Abstract
The paper draws on existing overseas research to present an argument for the importance of the role of individual managers and workplace culture in the successful outcome of work-life balance programmes in workplaces. Using findings from a recent Work-Life Survey of New Zealand employers by the EEO Trust, and other New Zealand based research, it looks at where New Zealand organisations are at I terms of the role of managers implementing work-life balance programmes. Additional information from employees’ perspectives on the role of managers in implementing work-life balance programmes is drawn from a qualitative study of mothers’ experience on combining paid work and parenting catties out by the author for the Families Commission (forthcoming) and other New Zealand research. The paper concludes with suggestions of how New Zealand organisations can improves outcomes from work-life balance initiatives by greater attentions to the role of mangers in the process.
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