children who are under 18 years are in the paid labor force, and studies have documented that employed parents with young children often experience high levels of stress as they attempt to manage or balance the demands of their work and family roles. The current study focused on factors associated with observed variability in reports about work–family stress and considered the roles of parenting stress, child characteristics, as well as conflict with the other parent. Prior research has shown that parenting a more “difficult” child is a source of parenting stress, but such studies have not focused specifically on work–family conflict as a consequential outcome, have tended to be limited to older parents, and often have focused only on mothers. We also investigated the role of partner disagreements about assistance with parenting responsibilities as a further complication to family life that may influence perceived work–family stress among co-residential parents. Drawing on data from employed young adult parents, the Toledo Adolescent Relationships Study (TARS) (n=263), we found that having a child perceived as more difficult was associated with greater work–family stress. Among co-residential parents, stress but not parenting disagreements with the other parent was associated with greater work–family stress. The findings highlight the importance of providing institutional and informal support to such parents.

Extant research conceptualizes rankings as measures that fundamentally shape modern life by virtue of being publicly available. Yet, studies seldom explore the act of publishing when accounting for the attention rankings raise in larger stakeholder audiences. In short, we know a lot about the impact of rankings, but considerably less about the organizational practices devised by those who produce them – the rankers. Borrowing from Goffman, the paper conceptualizes modern rankings as public performances carefully prepared on backstages and unfolding on multiple frontstages. Using a qualitative data set, the paper traces the full spectrum of organizational practices that make rankings public performances: on the backstage, launch dates have to be set, numbers packaged, and “teams” prepared; on the frontstage, performances are held through face-to-face interactions (at launch events) as well as in a variety of mediated settings. Overall, the findings indicate that the more ranking organizations seek the attention of larger stakeholder audiences, the more the publication process is transformed into what one of the informants describes as “a big firework.”