Work Life Balance (WLB) and Flexibility in Paid Work (FPW) for “Generation Y”: A Discussion

Mitsakis, Fotios V.; Talampekos, Georgios

doi:10.5296/bmh.v2i1.5466

Cited by 3 publications

(2 citation statements)

References 10 publications

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“…As the importance of integrating work and life for employeesnot only for talent acquisition and retention (De Cieri, Holmes, Abbott, & Pettit, 2005;Mitsakis & Talampekos, 2014;Morris, 2008) -is well understood, scholars have focused on examining the impact of work-life initiatives. Such initiatives help employees to balance their work and private lives by enriching and facilitating the integration of work and life domains, while striving for reducing stress and tension between these domains (Morris et al, 2011).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Gender and leadership aspiration: The impact of work–life initiatives

Fritz

Knippenberg

2017

Human Resource Management

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Despite the increase in female leaders, women still remain a minority. As aspiration, defined as the interest for achieving a leadership position, is one predictor of advancement, it is important to understand conditions fostering female leadership aspiration. Because women face more domestic and child care responsibilities, we predict that there is an interaction between gender and work–life initiatives. These initiatives help employees balance their work and private life through simplifying the integration and diminishing tension between the two spheres. Because the work–life interface poses greater challenges for women, we hypothesize that work–life initiatives have a stronger influence on women's leadership aspiration. Results of a survey of N = 402 employed men and women supported this hypothesis. The interaction effect of gender and work–life initiatives on leadership aspiration was positive, implying that women's leadership aspiration is more influenced by work–life initiatives. Our other hypothesis which states that work–life initiatives—regardless of gender—are positively related to leadership aspiration was supported. Hence, men's leadership aspiration also was positively influenced by the availability of such initiatives. This study suggests that by implementing work–life initiatives, such as flexible work arrangements, leaves of absence, or on‐site child assistance, organizations may encourage leadership aspiration for both genders. Our data show that the interaction effect of gender and work–life initiatives was positively related to leadership aspiration, but this may particularly hold true for women.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Gender and leadership aspiration: The impact of work–life initiatives

Fritz

Knippenberg

2017

Human Resource Management

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“…This definition of work draws an argument that employees engage in multiple roles that uses their time, effort, and energy for paid and unpaid work (Drew & Daverth, 2007). Paid work is when an individual is compensated through remuneration for a particular job or series of tasks undertaken over a period of time (Mitsakis & Talampekos, 2014). While unpaid work comprises of work that does not attract any form of monetary or contractual payments, such as voluntary and unpaid domestic work (Rapoport Bailyn, Fletcher, & Pruitt, 2002).…”

Section: A Brief Outlook Of Wlbmentioning

confidence: 99%

The Myth and the Reality of Work-Life Balance in Nigeria

Adisa

Gbadamosi

Adekoya

2021

Work-Life Interface

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Investigating selected self-management competencies of managers

Steyn

Staden

2018

Acta commer.

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Orientation: Self-management serves as an essential managerial competency and entails taking responsibility for one’s own actions and behaviour. The problem is that managers who do not have effective self-management competencies may affect business adversely.Research purpose: The study investigated selected self-management competencies of managers within the manufacturing industry of South Africa.Motivation for the study: The researchers wanted to focus on selected self-management competencies of managers rather than all the managerial competencies.Research design, approach and method: A quantitative research method was employed by following a descriptive design and data were obtained using a well-structured self-administered questionnaire.Main finding: The results revealed that a significant and positive relation exists between managers’ integrity and ethical conduct, and between personal drive and resilience, as well as a significant positive relationship between work–life balance on the one hand and self-awareness and self-development on the other – all of which are components of their self-management competency.Practical/managerial implications: For managers to contribute to the success of a business, it is essential that they succeed in applying self-management competencies to distinguish them from their competitors.Contribution/value-add: No previous studies could be found investigating the relationship between integrity and ethical conduct, and between personal drive and resilience, as well as between work–life balance on the one hand and self-awareness and self-development on the other.

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Work Life Balance (WLB) and Flexibility in Paid Work (FPW) for “Generation Y”: A Discussion

Cited by 3 publications

References 10 publications

Gender and leadership aspiration: The impact of work–life initiatives

Gender and leadership aspiration: The impact of work–life initiatives

The Myth and the Reality of Work-Life Balance in Nigeria

Investigating selected self-management competencies of managers

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