Preliminary Data Analysis and Reporting Plan

Based on the course readings and proposed study topic and qualitative data collection below , submit a preliminary qualitative data analysis and reporting plan and describe why it is appropriate to the chosen study design.
Patton, M. Q. (2002). Qualitative research & evaluation methods Thousand Oaks, CA: Sage Publications

The literature search for this paper was conducted in the following databases: Academic Search Premier, ATLA Religion Database with ATLASerials, Business Source Premier, Educational Resource Information Center (ERIC), MasterFILE Premier, Middle Search Plus, MLA International Bibliography, PsycARTICLES, and Primary Search. The search terms used individually or in combination were as follows: bias, equity, family, flexible, gender, organizational culture, perception, productivity, professional, satisfaction, telework, wage, well-being, woman, and work-life balance.
This study considers the impact of flexible work arrangements, specifically telework, on the conflict and balance of work and life demands as they are variously experienced by men and women. Evidence suggests the gendered effect of how flexible arrangements are mediated by organizational and familial factors, and women have reported different benefits associated with flexible work arrangements compared with their male peers (Peters & van der Lippe, 2007). Women may also experience professional disadvantages and home-mediated stresses that are not experienced by their male counterparts (Hartig, Kylin, & Johansson, 2007; Hilbrecht, Shaw, Johnson, & Andrey, 2008). The literature review begins with a discussion of the fast-changing work environment and how technology advancement, coupled with a range of economic and sociopolitical developments, alters organizational requirements and shapes workers’ demands (Beauregard, 2011; Breaugh & Frye, 2007; Cheung & Halpern, 2010; Genova, 2010; Guillaume & Pochic, 2009; Hill, Erickson, Holmes, & Ferris, 2010; Hunton & Norman, 2010; Marsh & Musson, 2008; Shapiro, Blake-Beard, & O’Neill, 2009; Takada, 2011). The active role of women in the workplace is a relatively recent development, and the expectations and experiences of working women continue to change rapidly, both as a result of the full presence of women in the professional setting and as a reflection of evolving external market and cultural forces (Major, Verive, & Joice, 2008; Piderit & Ashford, 2003; Stavrou & Ierodiakonou, 2011; Sullivan & Smithson, 2007).
The literature review then turns briefly to a consideration of issues of equity in work as women encounter difficulties in their efforts to realize the same advancement and compensation opportunities as afforded their male peers (Berry & Franks, 2010; Blau & Devaro, 2007; Brandl et al., 2008; Broadbridge, 2008; Cheung & Halpern, 2010; Eisner & Harvey, 2009; Hoobler, Wayne, & Lemmon, 2009; Miller, 2009; Piderit & Ashford, 2003; Schweitzer et al., 2011). As women move into the workplace and become significant contributors in the professional field, family-related issues arise. The emergence of women as a professional force did not signal the decline of men in the arena; rather, America and most countries are now experiencing a growing trend toward dual-income families. However, having two working adults from one family often leads to some form of conflict between work and family life, creating emotional, psychological, economic, and professional stresses on workers. To date, research suggests that women workers experience the brunt of these effects—the challenges of striking a balance between work and home (Gordon, Whelan-Berry, & Hamilton, 2007). This development has contributed to perceptions of professional women, which may be inaccurate and yet have a negative impact on women’s professional and personal lives (Barsh & Yee, 2011; Blau & Devaro, 2007; Broadbridge, 2008; Castilla & Benard, 2010; Cornelius & Skinner, 2008; Devaux, Devillard-Hoellinger, & Meaney, 2008; Hoobler et al., 2009; Jandeska & Kraimer, 2005; Kumra & Vinnicombe, 2008; Lyness & Heilman, 2006; Lyness & Judiesch, 2008; Miller, 2002; Schweitzer et al., 2011; Sools, Van Engen, & Baerveldt, 2007; Wentling & Thomas, 2009; Yap & Konrad, 2009).
