Our thanks to three anonymous reviewers for valuable comments on earlier versions of this article and to Becky Metz and Jenni Brumm for their assistance in survey administration and data entry. The authors gratefully acknowledge the University of Wisconsin Oshkosh, College of Business Administration, for financial support for this project.
ROLE CONFLICT AND FLEXIBLE WORK ARRANGEMENTS: THE EFFECTS ON APPLICANT ATTRACTION
Version of Record online: 7 DEC 2006
Volume 55, Issue 1, pages 111–136, March 2002
How to Cite
RAU, B. L. and HYLAND, M. A. M. (2002), ROLE CONFLICT AND FLEXIBLE WORK ARRANGEMENTS: THE EFFECTS ON APPLICANT ATTRACTION. Personnel Psychology, 55: 111–136. doi: 10.1111/j.1744-6570.2002.tb00105.x
- Issue online: 7 DEC 2006
- Version of Record online: 7 DEC 2006
This paper challenges a popular assumption that organizations with flexible work arrangements are more attractive to job seekers than those with a standard work arrangement. Drawing on boundary theory, we suggest that the attractiveness of these arrangements depends in part on job seekers' interrole conflict. Subjects were 142 MBA students at a midsized midwestern university. Those with high role conflict were more attracted to an organization when flextime was offered than when it was not. Those with low role conflict, however, were just slightly less attracted to an organization when flextime was offered. Conversely, subjects with low role conflict were more attracted to an organization when telecommuting was offered than when it was not; subjects with high role conflict were indifferent. These results suggest that organizations should understand the needs of their targeted applicant pool and carefully consider recruitment implications of work arrangements when analyzing costs associated with these policies.