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Work Life Balance Practices

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Caitriona Egan

on 10 April 2013

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Transcript of Work Life Balance Practices

BALANCE LIFE WORK What & Why? Us V Them How and Why? I 2 I Case Study Legislation Legislation Family Friendly Policies in our Companies Parental Leave Bereavement Leave Term Time Camp Cool Child to Work Day Paternity Leave Compassionate Leave Force Majeure Marriage Leave Maternity/Adoptive Leave Carers Leave Work Life Balance Practices Available in our Companies Study/Exam Leave Compressed Work Week Shift Swap TOIL Flexible Working Job Share Company Discretionary days Off Part Time Reduced Work Week Career Break Occ Health Sabbaticals Unpaid Leave Self Rostering Extra days off with LOS Work From Home Subsidised cinema/theatre tickets Social Club Matching Contribution Club Subs Family Friendly Policies Available in Other Companies Creche subsidy Bring your pet to work Family travel insurance policy Time off and extra money for new baby Work Life Balance Practices
in Other Companies Exercise class/yoga class at work Summer hours Subsidised cafeteria Onsite banking Dry Cleaning Facility Take Away Menu Feminism Definition Legislation Generational Environmental Role of HRM Link Between WLB Practices and Performance Relationship to HR and Org Strategy Relationship to HR and Org Strategy How do we as HR practitioners influence the business to implement work life balance practices? Reasons Why What factors do we need to think about? Anderson, S. E., Coffey, B. S., & Byerly, R. T. (2002). ‘Formal organizational initiatives and informal workplace practices: Links to work-life conict and job-related outcomes’. Journal of Management. 28(6), 787810.Bakker, A. B. and Schaufeli, W. B. (2008). ‘Positive organizational behaviour: engaged employees in flourishing organisations’. Journal of Organizational Behavior. 29(2):147-154.Beauregard, T.A. & Henry, L.C. (2009). ‘Making the link between work-life balance practices and organizational performance’. Human Resource Management Review. 19, 9-22.Caulkin, S. and CIPD. (2001) ‘Performance through people: the new people management’. People Management Vol.8. Issue 13: Chartered Institute of Personnel and Development.Chartered Institute of Personnel and Development (CIPD). (2012). ‘Flexible Working Factsheet’. CIPD.Chow, I. H., & Keng-Howe, I. C. (2006). ‘The effect of alternative work schedules on employee performance’. International Journal of Employment Studies. 14(1), 105130.Crabb, Steve. (2007). ‘Smaller firms are better at flexible working’. People Management. CIPD.Crush, P. (2013). ‘The parent trap’, People Management. 20-25. Chartered Institute of Personnel and Development. CIPD.Di Cieri, H., Holmes, B., Abbott, J. and Pettit, T. (2002). ‘Work/Life Balance Strategies’. Academy of Management Executive 5 (3) 45-46.Ford, Michael T., Heinen, Beth A. Heinen, and Langkamer, Krista L. (2007). ‘Work and Family Satisfaction and Conflict: A Meta-Analysis of Cross-Domain Relations’. Journal of Applied Psychology. Vol. 92, No. 1, 57–80.Gartland, F. (2013). ‘Work-life balance more important to women’, The Irish Times. 4/3/2013.Grover, S. L., & Crooker, K. J. (1995). ‘Who appreciates family-responsive human resource policies: The impact of family-friendly policies on the organizational attachment of parents and non-parents’. Personnel Psychology. 48, 271288.Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2001). ‘Finding an extra day a week: The positive influence of perceived job flexibility on work and family life balance’. Family Relations, 50, 4958.
Irish Business and Employers Confederation. (2005). ‘Family friendly/work life balance policies guideline’. IBEC.Irish Business and Employers Confederation. (2007). ‘E-working: a growing element of work life balance’. HR Databank:608. IBEC.
Kanter, R. M. (2010). ‘Women, Ambition and (Still) the Pay Gap’, Harvard Business Review.
McCarthy, A. Dr. and Grady, G. (2008). ‘Work Life Balance Study’, National University Ireland. HR Databank, 6, Irish Business and Employers Confederation (IBEC).
McDonald, P., Guthrie, D., Bradley, L., & Shakespeare-Finch, J. (2005). ‘Investigating work-family policy aims and employee experiences’. Employee Relations, 27(5), 478494.
Neary, P. (2013). ‘Defining Success’, Accenture Report.Redman, T. and Wilkinson, A. (2006). Contemporary Human Resource Management: Text and Cases. (2nd Edition), Prentice Hall. Rowlatt, A and Stewart, E. (2009). ‘Flexible Working: working for families, working for business’, A report by the Family Friendly Working Hours Taskforce. UK.Secret, M. (2006). ‘Integrating paid work and family work’. Community, Work and Family. 9(4), 407427.Schaufeli, W. B. and Bakker, A. B. (2004). ‘Job demands, job resources and their relationship with burnout and engagement: a multi-sample study’. Journal of Organizational Behavior. 25(3): 293-315.Torrington, Hall and Taylor. (2005). Human Resource Management. (6th edition), Prentice Hall. Truss, C., Mankin, D & Kelliher, C. (2012). Strategic Human Resource Management. New York: Oxford University Press.Wang, Peng and Walumbwa, Fred O. (2007). ‘Family – Friendly Programs, Organizational Commitment and Work Withdrawal: The Moderating role of Transformational Leadership’. Personnel Psychology. 60:397–427.Wang, J. and Verma, A. (2012). ‘Organisational Responsiveness to Work/Life Balance issues’. Human Resource Management Journal . Vol. 51. No.3 pg. 409 PRACTICES Engagement Technology Link to Employee Engagement Work - life balance practices are deliberate organisational changes in policies, programmes or organisational culture that are designed to reduce work/life conflict and enable employees to be more effective at work and in other roles. How can the cost be assessed? Benefits Work/Life Balance Family Friendly Policy Case Study

You are the HR manager at a large supermarket which employs 200 part-time women, 100 students, 20 full-time men and 10 full-time women. The store is open to costumers 24/7 and a number of employees have raised family-friendly or work/life balance issues which you have to resolve.

Suggest how you would manage the following vignettes, allowing for the current legal situation, customer care and other business needs and employees’ perceived sense of justice. 1. The bakery manager, a full-time, long-service employee, has divorced and become a single father to a 5 year-old son (his former wife has re-married and moved to New Zealand). He currently works an 8 hour shift, from 6am to 2pm, though overtime often takes him to 4pm. His son has just started school and the manager has requested a changed pattern of working that does not reduce his hours. 2. A young female student check-out worker has become responsible for the care of her elderly grandmother who lives in the same own a short distance away. The old lady has mild dementia and needs regular checks every couple of hours. She also experiences periods of sudden, unexpected confusion and anxiety. The employee has a mobile phone (though written company policy insists that these are turned off during working time) and has to rush home once or twice a week for several hours. 3. You have two full-time employees who work regularly in the wine section. They are knowledgeable about the product and essential to the wine advice services you provide. One is a middle-aged mother with children, the other a single man in his 20’s with no dependents. However, the latter is a very active Boy Scout leader. Both have applied for two weeks holiday in the first two weeks of July; a time when a major promotion of Australian wine is planned. The woman takes the family holiday with relatives in Italy every year at this time. However the young man has a scout camp at the same time. 4. A group of part-time check – out operators, all of them mothers, who have been with the firm for several years complain that the company provides no career prospective for part-time women, whereas full-time men in the butchery area often move onto management positions. Indeed, while 70 per cent of employees are women only 10 per cent of managers are. Definition References Comments/Questions?
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