Effects of work-family human resource practices: a longitudinal perspective

Giardini, Angelo; Kabst, Rüdiger

doi:10.1080/09585190802404312

Cited by 41 publications

(56 citation statements)

References 43 publications

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“…Second, with the recent reform of the WCA the promotion of work-family-reconciliation by a works council is explicitly fixed by law. Some studies point out that work-life balance provisions have become more and more important due to changes in family structure and employees' priorities (Brandon and Temple, 2006;Giardini and Kabst, 2008). If such activities are realized in firms, works councils mostly initiate them (Botsch et al, 2006).…”

Section: Discussionmentioning

confidence: 99%

Works councils, wages and job satisfaction

Grund

Schmitt

2011

Applied Economics

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author.IZA Discussion Paper No. 5464 January 2011 ABSTRACTWorks Councils, Wages, and Job Satisfaction

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Section: Discussionmentioning

confidence: 99%

Works councils, wages and job satisfaction

Grund

Schmitt

2011

Applied Economics

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“…Consequently, numerous studies use subjective performance indicators, such as manager-rated financial performance, or less quantifiable measures of performance such as employee morale, organisational commitment and job satisfaction (Dex and Scheibl, 2001;Giardini and Kabst, 2008;Origo and Pagani, 2008). The downside of using subjective performance measures is that they are potentially less reliable.…”

Section: Figure 1 Near Herementioning

confidence: 99%

“…In view of the weaknesses identified in the literature, this paper advances WFPs research in the following ways. First, it analyses the link between WFPs and an objective measure of corporate performance; hence, contributing this under-researched topic (Giardini and Kabst, 2008;Whyman and Baimbridge, 2006;Whyman and Petrescu, 2013). Second, it distinguishes between different types of flexibility areas (numerical, functional, and cost), since such a distinction is important in providing decision makers with the information required to choose the appropriate types and mix of WFPs.…”

Section: Figure 1 Near Herementioning

confidence: 99%

Workplace Flexibility Practices and Corporate Performance: Evidence from the British Private Sector

Whyman

Baimbridge

Buraimo

et al. 2014

British J of Management

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This paper investigates the relationship between workplace flexibility practices (WFPs) and corporate performance using data from the British Workplace Employment Relations Survey 2004.Disaggregating WFPs into numerical, functional and cost aspects, enables the analysis of their relationships to an objective measure of corporate performance, namely workplace financial turnover.Furthermore separate analyses are presented for different types of workplace: differentiated by workforce size; ownership; age; wage level and unionisation. Results show that different types of workplaces need to pay attention to the mix of WFPs they adopt. We find that certain cost WFPs (profitrelated pay, merit pay and payment-by-results) have strong positive relationships with corporate performance. However, training delivers mixed corporate performance results, while the extent of job autonomy and the proportion of part-time employees in a workplace have an inverse association with corporate performance. Given the limited existing research examining disaggregated measures of WFPs and objectively measured corporate performance, this paper offers useful insights for firms, policy makers and the overall economy.

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“…Such benefits have the aim (in their Western development) of enhancing employee well-being, in order to provide for the needs of personnel, and to improve organisational outcomes (Giardini and Kabst, 2008). The motivations of employers in offering such benefits are varied, and generally reflect self-interest, rather than benevolence ).…”

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confidence: 99%

Work-Life Balance Policies in Jordanian Telecommunication Companies

Abubaker¹,

Bagley²

2016

EJBM

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No published work is available on work-life balance (WLB) programs in Jordan. Drawing on the methodology of Critical Realism, interviews with ten senior managers, and case studies in two large telecommunication companies were undertaken. WLB practices had both similarities and differences from those in developed countries. WLB policy and practice was constructed within three main areas: social and cultural practices; financial practices; leave arrangements. In comparison with developed countries, social practices such as praying time, Hajj leave and Ramadan concessions reflected the culture and religion of Jordan as an Arabic, Islamic country. Flexible practices, such as compressed working and paternity leave did not exist. The absence of these practices was also linked to social and cultural factors, as well to levels of current economic development. However, part-time working was developed primarily to benefit employers, rather than employees, in contrast to most developed countries.Employers' reasons for adopting WLB practices were the level of competition in the labour market, government regulations, social and culture norms of society, pressures from women in the workforce, and pressure from labour unions. Financial practices were linked to the competitive market, reflecting the need to retain well-qualified staff. Financial benefits including subsidized childcare, paid study leave, and family health insurance, were reported to have the strongest positive impact on organisational morale and staff retention.

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Effects of work-family human resource practices: a longitudinal perspective

Cited by 41 publications

References 43 publications

Works councils, wages and job satisfaction

Works councils, wages and job satisfaction

Workplace Flexibility Practices and Corporate Performance: Evidence from the British Private Sector

Work-Life Balance Policies in Jordanian Telecommunication Companies

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