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Work Family Balance
Rayleigh Lauon 27 May 2013
Transcript of Work Family Balance
Wai Yee Leung
Rachel Hu Manager perception
Positive relationship between WLB balance and career advancement
Influence of perception on organisation policy setting
Value working to live, not living to work
But view long working hours as organisational commitment and success
The perception gap
Knowledge gap: The availability and perceived availability of WLB practices in an organisation due to communication channel Generation Y now prioritise quality of life over the traditional work heavy ‘career’
Work/Non-work conflict is undermining commitment early in the career
Increasing incorporation of women in the workplace and an increase in dual career couples
Recent trend of firms downsizing
Communication technologies has enabled constant contact References Lyness, K. S. and Judiesch, M. K. 2008. Can a manager have a life and a career? International and multisource perspectives on work - life balance and career advancement potential. Journal of Applied Psychology. Vol. 93. No. 4. pp. 789-805.
Sánchez - Vidal, E. M. and Cegarra - Leiva, D. and Cegarra - Navarro, J. G. 2012. Gap between managers’ and employees' perceptions of work/life balance. The International Journal of Human Resource Management. Vol. 23. No. 4. pp. 645 - 661.
Sturges, J. and D. Guest D. 2004. Working to live or living to work? Work/life balance early in the career. Human Resource Management Journal. Vol. 14. No. 4. pp. 5 - 20. Presentation Scope Current Issues Show of hands who would like to work for a large, established organisation? A show of hands for a smaller, newer type of organization?"
So, who feels they will have a lifestyle anchor regarding their working life, and who feels that they will have a traditional managerial career anchor? Why? Introduction Work-family balance is defined as “satisfaction and good functioning at work and at home with minimum of role conflict” (Sturges & Guest 2006 pg 6)
We will discuss two main stages in one’s career: the new entrant stage and the senior (management) stage.
The importance of the relationship that exists between career progression and work family balance and the importance of work family balance for new entrants
The negative consequences created by the desire for career success in relation to future work family balance
The perception gap and its influence on conflict in the workplace, and the importance of the psychological contract in the early stages in the career. Work/life Balance Early in the Career Graduates are drawn into a situation where they work increasingly long hours
Number of hours the graduates work increases with tenure
Psychological contract not being met, resulting in an ‘expectation gap’
Employer support for out-of-work responsibilities is crucial
‘lifestyle’ career anchor has increased in prominence Work-Life Balance and Career Advancement Potential Positive relationship between perceptions of their work-life balance and perceptions of their career advancement potential
Participation in multiple roles could lead to positive outcomes as individuals become flexible in adjusting to the demands of diverse roles
WLB ratings were positively related to advancement potential ratings for women in high egalitarian cultures and men in low gender egalitarian cultures
Gender as a moderator- it is perceived as more of an issue for females in career advancement www.youtube.com/watch?v=hCIJbMHcXNc Relevance of Issues New entrants are more adapted to a more balanced working environment than their supervisors, causing misunderstandings, conflicts and mixed signals
Results in: Inability of new entrants to find a job or results in constant job change
New graduates have different expectations of the career they want to do; such as to be more ambitious or more family balanced
Failure of recognising WLB issues may lead to negative expectations or an over-estimation for their future career
Results in: A passive lifestyle for new entrants and an under-estimation of their abilities If employees have limited knowledge about WLB practices, they will not generate greater organizational commitment and loyalty
The gap arises due to the lack of communication of WLB practices offered to all employees
The influence of organisational culture in supporting WLB practices is a big factor
Knowledge gap regarding the demographical characteristics
Employers must be aware of how employees perceive managerial practices Key Takeaways for Early Career Entrants Graduates in their early career stages need to recognise the existence of WLB practice in their organisation
The ‘expectation gap’ and the ‘knowledge gap’ between the managers and new entrants can create WLB tension
New entrants need to fully understand whether the organisation or any other companies are offering them the WLB practices that allow them effectively use the time and perform well in their career life. Manager and Employee Work–life balance Perception Gap Ignoring the time spent at uni, how would you guys describe your Work Family, or work life, balance? A) Nonexistent
B) Fairly Balanced
C) Work? What work? Do you wish you had a more balanced work/family life? Do you think it is important? Can a manager have a life and a career?
What are your thoughts on the relationship between WLB/WFB and career advancement? Positive or negative? why? As a manager, would you rather focus on long working hours as a commitment to organisation success or promote work/life balance practices? Why? Before start talking about the relevance between WLB and the new entrants, judging from your personal experience or stories heard from others, what aspects do you think WLB will affect the new entrants? E.g. working performance? Relationship with supervisor? Who thinks the increase in technology means that mobiles are buzzing and emails are sent with urgent signs at all times of the day for work related matters. Do you think that it is an intrusion into non-work times?