Abstract:
Women’s career advancement rate to senior management positions continues to lag
behind men’s. One frequently cited obstacle within the work-family and career literature
is women’s compromised career decisions in trying to balance career, self and others as
they still, unfairly, bear the brunt of caregiving and home responsibilities. Organizational
flexible work arrangements (FWAs) have been advocated as one potential avenue to
facilitate women’s career advancement. These are intended, for both women and men, to
alleviate conflicting demands arising from their career and home roles. In practice,
however, FWAs are a predominantly female phenomenon due to the gendered division
of labour. Despite the explosion of research on FWAs, the results have been far from
unequivocal. Various types of FWAs, organizational culture and supervisor attitudes have
been found to impact on utilization and work-family interface and career consequences
differentially. This study draws on the lived career experiences of 43 women managers
with FWAs, across all levels of a Swedish organization. Examining how the women
engaged with FWAs retrospectively and over time revealed that, by using tailored FWAs
and having schedule control, the women were better able to cope with the demands from
their work-family interface as those changed with career and family stage. However, the
key determinant of women’s career sustainability was Sweden’s policy of long and shared
parental leave between the women and their husbands, which shaped gender egalitarian
home roles, and family-supportive supervisor attitudes. Furthermore, utilization of FWAs
disadvantaged the women by triggering work intensification. In exchange for having
flexibility and autonomy to manage their career and home demands, the women worked
additional hours at night and on weekends, which was particularly pronounced in the
experience of those at senior levels. Supervisor sponsorship and partnership with
husbands were additional factors contributing to the career advancement of the women
who reached senior levels and the fact that they never worked part-time. This study makes
three key contributions. It is the first study to provide empirical evidence on the role of
FWAs in women managers’ career experiences across all levels of an organization,
facilitating comparisons of different points of career and family stage. Secondly, the study
extends Tomlinson et al.’s (2018) flexible and sustainable career determinants’ model by
demonstrating the salience of the parental context as an additional determinant. Sharing
parental leave sets up routines for life whereby each parent can flex their career to help
one another. Thirdly, this study furthers understanding of how work intensification is
perceived and experienced. While the women described having “balance” in their lives,
they also talked about working additional hours at home to reciprocate for using FWAs.
The paradox of work intensification and “balance” poses a threat to well-being and career
sustainability and contests the positive portrayal of “balance” in the sustainable careers’
literature. This study has a number of implications for policy and practice. Improving
women’s career sustainability and advancement requires a synergy between society,
organization and family. Public policies directed towards working mothers and fathers
have the potential to accelerate change towards gender equality at work and home.
Organizations, by offering FWAs and safeguarding against work intensification, may
contribute to employee career sustainability and well-being.