Family-Friendly Working: What a Performance! An Analysis of the Relationship Between the Availability of Family-Friendly Policies and Establishment Performance
AbstractThis paper uses the Management and Employee Questionnaires from the 1998 Workplace Employee Relations Survey (WERS98) to consider whether the performance of workplaces which offer a range of family-friendly policies are superior to that of workplaces without such practices. It is found that in almost all cases where there is a significant relationship between the use of a family-friendly practice and workplace performance, this relationship is positive. In addition, it appears that workplaces which offer an extensive range of family-friendly policies are much more likely to have above-average performance than those with no such practices. The paper moves on to consider whether employers offering policies which enable employees with families to maintain a full-time presence in the workplace e.g. a workplace nursery, have better performance than those which offer policies which result in reduced-visibility e.g. working from home, part-time work. The evidence from WERS98 suggests that this is indeed the case.
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Bibliographic InfoPaper provided by Centre for Economic Performance, LSE in its series CEP Discussion Papers with number dp0529.
Date of creation: May 2002
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Web page: http://cep.lse.ac.uk/_new/publications/series.asp?prog=CEP
Family -friendly; part-time; equality; business case.;
Find related papers by JEL classification:
- J13 - Labor and Demographic Economics - - Demographic Economics - - - Fertility; Family Planning; Child Care; Children; Youth
- J24 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Human Capital; Skills; Occupational Choice; Labor Productivity
- J71 - Labor and Demographic Economics - - Labor Discrimination - - - Hiring and Firing
- L10 - Industrial Organization - - Market Structure, Firm Strategy, and Market Performance - - - General
- M12 - Business Administration and Business Economics; Marketing; Accounting - - Business Administration - - - Personnel Management; Executive Compensation
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- Addison, John T & Belfield, Clive R, 2000. "The Impact of Financial Participation and Employee Involvement on Financial Performance: A Re-estimation Using the 1998 WERS," Scottish Journal of Political Economy, Scottish Economic Society, vol. 47(5), pages 571-83, November.
- Sue Fernie & Helen Gray, 2002. "Its a Family Affair: the Effect of Union Recognition and Human Resource Management on the Provision of Equal Opportunities in the UK," CEP Discussion Papers dp0525, Centre for Economic Performance, LSE.
- Ward, Melanie E & Sloane, Peter J, 2000. "Non-pecuniary Advantages versus Pecuniary Disadvantages; Job Satisfaction among Male and Female Academics in Scottish Universities," Scottish Journal of Political Economy, Scottish Economic Society, vol. 47(3), pages 273-303, August.
- Nick Bloom & Tobias Kretschmer & John Van Reenen, 2006.
"Work-Life Balance, Management Practices and Productivity,"
CEP Special Papers
16, Centre for Economic Performance, LSE.
- Nick Bloom & Tobias Kretschmer & John Van Reenan, 2009. "Work-Life Balance, Management Practices and Productivity," NBER Chapters, in: International Differences in the Business Practices and Productivity of Firms, pages 15-54 National Bureau of Economic Research, Inc.
- Bloom, Nick & Kretschmer, Tobias & Van Reenen, John, 2006. "Work-life balance, management practices and productivity," Open Access publications from London School of Economics and Political Science CEPSP16, London School of Economics and Political Science.
- Chatterji, Monojit & Mumford, Karen A. & Smith, Peter N., 2007. "The Public-Private Sector Gender Wage Differential: Evidence from Matched Employee-Workplace Data," IZA Discussion Papers 3158, Institute for the Study of Labor (IZA).
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