Work–life programmes and organisational outcomes: the role of the human resource system

Akter, Kohinur; Ali, Muhammad; Chang, Artemis

doi:10.1108/pr-10-2018-0408

Cited by 13 publications

(15 citation statements)

References 124 publications

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“…The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans. Monitoring and modifying stakeholder relationships help managers know where to focus their attention in order to align work-life programs, such as WFA, with human resource systems (Akter et al. , 2019).…”

Section: Discussionmentioning

confidence: 99%

Work from anywhere: remote stakeholder management and engagement

Tran

Carden²,

Zhang³

2022

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PurposeThe 2019 coronavirus disease (COVID-19) pandemic has significantly disrupted the traditional ways for organizations to function, mandating their prompt adaptation and reaction to issues related to employees, operations, and communication. Therefore, the purpose of this research is to report on a total quality management (TQM) implementation as a sample motivational case to support the need for a new work from anywhere (WFA) stakeholder framework that can be used by other companies as they build, maintain, and continuously improve a WFA culture and environment for successful Quality 4.0 and COVID-19 initiatives.Design/methodology/approachQuality 4.0 that specifies an adaptive quality environment can help organizations quickly identify and respond to problems during the COVID-19 pandemic. Analyzing a Lean Six Sigma implementation through the lens of Quality 4.0 in a case study, the authors propose a new stakeholder engagement framework for companies to build, maintain, and continuously improve the culture and environment for facilitating social interactions.FindingsThe authors’ proposed framework consists of three major phases: (1) identify and plan stakeholder management, (2) manage stakeholder engagement, and (3) sustain stakeholder engagement. The first phase entails organizations supporting a culture of trust, engaging, and empowering stakeholders, identifying stakeholders, planning for stakeholder management, and inquiring about problems in the process. The second phase requires engaging stakeholders via participatory buy-in. The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans.Practical implicationsThis study bears some valuable implications for practitioners. First, the stakeholder management process should be established upon a culture that promotes trust, engagement, and empowerment. Second, the authors identify tools that can assist in the execution of WFA activities. Third, the organizational team needs to actively manage the WFA stakeholders and then sustain the stakeholder relationships. Finally, the implementation of the framework herein can be supported and strengthened by tools and techniques that promote participation and buy-in from stakeholders to ensure the project team hears, trusts, and values their contributions.Originality/valueThis study contributes to the existing literature and provides practical guidance for managers to effectively manage the workforce and engage stakeholders.

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Section: Discussionmentioning

confidence: 99%

Work from anywhere: remote stakeholder management and engagement

Tran

Carden²,

Zhang³

2022

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“…Third, the literature review found that a good work-life balance and consistent working conditions improve the performance of organisations (Hyman et al , 2003; Turner et al , 2009; Murphy and Doherty, 2011). Moreover, work life programmes are positively associated with performance (Soomro et al , 2018; Akter et al , 2019). Nevertheless, we find that in UKBRs workers find it hard to balance work and family life, and have to work in unhealthy working conditions, which negatively affects their performance.…”

Section: Discussionmentioning

confidence: 99%

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

Razzak

Blackburn

Saridakis

2021

BIJ

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PurposeThis paper investigates the linking between employees' working life (EWL) and job performance of ethnic minority Bangladeshi restaurants in Greater London.Design/methodology/approachThe authors use in depth face-to-face interviews of 40 participants working in 20 Bangladeshi restaurants (BRs) following a convenience sampling method. A thematic analysis technique, with the help of QSR N10, developed two key themes related to EWL and performance.FindingsThese themes highlight several aspects of the relationship between EWL and performance. First, EWL is “beyond” the UK tradition; employers show a domineering attitude; however, employees continue to work due to lack of skills and competence. Second, employees perceive and present themselves as satisfied; however, this satisfaction is not reflected in the business performance of BRs. Third, the analysis shows that business owners “trap strategy” constrains employees to develop their skills for mobility to other industries. Hence, employees express satisfaction with their existing situation on the basis that it is the best they can hope for, given their specific skills and competence, and need for some security in the UK. Fourth, non-financial performance, for example, job autonomy, sense of fulfilment is related to EWL.Practical implicationsThe paper provides a framework to promote a better understanding of the linking between employees' working life and performance of UK ethnic minority restaurants. Also, the paper makes recommendations for further research, including an examination of the applicability of the findings to SMEs operated by other ethnic groups in the UK.Originality/valueThis paper adds to the scarce literature on the working life of people in Bangladeshi restaurant businesses in the UK and the relationship between EWL and business performance.

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“…The effect size is similar when focusing on partial policies and on the use of WLB policies in general. For example, Akter et al. (2019, 2021) measured the presence of WLB policies using a 23- item questionnaire asking about a range of WL programs available in the organization.…”

Section: Methodsmentioning

confidence: 99%

Work-life balance policies and organizational financial performance: a scoping review

Opatrná,

Prochazka

2023

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PurposeWork-life balance (WLB) policies have become a popular topic in both academic literature and organizations. However, previous studies in this area have provided mixed results, and the impact of WLB policies on various indicators of organizational financial performance remains unclear. There has been no comprehensive review that synthesizes the current state of knowledge and indicates future research directions. This review addresses this gap and provides a systematic review of published papers investigating the relationship between WLB policies and organizational financial performance.Design/methodology/approachThe review follows the PRISMA-ScR guidelines for scoping reviews. An analysis of 421 relevant records in Web of Science and Scopus databases identified 22 original empirical studies that focused on the relationship between WLB policies and financial performance at the level of the organization.FindingsMost reviewed studies indicated a weak positive relationship between WLB policies and financial performance. There was the strongest support for the effectiveness of flexible working hours and job sharing, while there was mixed support for the policy of working from home. There were a higher proportion of positive results in studies conducted in Western countries compared to Asian countries, which indicates a potential moderating effect of culture. This review also describes the primary limitations of previous studies, namely, low test power and insufficient evidence about causality.Originality/valueThis review summarizes the growing body of quantitative research on the relationship between WLB policies and organizational financial performance. It presents a model that includes moderators and mediators of this relationship and indicates potentially fruitful areas for future research.

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Work–life programmes and organisational outcomes: the role of the human resource system

Cited by 13 publications

References 124 publications

Work from anywhere: remote stakeholder management and engagement

Work from anywhere: remote stakeholder management and engagement

Employees' working life and performance of UK ethnic minority restaurants: a qualitative approach

Work-life balance policies and organizational financial performance: a scoping review

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