Keys to action: Understanding differences in organizations' responsiveness to work‐and‐family issues

Hal Morgan · Frances J. Milliken

121 citations0/0 files storedHuman Resource Management

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Work-Family Balance Challenges Employee Performance and Management Gender Diversity and Inequality

Abstract

Abstract The authors address the question of what factors influence the corporate response to work‐and‐family issues, using data from a written survey of companies. They hypothesized that various demographic, organizational, and other characteristics might affect the degree of a business's response. Among their findings are (1) that the percentage of female employees was unrelated to the responsiveness measure when other factors were controlled; (2) that industry and geographic effects were significant; and (3) that companies which regularly survey their employees tended to be more responsive. © 1993 by John Wiley & Sons, Inc.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields

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1999Business Performance and Family-Friendly Policies 2003Family‐Friendly Management in Great Britain: Testing Various Perspectives 2009Flexible Work and Turnover: an Empirical Investigation across Cultures 2001Firms' Contribution to the Reconciliation between Work and Family Life 2003Flexible Working Arrangements: Implementation, Outcomes, and Management 2004A multi-level model for studying the context and impact of work–family policies and culture in organizations 2012Explaining organizational responsiveness to work‐life balance issues: The role of business strategy and high‐performance work systems 2009The Political Economy of Occupational Family Policies: Comparing Workplaces in Britain and Germany

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