Tammy D. Allen

Despite the prevalence and stability of remote and hybrid work, debate persists regarding whether these arrangements help or harm job performance. In this review, we synthesize research on the complex relationship between remote work and performance, focusing on objective and supervisor-rated job performance as well as innovation and creativity outcomes. We then examine theoretical mechanisms and boundary conditions that explain why and when remote work facilitates or constrains performance. Additionally, we provide recommendations for individual employees, managers, human resource departments, organizations, and policymakers aimed at maximizing performance in remote and hybrid work contexts. Finally, we outline future research directions that move beyond simple comparisons of work location to examine how collaboration processes, location–task fit, different forms of hybrid work, and contextual factors are associated with the relationship between remote work and performance.

Working parents constitute a substantial segment of the workforce. Nevertheless, misconceptions surrounding how parental role impacts working parents, particularly working mothers, have perpetuated stigma and workplace discrimination. To better understand the contributions of parents in professional contexts, we developed the construct of family-centered symbolic meaning of work (FCSMW), which captures individuals’ cognitive orientation to construe work meaning through its symbolic relevance to family. Specifically, it refers to individuals’ perception of their work as a vehicle for expressing their professional ethics and principles to their family and serving as role models. We then draw upon self-construal theory to theorize that, in comparison to non-parents, working parents are more likely to develop higher FCSMW. We further posit that the positive association between parental status and FCSMW is more pronounced for women than for men. Additionally, we argue that FCSMW positively correlates with employees’ display of exemplary behaviors at work, such as increased work effort and organizational citizenship behavior. Finally, we propose that the indirect effects of parental status on work outcomes via FCSMW are stronger for women than men. To assess our proposed model, we first developed and validated a scale for measuring FCSMW. We then tested our hypotheses using three sets of data: two multi source, field samples from China and one field sample from the U.S., all of which supported our hypotheses.

Peer review is part of the bedrock of science. In recent years the focus of peer review has shifted toward developmental reviewing, an approach intended to focus on the author’s growth and development. Yet, does the focus on developing the author have unintended consequences for the development of science? In this paper, we critique the developmental approach to peer review and contrast it with the constructive approach, which focuses on improvement of the research. We suggest the developmental approach, although with laudable aims, has also produced unintended consequences that negatively impact authors’ experiences as well as the quality and meaningfulness of the science published. We identify problems and discuss potential solutions that can strengthen peer review and contribute to science for a smarter workplace.

On January 20, 2025, President Donald Trump issued a presidential memorandum that mandated all federal employees return to in-person work full time. Implementation guidance from the Office of Personnel Management (OPM) required rapid policy revisions. The order marks a sharp departure from prior federal telework policies, including longstanding efforts to expand flexible work as a tool for recruitment, retention, productivity, and inclusion. Contrary to claims that in-person work boosts efficiency, research shows remote work generally has no adverse impact on productivity and supports performance in both public and private sectors. The return-to-office mandate is likely to lead to turnover, particularly among highly skilled workers, creating risks of brain drain and diminished capacity to compete with the private sector for talent. It also threatens diversity, equity, and inclusion (DEI) efforts by disproportionately burdening women, caregivers, individuals with disabilities, workers of color, and LGBTQ+ employees. These changes, alongside parallel executive actions undermining DEI programs, reflect a broader return to traditional, centralized models of work built on outdated “ideal worker” norms. These changes have the potential to negatively reshape federal employment for years to come.

On January 20, 2025, President Donald Trump issued a Presidential Memorandum that mandated all federal employees return to in-person work full-time. Implementation guidance from the Office of Personnel Management (OPM) required rapid policy revisions. The order marks a sharp departure from prior federal telework policies, including long-standing efforts to expand flexible work as a tool for recruitment, retention, productivity, and inclusion. Contrary to claims that in-person work boosts efficiency, research shows remote work generally has no adverse impact on productivity and supports performance in both public and private sectors. The return-to-office mandate is likely to lead to turnover, particularly among highly skilled workers, creating risks of brain drain and diminished capacity to compete with the private sector for talent. It also threatens diversity, equity, and inclusion (DEI) efforts by disproportionately burdening women, caregivers, individuals with disabilities, workers of color, and LGBTQ+ employees. These changes, alongside parallel executive actions undermining DEI programs, reflect a broader return to traditional, centralized models of work built on outdated “ideal worker” norms. These changes have the potential to negatively reshape federal employment for years to come.

Boundary theory posits boundary management tactics as specific behaviors. Yet, little is known about whether and why individuals use these tactics variably. Incorporating control theory and boundary theory, we conceptualized boundary management tactics intended to segment work from family (BMT) as dynamic, goal-directed behaviors adopted in response to a perceived work-family discrepancy (i.e., work-to-family conflict). Using 10-week weekly diary data (N = 247), we examined within-person variation in the use of multidimensional BMT to determine whether increased work-to-family conflict prompts greater future use of BMT and whether BMT subsequently relate to less work-to-family conflict. Aligned with theory, we found substantial within-person variability in BMT (31%). Physical, technological, and temporal tactics were used more often and in a relatively more routinized way than communication tactics. Results revealed that strain-based work-to-family conflict related to greater future use of temporal and physical tactics, with the strongest effect across a 1-week interval. Unexpectedly, overall BMT did not relate to later time- and strain-based work-to-family conflict, and temporal tactics related to more time-based work-to-family conflict in following weeks. This study offers more nuanced knowledge about the dynamic use of multidimensional BMT and lays a foundation for further research to advance a process-oriented understanding of work-family boundary management. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

In this editorial we examine theory testing within the work-family literature. We identified three highly cited theoretical articles ( Ashforth et al., 2000 ; Greenhaus & Beutell, 1985 ; Greenhaus & Powell, 2006 ) and examined the extent that the propositions posed in these articles had been tested. Results indicated that the majority of the propositions posed in these three influential theoretical articles have not been tested. We discuss possible reasons for the lack of testing and offer potential paths forward for improving work-family theory.