The nature of corporate culture is a significant factor in almost any discussion concerning worker satisfaction, issues of equitable treatment, and overall organizational effectiveness (Major et al., 2008). In the emerging domain of flexible work arrangements and in addressing concerns related to employees’ experience of work-life conflict, corporate culture may be an especially significant factor as there is evidence that progressive programming may not be effectively realized if the organizational environment does not instrumentally and/or emotionally support the programs and the workers who avail themselves of these programs (Beauregard, 2011; Bourhis & Mekkaoui, 2010; Cleveland, Cordeiro, Fisk, & Mulvaney, 2006; Dikkers et al., 2007; Galbraith, 2010; Gordon et al., 2007; Julien, Somerville, & Culp, 2011; Maran & Soro, 2010; Martinez-Sanchez, Perez-Perez, de Luis Carnicer, & Vela-Jimenez, 2007; Miller, 2002; Piderit & Ashford, 2003; Sircar, 2009; Stavrou & Kilaniotis, 2010; van den Broek & Keating, 2011; Wentling & Thomas, 2009).
As noted above, flexible work arrangements are increasingly being offered by organizations in an effort to accommodate employees’ efforts to balance home and family concerns with their professional lives (Beauregard, 2011; Eldridge & Nisar, 2011; Gajendran & Harrison, 2007; Hunton & Norman, 2010; Major et al., 2008). These work arrangements have quickly become popular, and researchers have worked to keep up with emerging trends. Although there is no dearth of studies exploring the effects of flexible work arrangements, no empirically based consensus has emerged as to the overall effectiveness of these programs. Some of the recent literature on the impact of flexible work arrangements on worker and organization productivity (Butler, Aasheim, & Williams, 2007; Gajendran & Harrison, 2007; Gianniakis & Mihail, 2011; Julien et al., 2011; Lee & Hong, 2011; Maruyama, Hopkinson, & James, 2009; McNall, Masuda, & Nicklin, 2010; O’Neill, Hambley, Greidanus, MacDonnell, & Kline, 2009; Major et al., 2008; Taskin & Bridoux, 2010; Thatcher & Zhu, 2006), on organizational commitment (Hegeswich & Gornick, 2011; Hoobler et al., 2009; Hunton & Norman, 2010; Major et al., 2008), and on isolation themes for workers working outside an office environment (Golden, Veiga, & Dino, 2008; O’Neill et al., 2009; Whittle & Mueller, 2009) are explored.
The final section of the review specifically looks at the the potential effects  of telework arrangement on realizing work and life balance for employees (Genova, 2010; Golden, Veiga, & Simsek, 2006; Hilbrecht et al., 2008; Hunton & Norman, 2010; Jaakson & Kallaste, 2010; Julien et al., 2011; LaPierre & Allen, 2006; Lee & Hong, 2011; Major et al., 2008; O’Neill et al., 2009; Peters & van der Lippe, 2007). Research indicates that telework may create distinct challenges for both the teleworker and the organization, and recent articles outlining these effects are discussed (Golden et al., 2006; Julien et al., 2011; LaPierre & Allen, 2006; van den Broek & Keating, 2011). Some of these challenges indicate a gender aspect in the experience of telework (Gordon et al., 2006; Hartig et al., 2007; Hilbrecht et al., 2008; Marayuma et al., 2009; Marsh & Musson, 2008; Peters & van der Lippe, 2007; Sullivan & Smithson, 2007). Although the questions are compelling, there is a scant amount of research exploring this issue. Further study on the gender aspect of telework is needed.

Background of the Problem
Organizational literature states that over the past two decades, there has been a growing interest in issues surrounding the balance of work and home life: the rise of two-income households, the growing number of employed single parents, and the rapidly escalating number of seniors (aged 65 and above) making young and middle-aged workers spend time and effort in assuming a number of dependent care responsibilities (Breaugh & Frye, 2007; Takada, 2011). These demographic movements have occurred at the same time that organizations have exerted a greater demand on employees, as evidenced by the trend toward longer working hours. These competing pressures have created conditions of increasing employee absenteeism and job turnover, declining productivity, and decreasing organizational commitment (Beauregard, 2011).
