Beyond Work-Family Balance: Are Family-Friendly Organizations More Attractive?

Bourhis, Anne; Mekkaoui, Redouane

doi:10.7202/039529ar

Cited by 48 publications

(32 citation statements)

References 50 publications

(90 reference statements)

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“…Given the large population of working women in the labour market, as well as the fast growing number of both dual-career families and single-parent families, the need for balancing work-family responsibilities has become a growing challenge for many employees (Bourhis and Mekkaoui, 2010). The results for gender corroborated previous research and are instructive in designing total rewards packages that are relevant for the increasing numbers and needs of working women.…”

Section: Outline Of the Resultssupporting

confidence: 74%

Attractiveness of non-financial rewards for prospective knowledge workers

2015

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer. Design/methodology/approach -A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n ¼ 180). The data collected were analysed using descriptive statistics and a full-factorial ANOVA. A second questionnaire was used to assess the perceived attractiveness of various elements of a typical total rewards package. The validity and reliability of the second questionnaire was assessed using Exploratory Factor Analysis utilising the Principal Axis Factoring extraction method, employing a Direct Oblimin (i.e. Oblique) rotation, and calculating Cronbach α coefficients, respectively. Descriptive statistics were calculated for the composite factors or reward elements. Findings -The non-financial reward elements (work-life balance, learning, and career advancement) were found to have statistically significant main effects on employees' perceived attractiveness of a job offering. Gender was further found to also have a significant main effect, indicating that the presence of non-financial rewards was more attractive in job offerings for women than for men. Research limitations/implications -The sample group was obtained by means of convenience sampling and may not have been adequately representative of the target population. Practical implications -Organisations may benefit from these results by implementing and/or emphasising non-financial r...

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Section: Outline Of the Resultssupporting

confidence: 74%

Attractiveness of non-financial rewards for prospective knowledge workers

2015

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“…Such efforts are aimed at improving organizational reputation among a variety of stakeholders so as to positively infl uence stakeholders' choices vis-à-vis the organization (Rindova, Williamson, Petkova, & Sever, 2005, p. 1033. In fact, there is growing evidence that positive reputations translate into a competitive advantage in terms of recruiting and retaining workers and building a diverse customer base (Bourhis & Mekkaoui, 2010;Cook & Glass, 2009;Greening & Turban, 2000;Hannon & Milkovich, 1996;Sen & Bhattacharya, 2001;Stevens, Plaut, & Sanchez-Burks, 2008). Several scholars suggest that a positive reputation is also directly linked to the perceived legitimacy of a fi rm (Arthur, 2003;Yang & Konrad, 2011).…”

Section: Diversity Efforts and Performancementioning

confidence: 99%

Do Diversity Reputation Signals Increase Share Value?

Cook

Glass

2014

Human Resource Dev Quarterly

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This analysis contributes to the ongoing scholarly debate regarding the relationship between firms’ efforts to promote diversity and financial performance. Most research contributing to this debate focuses on specific efforts of firms, such as progressive human resource policies and leadership personnel changes, on firm‐level outcomes. Much less research focuses on the impact of reputational signals on performance. However, we argue that reputation signals may provide an even stronger test of the impact of diversity efforts on performance. We analyze the impact of diversity awards, which recognize companies at the forefront of progressive human resource policies, on share value. We use event study methodology to test hypotheses derived from signaling theory to predict investors’ reaction to the announcement of diversity awards. Overall, we find that diversity award recipients are rewarded for these efforts by a significant increase in share price. Our research lends support to the business case for diversity by demonstrating that investors interpret diversity reputation signals as contributing to firms’ financial value. Further implications of these findings for corporate decision makers, policy makers, and scholars are discussed.

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“…Recently, it has been reported that excessive demands of a role prevent attention to other roles, generating discomfort and dissatisfaction (Demerouti, Peeters, & van der Heijden, 2012). In organizations characterized by HRMP oriented to the external market, the effort put into conquering new customers would take away energy from the employee when attempting to devote attention to his personal and family needs (Bourhis & Mekkaoui, 2010), so it would be expected for them experience lower levels of satisfaction with their work. Based on such considerations it was assumed: H2: workers of companies whose HRMP are oriented to the results, to rigid systems, or to external markets, will experience less job satisfaction.…”

Section: Hrmp and Employees Job Satisfactionmentioning

confidence: 99%

Impact of Management Practices on Job Satisfaction

Omar

Salessi

Urteaga

2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. ALICIA OMARUniversidad Nacional de Rosario (UNR), Rosario -Santa Fe, Argentina. SOLANA SALESSIPontificia Universidad Católica Argentina, Rosario -Santa Fe, Argentina. FLORENCIA URTEAGAUniversidad Autónoma de Entre Ríos (UADER), Paraná -Entre Ríos, Argentina. Originality/value: clarifying the mechanisms through which HRMP influence desirable organizational outcomes, such as job satisfaction. Design/methodology/approach: a quantitative and transversal study, framed within the guidelines of the associative-explanatory strategy, was carried out. A theoretical model was proposed and tested through structural equations, with confirmatory modeling strategy. The empirical verification was performed with a sample of 557 Argentine employees, who completed the scales of HRMP (25 items); Generic Work Satisfaction (7 items), and Organizational Justice (20 items). Findings: the HRMP that generate the greatest satisfaction among workers are those oriented to employees, and to open systems. Perceptions of justice partially mediate the relationships between HRMP and worker satisfaction.. 14, 2017. Acceptance: July 3, 2017. Evaluation system: double blind review. Universidade Presbiteriana Mackenzie (UPM). Silvio Popadiuk (Editor-in-chief), Silvio Popadiuk (Associate Editor), p. 92-115.

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Beyond Work-Family Balance: Are Family-Friendly Organizations More Attractive?

Cited by 48 publications

References 50 publications

Attractiveness of non-financial rewards for prospective knowledge workers

Attractiveness of non-financial rewards for prospective knowledge workers

Do Diversity Reputation Signals Increase Share Value?

Impact of Management Practices on Job Satisfaction

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