View cases - Stewart McKelvey

32[142] Dr. Duxbury’s work and database findings are globally recognized and cited. She spoke ofGoogle Scholar which is a website where only academic referenced, peer-reviewed publicationsare posted. Her and her colleague’s research is cited under “key citations” on that website. Theauthoritativeness of Google Scholar was not challenged by the Respondent.[143] A focus of Dr. Duxbury’s report and testimony was on “Role Overload” where workinterferes with family obligations and/or family obligations interfere with one’s work, to the pointwhere the individual feels the stress of never having enough time, and tasks at hand are nevercomplete.2010 CHRT 20 (CanLII)[144] “Work interferes with Family” is the descriptor for when a worker psychologically prefershis or her time spent at work to time spent attending to family obligations.[145] “Family interferes with Work” is the descriptor for when a worker will sacrifice work forfamily obligations, such as turning down a promotion, or taking part-time hours, etc.[146] Dr. Duxbury testified that workplace culture dominates as the predictor of whether aworker feels he/she is in control of the family and workplace interface or not. Childcareavailability that can be matched to your work duties makes a difference because there is less stressif the two can be matched.[147] Workplace culture, i.e. the reality of the workplace, is determined not by one’s manager interms of organizational charts, but the temperament and attitude of one’s immediate manager, theperson the worker reports to. According to Dr. Duxbury, workplace culture and demands are the“big two” factors impacting “Work interferes with Family” in Role Overload.[148] A good manager breeds loyalty in his or her team, but a bad manager who is overlydemanding and unsympathetic breeds stress and resentment because a worker feels he/she is notheard and not appreciated.