During the same period, the technology boom has created an enormous opportunity to create flexible work arrangements and environments. Hunton and Norman (2010) identified a convergence of events, including rising fuel costs associated with long commutes, legislation dictating workplace environment accessibility, concerns about potential terrorism, growing attention to work-life balance issues for employees, and, most saliently, rapid expansion of high-speed and wireless Internet options, which create an environment in which flexible work arrangements, such as telecommuting or telework, are considered not just viable, but desirable, options by employers and employees alike (Peters & van der Lippe, 2007). Telework—the ability to work remotely from home or elsewhere—has rapidly grown as an alternative work format. A 2009 survey of 1,000 Americans revealed that the number of adults teleworking at least one day a month had increased to 39% in just two years, from 12.4 million in 2006 to 17.2 million in 2008 (Genova, 2010).
Increasingly, telework is perceived as a possible solution to work and home conflicts that many overextended workers experience. Women have traditionally been responsible for maintaining the home, and evidence indicates that even as women have rapidly moved into, and have realized significant achievements in, the professional arena, they still appear to carry most of the burden of home tasks and family life (Cheung & Halpern, 2010; Guillaume & Pochic, 2009; Hill et al., 2010; Marsh & Musson, 2008; Shapiro et al., 2009). Women workers, therefore, are very likely to participate in telework arrangements designed to ease the work-life conflict. Whether women do benefit from telework programs remains an open question (Hilbrecht et al., 2008; Stavrou & Ierodiakonou, 2011; Sullivan & Smithson, 2007) and is the subject of the present research inquiry.
Gender Considerations in the Workplace
Various and significant stresses on the global economy have created an atmosphere of uncertainty and growing anxiety. In today’s challenging economic climate, employees may be less inclined to challenge adverse conditions in the work environment than they otherwise might be in boom times. Left unresolved, these concerns can have a damaging impact on organizational effectiveness. Employee reservations about the organizational climate or concerns about equitable treatment can taint the work environment and often trigger low employee morale, high turnover rates, and lower productivity. These can take a significant toll on the organization’s bottom line. For example, Major et al. (2008) noted that the cost impact of employee turnover can range from 100% to a staggering 330% of a position’s salary. Worker satisfaction has been significantly linked to greater efficiency and organizational success. Recognition of this fact has prompted a welter of research interest in employee satisfaction, organizational effectiveness, and the impact of leadership and management on employee performance and strategic success.
In work environments in which the challenges may be perceived as social or political in nature, the potential controversy that would result in raising concerns may be enough to hinder employees from willingly expressing concerns. As Piderit and Ashford (2003) noted, observations related to the minority group status in the workplace tend to constitute one of the primary categories of controversy, and this holds true across market sectors and occupational levels. The role of women in the professional realm has long been, and remains, an issue that generates research and discussion across such dimensions as organizational, educational, and psychological theories and political policy. Because women occupy a substantial segment of the workforce, it makes sense to explore and examine the obstacles they perceive in their efforts to succeed professionally.
Substantial evidence states that work and family conflict is an issue for many full-time employees, both male and female. The degree to which this conflict may impede job satisfaction and employee productivity is a matter of continuing research. Major et al. (2008) referenced one survey that indicated that 25% of working mothers were unhappy with their work-life balance and were seeking jobs that allowed greater flexibility for family concerns. In fact, 52% of working mothers said they would take a pay cut to have more time to spend with their children; this figure represented an increase of 14% in just two years. There is also evidence that employees who care for children or dependent adults are more likely to experience family-work conflicts as well, arriving later and leaving earlier than employees without these demands, having to handle care-related communications during the workday in the office environment and leaving work to run errands or handle emergencies. Given that those who work out of an office are largely consigned to the 9 to 5 (or equivalent) office schedule, time lost during the traditional office day to these concerns cannot easily be made up for as there are often not many provisions for working late at the office or making up work in the office on weekends. Conversely, teleworkers are presumably better positioned to make up for time lost unexpectedly by being able to structure their own schedules at home and not remaining dependent on the physical constraints of being present in the office to perform work responsibilities.

