mployees who telework can miss out on informal learning and interpersonal net-working, both of which can provide learning opportunities and potential careeradvancement (Cooper & Kurland, 2002).

Both formal and informal methods can conveyto employees the level of support that the organization is willing to provid

Immediatesupervisors can reduce the extent to which the work role of employees interferes withthe family role (Lapierre & Allen, 2006). Koch and Binnewies (2015) found thatsupervisors who provided support and segmented the home and work domains wereperceived as strong work-life-friendly role models.

Positive effects on job satisfaction and health outcomes have been demonstratedwhen managers are supportive of work-family progra

Organizations with a long-hours culture createunaccommodating attitudes that are likely to discourage employees from making useof available work-life programs (Beauregard & Henry, 2009).

Employees will not participate in FWAs if they feel that doing so will jeopardizejob security, work assignments, or promotional possibilities

Therefore, inconsistencies can arisewhen organizations advocate for flexible work policies while simultaneously devalu-ing employees who use them (Putnam et al., 2014)

Flexibility availability has been defined as “theextent to which employees feel free to use such policies, whether formal or informal”

Leschyshyn and Minnotte(2014) suggested that future research should pay closer attention to various forms ofsupport related to the enhancement of employee outcomes

Employers concerned about employee job satisfaction seek to provide opportuni-ties to enrich the workplace experience (Nicklin & McNall, 2013).

more efficient.

While the economy plunged, the needfor organizations to do what they could to keep progressing became imperative. As aresult, employees found themselves working from home, home-schooling their chil-dren, spending time on teleconference calls, changing their work completely to virtualinteractions, and logging in from home.