Search results

The purpose of this paper is to examine differences in work‐life balance (WLB) support, job satisfaction, and inclusion as a function of work location.

Web‐based survey data were provided by 578 employees working at one of four locations (main office, client location, satellite office, and home). Multiple regression analyses were used to identify differences in WLB support, job satisfaction, and inclusion across employees working at the four locations.

Results showed that main office and home‐based workers had similar high levels of WLB support and job satisfaction. Main office workers reported higher levels of WLB support than satellite and client‐based workers. Additionally, main office workers reported the highest levels of workplace inclusion.

Data were originally gathered for practical purposes by the organization. The research design does not allow for manipulation or random assignment, therefore extraneous variables may have impacted the observed relationships.

Allowing employees flexibility in choosing their work locations is related to positive outcomes. The authors suggest several practices for the effective implementation of alternative work arrangements.

This paper is among the first to examine the outcomes of telework across locations. It uses a large single organization and a quasi‐experimental design, enhancing the validity of the findings.

This study examines whether inclusion values predict organizational outcomes through mediating effects of inclusive HR practices and investigates whether intellectual (human and social) capital serves as a contingency variable in moderating the relationship between practices and outcomes.

Organizational-level data were collected from 79 senior-level executives. Hypotheses were examined via regression analyses and the product-of-coefficients approach was used to test for indirect and conditional indirect effects.

This study found a positive relationship between inclusion values and inclusive HR practices and between inclusive HR practices and organization-level outcomes. Inclusive HR practices mediated the relationship between values and outcomes and intellectual capital moderated the relationship between practices and outcomes, such that inclusive HR practices played a greater role in augmenting outcomes for organizations with lower intellectual capital.

Alignment of inclusion values and inclusive HR practices is important for organizational effectiveness, and inclusive HR practices are likely to play a particularly important role when an organization is relatively weak in intellectual capital.

This paper broadens the inclusion literature by using a macro-level lens to understand how organizational inclusion values and practices may relate to organizational outcomes. It also shows the importance of intellectual capital as a contextual variable in the inclusion practice to outcome relationship.