Discretionary HRM: How work-life support practices influence firm non-financial performance outcomes

Abstract

Despite the growing popularity of work–life support (WLS) practices, there is a lack of theoretical and empirical clarity on the organizational-level performance benefits associated with investment in these practices. In this study we examine the relationship between WLS practices and organizational-level non-financial performance (i.e., customer satisfaction). We also test how the organizational context can moderate how well firms implement WLS practices and the performance benefits they derive from WLS practices. We test our conceptual model using a multi-actor, multi-level, longitudinal data set from 94 subsidiaries in 27 countries of a European Multinational Corporation. The results of our study suggest that WLS practices have a significant impact on subsidiary customer satisfaction; however, this relationship is stronger depending on the values and experiences of the subsidiary's top management team (TMT) members. We also find evidence of a three-way interaction between the use of WLS practices, TMT ...