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This study aims to identify factors influencing attitudes towards remote work, categorise employed Latvians into proponents and opponents of remote work and analyse these groups in the work-family-community-self integration.

This study adopts the job demands-resources theory. Empirical research is based on a survey of employed Latvians (Feb–Mar 2021, n = 1,052, n = 853,200). The focus is on employed Latvians with remote work experience, constituting 534 individuals (50.7% of the sample). The sample aligns with the demographic profile of employed Latvians, with data weighted by age and sex (across 12 age–sex combinations) from the Central Statistical Bureau of Latvia. Research hypotheses include identification of “discriminatory” factors influencing the attitudes towards remote work, distinguishing between proponents and opponents; examination of distinct job demands and resources related to the work-family-community-self integration within the groups of proponents and opponents of remote work.

Survey results indicate that 11.2% respondents worked remotely before the COVID-19 pandemic, typically without formalisation. Among those with remote work experience, 40% support it, whereas 60% oppose it. Rather than social and demographics or employer support, work-related values play the most significant role in shaping attitudes. Proponents generally acquire more job resources than demands through remote work, fostering the work-family-community-self integration; conversely, opponents experience the opposite trend.

This study provides empirical insights into the attitudes of employed Latvians towards remote work in the work-family-community-self integration, using the job demands-resources model. Notably, it innovatively evaluates the institutionalisation of remote work.

For women in leadership, managing work and life obligations is essential, especially when leading in male dominated occupations such as STEM. This study examined social support and work-family integration/blurring to determine how women in leadership perceived these dynamics. By surveying STEM women leaders, this research explored work-life strategies and support resources used by women leaders to balance their work and non-work domains and promote their roles as leaders. Women leaders indicated difficulty delineating between work and personal roles and recognized informational and emotional support as most significant to their roles as leaders. Findings also indicated that most support came from spouses/significant others, female co-workers, and mentors outside the organization, respectively. These sources provided the support needed to maintain and progress in their roles as women leaders.

Women leaders operate within multiple roles, managing both work and nonwork obligations. Exploring work-life balance constructs, this study examined role integration, social support sources, and work-family conflict to determine their influence on women leaders. Findings suggested that women leaders felt the benefit of a variety of social support services, but especially from sources external to the organization. Women leaders were diverse in role integration strategies, with respondents largely divided between blurring and segregating their work and nonwork roles. Time-based work-family conflict was slightly more apparent than strain-based conflict. Women leaders also indicated that their work interfered with their family more than their family interfered with their work. Findings provide valuable insights as to how women view work-life balance within their roles as leaders.

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.

This current study examines the moderating role of gender in the nexus between the dimensions of work-family culture and work-family enrichment in the hospitality industry.

This study employed a cross-sectional survey approach to conveniently gather data from a sample of 296 respondents in the Ghanaian hospitality industry. Both descriptive and inferential statistics were used to examine the data received from the respondents with the aid of IBM SPSS Statistics (V26.0) software and the PROCESS macro for SPSS (V3.5).

As hypothesised in the study, the dimensions of work-family culture significantly predicted work-family enrichment. Further, the results revealed that gender moderated the nexus between the dimensions of work-family culture and work-family enrichment.

The findings of this study imply that hotels in the hospitality industry should foster a working environment that embraces a positive work and family culture that ultimately influences the quality of work and family life of an employee, taking into consideration their gender.

To the best of the authors’ knowledge, this current study is amongst the first to examine the moderating role of gender in the nexus between the dimensions of work-family culture and work-family enrichment in the hospitality industry.