Women and Work Equity
Despite the significant gains that women have achieved in the professional field over the past half century in America, a gender gap continues to exist in terms of promotion rates and, to some degree, compensation levels (Piderit & Ashford, 2003). The recent literature on this subject explores the potential obstacles women encounter in their efforts to realize equity with their male peers, as evidenced by the number of studies exploring the concepts of glass ceiling (Blau & Devaro, 2007; Brandl et al., 2008; Broadbridge, 2008; Eisner & Harvey, 2009; Hoobler et al., 2009) and sticky floor (Berry & Franks, 2010; Miller, 2009; Schweitzer et al., 2011). Women workers tend to perceive gender-equity issues as highly fraught subjects, and evidence shows that perceptions of bias in pay and promotion determinations are linked to increased stress in women workers, particularly in female managers (Cheung & Halpern, 2010; Piderit & Ashford, 2003).
Piderit and Ashford (2003) were interested in female managers’ thoughts about raising gender equity issues in the workplace, and they conducted a qualitative research study and a second quantitative analysis to explore the subject. On the first study, they obtained useful responses from 172 female graduates of a business school in the Midwest, culled from a total population of 887 randomly selected female graduates (approximately constituting one-fifth of the business school’s total female graduates over its history). The women were provided the same definition of gender equity and were asked to provide specific advice to women, “selling the issue” in several case scenarios in which they were presented. The responses were coded and categorized according to 15 themes. Interestingly, despite being informed that the women in the case scenarios had already made the decision to sell gender issues to their managers or leaders and that they were simply requiring advice as to the best way to do this, five of the respondents advised the women not to sell gender issues.
The rest of the subjects responded in ways that strongly supported particular themes. The most widely indicated theme was the suggestion to engage others in the effort to sell the gender equity issue(s). Forty-six percent of the female managers said that the women in the case examples should identify someone else to join them in raising the issue, and 20% of this group advocated finding an ally who was in a more powerful position in the organization. Another 18% suggested that this ally could be a peer. Another major theme was the need to arrive at a data-supported argument, outlining facts consistent with the claim of the gender equity concerns. Many female respondents also highlighted the importance of demeanor in presenting gender-equity issues. Approximately 13% of the subjects said that women must remain unemotional in the process of selling these issues, with several advising them to “‘do it like a man would—very logical, with little or no emotion involved” (Piderit & Ashford, 2003, p. 1484). Another dominant theme was the importance of timing, with 20% noting that women should observe some caution in this arena, choosing their battles wisely—in effect suggesting that not every instance of gender equity concern must be pursued—while another 10% of the respondents said they should raise the issues soon after they emerge rather than wait for additional concerns to appear.
Based on their qualitative research, Piderit and Ashford (2003) observed that while some of the advice offered on selling gender equity issues was unspecific and generic, some distinct and specific concerns were expressed as well. One of the significant points from these surveys was the advice from a number of the respondents that women selling this issue would be advised to construct an emotional and psychological safety net by drawing support from others. The researchers speculated that one perspective reflected an instinct on the part of the subjects that a woman pursuing gender equity in the workplace may come to feel isolated or may experience self-doubt. There was also an emphasis on presentation in what appeared to be an effort to enable the women in the case scenarios to shape perceptions of how they and their messages are received. Women were cautioned to focus on factual data, to avoid emotional arguments, and to try not to come off as a feminist crusader.
A quantitative study was also performed by Piderit and Ashford (2003) in which 1019 female business school graduates, who were employed as middle managers in hierarchical organizations, responded to a Likert-like survey that assessed their thoughts on gender equity issue selling tactics. About 35% of the female managers indicated that they would be pro-active in raising gender equity issues at work, approximately 28% indicated that they would likely frame the selling from a values perspective, and another 25% or so indicated that they would be cautious sellers of gender equity issues. The rest of the women managers scored very low on gender equity selling strategies from any perspective and were labeled “bystanders” by the researchers (Piderit & Ashford, 2003, p. 1493). Consistent with their qualitative experiment findings, the researchers reported that this population of middle managers (with the exception of the bystander group) expressed that one of the key strategies they would employ in any effort to sell gender-equity issues would be to enlist other’s support.
