Publications by Author: Hill, Rachelle

2013
Hill R, Tranby E, Kelly EL, Moen P. Relieving the Time Squeeze? Effects of a White-Collar Workplace Change on Parents. Journal of Marriage and Family [Internet]. 2013;75 (4) :1014–1029. Publisher's VersionAbstract

Employed parents perceive a time squeeze even as trends from the 1960s show they are spending more time with their children. Work conditions (e.g., hours and schedule control) would seem to affect both parents' time with children and perceived time squeeze, but most studies rely on cross-sectional data that do not establish causality. The authors examined the effects of the introduction of a workplace flexibility initiative (Results Only Work Environment [ROWE]) on changes in mothers' and fathers' perceptions of the adequacy of their time with children and actual time spent with children (N = 225). Baseline data show the importance of work conditions for parents' sense of perceived time adequacy. Panel data show that mothers (but not fathers) in ROWE report increased schedule control and improved time adequacy, but no change in actual time spent with children, except that ROWE increases evening meals with children for mothers sharing few meals at baseline.

2011
Moen P, Kelly EL, Hill R. Does Enhancing Work-Time Control and Flexibility Reduce Turnover? A Naturally Occurring Experiment. Soc Probl. 2011;58 (1) :69-98.Abstract
We investigate the turnover effects of an organizational innovation (ROWE-Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE implementation. We find the odds of turnover are indeed lower for employees participating in the ROWE initiative, which offers employees greater work-time control and flexibility, and that this is the case regardless of employees' gender, age, or family life stage. ROWE also moderates the turnover effects of organizational tenure and negative home-to-work spillover, physical symptoms, and job insecurity, with those in ROWE who report these situations generally less likely to leave the organization. Additionally, ROWE reduces turnover intentions among those remaining with the corporation. This research moves the "opting-out" argument from one of private troubles to an issue of greater employee work-time control and flexibility by showing that an organizational policy initiative can reduce turnover.