The Impact of Human Resource Policies on Employees

Abstract

Using a number of empirical studies of human resource policies in Fortune 500 companies, this article focuses on (a) the major work/family problems faced by employees, (b) how work/family programs affect productivity, (c) what trends are emerging among companies, and (d) how a subsample of leading scientific companies and universities are responding to work/family issues. The seven major issues employees face are examined: child care, elder care, work time and timing, relocation, job demands and autonomy, supervisory relationships, and organizational culture. The major characteristics of Stage 1 and Stage 2 companies are compared, the later companies having more comprehensive and multifaceted programs that are responsive to employee needs. The research indicates that although some of the leading corporations and universities are responsive to work/family problems, many are still not aware of nor responsive to work/family strain and conflict.

Flexible Working, Professional Success and Being Female: Are They Incompatible?

“…These are not only likely to perpetuate the long hours culture in the UK but to be of continuing detriment to women. Whilst general attitudes towards an organisational culture have been shown to be important in terms of uptake of flexible working options (Galinsky & Stein, 1990;Lewis & Taylor, 1996;Thompson et al, 1999) this study has highlighted that traditional views about women, work performance and working patterns still persist. Successful career women, as demonstrated in recent studies by Jones and Gittins (2009) and Ezzedeen and Ritchey (2009) suggest this success is achieved by long hours work when necessary.…”

“…Thompson, Beauvais, and Lyness (1999) and Allen (2001) found that both perceived supervisor support and perceptions of family support within the organisation were positively related to overall use of flexible working arrangements. Thompson et al, (1999) provided evidence to suggest that the type and number of work-family programmes offered is not as important as the culture of an organisation, which, in itself, is crucial for determining not only whether people will use benefits, but also their general attitudes towards the organisation (Galinsky & Stein, 1990;Lewis & Taylor, 1996;Thompson et al, 1999). Bond and Wise (2003) found that the management of family leave policies was one of the increasing number of HR practises that are devolved to line managers and that managerial discretion was often a critical part of the formal provision within an organisation.…”

Review of European Studies, Vo. 1, No. 2, December, 2009. All in one PDF file.

“…These are not only likely to perpetuate the long hours culture in the UK but to be of continuing detriment to women. Whilst general attitudes towards an organisational culture have been shown to be important in terms of uptake of flexible working options (Galinsky & Stein, 1990;Lewis & Taylor, 1996;Thompson et al, 1999) this study has highlighted that traditional views about women, work performance and working patterns still persist. Successful career women, as demonstrated in recent studies by Jones and Gittins (2009) and Ezzedeen and Ritchey (2009) suggest this success is achieved by long hours work when necessary.…”

“…Thompson, Beauvais, and Lyness (1999) and Allen (2001) found that both perceived supervisor support and perceptions of family support within the organisation were positively related to overall use of flexible working arrangements. Thompson et al, (1999) provided evidence to suggest that the type and number of work-family programmes offered is not as important as the culture of an organisation, which, in itself, is crucial for determining not only whether people will use benefits, but also their general attitudes towards the organisation (Galinsky & Stein, 1990;Lewis & Taylor, 1996;Thompson et al, 1999). Bond and Wise (2003) found that the management of family leave policies was one of the increasing number of HR practises that are devolved to line managers and that managerial discretion was often a critical part of the formal provision within an organisation.…”

A Macroergonomics Approach Examining the Relationship between Work-family Conflict and Employee Safety

“…Galinsky and Hughes (1987) found that working parents felt having their supervisors trained to be more accommodating during family crises was one of the most advantageous ways to improve the quality of their family lives, second only to increased pay. Past research has shown that supervisor support reduces employee stress, decreases role conflict, and improves family functioning Galinsky & Stein, 1990;Greenhaus, Bedeian, & Mossholder, 1987). Supervisors' supportive behaviors, specifically family-supportive supervisor behaviors (FSSB), are being examined as a moderator of the relationship between work-family conflict and safety outcomes in that the negative work-family conflict and safety performance relationships will be weaker at higher levels of supervisor support.…”