Family‐Friendly Human Resource Policy: Is It Still Working in the Public Sector?

Abstract

Th e balance between work and family plays a pivotal but evolving role in human resource policy. Ensuring that human resource policy responds to rapidly changing American family demographics, particularly the recent sharp increase in single unmarried Americans, is a major challenge. Compensation policy long has focused on family-oriented values by promising increased capacity to provide for a family in exchange for higher work performance. Now, employees are voicing concerns about matters such as quality time with family, and, in turn, employers are responding by implementing more benefi ts to achieve a better work-family balance. Strong counterarguments against human resource goals targeted only at families advocate personal policies that emphasize work-life balance for all employees. How well has personal policy kept pace with the shifting compensation preferences of public employees? Results suggest that implementation policies are keeping pace with employee satisfaction. However, levels of employee satisfaction often diff er widely by demographic characteristics.

The Impact of Benefits and Services on Manager Engagement and Manager Retention in Tourism Industry: Enhanced by the Effect of Management Level

“…Kim and Wiggins (2011) also state the significant impact of traditional benefits on employee satisfaction and turnover intention. According to Social Exchange Theory (SET), traditional benefits can be regarded as positive and helpful activities demonstrated toward employees by the organization as these benefits generate obligations for employees to give back in positive and helpful ways.…”

“…Saltzstein, Ting, and Saltzstein (2001) family-friendly benefits and employees' job satisfaction. Besides, Lee and Hong (2011) and Kim and Wiggins (2011) indicate the positive impact of family-friendly benefits on work attitudes and performance. According to the perspective of SET, employees recognize these benefits as "extra."…”

Impact of Employee Development in Agricultural Companies on Commitment, Loyalty and Performance

“…However, this can by achieved only if the employees have knowledge and skills necessary for effective work performance and its constant enhancement, which would maximise also their growth potential (Rastgoo, 2016;Razak et al, 2016;Lee, Bruvold, 2003). Kim and Wiggins (2011) points out that human resource policy must respond to rapidly changing demographics, concerning the current increase of single unmarried youngsters, turning into middleage employees and huge number of elderly people in agriculture, as it is a major challenge to work and satisfy needs of those differentiated groups. Furthermore, compensation policy has stagnated for a long time and has focused on family-oriented values by promising increased capacity to provide for a family in exchange for higher work performance.…”

“…It is no longer sufficient and employees desire new ways to be treated (Rastgoo, 2016;Razak et al, 2016). Therefore, HR policy has to focus on shifting preferences of the employees aiming at other characteristics which differ widely by demographic characteristics (Kim and Wiggins, 2011).…”

Family Friendly Work Practice and Job Satisfaction:The Mediating Role of Work-Family Facilitation

“…For instance, FFWP promotes organizational attachment by increasing organizational commitment, organizational citizenship behavior), and job satisfaction. In addition, some research has found that FFWP relate to a reduction in turnover intention (Kim & Wiggins, 2011) and improve organizational performance.…”