Work/family programs and the employment relationship.
Using data from a representative sample of American private-sector establishments, this paper explains variation across firms in the implementation of work/family programs by examining how these are related to the employment strategy of organizations. The central hypothesis is that firms seeking to...
| Publicado en: | Administrative Science Quarterly Vol. 40; pp. 681 - 701 |
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| Formato: | Artículo |
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Administrative Science Quarterly
December 1995
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=508578735&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 508578735 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00018392 ASQ jtl: Administrative Science Quarterly issn: 00018392 maglogo: N pubinfo: dt: December 1995 vid: 40 pid: 224 pub: Administrative Science Quarterly artinfo: ui: 508578735 10.2307/2393758 ppf: 681 ppct: 20 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1.1MB tig: atl: Work/family programs and the employment relationship. aug: au: Osterman, Paul su: Employee benefits Family-work relationship Organizational commitment Personnel management United States sug: subj: United States Employee benefits Family-work relationship Organizational commitment Personnel management ab: Using data from a representative sample of American private-sector establishments, this paper explains variation across firms in the implementation of work/family programs by examining how these are related to the employment strategy of organizations. The central hypothesis is that firms seeking to implement so-called high-performance or high-commitment work systems, incorporating employee involvement and quality programs, are more likely to adopt work/family programs as part of an effort to build up the level of workforce commitment to the enterprise. This hypothesis is tested, controlling for two other broad hypothesized effects: (1) that adoption of work/family programs is linked to the demand for them arising either from workforce problems such as absenteeism and turnover or from pressure from the labor force; and (2) that adoption is linked to whether employers already have in place elements of well-developed internal labor markets such as job ladders and human resource departments. Results show considerable support for the link between work/family programs and the use of high-commitment work systems. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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