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H E L E N M E D E R E R U N I V E R S I T Y O F R H O D E I S L A N D
P R E P A R E D F O R
2 0 1 1 N O R T H E A S T M A N A G E M E N T O F F I C E R S ( N E M O ) A N N U A L M E E T I N G
Work-Life Balance H E L E N M E D E R E R U N I V E R S I T Y O F - - PowerPoint PPT Presentation
Work-Life Balance H E L E N M E D E R E R U N I V E R S I T Y O F - - PowerPoint PPT Presentation
Work-Life Balance H E L E N M E D E R E R U N I V E R S I T Y O F R H O D E I S L A N D P R E P A R E D F O R 2 0 1 1 N O R T H E A S T M A N A G E M E N T O F F I C E R S ( N E M O ) A N N U A L M E E T I N G A Personal Problem or a
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Work and Family as Social Institutions
Work: produces goods and services necessary for survival Families: Bear and raise the next generation of workers; caregiving
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Cultural Attitudes
Very aware that families need work to survive Less aware that work needs families to survive
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Families are “work-friendly”
The “ideal family”: a family with at least one worker
70% of U.S. households have all adults in the labor force More than half of all mothers with children under 1 year of age
are in the labor force; 71% with children under 18
48% of the workforce is female Average number of hours worked has increased Boundaries between home and work are blurred: 1 in 3
employees is in contact with work once a week or more outside normal work hours (FWI, 2004)
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Mothers’ Labor Force Participation: U.S.
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Work Intrudes into Family . . .
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Work is not family-friendly
The “ideal worker” is defined as one without any
family responsibilities
Available to work 24-7 Availability supported by a “family specialist”—a full-time
homemaker
Expected to conduct professional life without any interference
from other life priorities
A male model from the mid-20th century: the ideal worker is a
man
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Work-Centrism
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Cultural Contradiction
Ideal Family: a family with at least one worker
versus
Ideal Worker: a worker with no family
Not a personal problem, but incompatible social institutions
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Parents’ Time with Children
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Parents’ Time with Children
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Perceptions of Time Famine
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Work-Family Conflict: Not a “Women’s Issue”
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Work Becomes Home and Home Becomes Work
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Returning to Work after Childbirth
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Predictors of Work-Life Conflict: Mothers
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Predictors of Work-Life Conflict: Fathers
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Frequency of Elder Care
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Extent of Elder Care
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Work-Life Conflict and Elder Care
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What Caregivers for Elders Wish For
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Access to Flex Time
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Perceptions of Supervisor Support
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Control Over Work Schedule
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Time Off After Childbirth
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Access to Paid Family Leave
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Parental Leave Comparisons
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Living up to the Ideal Worker Norm
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Living up to the Ideal Worker Norm
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Effects of work-life stress
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Why flexibility in a weak economy?
Clear and compelling: A “business case” for flexibility
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Benefits of Workplace Flexibility: Job Engagement
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Benefits of Flexibility: Job Satisfaction
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Benefits of Flexibility: Retention
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Benefits of Flexibility: Health
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Benefits of Flexibility: Mental Health
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National Dialogue on Workplace Flexibility
EXECUTIVE OFFICE OF THE PRESIDENT COUNCIL OF ECONOMIC ADVISERS
WORK-LIFE BALANCE AND THE ECONOMICS OF WORKPLACE FLEXIBILITY
MARCH 2010
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National Science Foundation September 2011
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Work-Life Professional Association
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URI’s Work-Life Committee
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International Nonprofit Organizations
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New Business Opportunities
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New Legal Strategy
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