Are Federal Child Care Programs Sufficient for Employee Retention? Critical Examination From a Gendered Perspective

Abstract

The federal government utilizes diversity management and inclusive organizational practices as principal strategies to achieve higher retention of diverse employees. Child care programs are one of the most important diversity management initiatives to enhance employees’ work–life balance and achieve higher retention. However, existing literature suggests that due to gender norms, child care responsibilities and child care programs have different implications for mothers-in-workforce as compared with fathers-in-workforce. Therefore, using 2010 to 2015 federal agency-level longitudinal panel analysis, this study, focuses on a gender-based examination of the effect of satisfaction with child care programs on the retention of male and female federal employees. Also examined is the moderating effect of organizational inclusion on the relationship between satisfaction with child care programs and employee retention. Findings suggest that structural provisions such as satisfactory child care programs are not adequate in enhancing retention of either male or female employees. Satisfaction with child care programs is less likely to increase retention of female employees than male employees. However, as compared with male employees, female employees are more likely to be retained when satisfactory child care programs are combined with inclusive organizational practices. The article discusses implications of these findings for public strategic human resources management, diversity management and inclusion practices, and gender equity.

Organizational Inclusion and Turnover Intentions of Federal Employees with Disabilities

“…Workplace diversity and inclusion practices have the potential to mitigate workplace discrimination, level the playing field, and improve employment outcomes for employees with disabilities (Chordiya, 2019;Chrobot-Mason & Thomas, 2002;Enayati et al, 2019;Li et al, 2017;Shore et al, 2011). Therefore, consistent with existing literature, the present study utilizes Brewer's (1991) optimal distinctiveness theory (ODT) to focus on elements of organizational inclusion that are expected to optimally satisfy needs of belongingness and uniqueness for employees without disabilities and employees with disabilities.…”

“…Therefore, consistent with existing literature, the present study utilizes Brewer's (1991) optimal distinctiveness theory (ODT) to focus on elements of organizational inclusion that are expected to optimally satisfy needs of belongingness and uniqueness for employees without disabilities and employees with disabilities. These are: a) fairness, b) openness to diversity, c) empowerment, d) supportiveness, and e) cooperativeness (Daya, 2014;Detert & Burris, 2007;Chordiya, 2019;Nair & Vohra, 2015;Nembhard & Edmondson, 2006;Sabharwal, 2014; The U.S. Office of Personnel Management, 2015; Vohra et al, 2015). The theoretical framework is depicted in Figure 1.…”

Intersectionality, Leadership, and Inclusion: How Do Racially Underrepresented Women Fare in the Federal Government?

“…Relatedly, scholars are beginning to pool FEVS across years to examine the issue of agency segregation (e.g., Chordiya, 2019; Oberfield, 2014; Sabharwal, 2015). Research finds that women are traditionally segregated into “female type” agencies (Alkadry & Tower, 2006) and have greater representation in redistributive agencies than distributive or regulatory agencies (Guy & Newman, 2004; Kelly & Newman, 2001; Newman, 1994), but little is known about the potential agency segregation of women from racially underrepresented groups.…”

“…Attaining a diverse, qualified workforce is one of the cornerstones of the merit-based civil service” (Federal Register, 2011). In light of calls to examine inclusion (Chordiya, 2019; Sabharwal, 2014; Sabharwal, Levine, & D’Agostino, 2018) and the rise in diversity, inclusion, and equity initiatives (Gooden, 2017), we examine feelings of inclusion among women. Do women from racially underrepresented groups have unique experiences that shape their perceptions of inclusion across different dimensions of inclusion, including fairness, openness, cooperation, support, and empowerment?…”

Training effectiveness and employee outcomes: a study of an Australian manufacturing organization

“…Madera et al (2011) found that employees are more satisfied and less intent on leaving the organization when they are provided with effective diversity training at the workplace. Diversity training increases the value of the workforce and obligates them to stay with the organization (Chordiya, 2019).…”