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News — WASHINGTON, DC, December 6, 2011 鈥� A flexible workplace initiative improved employees鈥� health behavior and well-being, including a rise in the amount and quality of sleep and better health management, according to a new study by University of Minnesota sociology professors Erin Kelly and Phyllis Moen, which appears in the December issue of the Journal of Health and Social Behavior.

鈥淥ur study shows that moving from viewing time at the office as a sign of productivity, to emphasizing actual results can create a work environment that fosters healthy behavior and well-being,鈥� says Moen. 鈥淭his has important policy implications, suggesting that initiatives creating broad access to time flexibility encourage employees to take better care of themselves.鈥�

Using longitudinal data collected from 608 employees of a white-collar organization before and after a flexible workplace initiative was implemented, the study examined changes in health-promoting behaviors and health outcomes among the employees participating in the initiative compared to those who did not participate.

Introduced at the Best Buy headquarters in Richfield, Minn. in 2005, the workplace initiative鈥攄ubbed the Results Only Work Environment (ROWE)鈥攔edirected the focus of employees and managers towards measurable results and away from when and where work is completed. Under ROWE, employees were allowed to routinely change when and where they worked based on their individual needs and job responsibilities without seeking permission from a manager or even notifying one.

KEY FINDINGS:

鈥� Employees participating in the flexible workplace initiative reported getting almost an extra hour (52 minutes) of sleep on nights before work.

鈥� Employees participating in the flexible workplace initiative managed their health differently: They were less likely to feel obligated to work when sick and more likely to go to a doctor when necessary, even when busy.

鈥� The flexible workplace initiative increased employees鈥� sense of schedule control and reduced their work-family conflict which, in turn, improved their sleep quality, energy levels, self-reported health, and sense of personal mastery while decreasing employees鈥� emotional exhaustion and psychological distress.

鈥淣arrower flexibility policies allow some 鈥榓ccommodations鈥� for family needs, but are less likely to promote employee health and well-being or to be available to all employees,鈥� says Kelly.

Other coauthors of the study include: Eric Tranby, an assistant professor in the Department of Sociology and Criminal Justice at the University of Delaware, and Qinlei Huang, a graduate student in the Department of Sociology at the University of Minnesota.

About the American Sociological Association and the Journal of Health and Social BehaviorThe American Sociological Association (www.asanet.org), founded in 1905, is a non-profit membership association dedicated to serving sociologists in their work, advancing sociology as a science and profession, and promoting the contributions to and use of sociology by society. The Journal of Health and Social Behavior is a quarterly, peer-reviewed journal of the ASA.

The research article described above is available by request for members of the media. For a copy of the full study, contact Daniel Fowler, ASA鈥檚 Media Relations and Public Affairs Officer, at (202) 527-7885 or [email protected].