Family-friendly Work Practices Research Articles

Benevolent Leadership: Unveiling the Impact of Supervisor Gender on HR Practices and Employee Commitment

In this study, we examine the relationship between supervisor gender, the adoption of HR practices, and employee commitment. Based on leadership theories arguing that female supervisors are more focused on employee needs than male supervisors, we suggest that female supervisors are more likely to adopt HR practices that address employee needs. Using social exchange arguments, we predict that this in turn leads to higher affective commitment among employees. We test our theoretical predictions using three waves of the German Linked Personnel Panel (LPP). Our results indicate that female supervisors promote personnel development practices (DP) more than male supervisors, which has a positive impact on employees’ affective commitment to the organization. We find no statistically significant effect of a female supervisor on the provision of family-friendly work practices (FFWP). We discuss the implications of these findings and suggest avenues for future research.

Family-friendly work practices in family firms: A study investigating job satisfaction

We explore the accessibility of family-friendly work practices within the context of family firms versus non-family firms. Using social exchange as a theoretical framework, we explore the channel of the association between family-friendly work practices and job satisfaction through accessibility of family-friendly work practices (moderated by employee participation) and from accessibility of family-friendly work practices influencing job stress (moderated by trust in management). We also argue that in family firms, the moderated-mediation effects of the accessibility of family-friendly work practices on job satisfaction through influencing job stress can be greater in family firms than for non-family firms despite lower trust in management. We test and find support for our hypotheses using a dyadic, stacked model of 180 non-family firms representing 180 work practices related managers, and 888 employee respondents; and 265 family firms with 265 work practices related managers, and 1,144 employee respondents.

Family-Friendly Work Practices and Voluntary Turnover: Push, Pull and Family Related Factors

Organizations increasingly implement family-friendly work practices (FFWP) that are intended to help employees reconcile their working life with their private responsibilities. Despite substantial ...

Family-friendly work practices and their outcomes in China: the mediating role of work-to-family enrichment and the moderating role of gender

Based on a survey of a sample of employees (n = 726), we examine whether work-to-family enrichment mediates the relationship between two types of flexible work arrangements (i.e. flextime and a compressed workweek) and two work-related outcomes (job satisfaction and turnover intention). In addition, we examine the moderating effect of gender on the relationship between flexible work arrangements and work-to-family enrichment and between work-to-family enrichment and the work-related outcomes. The results show that work-to-family enrichment acts as a mediating factor between flexible work arrangements and outcomes. In addition, the relationship between work-to-family enrichment and turnover intention is stronger for female employees. Finally, the implications for research and practice are discussed.

Availability of Family-Friendly Work Practices and Implicit Wage Costs: New Evidence from Canada

Availability of Family-Friendly Work Practices and Implicit Wage Costs: New Evidence from Canada

Family-Friendly Work Practices and Job Satisfaction and Organizational Performance

Management literature has emphasized the influence of family-friendly work practices (FFWPs) on work attitudes and organizational performance because there has been an increase in the number of women and dual-career couples in the workforce. However, previous studies on FFWPs yielded inconclusive results and focused on the direct relationship between FFWPs and outcomes. This study explores the influence of FFWPs on job satisfaction and organizational performance. Also, we investigate the moderating effects of managerial support and performance-oriented management. Results support the moderating effect of managerial support. But, findings regarding the moderating role of performance-oriented management do not support our expectation.

The Case for Family-Friendly Work Practices in the Australian Construction Industry

Although significant changes at the social, demographic, technological and workforce levelshave transformed the relationship between family and work, these changes have notbeen reflected in the employment practices of many construction companies. Many of thejob and organisational factors found to be negatively associated with family functioning arepertinent to construction professionals. Staff are expected to work long hours in demandingroles and this, combined with job insecurity and frequent relocation, means that familylife and individual well-being can be compromised. A growing body of research has foundthat the implementation of family-friendly work policies and practices can lead to greaterproductivity, lower attrition rates and higher morale in the workplace. In addition providinga work environment that is supportive of workers' family roles can help to alleviate workrelatedmental health problems.This paper outlines the changing demographic trends and societal attitudes that are makingindividuals and organisations question current work cultures and structures. Optionsfor making the construction industry a more family-friendly work environment are considered.All professionals, regardless of their age, gender and family responsibilities, canbenefit from these initiatives. The paper concludes by discussing the implications of theseissues for construction companies and future research work.

Family friendly work practices, organizational climate, and firm performance: A study of multinational corporations in Hong Kong

AbstractWe developed and tested a conceptual model to examine the impact of family friendly work practices (FFWPs) at the organizational level. In our model, top management support for equal opportunities is considered an antecedent of FFWPs and positive organizational climate, and firm performance and employee turnover are considered outcome variables. Structural equation modeling (SEM) was used to analyze the data collected from a sample of HR managers in multinational corporations (MNCs) in Hong Kong. The results showed that top management support for equal opportunities was positively related to a firm's level of FFWPs and organizational climate. In addition, FFWPs were positively related to organizational climate. We further found that organizational climate acted as a mediator between FFWPs and firm‐level outcomes. Copyright © 2009 John Wiley & Sons, Ltd.

