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Family-Friendly Working: What a Performance! An Analysis of the Relationship Between the Availability of Family-Friendly Policies and Establishment Performance

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  • Helen Gray

Abstract

This 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.

Suggested Citation

  • Helen Gray, 2002. "Family-Friendly Working: What a Performance! An Analysis of the Relationship Between the Availability of Family-Friendly Policies and Establishment Performance," CEP Discussion Papers dp0529, Centre for Economic Performance, LSE.
    • Handle: RePEc:cep:cepdps:dp0529
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    References listed on IDEAS

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    1. McNabb, Robert & Whitfield, Keith, 1998. "The Impact of Financial Participation and Employee Involvement on Financial Performance," Scottish Journal of Political Economy, Scottish Economic Society, vol. 45(2), pages 171-187, May.
    2. 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 571-583, November.
    3. Virginie Pe´rotin & Andrew Robinson, 2000. "Employee Participation and Equal Opportunities Practices: Productivity Effect and Potential Complementarities," British Journal of Industrial Relations, London School of Economics, vol. 38(4), pages 557-583, December.
    4. 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.
    5. 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.
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    Cited by:

    1. Monojit Chatterji & Karen Mumford & Peter Smith, 2011. "The public-private sector gender wage differential in Britain: evidence from matched employee-workplace data," Applied Economics, Taylor & Francis Journals, vol. 43(26), pages 3819-3833.
    2. 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.
    3. John S. Heywood & Laurie A. Miller, 2015. "Schedule Flexibility, Family Friendly Policies and Absence," Manchester School, University of Manchester, vol. 83(6), pages 652-675, December.
    4. Rebecca Riley & Hilary Metcalf & John Forth, 2013. "The business case for equal opportunities," Industrial Relations Journal, Wiley Blackwell, vol. 44(3), pages 216-239, May.
    5. 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).

    More about this item

    Keywords

    Family -friendly; part-time; equality; business case.;

    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; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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