Case 2: Work-Life Balance in an MNE Context

Global work-life initiatives present unique challenges for HR departments in multinational enterprises (MNEs) because of the complexity of implementing policies that require sensitivity to local issues such as cultural traditions and legislation (e.g., Bardoel, De Cieri, Indones Psychol J 23:17–23, 2007; Scullion et al., Hum Resour Manag J 17:309–319, 2007; Sumelius et al., Int J Hum Resour Manag 19:2294–2310, 2008). However, discussion specific to work-life management in a global context is limited (e.g., Allen et al., Going global: practical applications and recommendations for HR and OD professionals in the global workplace. Jossey-Bass, San Francisco, 2010; Lewis et al., Int J Hum Resour Manag 18:360–373, 2007). Amid unprecedented levels of global mergers, acquisitions, and international growth, the challenge for HR professionals working in multinational enterprises is to define a global work/life strategy that establishes shared guidelines while allowing for local differences. Although there are a number of common issues faced by working women and men and their families, a global work-life strategy needs to reflect a course of action that is appropriate to the local environment. According to Spinks, Work/life around the world (building a global work-life strategy). Paper presented at the Designing the future, 7th annual work/life conference, Orlando, Florida, 2003) an effective family-friendly strategy requires managers to be cognizant of a number of local factors that influence employees’ work and personal lives. These factors include the culture and tradition, the role of key stakeholders, public policies, community resources and infrastructure, and workplace practices and demographics (Bardoel De Cieri, Indones Psychol J 23:17–23, 2007).