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This finding indicates that the availability of FWPs already suffices to signal perceived autonomy besides other positive attitudes and values (Batt and Valcour 2003; Grover and Crooker 1995) and to increase organizational attachment as individuals are more attached when they feel valued and trusted through the mere offer of FWPs.
But, unlike most of the more-or-less anarchists who steered the not-exactly-rudderless encampment, McMillan counts as a social democrat; her organizational attachment is to the Democratic Socialists of America, which follows Michael Harrington's credo of being "the left wing of the possible".
All Q tests concerning organizational attachment are highly significant (p < 0.001).
The direct effect of FWPs on organizational attachment is significantly positive (β = 0.17, p < 0.001).
Furthermore, FWPs are positively related to organizational attachment because of increased perceived autonomy.
The indirect effect of FWPs on organizational attachment is 0.14 (p < 0.05).
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Fourth, this is the first meta-analysis that includes sabbaticals as a predictor of organizational attractiveness and attachment.
Hence, we assume that sabbaticals have a stronger impact on organizational attractiveness and attachment than flexible work schedules and telecommuting.
On the other hand, researchers argue that the availability of FWPs already symbolizes appreciation and support and thus increases organizational attractiveness and attachment (e.g. Grover and Crooker 1995; Batt and Valcour 2003).
Last, employees' affective attachment to other organizational members takes center stage in understanding the employee-organization relationship (Meyer et al., 1993).
Allen and Meyer [ 10] identified three types of organizational commitment: affective (individual emotional attachment to, identification with and involvement in a particular organization), continuance (an employee's awareness of the cost of leaving an organization), and normative (an individual's sense that they were obliged to remain in an organization).
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