This paper builds on the influential work of Suzan Lewis examining how employees' work-life experiences are shaped by different layers of context. Our approach is therefore a comparative one using data from four organizational contexts in two countries, the Netherlands and Slovenia. Within each organization, we examine the role of different types of supervisory support (specific family support and general support) and the quality of the relationship between supervisor and subordinate (LMX) in work-to-family conflict, enrichment, and work-life balance satisfaction. Findings indicate that in a context with a high level of national policy support, some dimensions of family support are seen as part of general supervisory support. Moreover, the role of supervisory support and the leader-member exchange relationship differs between organizational contexts and the outcomes considered.Keywords: supervisory support; LMX; work-family conflict; work-life balance; work-life policies Ce document se fonde sur le travail d'influence de Suzan Lewis sur la façon dont les expériences au niveau du travail et la vie des employés sont façonnées par les différentes couches de contexte. Par conséquence nous prenons une perspective comparative en utilisant des données provenant de quatre contextes organisationnels situés dans deux pays; les Pays-Bas et la Slovénie. Au sein de chaque organisation, nous examinons le rôle des différents types de soutien de surveillance (soutien spécifique familial et générale) ainsi que la qualité de la relation entre le superviseur et le subordonné (LMX) sur le conflit travail à famille, l'enrichissement et la satisfaction entre l'équilibre travail-vie. Les résultats indiquent que dans un contexte avec un niveau élevé de soutien de la politique nationale, certains aspects du soutien de la famille sont considérés comme faisant partie de l'appui général de surveillance. En outre, le rôle de supervision et le soutien de la relation d'échange superviseur -subordonné diffère entre les contextes organisationnels et les résultats qui sont considérés.

of analysis 6.4 Results 6.4.1 Considerations of top managers 6.4.2 Shifting considerations of top managers 2008-2011 6.5 Conclusion 7. CONCLUSION AND DISCUSSION 7.1 Summary of the research findings 7.1.1 HR managers' attitudes 7.1.2 Conditions under which top managers support work-life arrangements 7.1.3 Understanding national differences in top managers' considerations 7.1.4 Changing considerations over time 7.2 General conclusions 7.3 Theoretical and methodological implications 7.5 Unanswered questions and suggestions for further research 7.

Extant research on the gender pay gap suggests that men and women who do the same work for the same employer receive similar pay, so that processes sorting people into jobs are thought to account for the vast majority of the pay gap. Data that can identify women and men who do the same work for the same employer are rare, and research informing this crucial aspect of gender differences in pay is several decades old and from a limited number of countries. Here, using recent linked employer–employee data from 15 countries, we show that the processes sorting people into different jobs account for substantially less of the gender pay differences than was previously believed and that within-job pay differences remain consequential.

No abstract

Since the world crisis hit Slovenia, the reconfiguration of the industrial relations system has mainly been exogenously determined. Public debt and the related dependence on supranational institutions and financial (bond) markets have been strongly correlated with the unilateral imposition of these institutions' demands and pressures. Despite the mounting pressures, the formal structure of industrial relations has not undergone major changes, but within this structure there are clear signs of major changes in power relations and in the logic and quality of the industrial relations system.