ABSTRACT
Most research on the work-family interface assumes that paid work and family takes place in different locations, creating potential for work-family conflict (Allen et al., 2000; Major et al., 2002) and the need to actively manage work and family (or other non-work) boundaries (Milkie and Peltola, 1999; Clarke, 2000). But what happens when both forms of activity occur in the same place; that is, in the home? Recent statistics show that just over one quarter of the UK workforce perform some of their work at home (Felstead et al., 2000). Employees are increasingly expected to manage and motivate themselves (Lewis and Cooper, 1995), and work is increasingly characterized by flexibility and less clear boundaries between work and family (see Chapter 1), and therefore, arguably, working at home is likely to become both more attractive (Standen et al, 1999) and more feasible (New Ways to Work, 1996).
