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Organizational Predictors of Work‐Family Practices
Author(s) -
Bardoel E. Anne,
Tharenou Phyllis,
Moss Simon A.
Publication year - 1999
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119903600304
Subject(s) - relocation , respondent , workforce , work (physics) , business , public relations , sample (material) , marketing , organizational commitment , private sector , psychology , political science , economic growth , economics , mechanical engineering , chemistry , engineering , chromatography , computer science , law , programming language
This study used Oliver's (1991) five predictors of strategic responses to develop hypotheses regarding organizational characteristics associated with the provision of work‐family practices. Specifically, the influences investigated were organizational size, the percentage of women in the organization, age of the workforce in the organization, public versus private sector ownership, and track record in human resource management. A survey was administered to 217 employees. Each respondent provided the work‐family practices of the organization in which they were employed. The evidence from this sample indicated that large organizations are better able to provide a broad base of work‐family benefits than smaller organizations. Larger organizations tended to adopt more policies pertaining to individual support (e.g. personal counselling, relocation assistance), leave, life‐career strategies, and also child‐ and dependant‐care benefits than smaller organizations. Similarly, organizations with a perceived superior HRM record than others were found to implement more flexible work options, individual growth, and life‐career policies.