Explanations for the provision‐utilisation gap in work‐life policy

Abstract

PurposeOrganisational work‐life policies and programs allow employees to have greater control over how, when and where they work but these policies are often under‐utilised, particularly by men and career‐oriented employees. In what is largely an atheoretical area of literature, the paper aims to theoretically integrate the empirical literature related to the uptake of organisational work‐life policies.Design/methodology/approachThe paper links three related areas of literature: the associations between work‐life policies and individual/organisational outcomes; explanations for the low uptake of work‐life policies in many organisations; and preliminary studies which have explored organisational culture and its relationship to work‐life policies. These literatures are integrated to develop a five‐dimensional construct, “organisational work‐life culture”, for testing in future research.FindingsIt is suggested that the following five dimensions underlie this aspect of organisational life: lack of managerial support for work‐life balance; perceptions of negative career consequences; organisational time expectations; the gendered nature of policy utilisation; and perceptions of unfairness by employees with limited non‐work responsibilities.Practical implicationsThe development and validation of the organisational work‐life culture construct requires further research and may result in specific organisational strategies and policies which address the barriers to work‐life policy utilisation.Originality/valueBased on existing empirical evidence, the paper suggests an original theoretical proposition: that organisational work‐life culture is underpinned by five dimensions and explains much of the provision‐utilisation gap in work‐life policy.

Work–life balance: One size fits all? An exploratory analysis of the differential effects of career stage

“…Finally, they add that management should become active role models for the operationalization of WLB policies through their own participation. This latter view is well supported in the literature (McDonald, Brown, & Bradley, 2005). Thompson et al (1999) went further in their assertion that day-to-day management support may in fact be the most Ôcritical cultural dimensionÕ with regard to employee participation in WLB initiatives.…”

“…There has been considerable empirical research to support the idea that there may be negative career consequences for individuals who opt to utilise work-life balance initiatives or programmes (Finkel, Olswang, & She, 1994;Perlow, 1995;McDonald et al, 2005). Although work-life balance programmes create new ways of working, organisational cultures still reward old ways of working with the result that employees who use work-life programmes are negatively affected (Thompson et al, 1999;Wayne & Cordeiro, 2003).…”

Investigating the Relationship between Work-Life-Balance and Motivation of the Employees: Evidences from the Local Government of Jakarta

“…If this can be mediated and negotiated, motivation is expected to improve significantly. However, this effort needs supports from management and managers (McDonald et al, 2005). The viability of this concept is highly related to the capability of management and managers to rearrange work place at the operational level to accommodate work office concept of work life balance scheme.…”

Factores Laborales De Equilibrio Entre Trabajo Y Familia: Medios Para Mejorar La Calidad De Vida

“…En la literatura es posible encontrar múltiples modelos de cultura trabajo-familia y operacionalizaciones del concepto (Thompson, Beauvais & Lyness, 1999;Allen, 2001;Clark, 2001;McDonald, Brown & Bradley, 2005). Bailyn (1997) sugiere tres aspectos de la cultura que son importantes en el uso de programas familia-trabajo: a) respaldo de los supervisores a las actividades familiares de los empleados; b) tiempo (referido a flexibilidad, donde los empleados toman decisiones acerca de su estructura de trabajo) y c) flexibilidad operacional (autonomía).…”

“…Más recientemente, McDonald, Brown & Bradley (2005), han distinguido al menos cinco aspectos de la Cultura Trabajo-Familia, que podrían ser considerados por las organizaciones con el propósito de aportar al equilibrio trabajo-familia: el apoyo directivo, percepción acerca de las consecuencias de la utilización de políticas pro trabajofamilia en la carrera laboral, expectativas de tiempo (expectativas de manejo de horarios de trabajo para compatibilizar las responsabilidades laborales y familiares), percepciones de género sobre la utilización de políticas y, el apoyo de los colaboradores en la organización.…”