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four financial services organizations have approached the work-life balance agenda and examines the fit between the organizational intentions for work-life policy and actual outcomes for both organizations and employees and found that what managers were being asked to achieve in the business was often incompatible with formal work-life policies (Wise & Bond, 2003).
Interview
A human resources professional was interview from a local firm that employed a wide range of different employees that were performing organizational functions at different levels. The manager was responsible for a large number of employees and has a significant amount of experience with work-life initiatives. The human resource manager had somewhat mixed emotions about implanting such policies with many employees. He had both good experiences with a work-life program as well as a number of negative experiences. He seemed to think that the positive ones were about equal to the negative ones.
The problems with the work-life programs that he mentioned were mostly directed at employees who worked at lower skill levels. He mentioned that a number of employees that work on relatively unskilled levels would take advantage of the program. Some that were allowed to work part-time at home would record that they were working and would show limited productivity during these times. However, some employees would also be...
It depended on the employee but the manager felt that in his experience, at lower levels, that on the whole more employees could advantage of the program than used it responsibly. However, at higher levels, such as management levels, the manager reported that he had much better luck. He explained that workers at higher levels seemed to be more self-motivated than employees at lower levels and would be more respectful and responsible with the program.
Bibliography
Akdere, M. (2006). Improving Quality of Work-Life: Implications for Human Resources. The Business Review, 173-177.
Al-Qutop, Mohi-Adden, Y., & Harrim, H. (2011). Quality of Worklife Human Well-being Linkage: Integrated Conceptual Framework. International Journal of Business and Management, 193-205.
MacDermid, S., & Wittenborn, a. (2007). Lessons From Work-Life Research for Developing Human Resources. Advances in Developing Human Resources, 556-568.
Perry-Smith, J., & Blum, T. (2000). Work-family human resource bundles and perceived organizational performance. Academy of Management Journal, 1107-1117.
Wise, S., & Bond, S. (2003). Work-life policy: Does it do exactly what it says on the tin? Women in Management Review, 20-31.
Appendix
Figure 1 - Work-Life Perceptions (Wise & Bond, 2003)
Bibliography
Akdere, M. (2006). Improving Quality of Work-Life: Implications for Human Resources. The Business Review, 173-177.
Al-Qutop, Mohi-Adden, Y., & Harrim, H. (2011). Quality of Worklife Human Well-being Linkage: Integrated Conceptual Framework. International Journal of Business and Management, 193-205.
MacDermid, S., & Wittenborn, a. (2007). Lessons From Work-Life Research for Developing Human Resources. Advances in Developing Human Resources, 556-568.
Perry-Smith, J., & Blum, T. (2000). Work-family human resource bundles and perceived organizational performance. Academy of Management Journal, 1107-1117.
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