Changing workplaces to reduce work-family conflict: Schedule control in a white-collar organization

Erin L. Kelly, Phyllis Moen, Eric Tranby

Research output: Contribution to journalArticlepeer-review

377 Scopus citations


Work-family conflicts are common and consequential for employees, their families, and work organizations. Can workplaces be changed to reduce work-family conflict? Previous research has not been able to assess whether workplace policies or initiatives succeed in reducing work-family conflict or increasing work-family fit. Using longitudinal data collected from 608 employees of a white-collar organization before and after a workplace initiative was implemented, we investigate whether the initiative affects work-family conflict and fit, whether schedule control mediates these effects, and whether work demands, including long hours, moderate the initiative's effects on work-family outcomes. Analyses clearly demonstrate that the workplace initiative positively affects the work-family interface, primarily by increasing employees' schedule control. This study points to the importance of schedule control for our understanding of job quality and for management policies and practices.

Original languageEnglish (US)
Pages (from-to)265-290
Number of pages26
JournalAmerican Sociological Review
Issue number2
StatePublished - Apr 1 2011


  • control
  • flexibility
  • longitudinal
  • work-family conflict
  • workplace


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