scholarly journals An Exploration Of Theoretical Foundations For Working Mothers Formal Workplace Social Networks

2010 ◽  
Vol 8 (4) ◽  
Author(s):  
Jennifer L. Schultz ◽  
Jeanne L. Higbee
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Human Resource Development ◽  
Human Resource ◽  
Working Mothers ◽  
Developmental Theory ◽  
Work Life ◽  
Theoretical Frameworks ◽  
Life Balance ◽  
Theoretical Foundations

This paper presents a multidisciplinary integrative exploratory review of possible theoretical foundations for working mothers’ formal workplace social networks. Beginning with theoretical overviews of work-life balance, career development, mentoring, psychology, and social capital this paper develops a plausible possible framework rooted in women’s psychological developmental theory. The authors conclude that the theoretical frameworks for human resource development (HRD) and human resource management (HRM) do not identify one unified specific framework for research and scholarly investigation of working mothers’ formal workplace social networks, while presenting a conceptual model grounded in Gilligan’s (1982) principles appears to be a good fit for enhancing the understanding of the phenomenon.

scholarly journals Interconnected communities

2020 ◽  
Vol 16 (2) ◽  
Author(s):  
Atanas Tomovski ◽  
Josh Finegan ◽  
Simran Rughani
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Young People ◽  
Work Life ◽  
Support Networks ◽  
Environmental Benefits ◽  
Work Life Balance ◽  
Life Balance

Younger cohorts want changes in the environments they live in. They want to live in interconnected environments that provide fluidity between work, home and recreational spaces. Interconnected environments are conducive to young people building connections and social networks, creating interconnected communities. These interconnected communities provide flexibility in work–life balance, improve accessibility to amenities, build latent support networks and social capital, and provide environmental benefits that are congruent with compact living.

Workplace Technology and the Creation of Boundaries

2014 ◽  
Vol 16 (3) ◽  
pp. 281-295 ◽  
Author(s):  
Kristopher J. Thomas
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Personal Lives ◽  
Opportunities For Learning ◽  
Hrd Professionals ◽  
Technology Policies

The Problem Significant advances in technology and the increasing ways in which employees use it in their work and personal lives have led to an environment in which employees can work nearly anytime and anywhere. Although virtual human resource development (VHRD) brings with it useful efficiencies and increased opportunities for learning, the prospect of 24/7 learning can have a deleterious impact on work–life balance for employees. The Solution The aim of this article is to first explain how work–life balance and workplace technology interact to affect the lives of employees. The article models boundaries between these areas and recommends that attention to work–life balance become part of practice when human resource development (HRD) professionals design virtual learning or help develop workplace technologies and policies. The Stakeholders Stakeholders include HRD professionals, scholars who study work–life balance, and organizational leaders who implement workplace technology policies and practices.

Work–Life balance policies and organisational outcomes – a review of literature from the Indian context

2020 ◽  
Vol 52 (3) ◽  
pp. 155-170
Author(s):  
Sanghamitra Chaudhuri ◽  
Ridhi Arora ◽  
Paramita Roy
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Employee Retention ◽  
Empirical Studies ◽  
Work Life ◽  
Work Life Balance ◽  
Business Process Outsourcing ◽  
Life Balance ◽  
Content Type ◽  
Human Resource Development Professionals

Purpose In the past decade, the rapid globalisation and modernisation has resulted in an increased focus of organisations on implementation of family friendly work–life balance (WLB) policies for enhancing employee retention. The purpose of this study is to review the importance of WLB policies and programmes and its impact on organisational outcomes. Design/methodology/approach Using Deery’s (2008) framework as the conceptual framework, the current study attempts to provide an integrated literature review of the empirical studies conducted in the area of WLB and employee retention in India for a decade from 2007 till 2017. Findings The analysis of the extant literature revealed that the research on WLB for Indian organisations really surged since 2013. Most of the empirical studies conducted in this area use a positivist paradigm. Numerous industry sectors including the information technology (IT) and business process outsourcing sectors have benefitted from WLB policies, but the banking and higher education sector have generously implemented employee-friendly WLB policies. Practical implications The study stresses upon the implementation of employee friendly WLB policies for achieving high organisational outcomes. Furthermore, the findings may be useful for human resource management and human resource development professionals to understand and appreciate the organisational components, settings that are necessary to facilitate better WLB in Indian organisations, thereby resulting in better organisational outcomes. Originality/value The study provides us with a comprehensive review of different WLB studies conducted in India till date and its possible impact on various organisational outcomes.

