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Human Relations
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Less need to be there: Cross-level effects of work practices that support work-life flexibility and enhance group processes and group-level OCB

Linn Van Dyne

Michigan State University, vandyne{at}msu.edu

Ellen Kossek

Michigan State University’s School of Labor & Industrial Relations, kossek{at}msu.edu

Sharon Lobel

Management, Seattle University, lobel{at}seattleu.edu

Flexible work arrangements that give employees more control over when and where they work (such as part-time, flextime, and flexplace) have resulted in growing workplace trends of reduced face time, namely less visible physical time at the workplace. Most previous writings highlight negative effects on work group processes and effectiveness. In contrast, we develop a cross-level model specifying facilitating work practices that enhance group processes and effectiveness. These work practices: collaborative time management, re-definition of work contributions, proactive availability, and strategic self-presentation enhance overall awareness of others' needs in the group and overall caring about group goals, reduce process losses, and enhance group-level organizational citizenship behavior (OCB). Our model presents testable propositions to guide empirical research on potentially positive effects of individual reduced face time on group outcomes.

Key Words: cross-level effects on group • discretionary behavior • enhanced group effectiveness • group processes • new ways of working • organizational citizenship behavior

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Human Relations, Vol. 60, No. 8, 1123-1154 (2007)
DOI: 10.1177/0018726707081657
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