Comparing work‐life balance in Spanish and Latin‐American countries

Abstract

PurposeThis paper aims to determine the level of awareness and implementation of family‐responsible parameters: policies, enablers, practices, and culture, in Spanish and Latin‐American companies, and how they impact work‐life balance.Design/methodology/approachThe study uses data from different national IESE's Family‐Responsible Employer Index surveys in Spain (1,000 companies) and five Latin‐American countries (1,155 companies), Brazil, Chile, Colombia, El Salvador and Peru, done between 2006 and 2008. This is a structured questionnaire that assesses the stage of development the organization is in regarding four main family‐responsible parameters: policies, enablers, practices, and culture.FindingsLatin‐American countries get a slightly higher number of companies that are fully supportive of work‐family balance environment than Spain, but with lesser formal policies implemented and a stronger presence of enablers and practices. Policies are important but might not be as effective if not accompanied by the example of managers and staff as well as by a deep understanding of the cultural value placed by them on work, family and personal life.Research limitations/implicationsThe survey‐based data used limits insight into causal relationships. Qualitative and longitudinal studies are needed in order to clarify motives for individual and organizational decisions regarding work‐life initiatives. Data collected are from one source only: employer's management. Multi‐source studies must follow and include the public sector.Originality/valueThis is the first comparison between Spanish companies and companies from five Latin‐American countries regarding work‐family policies, enablers, practices and culture with such an ample number of companies. Findings will aid HRD practitioners in developing work‐family initiatives and help researchers to address new questions in cross‐cultural comparisons.

The Impact of Family and Work-Life Balance Policies on the Performance of Spanish Listed Companies

“…! However, it should be noted that work-life balance policies cannot be effective unless it adds to an organizational culture emphasizing work, family and personal life values and with managerial support (De Luis Carnicer et al, 2002;Idrovo-Carlier et al, 2012;Lockwood, 2003 andOsoian et al, 2009). Employees will be reluctant to take advantage of these programs if they believe it might end in possible bad consequences for their work (Eaton, 2003) or even hostility from superiors and colleagues (Chinchilla, Poelmans & Leon, 2003).…”

Reviewing the mediating role of work/life balance and motivational drivers of employee engagement on the relationship between talent management and organization performance

“…For the purpose of this study Work/Life balance concept will be illustrated through items; Working hours, family care, fringe benefit and organization culture reinforcement (Gołaszewska-Kaczan, 2015). Those features represent different perks that the organization provides to its employees as a part of its work/life balance program such as part time working, leaves permission to take care of family issues, employees training to develop their abilities in handling their family issues, health insurance benefits, retirement plan and organization culture that support work/life balance orientation (Idrovo, et al, 2012). Kahn (1990) is one of the earliest writers to consider engagement; he regarded it as an employee experience showed in their relationship to their work.…”

The Role of Work/Life Balance and Motivational Drivers of Employee Engagement on the Relationship between Talent Management and Organization Performance: A Developing Country Perspective

“…Organizational culture reinforcement: is about having an internal environment associated with management practices that enhance work life balance practices. An organization is considered to be a work life balance supporters not by having work life balance practices written in their manuals, but by having a culture that encourages the spread of those practices and not judging or evaluating employees negatively for taking advantage of them (Idrovo et al, 2012).…”