BibTeX
@MISC{_titleorganisational,
author = {},
title = {Title Organisational Work-life Culture: Five Dimensions Proposed},
year = {}
}
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Abstract
Purpose: Organisational work-life policies and programs allow employees to have greater control over how, when and where they work but these policies are often under-utilised, particularly by men and career-oriented employees. In what is largely an atheoretical area of literature, the paper aims to theoretically integrate the empirical literature related to the uptake of organisational work-life policies. Approach: The paper links three related areas of literature: (i) the associations between work-life policies and individual / organisational outcomes; (ii) explanations for the low uptake of work-life policies in many organisations; and (iii) preliminary studies which have explored organisational culture and its relationship to work-life policies. These literatures are integrated to develop a five dimensional construct ‘organisational work-life culture ’ for testing in future research. Findings: We suggest the following five dimensions underlie this aspect of organisational life: Lack of managerial support for work-life balance; Perceptions of negative career consequences; Organisational time expectations; the Gendered nature of policy utilisation; and Perceptions of unfairness by employees with limited non-work responsibilities. Practical implications: The development and validation of the organisational work-life culture construct requires 2 further research and may result in specific organisational strategies and policies which address the barriers to work-life policy utilisation. Originality: Based on existing empirical evidence, the paper suggests an original theoretical proposition: that organisational work-life culture is underpinned by five dimensions and explains much of the provision-utilisation gap in work-life policy.
Keyphrases
work-life policy title organisational work-life culture organisational work-life policy paper link empirical literature related area many organisation specific organisational strategy career-oriented employee work-life policy utilisation preliminary study organisational time expectation organisational work-life culture construct organisational work-life culture dimensional construct organisational work-life culture organisational life empirical evidence policy utilisation work-life balance limited non-work responsibility low uptake gendered nature practical implication individual organisational outcome atheoretical area provision-utilisation gap managerial support negative career consequence future research organisational culture original theoretical proposition
