Nomadic Work Life Support Using ICT: Toward Multi-generational Techno-socio Innovation

2014 ◽  
pp. 233-239
Author(s):  
Toshihiko Yamakami
Keyword(s):  
Life Support ◽  
Work Life ◽  
Nomadic Work

Evidence Based Strategic Human Capital Management

2014 ◽  
pp. 53-72 ◽  
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

Evidence Based Strategic Human Capital Management

2016 ◽  
pp. 1056-1074
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

Influences on employee perceptions of organizational work–life support: Signals and resources

2011 ◽  
Vol 79 (2) ◽  
pp. 588-595 ◽  
Author(s):  
Monique Valcour ◽  
Ariane Ollier-Malaterre ◽  
Christina Matz-Costa ◽  
Marcie Pitt-Catsouphes ◽  
Melissa Brown
Keyword(s):  
Life Support ◽  
Work Life ◽  
Employee Perceptions ◽  
Organizational Work

scholarly journals Work-life support practices and customer satisfaction: The role of TMT composition and country culture

2017 ◽  
Vol 57 (1) ◽  
pp. 279-291 ◽  
Author(s):  
Julie A. Cogin ◽  
Karin Sanders ◽  
Ian O. Williamson
Keyword(s):  
Customer Satisfaction ◽  
Life Support ◽  
Work Life ◽  
Country Culture ◽  
Support Practices

Work-life support: the key to managers’ happiness

2019 ◽  
Vol 43 (2) ◽  
pp. 166-184
Author(s):  
Ming-Huei Chen ◽  
Shwetha M. Krishna ◽  
Chan-Yuan Yu
Keyword(s):  
Job Satisfaction ◽  
Cultural Context ◽  
Positive Emotion ◽  
Middle Managers ◽  
Life Support ◽  
Positive Association ◽  
Negative Influence ◽  
Work Life ◽  
Content Type ◽  
Work Pressure

Purpose Building on the conservation of resource theory, the authors posit work-life support as an essential resource for middle managers. This paper aims to explore the positive association between work-life support, positive emotion, job satisfaction and happiness. The paper also assesses the moderating role of work pressure on work-life support and positive emotion relationship on the one hand and flextime on positive emotion and job satisfaction on the other. Design/methodology/approach Data collected from 512 middle managers of small and medium-sized firms including manufacturing, service and finance sectors in Taiwan were used to test the hypotheses. Findings The results reveal that work pressure strengthens the effect of work-life support on positive emotions, whereas time flexibility weakens the effect of positive emotion on job satisfaction. Work-life support positively influences happiness through the intervening variables of positive emotion and job satisfaction. Practical implications The paper highlights the importance of creating a positive work environment, as empowering middle managers with work-life support can help them handle work pressure and work-life conflict. The negative influence of flextime on positive emotion and job satisfaction highlights the need for effective handling of flextime. Originality/value This paper examines the work-life support and happiness of middle managers in the Chinese cultural context which has been under-explored. This paper expands the external validity of previous research results of Western samples by finding the positive influence of work pressure on work-life fit and positive emotion and negative influence of flextime on positive emotion and job satisfaction link.

Flex-Work and Work-Life Balance: Effects of Role Conflicts and Work-Life Support Organizational Culture

2019 ◽  
pp. 49-76
Author(s):  
T D Weerasinghe ◽  
A K L Jayawardana
Keyword(s):  
Organizational Culture ◽  
Structural Equation ◽  
Life Support ◽  
Work Life ◽  
Mediating Effect ◽  
Work Life Balance ◽  
Cross Sectional Survey ◽  
Role Conflicts ◽  
Life Balance ◽  
Border Theory

Although the direct effect of flex-work on work-life balance is well documented, previous theoretical explanations and empirical findings related to the relationship have been inconsistent. Thereby, drawing on the job border theory, the role accumulation theory and the human ecology theory, the current study attempts to examine the effect of flex-work on work-life balance by exploring the mediating effect of role conflicts, and the moderating effect of organizational culture. The study was quantitative, and a cross-sectional survey design was followed. The data was collected through a structured questionnaire. The convenience sampling technique was used to select the sample, and the final sample consisted of 450 flex-workers from nine IT companies in Sri Lanka. The data was analyzed using Structural Equation Modelling (SEM) with the aid of AMOS. It was found that flex-work is significantly related to role conflicts, which in turn has an impact on work-life balance. Further, role conflict is found to be a partial mediator, and work-life support organizational culture to be a significant moderator. Finally, it is concluded that though flex-work creates role conflicts which hinder work-life balance, employees could achieve a better balance between work and life in an organizational culture that supports work-life balance. The study makes a major theoretical contribution by addressing the inadequacy of the job border theory in explaining flex-work. The study supports the argument that flex-workers are not border crossers, but rather that they have no borders, and concludes that an organizational culture that supports work-life balance must be considered when explaining the effect of flex-work on work-life balance. It is suggested that managers and practitioners establish such a culture before introducing flex-work to employees.

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