Paradigm and Cultural Shifts on Employee Leave and Work-Life Initiatives

2021 ◽  
pp. 152342232098293
Author(s):  
Zahir I. Latheef
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Life ◽  
Cultural Shift ◽  
Life Balance ◽  
Executive Leaders ◽  
Global Pandemic ◽  
Cultural Shifts

The Problem Policies on employee leave and flexible workplace arrangements have not met the needs of employees in achieving work-life balance. Even when such policies do exist, employers are largely unable to actualize the benefits of these policies. These challenges have been exacerbated by the global pandemic creating more demand for work-life flexibility practices. The Solution Organizations must engage in a paradigm and cultural shift to achieve the benefits of work-life policies and practices. An organizational culture that moves beyond a human resource management (HRM) lens of administration and compliance to a human resource development (HRD) lens of support and development is central to overcoming this challenge. The Stakeholders Stakeholders for this concluding article include executive leaders of organizations, HRD and HRM scholars and practitioners.

Preface: Developing an Organization Through Work Life Balance-Driven Leave

2021 ◽  
pp. 152342232098292
Author(s):  
Emily Hammer
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Organizational Support ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Global Pandemic ◽  
Effective Policy ◽  
Organizational Longevity ◽  
Key Questions

The Problem Employee leave amidst the Coronavirus pandemic brings about key questions regarding organizational support and development. Current corporate and public policies are written into employee handbooks where they are lauded as supportive economic, social, and sustainable policies for helping people (i.e., workers) achieve humane needs, but are proving to be lacking for truly providing support in the most troubling times. The Solution The field of Human Resource Management (HRM) and Human Resource Development (HRD) provide unique perspectives on developmental, performance-enhancing, and supportive structures for organizations to thrive. This Issue examines methods for creating truly supportive policies amidst the fallout of the global pandemic not only supports organizational longevity but demonstrates how valued employees truly are within the organization while meeting the labor demands of the market. The Stakeholders This Special Issue reflects the strong correlation of work-life balance with HRD researchers, administrators and practitioners alike who recognize the value of employee leave and effective policy implementation.

THE INFLUENCE OF WORK LIFE BALANCE TOWARDS JOB PERFORMANCE IN PRIVATE HIGHER EDUCATION INSTITUTION (PHEI)

2017 ◽  
Vol 3 (1) ◽  
pp. 18
Author(s):  
Noorlaila Hj. Yunus ◽  
Siti Musalmah Ahmad Fuad
Keyword(s):  
Higher Education ◽  
Social Support ◽  
Job Performance ◽  
Human Resource ◽  
Education Institution ◽  
Work Life ◽  
Private Higher Education ◽  
Work Life Balance ◽  
Life Balance ◽  
The University

Work-Life Balance (WLB) is an important factor that the Human Resource Management of private higher education Institution (PHEI) should concern about in order to gain high Job Performance in theinstitution. If there are WLB practices implemented by the university, the Human Resource Department (HRD) must always get feedback from the employees to continuously improve the WLB policy. This will benefit not just the employees but the most important to the PHEI by having a good productivities and high job performance employees. The result shows that most of the employees in the university have good social support from their colleagues at work place, friends and their families. This support have given them inspiration and motivation in doing their job properly and finally they might achieved high job performance. Eventhough the result were positive about the social support the employees receives, the top management including the HRD need to revise their policy of WLBespecially other factors that can influenced the employees to optimized their efforts in doing their job.