Work and Family Balance
Much of the research on work and family balance issues for women tends to focus on younger women with children. This is understandable, given the challenges implicit in providing childcare and in ensuring quality time with family while holding down a full-time job. With the graying of the American population, thanks to the increasing number of Baby Boomers reaching their senior years, a growing amount of research has been devoted to older workers. Gordon et al. (2007) explored work and family conflict and enhancement in a population of 489 professional women over the age of 50. The women were drawn from a large financial services organization and two large healthcare organizations. The women were surveyed about their experience of balancing work and family conflicts as well as their experiences of how work and family domains potentially enhanced the other. They were asked to identify their organizational culture in terms of work and family issues and were assessed as to their organizational commitment, job satisfaction, career trajectory satisfaction, and turnover intentions. Basic demographic data related to home and family life, such as marital status, number of children living at home, and adult care responsibilities, were also solicited.

Problem Statement
This study will address the effects of gender on work-life balance as well as the advantages and drawbacks associated with flexible work arrangements among the team members. Many organizations design and formulate flexible work arrangements aimed at fostering achievement of its set goals and objectives (Raabe, 1990). Many workers in various workplaces continue to seek flexibility in work despite the fact that many organizations tend to resist flexible work arrangements because of operational concerns (Fisher, 2010). There is limited knowledge regarding flexible work policies despite the fundamental role they play in affecting various work processes. Flexible work arrangements encompass reduced work time, flexible scheduling, leaves of absence, job sharing, and available options pertaining to the job location and work processes (Udechukwu, 2007). Along with flexible work policies, the concept of teleworking comes in. Teleworking creates more productivity for middle- to high-level employees. Low-level employees require supervision at a physical work location because their productivity decreases when teleworking. Thus, telework, in this case study, has a direct correlation to the seniority level of the employee in terms of productivity output and outcome (Shoop, 2006)
A flexible work policy should include sections on family-responsiveness policy, family-friendliness policy, work-life balance, and work-family balance by considering specific sections on working hours, leave provisions, work locations, and employment arrangements (Workplace Flexibility, 2011). It is of great significance for an organization to understand the degree to which flexible work policies affect the process of production and develop a flexibility policy based on its “set expectations about rights and responsibilities” (Workplace Flexibility, 2011). Workplace flexibility is usually of interest to the Chief Operations Officer (COO) because it affects operations. The policy, if well developed, may result in happier employees who are satisfied, committed, and productive as studies have shown that flexible arrangements “can improve the well-being of children and families and can have a positive impact on the environment, national security, and public health” (Workplace Flexibility, 2010).
Research shows that organizational leaders do not understand how flexible work structures affect production and job satisfaction (Frank, 2003; Ollilainen & Calasanti, 2007; Phelps & Waskel, 1994). Workplace policies do not support flexible work structures and employees who take advantage of these programs. Organizations that have work structures that support flexible workplace tend to address employees’ job satisfaction (Frank, 2003). Studies show that flexible work policies benefit both employers and employees, resulting in “reduced turnover, improved engagement, greater job satisfaction, reduced employee stress, and greater productivity” (Workplace Flexibility, 2010).
To gain an understanding of the effects of work structure flexibility within organizations, it is important to conduct an exploratory study on:
•    flexible work policies
•    flexible and traditional work structures
•    organizational culture
•    employee satisfaction in relation to flexible work hours
•    employee career advancement of employees who work flexible hours compared to the traditional 9 am to 5 pm working hours within a business setting in the USA
Flexible work schedules have been found to rate high on employees interested in balancing their work and personal lives, leading to job satisfaction (Shellenbarger, 1992).
According to Ouchi and Wilkins (2010) and Rowings and Sharpley (2007), flexible work arrangements promote improved productivity because of an increased commitment by employees, but it is also linked to lowered productivity. This lowered productivity is attributed to distractions and interruptions that occur while working from home, which include distractions and interruptions from children, pets, TV, family member, and visitors (Entrepreneur, 2012). Clan, market, hierarchal, and adhocracy organizational cultures hold rooted assumptions and norms about gender, which affect the work life of employees in organizations that consider offering flexible work arrangements (Udechukwu, 2007).
