What does ‘work–life management’ mean in China and Southeast Asia for MNCs?

Abstract

Translating global policy into local practice presents a substantial challenge for the human resource (HR) function in many multinational corporations (MNCs). We present the findings of interviews conducted with HR and Diversity managers to explore the ways in which eight MNCs manage work–life issues, with particular focus on the dynamic markets in China and Southeast Asia. Further, we explore how the competing global and local demands for work–life initiatives are managed in MNCs operating in Asia and identify themes that have important implications for managers and employees. We conclude that the competition for talent in Asia highlights the potential for work–life policies to serve as a tool to attract and retain employees.