WHO APPRECIATES FAMILY‐RESPONSIVE HUMAN RESOURCE POLICIES: THE IMPACT OF FAMILY‐FRIENDLY POLICIES ON THE ORGANIZATIONAL ATTACHMENT OF PARENTS AND NON‐PARENTS

Steven Lee Grover · Karen J. Crooker

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Work-Family Balance Challenges Employee Performance and Management Job Satisfaction and Organizational Behavior

Abstract

The 1991 General Social Survey of 745 randomly selected workers in the United States assessed the impact of family‐responsive human resource policies, such as parental leave, flexible schedules, and child care assistance on organizational attachment. Employees who had access to family‐responsive policies showed significantly greater organizational committment and expressed significantly lower intention to quit their jobs. Additionally, child care information referral had a greater impact on affective commitment among employees eligible for that benefit. The data supported the theory that offering assistance to employees in need symbolizes concern for employees and positively influences attachment to the organization. The contrasting theoretical explanation–that people are more attached to companies when they individually benefit from progressive human resource policies–received considerably less support. The practical implication of the study for human resource management professionals is that providing comprehensive family‐friendly policies may have a positive impact beyond the individual employees who tap these benefits.

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2006Relationships among organizational family support, job autonomy, perceived control, and employee well-being.2004The Effects of Work Demands and Resources on Work‐to‐Family Conflict and Facilitation 2003Human Resources Practices as Predictors of Work‐Family Outcomes and Employee Turnover 2000WORK-FAMILY HUMAN RESOURCE BUNDLES AND PERCEIVED ORGANIZATIONAL PERFORMANCE.2004Organizational Justice and Stress: The Mediating Role of Work-Family Conflict.

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