The purpose of this study was to examine the effects of two time-related flexwork policies, daily flextime and flexleave, on life-to-work conflict and affective organizational commitment. Social exchange theory was the lens through which these relationships were examined. Quantitative and qualitative survey data were collected from 118 fulltime employees. Study participants filled out a demographics questionnaire and measures of life-to-work conflict, foreseeable life-to-work conflict, unforeseeable life-to-work conflict, and affective organizational commitment. Participants were randomly assigned to read one of the time-related flexwork policies, imagining that the policy had been implemented in their place of work. Participants were then asked to complete a second measure of life-to-work conflict and affective organizational commitment to indicate how these variables would change if the policy were implemented in their workplace. Perceptions of policy fairness, ideas about managing work and personal demands, and whether or not organizations should implement workplace flexibility policies were also examined in the present study. The results of this study indicate that implementing policies that give employees flexibility in when they work is anticipated by employees to decrease life-to-work conflict. However, no relationships were found among any of the life-to-work conflict measures and affective organizational commitment. Future research should determine if implementing such policies in actual organizations decreases life-to-work conflict and promotes commitment.