Werk/privé-cultuur en de houding van managers ten aanzien van werk/privé-beleid in de financiële sector

2005 ◽  
Vol 18 (5) ◽  
Author(s):  
Laura den Dulk ◽  
Judith de Ruijter
Keyword(s):  
Organizational Culture ◽  
Parental Leave ◽  
Working Hours ◽  
Financial Sector ◽  
Work Life ◽  
Vignette Study ◽  
General Managers ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Female Employees

Work-life culture and attitude of managers towards work/non-work policies in the financial sector Work-life culture and attitude of managers towards work/non-work policies in the financial sector Laura den Dulk & Judith de Ruijter, Gedrag & Organisatie, Volume 18, 2005, pp. 280-295. What attitudes do managers in the financial sector hold towards work/non-work policies, such as flexible working hours and parental leave? To what degree do managers support requests of employees who want to exercise these policies and to what extent are their attitudes influenced by organizational culture? Attitudes of managers were measured in a vignette study in three organizations in the financial sector. Organizational culture was measured independently, through a survey among a sample of employees. The findings show that the more an organization supports the work/non-work balance, the more positively its managers respond to employee requests. In general, managers assess requests of female employees more positive than male employees' requests. Furthermore, characteristics of both the request itself and the employee filing the request, influence managers' assessments especially if the organizations' attitude towards work-life balance is ambiguous.

scholarly journals Do Work–Life Measures Really Matter? The Impact of Flexible Working Hours and Home-Based Teleworking in Preventing Voluntary Employee Exits

2021 ◽  
Vol 10 (1) ◽  
pp. 9
Author(s):  
Charlotte K. Marx ◽  
Mareike Reimann ◽  
Martin Diewald
Keyword(s):  
Organizational Culture ◽  
Working Hours ◽  
Work Life ◽  
Job Quality ◽  
Lower Probability ◽  
Home Based ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Flexibility Measures ◽  
The Impact

Numerous studies have demonstrated the importance of work–life measures, which are designed to contribute to job quality and help reconcile employees’ work and personal lives. In our study, we asked whether such measures can also work as inducements to prevent employees from voluntarily leaving a firm. We considered flexible working hours and home-based teleworking as flexibility measures that are potentially attractive to all employees. To address the possible bias caused by sketchy implementation and their actual selective use, we chose to examine employees’ perceptions of the offer of these measures. We investigated the moderation of the effect by organizational culture and supervisor and coworker support. We controlled for several indicators of job quality, such as job satisfaction and perceived fairness, to isolate specific ways in which work–life measures contributed to voluntary employee exit, and checked for a selective attractiveness of work–life measures to parents and women as the main caregivers. Using a three-wave panel employer–employee survey, we estimated multilevel mixed-effects logistic regression models for 5452 employees at 127 large German establishments. Our results confirmed that both types of flexibility measures were associated with a lower probability of voluntarily exit. This applied more to men than to women, and the probability was reduced by a demanding organizational culture. Both measures seemed not to be specifically designed to accommodate main caregivers but were attractive to the whole workforce.

scholarly journals For better or worse: How more flexibility in working time arrangements and parental leave experiences affect fathers' working and childcare hours in Germany

2021 ◽  
Author(s):  
Susanne Wanger ◽  
Ines Zapf
Keyword(s):  
Role Models ◽  
Parental Leave ◽  
Working Hours ◽  
Work And Family ◽  
Working Time ◽  
Traditional Role ◽  
Use Of Time ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The One

Objective: In this study, we investigate the effect of flexible working time arrangements and parental leave experiences on the actual working and childcare hours of men. Background: Many fathers want to spend more time with their children and actively participate in family life, but, after becoming a parent, most work even more hours than before. To better combine work and family, the possibility of flexible working time arrangements might play a crucial role for fathers, also to become more involved in childcare activities. Method: We use longitudinal data of the German Socio-Economic Panel (SOEP) to examine how flexible working time arrangements, parental leave experiences, working hours, and childcare hours are related. Based on data between 2013 and 2019, panel regression models were estimated. Results: The results show that a change from fixed to flexible working time regulations leads to an increase in working hours for men and fathers. The longer working hours of fathers go hand in hand with a reduction in the time spent on childcare activities when switching to flexible working time arrangements. However, experiences with parental leave in connection with flexible working hours show a change in the use of time. Conclusion: Flexible working time regulations prove to be ambivalent for fathers: On the one hand, they offer fathers new leeway, on the other hand, due to traditional role models, they lead to longer working hours and thus less participation in childcare; but parental leave experiences make a difference, which indicates the importance of these regulations for fathers.

