BOUNDARY CONTROL - THE SOCIAL ORDERING OF WORK AND FAMILY TIME IN A HIGH-TECH CORPORATION

Through a qualitative study of a software development group, I examine how managers control the hours employees work, and therefore the temp oral boundary between employees' work and life outside of work. Analys is of field data shows that managers use three types of techniques to exert boundary control over ''knowledge workers'': (1) imposing demand s, by setting meetings, reviews, and internal deadlines, controlling v acations, and requesting extra work; (2) monitoring employees, by stan ding over them, checking up on them, and observing them; and (3) model ing the behavior they want employees to exhibit. Employees either acce pt or resist managers' boundary control; those who resist are penalize d by the reward system, even when they devise creative ways to schedul e and complete their work. Many employees are married, and the demands of their work have consequences for their spouses. Spouses' reactions to the demands that ultimately affect them further influence how empl oyees respond to boundary control. These findings contribute to a theo ry of boundary control and carry practical implications for resolving work-family conflicts in our society.