Publications by Author: Fox, Kimberly

Erickson L, Mierzwa F, With SK, Karuntzos GT, Fox K, McHale SM, Buxton OM. Implementation Strategies for Workplace Data Collection: A Case Study. Survey Practice [Internet]. 2015;8 (5). Publisher's VersionAbstract

In this paper, we describe the methods used for the successful implementation of a longitudinal survey in a workplace setting. Data for the Work, Family & Health Study (WFHS) were collected at baseline and 6, 12, and 18 months post-baseline, and consisted of computer-assisted interviews, basic health measures, dried blood spot collection, and collection of sleep data via an actigraph watch. Data collection in the workplace presents unique logistical and operational challenges. Based on our experience, we discuss these challenges and offer key suggestions for successfully planning and implementing in-person data collection in a workplace setting.

Lam J, Fox K, Fan W, Moen P, Kelly EL, Hammer LB, Kossek EE. Manager Characteristics and Employee Job Insecurity around a Merger Announcement: The Role of Status and Crossover. The Sociological Quarterly [Internet]. 2015. Publisher's VersionAbstract

Most existing research theorizes individual factors as predictors of perceived job insecurity. Incorporating contextual and organizational factors at an information technology organization where a merger was announced during data collection, we draw on status expectations and crossover theories to investigate whether managers' characteristics and insecurity shape their employees' job insecurity. We find having an Asian as opposed to a White manager is associated with lower job insecurity, whereas managers' own insecurity positively predicts employees' insecurity. Also contingent on the organizational climate, managers' own tenure buffers, and managers' perceived job insecurity magnifies insecurity of employees interviewed after a merger announcement, further specifying status expectations theory by considering context.

Moen P, Kaduk A, Kossek EE, Hammer LB, Buxton OM, O'Donnell EM, Almeida DM, Fox K, Tranby E, Oakes JM, et al. Is Work-family Conflict a Multilevel Stressor Linking Job Conditions to Mental Health? Evidence from the Work, Family and Health Network. In: Research in the Sociology of Work. Vol. 26. Bingley, West Yorkshire, England: Emerald Group Publishing Limited ; 2015. pp. pp.177 - 217. Publisher's VersionAbstract

Purpose: Most research on the work conditions and family responsibilities associated with work-family conflict and other measures of mental health uses the individual employee as the unit of analysis. We argue that work conditions are both individual psychosocial assessments and objective characteristics of the proximal work environment, necessitating multilevel analyses of both individual- and team-level work conditions on mental health.
Methodology/approach: This study uses multilevel data on 748 high-tech professionals in 120 teams to investigate relationships between team- and individual-level job conditions, work-family conflict, and four mental health outcomes (job satisfaction, emotional exhaustion, perceived stress, and psychological distress).
Findings: We find that work-to-family conflict is socially patterned across teams, as are job satisfaction and emotional exhaustion. Team-level job conditions predict team-level outcomes, while individuals’ perceptions of their job conditions are better predictors of individuals’ work-to-family conflict and mental health. Work-to-family conflict operates as a partial mediator between job demands and mental health outcomes.
Practical implications: Our findings suggest that organizational leaders concerned about presenteeism, sickness absences, and productivity would do well to focus on changing job conditions in ways that reduce job demands and work-to-family conflict in order to promote employees’ mental health.
Originality/value of the chapter: We show that both work-to-family conflict and job conditions can be fruitfully framed as team characteristics, shared appraisals held in common by team members. This challenges the framing of work-to-family conflict as a “private trouble” and provides support for work-to-family conflict as a structural mismatch grounded in the social and temporal organization of work.