By Paula Caligiuri
Firms can now not find the money for to imagine that the appropriate worker is male, full-time, and loose from duties outdoors paintings. because the percent of girls within the energetic paintings inhabitants rises, and the variety of dual-income households grows, there's an ever better call for for extra versatile styles of employment. Harmonizing paintings, kin, and private lifestyles examines the organizational demanding situations of introducing work-life regulations and practices from either somebody and a managerial viewpoint. Drawing on a vast diversity of overseas case reports of businesses the place such regulations have either succeeded and failed, it acts as a pragmatic advisor for coverage layout and implementation. Harmonizing paintings, relatives, and private lifestyles should be crucial examining for human source practitioners, complicated scholars and educational researchers within the box of human source administration, organizational habit, or profession administration.
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Extra info for Harmonizing Work, Family, and Personal Life: From Policy to Practice
1999). The time famine: Toward a sociology of work time. Administrative Science Quarterly, 44, 57–81. Perry-Smith, J. E. & Blum, T. C. (2000). Work–family human resource bundles and perceived organizational performance. Academy of Management Journal, 43, 1107–1117. 38 Harmonizing work, family, and personal life Pfizer Corporate Website. com Poelmans, S. & Sahibzada, K. (2004). A multi-level model for studying the context and impact of work–family policies and culture in organizations. Human Resource Management Review, 14, 409–431.
London: Lawrence Erlbaum Associates. Kossek, E. E. & Nichol, V. (1992). The effects of on-site child care on employee attitudes and performance. Personnel Psychology, 45, 485–509. Lambert, S. (2000). Added benefits: The link between work–life benefits and organizational citizenship behavior. Academy of Management Journal, 43(5), 801–815. Levinson, H. (1981). When executives burn-out. Reprinted in Harvard Business Review on Work–Life Balance, pp. 61–80. McKinsey et al. (1997) The war for talent.
In addition to cultural factors, government regulations will also influence the work–life practices a firm will offer. For example, in the United States, the average employee works 1,976 hours per year, roughly the equivalent of a 40-hour work week for 50 weeks of the year. In contrast, the average German employee works 1,556 hours per year, or the equivalent of 35 hours per week for less than 45 weeks. The country with the lowest average annual hours worked is the Netherlands, where the average employee works 1,368 hours per year, or the equivalent of 35 hours per week for 39 weeks of the year.