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Integrating Work/Life into Strategic Organizational Practices
Presentation to the
President’s Commission on Women
February 23, 2002
Dr. Jennifer Swanberg
Understanding The Relationship Between Work, Family, and
Personal Life
• Considering work/life issues in the organizational effectiveness paradigm is new.
•Relationship between job performance and workplace factors.
Conceptual Model
Employer Productivity
Characteristics of Life off the Job
Job & Workplace Characteristics
Employee Characteristics
Personal Well-Being
Source: Bond, J.T., Galinsky, E., & Swanberg, J.E. (1998). The 1997 national study of the changing workforce. New York: Families and Work Institute
Employer Productivity
• Job Satisfaction
• Commitment to Employer’s Success
• Loyalty
• Job Performance
• Retention
Job Characteristics: Job Quality
Job autonomy
Learning opportunities
Meaningfulness of the job
Opportunities for advancement
Job security
Job Characteristics: Job Demands
Paid/unpaid hours at main job
Nights away from home on business
Required paid/unpaid overtime
Work day-time/non-day time schedules
Bring work home
Job pressures
Workplace Support:
Flexible work arrangements
Supervisor support
Supportiveness of workplace culture
Co-worker relations
Discrimination
JOB SATISFACTION Explanatory Power of Different
Job and Workplace Factors
2% 3%
37%
32%
0%
10%
20%
30%
40%
Earnings &Access toBenefits
JobDemands
Job Quality WorkplaceSupport
Exp
lan
ato
ry P
ow
er
COMMITMENT TO HELPING COMPANY SUCCEED
Explanatory Power of DifferentJob and Workplace Factors
0%
11%11%
0%
10%
20%
30%
40%
Earnings & Accessto Benefits
Job Quality Workplace Support
Exp
lan
ato
ry P
ow
er
LOYALTY TO EMPLOYER Explanatory Power of Different
Job and Workplace Factors
1%
19%
24%
0%
10%
20%
30%
40%
Earnings &Access toBenefits
Job Quality WorkplaceSupport
Exp
lan
ator
y P
ower
Summary
.
• The quality of workers’ jobs and the supportiveness of their workplaces are the most powerful predictors of productivity -- job satisfaction, commitment to company success, loyalty, and retention.
Predicting Job Performance
Job & Workplace
Characteristics
Characteristics of Life off the Job
Job Burnout
Job-to-Home Spillover
(Personal Well-Being)
Home-to-Job Spillover
(Job Performance)
Job Performance Explanatory Power of Different Factors
Job & Workplace
Characteristics
Characteristics of Life off the Job
Job Burnout
Job-to-Home Spillover
(Personal Well-Being)
Home-to-Job Spillover
(Job Performance)33%
29%
2% 4%
6%
18%
Summary
Employees with more difficult, more demanding jobs and less supportive workplaces…….
• experience higher levels of negative spillover from work into their lives off the job-jeopardizing their personal and family well-being.
These effects set in motion a chain reaction...
When workers….
• feel burned-out by their jobs
• when they have insufficient time and energy for themselves and their families
• when work puts then in a bad mood
…...these feelings spill back into the workplace, limiting job performance.
To retain and recruit good employees and maximize productivity ……
• employers must create supportive workplace environments
• work with employees to keep job demands in check
Stages in the Development of Work Environments Supportive of
Employees’ Work/Life Responsibilities
• Organizations evolve through four developmental stages
Source: Galinsky, E. , Friedman,D., & Hernandez, C. A., (1991) The Corporate Reference Guide to Work-Family Programs. New York: Families and Work Institute
Stage I: Developing a Programmatic Approach
• Several policies, but not packaged as an integrated response
• Seen mainly as a woman’s issue with a focus on child care
• “It’s not a business issue”
Stage II: Developing an Integrated Approach
• Multiple integrated responses
• Executive level commitment
• Centralized responsibility
• Perceived as a human resource issue
• Flexible work arrangements
• Attention to managers’/supervisors’ role