Flexible Work Arrangements: A Human Resource Development Tool to Reduce Turnover

2021 ◽  
pp. 152342232098293
Author(s):  
Marvin Bontrager ◽  
M. Suzanne Clinton ◽  
Lee Tyner
Keyword(s):  
Human Resource Development ◽  
Employee Development ◽  
Work Life ◽  
Work Life Balance ◽  
Black Swan ◽  
Flexible Work Arrangements ◽  
Flexible Work ◽  
Life Balance ◽  
Work Arrangements ◽  
Development Tool

The Problem. An increasing number of organizations are experiencing concerns from employees regarding work-life balance. Organizations that have chosen to implement formal flexible work arrangements (FWAs) have experienced reluctance from their employees to participate. COVID-19 has forced the hand further toward FWAs, and created additional work life balance concerns. The Solution. FWAs present an opportunity for organizations to address work-life balance concerns, especially amid the black swan event of COVID-19. Implementing FWAs provides opportunity for organizations to reduce turnover and facilitate employee development through work life balance programs. The Stakeholders. The informal processes of FWAs should receive due attention by HRD practitioners and scholars alike.

scholarly journals Impact of Family Domain on Work-Life Balance of Professional Working Mothers

2017 ◽  
Vol 10 (1) ◽  
pp. 64-71
Author(s):  
Sushma Manandhar
Keyword(s):  
Family Support ◽  
Working Mothers ◽  
Positive Impact ◽  
Work Life ◽  
Work Life Balance ◽  
Full Time ◽  
Life Balance ◽  
Spouse Support ◽  
Analytical Research ◽  
Professional Working Mothers

The paper aims to provide empirical evidence on impact of family domain (family support and spouse support) on work-life balance of full time professional working mothers in telecommunication and academic sectors. The structured questionnaire was administered among 90 working mothers representing from both sectors in Kathmandu Valley. The study followed descriptive and analytical research design. Correlation and regression analyses were carried on to test the proposed hypotheses. The statistically significant positive impact of family support and spouse support was found on work life balance of professional working mothers under the study. Family support and spouse support enhance the professional working mothers to become highly committed to their job or work devoting considerable time and effort to their career role and work-life balance.

scholarly journals Human Resource Managers Views on Implementing Work-Life Balance

1970 ◽  
Author(s):  
Lisa Mohn
Keyword(s):  
Human Resource ◽  
Work Life ◽  
Work Life Balance ◽  
Human Resource Managers ◽  
Structured Interviews ◽  
Life Balance ◽  
Tertiary Institutions ◽  
Resource Managers ◽  
Hr Managers ◽  
Stable Categories

This paper focuses on the views of Human Resource (HR) managers about the implementation of work life balance (WLB) initiatives. Increasingly, WLB has become an important part of employment relations discussion and knowledge. The literature presents two key themes in terms of how this is implemented in practice. Firstly there was a corporate theme, where WLB is developed and applied from within the organisation. In the second theme WLB is developed and applied in tripartite partnership. The literature showed the New Zealand (NZ) experience is confused as to which path it is following. Thus, the purpose of this study was to explore the views of HR managers in NZ government funded tertiary institutions about the implementation of WLB practices. The research involved 3 in-depth, semi-structured interviews, which were then transcribed, analysed and compared until stable categories emerged. The findings reflected the confusion found in the literature. Approaches and knowledge of WLB were standardised and essentially uniform; there was much pride and satisfaction in achievements, both individual and corporately: and despite being government funded, the organisations reflected a corporatist theme in their approach to WLB. In summary, regardless of the rhetoric of WLB as positive to workers regaining balance in their lives, the research showed in practice it was 'a wolf in sheep's clothing' -- more beneficial for the organisations in terms of increasing worker productivity, than for the workers.

Sign in / Sign up

Export Citation Format

Share Document