Managing work-life policies: disruption versus dependency arguments. Explaining managerial attitudes towards employee utilization of work-life policies

Abstract

To cite this Article den Dulk, Laura and de Ruijter, Judith'Managing work-life policies: disruption versus dependency arguments. Explaining managerial attitudes towards employee utilization of work-life policies', The International Journal of Human Resource Management, 19: 7, 1222Management, 19: 7, -1236 To link to this Article: DOI: 10.1080/09585190802109986 URL: http://dx.doi.org/10.1080/09585190802109986Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden.The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.Managing work-life policies: disruption versus dependency arguments.Explaining managerial attitudes towards employee utilization of work-life policies Laura den Dulk* and Judith de RuijterUtrecht University, Utrecht, the NetherlandsWhat factors shape managerial attitudes towards the utilization of work-life policies? The influence of disruptiveness (Powell and Mainiero 1999) and dependency (Klein, Berman and Dickson 2000) arguments on managerial attitudes is examined using a vignette design. In this study, managers in four financial firms in the UK and the Netherlands were asked to judge hypothetical requests from employees to utilize work-life policies. Findings indicate that managers are mainly interested in the performance of their department or work unit, and work-life policies are often seen as disruptive. However, when the least disruptive request is considered (short-term leave), we find that dependency arguments also play an important role and managers are more likely to respond to their employees' personal and family needs.

Factors Affecting Women’s Participation in Namibia’s Workforce: Evidence from the 2009/10 Namibia Households Incomes and Expenditure Survey

“…There is a wealth of literature exploring the impact of parenthood on labour participation experiences and employment. Many studies (e.g., Buchmann et al 2010;Craig & Sawrikar 2009;Den Dulk & De Ruijter 2008;Ransford et al 2008) indicate that parenthood, especially becoming a mother, significantly impacts on labour force participation, on career paths and progression. It also has an impact on work-family balance issues and contributes to the tension between the two.…”

“…Significant literature from many parts of the world indicates that "unemployment is detrimental to wellbeing, as is evidenced through reduced financial resources and reduced ability to meet psychological needs such as meaningful activity and social contact" (Hogan, Kyaw-Mint, Harris & Denronden, 2012 p 1). Research from other countries indicate that women earn less than men (Den Dulk & De Ruijter, 2008;Hausmann, Tyson & Zahidi, 2012), are more likely to work in the informal sector than in the formal sector (Klaveren, Tijdens, Hughie-Williams & Martin, 2009) and are more likely to experience underemployment (Ollenburger, Grana & Moore, 1989). In Namibia Ekström (1998) found differences in gross wages between males and females suggesting that females are discriminated against.…”

The impact of team characteristics on the supervisor’s attitude towards telework: a mixed-method study

“…Although these two theories are often portrayed as contradicting each other, a few studies have argued that they should rather be considered as complementary, and that research should investigate under which conditions dependency versus disruption arguments dominate (den Dulk & de Ruijter, 2008;Poelmans & Beham, 2008). Den Dulk and de Ruijter (2008) empirically examined whether the relevance of disruption and dependency depends on the type of work-life policy.…”

“…(den Dulk & De Ruijter, 2008). This could in turn stimulate commitment from these highly valued employees and ensure their "positive contribution to the performance of the department" (Peters et al, 2010:526).…”

A business case or social responsibility? How top managers’ support for work-life arrangements relates to the national context

“…Top managers are thus actors that can provide insight in the considerations underlying the decision whether to provide work-life arrangements, even though other actors are also relevant for the provision of work-life arrangements. For example, HR managers being responsible for personnel issues are important sources for bringing the need for work-life arrangements to the attention of top managers (Kossek et al, 1994;Milliken et al, 1990;Morgan & Milliken, 1992), and middle managers make the actual allowance decisions about whether an employee can use the work-life arrangement in place (Den Dulk & De Ruijter, 2008;Poelmans & Sahibzada, 2004;Powell & Mainiero, 1999). Also trade unions and workers councils can pressure for their introduction.…”