Work–family balance: Theoretical and empirical advancements

AbstractThis special issue showcases papers by five authors who provide insights into the theoretical directions for work–family balance research. The special issue begins with an expert commentary by Westman, Brough, and Kalliath who discuss the often overlooked role of work–family crossover. Second, Powell reviews the culture‐sensitivity of work–family balance theories and advances a cultural framework for consideration. Third, van Steenbergen and Ellemers showcase a longitudinal research design which includes both objective and subjective health indicators. Van Steenbergen and Ellemers demonstrate that employees who experience low conflict and high facilitation between work and family roles are objectively healthier, less absent and better performing employees. Fourth, Taylor, DelCampo and Blancero progress current discussions concerning the impact of organisational climate on work–family balance, with a specific focus on organisational fairness. Finally, Ngo, Foley, and Loi report how family‐friendly work practices (FFWPs) of selected multi‐national corporations in Hong Kong directly influenced organisational performance. Copyright © 2009 John Wiley & Sons, Ltd.

Staff–family relationships in nursing home care: a typology of challenging behaviours

Aim. This paper draws on data from a study which investigated how Australian nursing home staff constructed staff-family relationships. Background. Working with the family in aged care to provide the best care possible is consistent with modern nursing philosophy which espouses holistic care. The quality and enjoyment of the experience however, is frequently fraught with problems and challenges for both the staff and the family involved. Design. A qualitative constructivist design as described by Guba and Lincoln [Fourth Generation Evaluation. Sage Publications, London.] was used. Method. Thirty paid caregivers drawn from eight nursing homes were interviewed about their experiences of working with residents' families. A constant comparative method of data analysis was used to arrive at the findings. Results. This paper reports on seven themes under the category of 'unacceptable behaviours'. These themes describe a range of attitudes and behaviours exhibited by families which staff members found undesirable. Conclusions. Staff members found a number of family behaviours challenging. Nursing home staff perceives the family as subordinate to their needs and want to retain control of the work environment. Relevance to clinical practice. Nursing home staff need to move away from custodial models of care focused on 'getting the work done' and develop more family friendly work practices that are inclusive of the needs of the family and view them as equal partners in care.

Family-friendly work practices in Britain: Availability and perceived accessibility

Using linked data for British workplaces and employees, we find a low base rate of workplace-level availability, and a substantially lower rate of individual-level perceived accessibility, for five family-friendly work practices' parental leave, paid leave, job sharing, subsidized child care, and working at home. Our results demonstrate that statistics on workplace availability drastically overstate the extent to which employees perceive that family-friendly policies are accessible to them personally. British workplaces appear to be responding slowly, and perhaps disingenuously, to pressures to enhance family-friendly work practices. © 2006 Wiley Periodicals, Inc.

Family-Friendly Work Practices in Britain: Availability and Perceived Accessibility

Using linked data for British workplaces and employees we find a low base rate of workplace-level availability for five family-friendly work practices – parental leave, paid leave, job sharing, subsidized child care, and working at home – and a substantially lower rate of individual-level perceived accessibility. Our results demonstrate that statistics on workplace availability drastically overstate the extent to which employees perceive that family-friendly are accessible to them personally. British workplaces appear to be responding slowly and perhaps disingenuously to pressures to enhance family-friendly work practices.

High Performance Workplaces and Family Friendly Practices: Promises Made and Promises Kept

High performance workplaces elicit greater involvement and productivity from employees but past theory and evidence remain divided on whether or not such workplaces are compatible with family friendly work practices. We present new evidence on the association using perceptions of a representative sample of workers and an innovative testing framework. The evidence reveals that high performance workplaces are no more likely to make commitments to provide family friendly workplaces than are other workplaces. It shows, however, that high performance workplaces are more likely to keep the family friendly commitments they make, thereby maintaining a psychological contract based on mutual obligation. As providing family friendly practices requires both making and keeping commitments, the evidence confirms that high performance workplaces are more likely to provide such practices.

Family-Friendly Work Practices: Differences within and Between Workplaces

The present paper analyses the extent to which access to family-friendly work practices is determined by differential access within or between organisations. It is found that the variation in access to a range of work practices is greater among employees working in the same workplace than the variation between workplaces. A number of employee characteristics are found to be related to the probability of accessing family-friendly work practices. Interestingly, there is no relationship between having dependent children and the likelihood of having access to family-friendly work practices. Another finding is that, employers are most likely to offer family-friendly work practices to employees with high skills levels or in whom they have invested training or other resources. An implication of these findings is that policy makers need to focus on policies that will increase the availability of such practices within organisations to all employees who would benefit from access to these practices.

The experiences of nurses returning to work after childbirth: 'making a difference'

Aims To gain a better understanding of the experiences of nurses returning to work following childbirth and make recommendations for staff retention. Background Shortages of registered nurses have led managers and Government to consider ways of improving retention of staff. Following childbirth, nurses are one group of people who may potentially be lost to the workforce. Mothers who do return to work may experience role strain associated with their multiple roles. Method Using a qualitative approach data were obtained through semi-structured interviews with five nurses returning to work after childbirth in a central London intensive care and cardiac unit. The interviews were taped, transcribed and then analysed using a grounded theory approach. Findings (Re-)negotiation at home and work was used to cope with multiple roles. Five themes emerged: continuing career pathways, coping mechanisms, self-perception, division of labour, and relationships with partners. Conclusions Implications for nurse retention are highlighted. Recommendations to promote flexible and family friendly work practices are discussed in relation to the UK Government's publication ‘Making a Difference’.