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This paper aims to investigate the idiosyncratic relationships between work and nonwork among dual-career professional couples (DCPCs) intentionally without children, considering individual members' role salience, nonwork responsibilities and care or career orientation.

Interview data from 21 Canadian and American couples (42 individuals) was used to explore the research question: How do DCPCs without children perceive their work-nonwork balance?

DCPCs without children are a heterogenous demographic. Some couples are career oriented, some care oriented, some exhibit both orientations, shaping their experience of work-nonwork balance. Unlike popular stereotypes, they do have nonwork responsibilities and interests outside of their thriving careers. Similar to their counterparts with children, they face conflicts managing work and nonwork domains.

Based on theories of role salience, work-nonwork conflict, enrichment and balance, the authors suggest that analyses of work-nonwork balance should include nonwork activities other than child caring. The authors further propose that the experience of the work-nonwork interface varies according to whether couples are careerist, conventional, non-conventional or egalitarian. The study also demonstrates that work-nonwork experiences are relational in nature and should be explored beyond a strictly individual perspective.

The purpose of this paper is to examine the effect of superior support, in the presence of a range of work role stressors, on both conflict and enrichment aspects of work-life interface simultaneously. The paper frames the research narrative of superior support by contextualizing it within superior’s dichotomous and opposing roles of organizational performance driver and support provider.

Survey data was collected from Malaysian work adults. Drawing on a sample of 1,051 cases, structural equation modeling technique is used to examine the effect of superior support, with the presence of work role stressors, on individuals’ work-life experience. Three alternate models are compared: superior support as moderator of stressors-strain relationship; both superior support and work stressors as direct antecedents of work-life experience; and superior support as indirect antecedent (mediated by work role stressors) of work-life experience.

Findings evidence the favorable model of superior support as indirect antecedent (mediated by work role stressors) of work-life experience. In addition, superior support has significant impact on work role ambiguity and work-life enrichment, however, its effect on work role conflict, work role overload and work-life conflict is not significant. Findings of the study also demonstrate the distinct effect of work role stressors on work-life experience in terms of direction and strength of impact.

While superior support promotes greater work-life enrichment, its effect on work-life conflict is limited. Therefore, instead of superior support, employers have to identify alternate resources to assist employees to deal with conflict and interference of work-life interface. Distinctiveness of various work role stressors and interaction between these work role stressors offer practical implications to employer that all stressors at workplace should not be treated as identical and common to each other. Distinct effort should be taken to address different forms of work role stressors so that work-life conflict (resource depletion) can be minimized while work-life enrichment (resource gaining) can be enhanced.

The research investigates superior support in relation to work stressor and work-life experience by scrutinizing the role of supervisors from the vantage point of supervisors as performance drivers as well as support providers. This provides a balanced narrative as compared to previous research focussing solely on either the support perspective or the employee effort extraction perspective. In its execution, the research incorporates enrichment aspect of work-life experience, in addition to the conflict and negative effect. Drawing on the Conservation of Resources Theory, the study teases out important implication for employers and researchers to show that superior support and work role stressors come together to shape individuals’ work-life experience by depleting resources (work-life conflict) and gaining resources (work-life enrichment) simultaneously, as well as drawing out the dilemma of supervisors as performance drivers and support providers at the same time.

This study is aimed at decoding the impact of supportive leadership behavior (leader–member exchange [LMX]) on job satisfaction (JS) through the mediating role of the work–nonwork interface (work-to-nonwork conflict [WNC] and work-to-nonwork enrichment [WNE]), within the work-from-home context in India.

Multiphased data collected from 232 full-time working Indian dual-working parents (with one or more children) were analyzed using structural equation modeling.

Overall, the hypothesized model receives empirical support from the data. LMX positively influenced WNE and simultaneously negatively influenced WNC. WNE, in turn, positively impacted JS, and WNC negatively influenced JS. Results supported only the mediating role of WNE between LMX and JS but not WNC. Women reported greater JS than men, and respondents staying in a joint family reported decreased WNC.

The current study takes a multiphased, multidomain approach to understand the underlying mechanisms of leadership’s impact while working from home.

By adopting a tailored approach, organizations can ensure better alignment between employee goals and the desired outcomes of the organization. This entails considering extended family requirements and designing HR interventions and strategies that accommodate the specific challenges faced by dual-working parents.

This study helps to shed light on the sparsely researched arena of the role of leadership in the work-from-home context, more so for Indian dual-working households. Hence, it makes significant contributions to theory and practice.