5. The work–life balance legislation

2019 ◽  
pp. 366-429
Author(s):  
Ian Smith ◽  
Aaron Baker ◽  
Owen Warnock
Keyword(s):  
Parental Leave ◽  
Working Hours ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Flexible Working ◽  
The Law ◽  
The Right ◽  
Rest Breaks ◽  
Balance Problems

This chapter addresses a number of legislative regimes creating rights that affect the balance between work and life outside of work. Specifically, the discussion focuses on the controls over working hours and rest breaks and the right to paid annual leave in the Working Time Regulations; the law on maternity, adoption, paternity, shared parental and other parental leave; and the right to request flexible working arrangements. Although not all of these rights can claim work–life balance as their original policy driver, they have come to be seen as representing a loosely coherent programme for ensuring that the process of earning a living does not preclude any worker from enjoying other aspects of life, especially family life. The chapter considers, singly, each of these work–life rights, and the policies and legislation behind them and assesses whether the law delivers effective and useful rights. Gender inequality forms a central theme of the chapter, noting that many work–life balance problems flow from unequal gender norms in the home.

scholarly journals Work-Life Balance, Employee Job Performance and Satisfaction Among Doctors and Nurses in Malaysia

2019 ◽  
Vol 9 (4) ◽  
pp. 306 ◽  
Author(s):  
Oscar Dousin ◽  
Ngan Collins ◽  
Balvinder Kaur Kler
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Working Hours ◽  
Work Life ◽  
Supportive Supervision ◽  
Life Balance ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The Relationship ◽  
Doctors And Nurses

In this era, the concepts of human resource management (HRM) practices have evolved to the implementation of work-life balance (WLB) practices, such as: flexible working hours and supportive supervision. WLB practices have shown a great influence on employee attraction, retention, motivation and development. This study examines the relationship between WLB practices on employee job performance as well as the mediating effect of job satisfaction in the relationship between work-life balance practices and employee job performance among doctors and nurses in East Malaysia. The study surveys 491 doctors and nurses in the East Malaysia states of Sabah and Sarawak in 2016-2017. Four hypotheses were tested with validated measures of WLB practices (flexible working hours and supportive supervision), job satisfaction and job performance. Findings revealed that flexible working hours and supportive supervision has a significant and positive impact to job performance. Job satisfaction positively mediates the relationship between flexible working hours and supportive supervision towards job performance. An effective WLB practices will improve employees’ job satisfaction which eventually increase their job performance and productivity. This study’s findings aim to assist the Malaysian healthcare industry in improving doctors’ and nurses’ attraction, retention and motivation.

scholarly journals The Impact of Flexible Working Hours, Remote Working, and Work Life Balance to Employee Satisfaction in Banking Industry during Covid-19 Pandemic Period

2020 ◽  
Vol 1 (5) ◽  
pp. 341-353
Author(s):  
Kresna Chandra Putra ◽  
Tedo Aris Pratama ◽  
Rionaldo Aureri Linggautama ◽  
Sekar Wulan Prasetyaningtyas
Keyword(s):  
Job Satisfaction ◽  
Banking Sector ◽  
Banking Industry ◽  
Positive Impact ◽  
Working Hours ◽  
Work Life ◽  
Life Balance ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
The Impact

During the situation like Coronavirus COVID -19 pandemic that happened in 2020, forcing various banking companies to make adjustments and changes to their work system. The flexible working system is one of the most widely used, which has an impact on workers especially during this pandemic conditions. The impact of the change in work system in banking sector is interesting to study, especially since the banking industry in Indonesia still mostly uses conventional work systems. . This study aims to measure the impact of flexible working hours (FWH), remote working (RW), and work life balance (WLB) on employee job satisfaction in the banking industry during the pandemic. In this study, data were collected using quantitative, non-probability, purposive sampling methods via online questionnaires, which were distributed to employees in the banking sector during the pandemic period in Jabodetabek area. With total of 160 respondents who were used to perform analysis using the PLS-SEM method which was carried out with the SMART-PLS software. This study found that in pandemic conditions, achieving WLB conditions will have a positive impact on job satisfaction. The implementation of the RW system itself has a positive impact in helping to achieve the WLB conditions that are felt by banking workers in the Jabodetabek area, in contrast to the FWH system which does not have a similar effect on WLB. In addition, this study also provides an academic basis for the use of flexible working hour and remote working systems to increase job satisfaction, especially in the banking industry.

Flexible working arrangements and strategic positions in SMEs

2017 ◽  
Vol 46 (2) ◽  
pp. 355-370 ◽  
Author(s):  
Bernice Adei Kotey
Keyword(s):  
Parental Leave ◽  
Small And Medium Enterprises ◽  
Working Hours ◽  
Content Type ◽  
Industry Effect ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Paid Parental Leave ◽  
Medium Enterprises ◽  
Medium Firms

Purpose Under the Australian Fair Work Act 2009, employees can request flexible working arrangements (FWAs) from their employers. Provision of FWAs is costly to small and medium enterprises (SMEs). They can, however, use FWAs to achieve competitive advantage. The purpose of this paper is to investigate strategic positions associated with FWA availability in SMEs. It also examines the effects of size and industry sector on FWA availability in SMEs. Design/methodology/approach With a sample of 1,541 cases comprising micro, small and medium firms from the Australian Bureau of Statistics’ Business Longitudinal Database, binary regression models were used to analyse the relationships between FWAs and the independent variables: strategic position, firm-size and industry of operation. Findings Flexible working hours, flexible leave arrangements and roster/shift selection were used by SMEs pursuing a strategy focussed on human resources. In contrast, a strategic focus on cost correlated negatively with paid parental leave and flexible rosters/shifts. SMEs pursuing innovation were unlikely to provide flexible leave while job sharing was less visible in SMEs focussing on quality. An industry effect was evident with working from home unlikely for firms in industry sectors where employees had to be present at work. Micro- and small-sized firms were less likely than medium firms to provide FWA to their employees. Originality/value SMEs with competitive positions based on human capital could use FWAs to attract the required skills. Employees in SMEs that compete on cost may benefit from FWAs in the form of temporary and casual positions.

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