family balance
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2022 ◽  
Vol 12 ◽  
Nicolas Favez ◽  
Aline Max ◽  
Michel Bader ◽  
Hervé Tissot

Role distribution is a central issue for parents in the transition to parenthood, but little is known about the motivations in fathers to assume a specific role. Differences in work-family balance in each parent may be motivated by an individual choice mutually shared by both partners; however, in many couples, the parents may feel forced to adopt a traditional role distribution, either for financial reasons, or to comply with social expectations about what men and women should do when they are parents. This feeling of being socially constrained to adopt a role distribution that is not congruent with intrinsic motivations can generate dissatisfaction and may jeopardize the development of the interparental relationship. Coparenting refers to the emotional and instrumental support parents bring to each other in their parental tasks. It has been shown to be central in family functioning and a powerful predictor of children’s emotional and cognitive development. In this study, we aimed to assess the extent to which different motivations for role distribution in fathers are predictive of the quality of the coparental relationship. A convenience sample of 144 fathers from the French-speaking part of Switzerland completed online questionnaires about their motivations, coparental relationship, and sociodemographic characteristics. Results showed that the reasons for role distribution were mainly economical, practical, and in order to meet personal expectations. Multivariate general linear modeling showed that role distribution that is constrained to meet social expectations and age were predictive of a less cohesive coparental relationship, whereas a deliberate choice in role distribution was linked to a more cohesive coparental relationship.

2022 ◽  
pp. 349-365
Sema Üstgörül

In a globalized and complicated international economy, executives believe that management culture will be given new direction by management teams comprised of both men and women, and that these mixed teams will contribute to the diversity of ideas and perspectives in management. Despite the fact that there are as many female graduates as male graduates today, women continue to be significantly underrepresented in executive roles in the business world, particularly in top management (executive board, supervisory board). The most important factor preventing women from being managers is work-family balance. While women indeed tend to climb the ladder step by step, men make several jumps in their careers, and they meet with success. It makes no difference whether a candidate for a position as a board member, director, or divisional manager is male or female. The goal of this study is to try to demonstrate that female managers may be more effective in management because of their personalities and areas of competence in the healthcare sector.

Hoda Vaziri ◽  
Julie Holliday Wayne ◽  
Wendy J. Casper ◽  
Laurent Lapierre ◽  
Jeffrey Greenhaus ◽  

Sung Won Kim ◽  
Cong Zhang ◽  
Hirokazu Yoshikawa ◽  
Vanessa L. Fong ◽  
Niobe Way ◽  

Drawing on survey and interview data from mothers of 14-month infants in Nanjing, China, we explore women’s job trajectories as they juggle work and family responsibilities. Four profiles that emerge among our sample of 371 mothers (high stability, rapid cyclers, high-paid wage-growth, and intermittent) reflected not only their work career trajectories but also their different strategies of managing work-family balance. High-stability mothers were more likely than the other three groups to work in state-owned enterprises and experience a negative work climate. They illustrate how China’s changing economy shape work preferences of mothers who value interest and self-fulfillment, but pursue stability to accommodate their childrearing responsibilities.

2021 ◽  
Vol 11 (2) ◽  
pp. 257-263
Putri Anggraini ◽  
Sumitro Sarkum ◽  
Novrihan Leily Nasution

Career progress of an employee is the result or work performance of employees who are assessed in terms of quality and quantity based on work standards determined by the organization. Optimal performance, namely performance that meets organizational standards and supports the achievement of organizational goals. In collecting this data using Accidental Sampling, which means that the sampling method involves random employees as the research sample. Using the Slovin formula with an error rate of 5%, The research sample totaled 399 respondents. Respondents in this study were employees who were in South Labuhanbatu Regency using Google Forms which the authors would later distribute on social media such as Facebook, WhatsApp and other social media.

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