Gendered notions lead to the ideation of the concept of an ideal worker, often described as one who prioritizes work as an option to earn money (Ollilainen & Calasanti, 2007). However, the worker’s life stage will determine what he/she considers to be a priority. Organizations that ignore this are likely to face high turnover rates and loss of talent and thus must consider flexible work arrangements. Hence, determining the 20th century traditional behavioral roles expected of males and females, for instance, the expectation is for females to take care of the children and for males to concentrate their time on work (Shoop, 2006).
Women tend to play multiple roles both inside and outside of the workplace compared to men. Therefore, stress at work leads to family problems that can be avoided through flexible work arrangements. However, changing family roles are a result of changing attitudes about working mothers and husbands being more involved in family matters (Galinski et al., 2011). Moreover, men are experiencing more work-life conflict, and “men and women in dual earner families especially are facing challenges in managing the day-to-day realities of their lives in a highly pressured 24/7 work environment” (Galinski et al, 2011).
Flexible work policies play an important role in affecting the processes of production just as gender affects work-life balance, mandating their consideration during the designing of flexible work arrangements (Frank, 2003; Sands & Harper, 2007; Sachau, 2007). Future research will explore the gender-work-life role as well as the advantages and drawbacks associated with flexible work arrangement.

Determine how gender and rank affect project completion and team dynamics from the perspective of both the employer and the employees. First, the study intends to explore how gender affects the outcome of a flexible work arrangement with regard to project completion and team member satisfaction. The study will explore both flexible work arrangements and teleworker job satisfaction with regard to gender. Secondly, the study will explore upper level employees to determine how—and if—this arrangement produces better results with this category. Lastly, the study will examine the results from the point of view of the employers as well as the employees. Acker (1998, 2000) argued that all organizations are built on a gendered substructure, comprised of assumptions about gender, which causes them to design work that favors male workers who are expected to be unencumbered by caregiving. The research will seek out the validity of such views.
The field of business is witnessing a movement toward huge growth in virtual teams and teleworkers and the employees’ desire to have a flexible work arrangement. This is not possible in all sectors. Primary research on corporate-sponsored childcare centers (two located in Massachusetts and one in Connecticut) will be conducted. The sample size is approximately 60 employees (10 males and 50 females),  with an age range of 25–45 years. The locations of the three separate corporate offices are Little People’s College and The Kids’ Place. In addition to personal guided interviews, the author will collect demographic data and will conduct a written demographic survey. To establish factors that predispose workers to choose telework and flexible work schedules, the research will seek to find out the role of the individual’s gender, education level, life stage, and economic and social status in determining one’s career track. The author will also perform an analysis of data gathered in multiple phases using qualitative interview methods and demographic data results.

1: What is the relationship between demographic variables and job satisfaction?
Sub-Q1: What is the employee’s gender, education level, life stage, and economic and social status? What is the employer’s gender, education level, life stage, and economic and social status?
Q2: What are the advantages, if any, of being a teleworker/having a flexible work arrangement?
Sub-Q1: How does this type of work arrangement affect the “team” dynamic as opposed to a conventional setting?
Sub-Q2: How conducive is the flexible team environment to flexible team performance?
Sub-Q3: How is the relationship between stress and satisfaction viewed by teleworkers/flexible workers?
Sub-Q4: What is the relationship between outside factors and work-life balance?
Summary
The author will survey approximately 60 men and women from the private sector to determine the relationship between gender and job satisfaction in employees and employers with regard to flexible work arrangements and telework. The study will examine intrinsic and extrinsic factors. It will also show the significant effect that marital status, education, number of children, and rank in the company have on job satisfaction and work-life balance in those who are allowed flexible work arrangements and those who have a traditional work schedule. Companies are increasingly recognizing their employees as their most valuable asset. They are taking a long term view at implementing programs to increase flexibility and improve overall work-life balance. If done correctly the result will be employee loyalty and increased business profits. Women are continuously joining the workforce and companies must adapt their management strategies in order to meet the challenges.

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