Human Resource Practices as Predictors of Work-Family Outcomes and Employee Turnover

Drawing on a non-random sample of 557 dual- earner white collar employees, this paper explores the relationship between human resource practices and three outcomes of interest to firms and employees: work-family conflict, employees’ control over managing work and family demands, and employees’ turnover intentions. We analyze three types of human resource practices: work-family policies, HR incentives designed to induce attachment to the firm, and the design of work. In a series of hierarchical regression equations, we find that work design characteristics explain the most variance in employees’ control over managing work and family demands, while HR incentives explain the most variance in work-family conflict and turnover intentions. We also find significant gender differences in each of the three models. Our results suggest that the most effective organizational responses to work-family conflict and to turnover are those that combine work-family policies with other human resource practices, including work redesign and commitment-enhancing incentives

Gender, Family and Career in the Era of Boundarylessness: Determinants and Effects of Intra- and Inter-organizational Mobility

Changes in patterns of long-term employment make understanding the determinants of different career forms increasingly important to careers research. At the same time, the rise of dual-earner families demands greater attention to the ways in which gender and family characteristics shape careers than has been paid by traditional research. This paper addresses these issues, examining the determinants and consequences of intra-organizational and inter-organizational mobility, using a sample of employees from dual-earner couples. We find significant gender differences in these different types of career mobility, and in the effect of family relations on different forms of mobility. Women experience more inter-organizational mobility, while men experience more intra-organizational mobility. Having more children positively influences men’s intra-organizational mobility, but increases interorganizational mobility for women. Marital instability increases intra-organizational mobility among women, but has no effect among men. Each form of mobility has distinctive effects on objective and subjective indicators of career success for both men and women. Moving between organizations tends to depress earnings, but has no effect on how successful people feel in their careers. Job changes within an organization increase earnings, but have a negative effect on perceived success

Work-Life Integration: Challenges and Organizational Responses

Discussion of organizational responses to the challenges dual-earner couples face in integrating their work and family lives and of the effectiveness of various workplace characteristics and organizational initiatives for supporting such work-life integration. Development of a comprehensive model of organizational family responsiveness that incorporates work-life policies, traditional human resource incentives, and work redesign in the context of a workplace culture that facilitates the full implementation of these policies, as well as tests of that model.Work_life_integration_no__16Batt.pdf: 6788 downloads, before Oct. 1, 2020

Influences on employee perceptions of organizational work-life support: Signals and resources

International audienceThis study examined predictors of employee perceptions of organizational work-life support. Using organizational support theory and conservation of resources theory, we reasoned that workplace demands and resources shape employees' perceptions of work-life support through two mechanisms: signaling that the organization cares about their work-life balance and helping them develop and conserve resources needed to meet work and nonwork responsibilities. Consistent with our hypotheses, we found that higher demands (work hours and work overload) were associated with reduced perceptions that the organization was supportive of work-life integration. Resources (job security, fit between employees' needs and the flexible work options available to them, supervisor support and work group support) were positively associated with perceptions of organizational work-life support. The results of this study urge further scholarly attention to work-based demands and resources as predictors of perceived organizational work-life support and yield implications for managerial practice

Socially Useless Jobs

with Corrigendum: https://doi.org/10.1111/irel.12233Hervorming Sociale Regelgevin

International academic careers : personal reflections

University business schools are increasingly adopting an international outlook as they compete for students who are aiming for global careers. A natural consequence of university internationalization is the need to internationalize the academic workforce, resulting in increasing attention on, and recognition for, the academic with international teaching and research experience. Yet the effort and complexity involved in making an international academic transition is often overlooked. Academic institutions' efforts to recruit international academics often outpace their expertise and support in the inpatriation and orientation processes. Academics interested in international mobility may find it difficult to obtain helpful information prior to arrival in the new country and encounter problems in adjusting to their new job and surroundings. This paper presents personal experiences of a select group of academics who have moved between countries. Their reports illustrate differences in teaching loads, language, student behavior, recruitment and career-ladder issues across countries, as well as strategies they have used to adapt to their new surroundings.18 page(s