|
|
De l'autre côté, les employés dont le supérieur est conciliant (expose clairement les attentes, écoute ce que ses employés ont à dire, est disponible pour répondre aux questions, planifie efficacement le travail à effectuer, consulte les employés avant de prendre des décisions qui touchent leur travail, reconnaît les efforts des employés qui font bien leur travail) sont plus en mesure de composer avec l'interférence du travail dans la famille que leurs homologues dont le supérieur ne manifeste pas ces comportements.
|
|
|
There is also a strong association between the behaviour of the employee's immediate manager and work-to-family interference. Employees who have a non-supportive manager who has unrealistic expectations with respect to the work to be done, puts in long hours and expects them to do the same, makes them feel guilty for time off for personal/family reasons, focuses on hours of work, not output, only talks to them when they make a mistake, and who puts them down in front of others report substantially higher levels of interference than their counterparts who report to a manager who engages in such behaviours infrequently. Employees who report to a supportive manager, on the other hand, who makes expectations clear, listens to their employees' concerns, are available to answer questions, are effective at planning the work to be done, who ask for input before making decisions that affect the employees' work, and who give employees recognition for a job well done are more able to cope with work-to-family interference than peers who have managers who do not display these behaviours. The fact that hours at work is not associated with management support/non-support indicates that these benefits do not accrue simply because employees with supportive managers work less.
|