Research on work–life interface in the expatriation context has to date focused on expatriates relocating with a family, and the work–life experiences of single and childless expatriates remain largely unexplored. This is particularly relevant for women, as female expatriates appear to be more often single than their male counterparts and have children less often. The aim of this paper is, therefore, to examine the specific work–life experiences of single and childless female expatriates who are working and living in the French-speaking part of Switzerland.

A qualitative research design has been adopted for this exploratory study. Data was collected through semi-structured face-to-face interviews with 20 single and childless female expatriates living and working in the French-speaking part of Switzerland.

Our findings identify a set of personal, work-related, and social and cultural factors contributing to single and childless female expatriates’ conflict and enrichment between work and nonwork spheres, as well as a range of sources and types of social support they rely upon. Our findings demonstrate that work–life issues are also exacerbated for single and childless women in the international context.

This study is the first dedicated to the examination of specific work–life issues of single and childless women in the expatriate context. By revealing the specificities of their work–life experiences, this study contributes to the fields of (female) expatriate research and work–life research and advances current knowledge on nontraditional expatriates.

Drawing upon work-home resources model, this study aims to investigate how and when humble leadership influences followers’ work–family enrichment. Specifically, this study focuses on the mediating role of thriving at work and moderating role of promotion focus.

Data were collected from 292 employees of science and technology enterprises in China through a three-wave questionnaire survey. Hierarchical regression analysis and bootstrapping approach were employed to test hypotheses.

This study found that thriving at work significantly mediated the relationship between humble leadership and work–family enrichment. Promotion focus strengthened the positive relationship between humble leadership and thriving at work and the indirect effect of humble leadership on work–family enrichment through thriving at work.

The findings of this study offer guidance for managers to enhance thriving at work and improve employees’ work–family experiences.

First, this study explores the work-to family spillover effects of humble leadership by examining the family outcomes of humble leadership. Second, this study further uncovers the underlying mechanism between humble leadership and work–family enrichment by demonstrating the mediating role of thriving at work. Third, by exploring the moderating role of promotion focus, this study provides insight into the boundary conditions of the impact of humble leadership.

The recent COVID-19 pandemic has (triggered) lots of interest in work from home (WFH) practices. Many organizations in India are changing their work practices and adopting new models of getting the work done. The purpose of the study to look at the boundary-fit perspective (Ammons (2013) and two factors, namely, individual preferences (boundary control, family identity, work identity and technology stress) and environmental factors (job control, supervisor support and organizational policies). These dimensions are used and considered to create various clusters for employees working from home.

K-mean clustering was used to do the cluster analysis. Statistical package for social sciences 23 was used to explore different clusters based on a pattern of characteristics unique to that cluster, but each cluster differed from other clusters. Further analysis of variance test was conducted to see how these clusters differ across three chosen outcomes, namely, work-family conflict, boundary management tactics used and positive family-to-work spillover effect. The post hoc test also provided insights on how each cluster differs from others on these outcomes.

The results indicated four distinct clusters named boundary-fit family guardians, work warriors, boundary-fit fusion lovers and dividers consistent (with previous) research. These clusters also differ across at least two major outcomes like boundary management tactics and positive spillover. The high control cluster profiles like Cluster 3 (boundary-fit fusion lovers) and Cluster 4 (dividers) showed low technostress and higher use of boundary management tactics. Cluster 3 (boundary-fit fusion lovers) and Cluster 1 (boundary-fit family guardians) having high environmental influencers also showed higher positive family-to-work spillover.

Because this study is very specific to the Indian context, a broad generalization requires further exploration in other cultural contexts. The absence of this exploration is one of the limitations of this study. On the culture continuum, countries may vary from being individualistic on one extreme to being collectivistic on the other extreme. Interaction of these two cultural extremities with the individual and the environmental dimension, as espoused in this research, can be examined further in a different cultural setting.

This study has extended the work of Ammons (2013) and added external influencers as a dimension to the individual preferences given by (Kossek 2016), and created the cluster for employees in the Indian context. This study has demonstrated the importance of reduced technostress, and the use of boundary management tactics (temporal and behavioral) leads to positive family-to-work spillover. It has also emphasized the relevance of organization policies and supervisor support for better outcomes in WFH.

