Work–family policies and the transformation triangle: women, organizational culture and managerial strategy

Abstract

Purpose This research addresses how companies develop a process of transformation to a more family responsible behaviour and the role that women play in this process. This paper aims to propose a model in which a female workforce is seen as contributing to the development of the family responsible firm. The model includes two paths for transformation, the supportive work–family culture and the managerial strategy for work–family using a mediation model. The analysis was performed in a sample of 1,048 Spanish firms. Design/methodology/approach The hypotheses are tested using Baron and Kenny’s (1986) mediated regression technique, the Sobel’s test (1982) and a bootstrap re-sampling with 5,000 and 10,000 iterations to determine the significance of the mediation. Findings The results confirm the impact of the proportion of women in the workforce on organizational culture and managerial strategy, factors that lead to a real increase in the accessibility of work–family policies. The mediation effect is total. Research limitations/implications Limitations stemming from the survey used and from the cross-sectional data. Practical implications The role of women, the culture and managers in promoting work–family policies appears clear. The need for the active reinforcement of the supportive work–family culture in companies and managerial strategy, diffusion, planning and involvement are all key factors in the development of work–family policies. Social implications Governments and society as a whole should urge firms to use all means at their disposal to guarantee the formal adoption of work–family policies. Originality/value Research that analyses the way in which work–family culture and the managerial strategy for work–family generate change does not usually incorporate the female component of the labour force as an explanatory element.

Employee corporate social responsibility and well-being: the role of work, family and culture spillover

“…The complementary nature of cultural theories may allow WFC to adopt a dynamic position. Therefore, by taking the expansionist hypothesis and similar to previous research (Goñi et al, 2021), we argue a mediating effect of WFC exists between ECSR and well-being outcomes because ECSR practices encourage employees to undertake voluntary activities that align with employees' desires and are also concerned with adequate work-life balance. Subsequent positive experiences of ECSR could spill over to their family as work and family responsibilities are managed more effectively, elevating both employee well-being and lifestyle and habits.…”

Mediation of work-family support and affective commitment between family supportive supervisor Behaviour and workplace deviance

“…The policies should emphasize flexibility, transparency, and fairness concerning employees who have family-related needs such as child care or elder care. The last phase is to evaluate and update the policies on an ongoing basis so that they better meet the changing needs of employees [ 46 , 47 ]. When work-family supportive behavior is implemented, it may lead to work-family facilitation.…”

The transformational triangle and work-family policies

“…Goñi et al (2021) put forward a model in which the development of a family friendly business is advanced by having a female workforce. Their model suggests two pathways for this process of change, firstly the supportive work family culture and secondly, he managerial strategy for work-family using a mediation model.…”