Family-friendly workplaces, work-family interface, and worker health.

1994 ◽  
pp. 253-264 ◽  
Author(s):  
Nancy L. Marshall ◽  
Rosalind C. Barnett
Keyword(s):  
Worker Health ◽  
Family Friendly ◽  
Work Family

scholarly journals Family-Friendly Policy and Work-Family Conflict Mitigation: The Role of Work-Family Boundary Negotiation

2021 ◽  
Vol 16 (1) ◽  
pp. 17-26
Author(s):  
Hooi-Ching Khor ◽  
Azura Abdullah Effendi
Keyword(s):  
Family Life ◽  
Family Conflict ◽  
Management Practices ◽  
Work And Family ◽  
Work Family Conflict ◽  
Human Resource Policy ◽  
Family Friendly ◽  
Negotiation Style ◽  
Work Family ◽  
Conflict Mitigation

Family-friendly policy is impossible to fit all working individuals. The circumstance has been revealed in work-family literature which relationship between the policy use and the work-family conflict mitigation has been found inconsistent. Little focus is given in the past studies to ensure the human resource policy is truly useful in meeting individuals’ needs. Work, family or both work and family life could be important to individuals. The distinctive life centrality requires individuals to negotiate with the significant others who have influence on their work and family life arrangements to access and use the preferred and needed family-friendly policy. Boundary management practices seem to be useful for working individuals to reduce work-family conflict. This conceptual paper aims to propose work-family boundary negotiation to buffer the relationship of family-friendly policy use and work-family conflict. Boundary theory is the underlying theory embedded to explain the phenomena. Boundary negotiation style that could be employed for accessing the policy and managing work-family boundary effectively is identified. Future directions and implications for research on negotiation in dealing with work-family issue are discussed.

The power of balance: interplay effects of exploitative leadership style, work–family balance and family-friendly workplace practices on innovation implementation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Grazia Garlatti Costa ◽  
Darija Aleksić ◽  
Guido Bortoluzzi
Keyword(s):  
Leadership Style ◽  
Curvilinear Relationship ◽  
Innovation Implementation ◽  
Content Type ◽  
Family Balance ◽  
Family Friendly ◽  
Work Family Balance ◽  
Workplace Practices ◽  
Work Family ◽  
High Level

PurposeThe purpose of this paper is to investigate the inverted U-shaped relationship that exists between exploitative leadership styles and innovation implementation. In addition, drawing on the social cognitive theory, the paper explores the effect of the three-way interaction between exploitative leadership style (ELS), work–family balance (WFB) and family-friendly workplace practices (FFWPs) on innovation implementation.Design/methodology/approachA quantitative study of 440 employees from 38 medium and large companies based in Italy and Croatia was conducted, using an online survey. The proposed hypotheses were tested using hierarchical regression analysis.FindingsThe results show that there is an inverted U-shaped curvilinear relationship between ELS and innovation implementation. Furthermore, the findings support the existence of the three-way interaction suggesting that the combination of high-level WFB and high-level FFWPs strengthens the relationship between ELS² and innovation implementation.Originality/valueThis is the first contribution that examines a curvilinear relationship between ELS and innovation implementation. Additionally, it contributes to the work–family literature by providing the first empirical examination of the joint impact of WFB and FFWPs in enhancing innovation implementation. Our results suggest that individuals who perceive a high level of WFB and who work in an organization with family-friendly practices are more accepting of an exploitative leader, and that the positive feelings from the family domain encourage the implementation of innovation. These results may change the attitudes of managers, encouraging them to consider WFB and FFWPs as important for the implementation of innovation.

Family-friendly practices, high-performance work practices and work–family balance

2016 ◽  
Vol 14 (1) ◽  
pp. 2-23 ◽  
Author(s):  
Lorena Ronda ◽  
Andrea Ollo-López ◽  
Salomé Goñi-Legaz
Keyword(s):  
Job Satisfaction ◽  
High Performance ◽  
Working Hours ◽  
Work Practices ◽  
Content Type ◽  
Family Balance ◽  
Family Friendly ◽  
High Performance Work Practices ◽  
Work Family Balance ◽  
Work Family

Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis. Findings The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive. Research limitations/implications The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours. Originality/value The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

Women and family-friendly policies in the Korean government

2008 ◽  
Vol 74 (3) ◽  
pp. 463-476 ◽  
Author(s):  
Sangmook Kim
Keyword(s):  
Work And Family ◽  
Civil Servants ◽  
Work Environments ◽  
Organizational Practices ◽  
Government Organizations ◽  
Korean Government ◽  
Family Culture ◽  
Family Friendly ◽  
Supportive Culture ◽  
Work Family

This paper discusses the desires and realities of women and family-friendly policies in the Korean government. The implementation of policies for gender equality during the past two decades has increased the ratio of women in the civil service. As the number of women in the government has increased, family-friendly policies have been provided for civil servants to balance work and personal life. Family-friendly policies are expected to positively affect the civil servants and government performance. However, the family-friendly policies are not effectively implemented because they are not properly bundled, and civil servants are reluctant to take advantage of these policies under male-centered organizational practices. To aid civil servants in balancing the role requirements of work and family, government organizations should create family-friendly work environments by not only instituting various proper family-friendly programs but also by promoting a supportive culture. Several efforts for establishing such a supportive culture are suggested. Points for practitioners To aid civil servants in balancing the role requirements of work and family, government organizations should create family-friendly work environments by instituting various family-friendly programs and by promoting supportive work—family culture. Only providing family-friendly programs without promoting cultural change is insufficient. Several efforts are essential to establish a supportive work—family culture. First of all, the organizational leaders should be aware of the positive effects of family-friendly programs on employees' attitude and behavior and organizational performance. They need to make civil servants believe that their careers will not be negatively affected by using family-friendly benefits through providing them with counseling and education on family-friendly programs and work—life balance. They should also make every effort to reduce the male-centered organizational practices and to support the work—family concerns of the civil servants.

The Gendered Discourse of Work-Family Balance in the Oil and Gas Industry

2017 ◽  
Vol 5 (2) ◽  
pp. 120-139 ◽  
Author(s):  
Christine L. Williams
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Early Career ◽  
Work Family Conflict ◽  
Family Policies ◽  
Family Balance ◽  
Family Friendly ◽  
Work Family Balance ◽  
Gendered Discourse ◽  
Work Family

U.S. corporations have been slow to adopt family-friendly workplace accommodations, despite decades of research demonstrating their value. Some hope that the millennial generation will spur corporate change because, compared with older generations of workers, young people purportedly strive for more balanced lifestyles and gender equality in their relationships. This study examines the experiences of early career scientists and engineers employed by a major oil and gas corporation that has not implemented family-friendly accommodations, asking whether these highly trained workers seek work-family balance and whether they parlay these desires into requests for accommodation from their employer. Interviews reveal a gendered discourse of work-family balance at this firm: mothers and prospective mothers describe intense work-family conflict, but they blame themselves and not their employer. A number of men, in contrast, express satisfaction with their work-family balance, yet their narratives reveal that their achievement of balance depends on a traditional gender division of labor in the home. Some men and women seek alternative forms of balance that do not involve family; if thwarted from pursuing this goal, they are inclined to exit the company. These discourses of balance reflect neoliberal assumptions, reproduce gender inequality, and suggest the need for an alternative to the voluntary approach to promoting work-family policies.

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