The Case for Family-Friendly Work Practices in the Australian Construction Industry

Abstract

Although significant changes at the social, demographic, technological and workforce levelshave transformed the relationship between family and work, these changes have notbeen reflected in the employment practices of many construction companies. Many of thejob and organisational factors found to be negatively associated with family functioning arepertinent to construction professionals. Staff are expected to work long hours in demandingroles and this, combined with job insecurity and frequent relocation, means that familylife and individual well-being can be compromised. A growing body of research has foundthat the implementation of family-friendly work policies and practices can lead to greaterproductivity, lower attrition rates and higher morale in the workplace. In addition providinga work environment that is supportive of workers' family roles can help to alleviate workrelatedmental health problems.This paper outlines the changing demographic trends and societal attitudes that are makingindividuals and organisations question current work cultures and structures. Optionsfor making the construction industry a more family-friendly work environment are considered.All professionals, regardless of their age, gender and family responsibilities, canbenefit from these initiatives. The paper concludes by discussing the implications of theseissues for construction companies and future research work.

The role of work–life balance as mediation of the effect of work–family conflict on employee performance

“…Employee conflict between their role in the family and role in work is termed work-family conflict. Many employees find it difficult to balance their role in family and work, especially during long working hours and in elaborate organisations (Lingard & Francis, 2012;Žnidaršič & Bernik, 2021). The management may assume this is a personal problem for each employee, yet the family is a fundamental part of society, in which traditional management theory that divides family problems from work problems is no longer relevant.…”

Effects of Employees’ Work Values and Organizational Management on Corporate Performance for Chinese and Taiwanese Construction Enterprises

“…Ochieng et al examined challenges faced by senior construction managers in managing cross-cultural complexity and uncertainty [28]. Francis and Lingard claimed that societal attitudes and work values were changing and that these changes had been reflected in the employment practices of many construction companies [29]. Morrison and Thurnell addressed that, in order to attract and retain valuable employees, the New Zealand construction industry must provide useful work-life benefits, reasonable working hours, and supportive workplace cultures in line with such initiatives [30].…”