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This article explores the barriers and strategies experienced by Spanish working fathers regarding work-family balance. Based on 29 in-depth interviews with Spanish working fathers in different types of organizations and sectors, the results of this study present different barriers that are divided into three groups: contextual barriers, organizational barriers and internalized barriers. The results also suggest that the study’s participants fall into three categories or patterns: hegemonic gender order conformers, borderers and deviants, who use three different strategies (no strategies, invisible strategies and visible strategies) to overcome the barriers detected in this research. The dynamics of reinforcing, being complicit and challenging hegemonic masculinities within the workplace are discussed in light of recent theories regarding gender and organizations, masculinities and fatherhood.

This article examines men’s and women’s reasoning regarding part-time unpaid parental leave use intentions once paid leave ends by using 52 original interviews conducted with highly educated men and women aged 24 years to 35 years in stable partnerships in Spain. We identify three part-time unpaid parental leave use strategies concealing six different narratives. Our results offer interesting gender discrepancies that reveal intended unpaid leave use arrangements. Our comparison of men’s and women’s narratives suggests that men seem to overestimate the egalitarianism within their relationships by being highly predisposed to take unpaid leave. Our analysis indicates that economic uncertainty and labor-market barriers (including persistent gender inequality) perpetuate a gendered use of this gender-neutral policy even among couples who show strong gender-egalitarian attitudes.

PurposeThis paper aims to determine the level of awareness and implementation of family‐responsible parameters: policies, enablers, practices, and culture, in Spanish and Latin‐American companies, and how they impact work‐life balance.Design/methodology/approachThe study uses data from different national IESE's Family‐Responsible Employer Index surveys in Spain (1,000 companies) and five Latin‐American countries (1,155 companies), Brazil, Chile, Colombia, El Salvador and Peru, done between 2006 and 2008. This is a structured questionnaire that assesses the stage of development the organization is in regarding four main family‐responsible parameters: policies, enablers, practices, and culture.FindingsLatin‐American countries get a slightly higher number of companies that are fully supportive of work‐family balance environment than Spain, but with lesser formal policies implemented and a stronger presence of enablers and practices. Policies are important but might not be as effective if not accompanied by the example of managers and staff as well as by a deep understanding of the cultural value placed by them on work, family and personal life.Research limitations/implicationsThe survey‐based data used limits insight into causal relationships. Qualitative and longitudinal studies are needed in order to clarify motives for individual and organizational decisions regarding work‐life initiatives. Data collected are from one source only: employer's management. Multi‐source studies must follow and include the public sector.Originality/valueThis is the first comparison between Spanish companies and companies from five Latin‐American countries regarding work‐family policies, enablers, practices and culture with such an ample number of companies. Findings will aid HRD practitioners in developing work‐family initiatives and help researchers to address new questions in cross‐cultural comparisons.