Work-life initiatives and organizational change: overcoming mixed messages to move from the margin to the mainstream
Kossek, Ellen E. and Lewis, Suzan and Hammer, Leslie B. (2010) Work-life initiatives and organizational change: overcoming mixed messages to move from the margin to the mainstream. Human Relations, 63 (1). pp. 3-19. ISSN 0018-7267
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Official URL: http://dx.doi.org/10.1177/0018726709352385
This article examines perspectives on employer work—life initiatives as potential organizational change phenomena. Work—life initiatives address two main organizational challenges: structural (flexible job design, human resource policies) and cultural (supportive supervisors, climate) factors. While work—life initiatives serve a purpose in highlighting the need for organizational adaptation to changing relationships between work, family, and personal life, we argue they usually are marginalized rather than mainstreamed into organizational systems. We note mixed consequences of work—life initiatives for individuals and organizations. While they may enable employees to manage work and caregiving, they can increase work intensification and perpetuate stereotypes of ideal workers. In order to advance the field, organizations and scholars need to frame both structural and cultural work—life changes as part of the core employment systems to enhance organizational effectiveness and not just as strategies to support disadvantaged, non-ideal workers. We conclude with an overview of the articles in this special issue.
|Research Areas:||A. Middlesex University Schools and Centres > Business School > Leadership, Work and Organisations|
|Citations on ISI Web of Science:||14|
|Deposited On:||25 Feb 2010 12:35|
|Last Modified:||31 Oct 2014 14:32|
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