Abstract
Organizational efforts of adopting, designing, and implementing work‐family policies converge into single, discretionary decisions of supervisors whether or not to ‘allow’ these policies to specific employees under their supervision. These decisions are referred to as allowance decisions. In order to close a theoretical gap in current work‐family literature, we present an integrated, conceptual model of managerial allowance decisions. We develop propositions regarding factors that influence a supervisor's allowance decision at three different levels of analysis and behavioural outcomes in employees. Building on organizational justice theory, moderating effects of employees' fairness perceptions of allowance decisions are discussed. Finally, we outline implications for future research and recommendations for managers in organizations.
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