A manager-centred perspective on work-life integration
Contribuinte(s) |
Wilkinson, Adrian Townsend, Keith J. Suder, Gabriele |
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Data(s) |
2015
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Resumo |
Decades of research has shown that the uptake of workplace ‘flexibility’ provisions set out in organizational/HR policies rests heavily on the support of line managers. However, the majority of scholarship addressing the intersection of managers’ roles and work-life integration has been employee-centred. That is, the literature primarily situates managers as gatekeepers to the effective implementation of work and family policies as they affect employees or workers, examining their role in, for example, approving requests to adjust or personalise employees’ work schedules; influencing whether employees are cross-trained to undertake the work of others during absences; publicising available policies; and creating norms supporting the use of formal provisions (Ryan & Ernst Kossek, 2008). Managers’ actions are primarily seen as key, contingent phenomena affecting the adoption and diffusion of work-life initiatives in an organization; consequently impacting on the work-life outcomes of subordinate employees (Bardoel, 2003; Gregory & Milner, 2012). |
Formato |
application/pdf |
Identificador | |
Publicador |
Edward Elgar Publishing |
Relação |
http://eprints.qut.edu.au/88471/3/88471.pdf http://www.e-elgar.com/shop/handbook-of-research-on-managing-managers McDonald, Paula K. & Cathcart, Abby (2015) A manager-centred perspective on work-life integration. In Wilkinson, Adrian, Townsend, Keith J., & Suder, Gabriele (Eds.) Handbook of Research on Managing Managers. Edward Elgar Publishing, Cheltenham, pp. 245-263. |
Direitos |
Copyright 2015 Edward Elgar Publishing |
Fonte |
QUT Business School; School of Management |
Palavras-Chave | #150305 Human Resources Management #Managers #Work-life Integration #Work and Family Policies |
Tipo |
Book Chapter |