Social engagement is theorized to promote health, with ages 55 to 75what some call encore adulthoodpotentially being a time for ongoing engagement or social isolation. We use the American Time Use Survey (N = 11,952) and a life course perspective to examine associations between paid work, resources, relations, and healthy time use for men and women in the first (5564) and second (6574) halves of the encore years. Work limits sufficient sleep (full-time working men) and television watching (all workers) but also time spent in physical activity (full-time workers). College-educated and healthy encore adultsacross age and gender dividesare more likely to exercise and watch less television. Marriage and caregiving encourage socializing and limit television watching, despite differential effects on physical activity and sleep. These findings fit well with a gendered life course perspective suggesting socially patterned (by work, resources, relationships, gender, age) health behaviors.

Understanding patterns of daily life among contemporary retirement-age Americans ages 60 to 75 is of heightened importance as growing numbers of boomers and those in the cohort preceding them move through this life stage. In this paper, we focus on time spent in healthy behaviorskey risk factors for health and wellbeing which are even more important because they are potentially modifiable. We take a gendered life course approach considering gender as a primary organizing factor in daily life as well as the structuring effects of work and the potential rolelessness of non-work for older Americans. We use OLS regression to analyze daily time allocations to healthy and unhealthy behavior (sleep, exercise, meal preparation, leisure, and paid work) among retirement-age men and women using the American Time Use Survey (2006-2008). Along with employment status and gender, we consider the effects of health status and day of the week on time patterns.

We investigate the turnover effects of an organizational innovation (ROWE-Results Only Work Environment) aimed at moving away from standard time practices to focus on results rather than time spent at work. To model rates of turnover, we draw on survey data from a sample of employees at a corporate headquarters (N = 775) and institutional records of turnover over eight months following the ROWE implementation. We find the odds of turnover are indeed lower for employees participating in the ROWE initiative, which offers employees greater work-time control and flexibility, and that this is the case regardless of employees' gender, age, or family life stage. ROWE also moderates the turnover effects of organizational tenure and negative home-to-work spillover, physical symptoms, and job insecurity, with those in ROWE who report these situations generally less likely to leave the organization. Additionally, ROWE reduces turnover intentions among those remaining with the corporation. This research moves the "opting-out" argument from one of private troubles to an issue of greater employee work-time control and flexibility by showing that an organizational policy initiative can reduce turnover.

This article investigates a change in the structuring of work time, using a natural experiment to test whether participation in a corporate initiative (Results Only Work Environment; ROWE) predicts corresponding changes in health-related outcomes. Drawing on job strain and stress process models, we theorize greater schedule control and reduced work-family conflict as key mechanisms linking this initiative with health outcomes. Longitudinal survey data from 659 employees at a corporate headquarters shows that ROWE predicts changes in health-related behaviors, including almost an extra hour of sleep on work nights. Increasing employees' schedule control and reducing their work-family conflict are key mechanisms linking the ROWE innovation with changes in employees' health behaviors; they also predict changes in well-being measures, providing indirect links between ROWE and well-being. This study demonstrates that organizational changes in the structuring of time can promote employee wellness, particularly in terms of prevention behaviors.