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Implementing Policies, Practices and Culture to Support Organizational Effectiveness and Work-Family
RelationshipsModule 3, Class 2
A Teaching Module Developed byEllen Ernst Kossek (Michigan State University),
Mary Secret (Virginia Commonwealth University),Stephen Sweet (Ithaca College)
and the Curriculum Task Force of the Sloan Work and Family Research Network
What Happens in the Home Matters at Work
Child Care DisruptionMarital/Family Stress
Adult Care giving Needs
Family Illness
Absenteeism, Tardiness
Intent to Resign Decreased Job Performance
H O M EH O M E W O R KW O R K
Gap Between Rhetoric and Reality
Many firms have cultures where using work/life policies is seen as benefiting the individual far more than the firm. Meeting employee’s personal needs are not yet seen as meeting customers’ needs.
Work/life policies are still largely programmatic minimal link to other HR
policies nominal focus on
informal cultural issues glass ceiling effect
Managerial Concerns
Labor costs Turnover Quality and customer service Absenteeism
How might these vary among employers for different types of workers?
How might employers in different industries have different views?
Factors affecting use of work-life policies/practices
1. Corporate culture 2. Organizational approach to managing
change3. Supervisor support4. Individual characteristics 5. Job content factors 6. Work-group factors
Bureau of Labor Statistics distribution of work-life policies and programs
Families and Work Institute Family-Friendly IndexFlexible Work Arrangements
Flextime 25
Part-time work 25
Job sharing 25
Flex-place 15
Other flexible arrangements 15
Subtotal 105
Leaves
Child care or family leave 25
Other leaves 15
Subtotal 40
Financial Assistance
Flexible benefits/flexible spending accounts 25
Long-term care insurance 10
Adoption assistance 10
Child care discounts 5
Vouchers 20
Other financial assistance 10
Subtotal 80
Corporate Giving/Community Service
Corporate giving to community/national work-family initiatives
25
Funds to benefit employees 25
Other corporate giving/community service programs
10
Subtotal 60
Dependent Care Services
Child care resource and referral 20
Elder care consultation and referral 20
On- or near-site child care centers 25
Consortium child care centers 20
Sick/emergency child care programs
15
After-school programs 15
Summer camps 15
Caregiver fairs 5
Other dependent care services 25
Subtotal 160
Management Change
Work-family manager training
25
Work-family coordinators
15
Work-family handbooks 10
Other management change
40
Subtotal 90
Work-Family Stress Management
Employee assistance program
10
Wellness/health promotion 15
Relocation services 10
Work-family seminars 10
Work-family support groups 10
Work-family newsletters 10
Other work-family stress management programs
15
Subtotal 80
Total 615
Stages in Organizational Development on Work and Family Stage 1: Employer adopts a few work family
policies on paper, but they are not integrated into the culture
Stage 2: Many policies and practices exist for different work–life needs, work-family professionals hired
Stage 3: Work family issues have strong cultural acceptance, managerial support, and work is designed with consideration for family life
Making the Business Case: Strategies of Selling
Management philosophies over support of work-life can vary Strategic HRM /productivity Employer of choice/ diversity views Reciprocity Trade-off Dual agenda
Strategic HRM Views of Business Case
What is economic performance of firms that provide work-life balance?
Do the firms that provide the best work-life balance do better in the marketplace?
Are they more profitable? Are employees of those firms more productive? Do these policies have a return on investment?
Employer of Choice
Cascio & Young 2003 study:
Stock performance of Working Mother 100 Best companies consistently higher
Why? 35 % of analyst’s “investment decision” is determined by non-financial information:
“ability to attract & retain people” workforce is increasingly diverse; want talent of
all backgrounds to want to work for you
Employer of Choice View
“Best employers” typically receive twice as many job applications per position as other firms.
Example: Job applications received by Edward Jones & Company (named by Fortune as the #1 best employer to work for in 2002, 2003) increased from 40,000 to 400,000 after on list.
