Die Wirkung von Work-Life Balance Initiativen auf das Mitarbeitercommitment: Eine empirische Untersuchung in der Unternehmensberatungsbranche

Abstract

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Work-life balance policies in high performance organisations: A comparative interview study with millennials in Dutch consultancies

“…Second, we answer the research call to study work-life balance perceptions in the context of highly demanding knowledge-intensive work and notice a remarkable ambiguity in these perceptions. On the one hand, organisational work-life balance policies are perceived positively by the millennials in our study, much more so than in earlier studies that surveyed older workforces (Kaiser et al, 2010;Litrico et al, 2011;Noury et al, 2017;Peper et al, 2011). On the other hand, the additional policies in strategy houses cannot prevent more negative work-life balance appraisals.…”

“…The specifics of their extreme work context have not previously been linked in such detail to consultants' perception of work-life balance (cf. Chasserio and Legault, 2010;Costas, 2013;Kaiser et al, 2010Kaiser et al, , 2011Meriläinen et al, 2004;Mühlhaus and Bouwmeester, 2016;Reindl, 2013). For better explaining perceptions in future work-life balance models, industry specific performance norms, competitive position and peer pressure need to be better included.…”

Securely Attached, Strongly Committed? On the Influence of Attachment Orientations on Organizational Commitment

“…Instead, we argue for taking into account individuals' attachment-related commitment preferences in prompting employee commitment. Adequate measures on an organizational level, like the provision of supervisor support (Meyer et al, 2002), the implementation of transformational leadership (Felfe, Tartler & Liepman, 2004) or of work-life balance initiatives (Kaiser, Ringlstetter, Reindl & Stolz, 2010), are practicable strategies in building and sustaining organizational commitment. If secures lower commitment is actually due to conflicting commitments, especially the last-mentioned work-life balance measures seem promising: by reducing potential conflicts between the work and the now-work domain, they contribute to the enhancement of affective and normative commitment, Related to the practical question of whether organizations should abstain from employing secure workers is a potential practical implication of our study.…”

Green Work-Life Balance: A New Perspective for Green HRM

“…Work-life balance policies are dominated by timebased instruments (like flexible work schedules and part time arrangements) (Thompson & Bunderson, 2001), since the finiteness of time and its unequal distribution is seen to be the starting point of many inter-role conflicts. Apart from time-based policies, other services are discussed, which can be information-based (like parental counselling), service-based (like corporate nurseries) or finance-based (like family allowances) (Thompson, Beauvais, & Allen, 2006;Kaiser et al, 2010).…”

“…Like traditional work-life balance instruments, these interventions can be differentiated in information-based, service-based, finance-based and time-based instruments ( Thompson, Beauvais, & Allen, 2006;Kaiser et al, 2010) (see tab. 1).…”