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Article
Publication date: 27 January 2021

Kohinur Akter, Muhammad Ali and Artemis Chang

Work–life programs research has been conducted at the individual and organizational levels, yet one important question remains unanswered: Do work–life programs improve…

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Abstract

Purpose

Work–life programs research has been conducted at the individual and organizational levels, yet one important question remains unanswered: Do work–life programs improve organizational outcomes?

Design/methodology/approach

This paper presents a systematic literature review of the impact of work–life programs (bundles versus separate programs) on outcomes at the organizational level. A systematic selection process was adopted, resulting in a final sample of 35 articles published in 26 peer-reviewed journals from 1990 to 2019.

Findings

The findings suggest that these programs can result in positive, negative or no impact on organizational outcomes, depending on the study design, industry, organization size and country/region.

Originality/value

This review draws on quantitative and qualitative empirical studies to summarize, explain and refine the business case for work–life programs. The resulting framework provides directions for future research.

Details

Personnel Review, vol. 51 no. 2
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 7 November 2019

Kohinur Akter, Muhammad Ali and Artemis Chang

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper…

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Abstract

Purpose

Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.

Design/methodology/approach

This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.

Findings

The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.

Originality/value

This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

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