Work-life flexibility policies (e.g., flextime, telework, part-time, right-to-disconnect, and leaves) are increasingly important to employers as productivity and well-being strategies. However, policies have not lived up to their potential. In this chapter, the authors argue for increased research attention to implementation and work-life intersectionality considerations influencing effectiveness. Drawing on a typology that conceptualizes flexibility policies as offering employees control across five dimensions of the work role boundary (temporal, spatial, size, permeability, and continuity), the authors develop a model identifying the multilevel moderators and mechanisms of boundary control shaping relationships between using flexibility and work and home performance. Next, the authors review this model with an intersectional lens. The authors direct scholars’ attention to growing workforce diversity and increased variation in flexibility policy experiences, particularly for individuals with higher work-life intersectionality, which is defined as having multiple intersecting identities (e.g., gender, caregiving, and race), that are stigmatized, and link to having less access to and/or benefits from societal resources to support managing the work-life interface in a social context. Such an intersectional focus would address the important need to shift work-life and flexibility research from variable to person-centered approaches. The authors identify six research considerations on work-life intersectionality in order to illuminate how traditionally assumed work-life relationships need to be revisited to address growing variation in: access, needs, and preferences for work-life flexibility; work and nonwork experiences; and benefits from using flexibility policies. The authors hope that this chapter will spur a conversation on how the work-life interface and flexibility policy processes and outcomes may increasingly differ for individuals with higher work-life intersectionality compared to those with lower work-life intersectionality in the context of organizational and social systems that may perpetuate growing work-life and job inequality.

The paper seeks to examine whether spillover from “nonwork” to work contributes to individuals' well‐being.

An online survey was administered to New Zealand local government employees. Positive (facilitation) and negative (conflict) spillover from two “nonwork” domains (family and personal benefit activities) to work were investigated. The survey also assessed psychological involvement (in work, family and personal benefit activities), time devoted to each domain, and self‐reported well‐being in each area.

Levels of nonwork‐to‐work facilitation were moderate, and significantly higher than nonwork‐to‐work conflict, and well‐being was moderately high (although greater for the family and personal benefit domains than for work). There were significant positive relationships between psychological involvement in the nonwork domains and levels of facilitation from these domains to work, and nonwork‐to‐work facilitation was associated with higher well‐being. Time invested in family and personal activities was not linked with greater nonwork‐to‐work conflict. Mediation analyses indicated that psychological involvement (in family and personal activities) was associated with increased facilitation, which in turn enhanced well‐being.

Engagement in family and personal benefit activities yields positive outcomes for individuals, in terms of their psychological well‐being and facilitation of work‐related outcomes. Encouragement to engage in these areas can therefore be beneficial for both individuals and their employing organizations.

The main contribution of this research is that involvement in personal benefit activities (as another component of the “nonwork” domain, in addition to family activities) can have positive outcomes for individuals, resulting in facilitation of work outcomes and positive well‐being.

Work–nonwork policies and practices provide support for employee well-being, as well as a competitive advantage that can help differentiate organizations. However, not all work–nonwork policies and practices are effective, utilized, or relevant. In this chapter, the authors introduce “organizational boundary management strategy” as a way to leverage these policies and practices, making them more widely adopted and more effective. Organizational boundary management strategy refers to how an organization as a whole tends to support workers’ work–nonwork boundaries (i.e., via segmentation, integration, or somewhere in between). Although boundary management has historically tended to focus on how individuals navigate distinctions between work and personal life, the authors extend boundary management to the organization to suggest how understanding and aligning the organization’s overall boundary management strategies can support worker well-being. To expound on this, the authors present a model suggesting how organizational boundary management can be used to support worker well-being.

The information and communication technologies have made it progressively practical for employees to remain associated with work, even when they are not in the workplace. However, prior studies have provided very little understanding of the implications for the deviant behavior aspect. The current study aims to investigate the association between after-hours work-related technology usage and interpersonal, organizational and nonwork deviance through psychological transition, interruption overload and task closure. The authors draw upon the theory of conservation of resource (COR) to examine the research model.

The primary data for the study has been collected in two waves from the sample of 318 employees who were working in diverse organizations in the Anhui province of the People's Republic of China for empirical testing of the authors’ research model.

This study's findings have revealed the positive association of after-hour work-related technology use with individuals' deviance in its entire three forms through psychological transition and interruption overload and have negative associations with all forms of deviance through task closure.

The significant contribution of this study is in the literature on technology use and employee outcomes, by identifying the consequences of technology use in both work (interpersonal deviance and organizational deviance) and outside work domain (nonwork deviance) and exploring the underlying mechanisms for these relationships in detail. To the best of the authors’ knowledge, this study is the first of its kind that investigates a relationship between after-hours technology use and all three kinds of deviance while exploring both the positive and negative perspectives in one study.