Best practice: Marketing work life as best employer competency,
Tradeoff View
Productivity pitted against leisure
Outdated traditional paradigms: Worker time for money; Work vs. family
Best practice: How to redesign jobs for mutual benefits for managing work- life
Reciprocity Managerial View
Workers will give more discretionary performance when the employer is supportive.
Example: Employees who rated work life benefits as useful were significantly more likely to make voluntary workplace improvement suggestions (Lambert, 2000).
Best practice: Implementing work-family benefits that workers value.
Collaborative Interactive Action Research (CIAR)*:Three Pronged Approach Dual Agenda Engagement at the workplace level
Employers, employees Engagement at the associational level-
Unions, Professional organizations, trade associations, community groups
Engagement at the state level Government officials
*Bailyn, L., Bookman, A., Harrington, M. & Kochan, T. (2006). Work-family interventions and experiments: Workplaces, communities, and society. In M. Pitt-Catsouphes, E. E. Kossek, & S. Sweet (Eds.), The work and family handbook: Multi-disciplinary perspectives, methods and approaches (pp. 73-99). Mahwah, N.J.: Lawrence Erlbaum Associates, Publishers
Guiding assumption of CIAR:Life difficulties negatively affect work performance: Redesign for Dual Agenda
Strategy Challenge assumptions that
impede gender equity and work-life integration (micro-interventions)
Redesign work practices to integrate work with family lives and enhance work effectiveness
Couple research with workplace redesign
Approach Collaborate - engage
workers and managers in the research process Fluid expertise Honoring resistance Feminist methodology
Focus individuals on the dual agenda
Develop institutionalized mechanisms for dissemination
Supplemental Exercises for Additional Classes Work Life Policy Business Case Exercise
Goal: Students Learn to make business case for adopting policies at their college and learn the challenges of doing so
Work-Life Strategy Game Goal: Students work in teams to develop a work life
strategy that fits their industry and workforce, and answer questions in a game to gain familiarity with policies, and managing work-life issues, and can buy policies that fit with their strategy
Business Case Assignment
Identify a work-family policy that could have an impact on business practices at your college/university
Identify two articles on this policy as it was implemented at other workplaces.
Make a business case for its implementation Outline the shape of the policy Who could be eligible (and who can’t be) Costs and implications (returns on investments)
Outline how you would go about creating the organizational change….or if a business case can not be made your thoughts on how this issue should be addressed.
ROI: Returns on Investments
Cost estimates – what should be considered? Outcomes benefits – what should be considered?
Does the company need loyal workers (all workers or just some? Does that influence how the policy is constructed)
How is productivity measured? Hours vs quantity and quality of production
Work Groups
Members in each group pose the policy he/she wants to advance and then all collectively consider
The types of information needed to make a business case Which of these items are “knowable” in advance?
The best avenue for making a business case and selling the policy to the organization
The feasibility of making this available to all workers or contingents of workers at the college.
Paid Family Leaves for New Parents:Comparison between US and Europe
Leave w/
Wage
Replace
(weeks)
Basic Pay
Provisions
(% wages)
Available to
Mothers
Only
(weeks)
Available to
Fathers
Only
(weeks)
Additional
Unpaid or Low
Benefit
Leave
(weeks)
Incentives for
Fathers’ Use:
Weeks Lost if
Father
Doesn’t Use
Nordic Countries
Norway 52 80% 9 4 - 4
Sweden 52 80% 0 2 13 4
Denmark 30 100% 18 2 52 26
Finland 44 66% 18 3 108 -
Continental Countries
France 18 100% 16 2 156 -
Luxembourg 16 100% 16 2 days 52 26
Netherlands 16 100% 16 2 days 26 13
Germany 14 100% 14 0 156 -
Belgium 15 75% 15 3- 4 days 26 13
Austria 16 100% 16 104 -
Italy 26 80% 26 0 24 -
English-Speaking Countries
Canada 50 55% 15 0 - -
U.K. 26 90% 26 0 26 13
U.S.* 0 - 0 0 24 12