New Priorities
for Employers Regarding Work Family Balance in the 21st Century
(veiw as a word
document)
By Jennifer Shelton
*This report was written to fulfill part of the
requirements for an MBA course on "The Virtual Workplace"
taken during fall term 2001, with Professor Kristi Lewis Tyran, Western
Washington University.
PREVIEW
The issue of work and family balance has become a prominent topic in the
last decade. More recently, the tragic events of September 11, 2001 have
impacted people's view of work, possibly forever. Businesses and workers
in every industry nationwide were affected in some way. As a result, managers
now have gained a renewed understanding that employees are people first
and employees second.
The recent Work/Life Conference in New York City held in October 2001,
after the terrorist attacks, focused on the challenges faced by corporate
America in this changed world. Bernadette Fusaro, Vice-President of work/life
Strategies at Merrill Lynch, said, "We think work/life programs will
be critical in the difficult times ahead" (Finnegan 2001).
"The emphasis on meaningful work and on family and personal life
has become much louder and stronger," says Ellen Galinsky, President
of the Family and Work Institute (Finnegan 2001). Family Life in America
is going through a restructuring and there is increased social and political
concern over the fate of our children. Americans work more now than at
any time since the Second World war (Hochschild 1997).
Virtual work and flexible work arrangements have also been popular topics
in management literature. Recent research has focused on testing the effects
of flexible work arrangements. The emphasis of the these tests has been
on trying to determine the positive outcomes of creating this type of
environment and examining the resulting changes in management style and
organizational structure.
There is a great deal of interest in virtual teams and the process of
telecommuting. Recent articles are providing more and more information
about the importance of developing trust and communication in establishing
these alternative work arrangements.
A question that many authors have explored in the last few years is the
need for employer involvement inwork/family issues. Questions they have
tried to answer are; how much should an employer be involved? Where do
employers draw the line? The recent tragic events have reminded people
that work sometimes comes second to their safety and the safety of their
loved ones. Managers are being forced to pay closer attention to the way
life affects work. They have to manage people, not just the job (Finnegan
2001). It is the employees' responsibility to create balance between their
home and work life, but it is the employer's responsibility to provide
the support and options necessary to accomplish this.
The increase in the proportion of working women has been one of the most
significant social and economic trends in modern US history. Much literature
has focused on the correlation between female employees and the extent
of family-friendly benefits offered. Out of studies done on companies
that provide family-friendly benefits, the financial, medical, and services
industries rated the highest. These industries traditionally employ more
women. But, due to the changing demographics of the American family, with
many single parents, and dual-income families, more men are taking over
the responsibilities of the family traditionally provided by the female.
This has to be taken into consideration when implementing changes.
The breakdown of traditional communities of family care is a major contributor
to individual and societal conflicts regarding work and family responsibilities.
Many research studies have focused on this breakdown and attempted to
provide guidance to decision makers based on their findings. As of yet,
the United States has not been able to develop a comprehensive family
care policy and integrated community-based infrastructure to augment or
replace traditional supports for family care unlike other developed countries
(Fredriksen-Goldsen/Scharlach 2001).
Corporate America is experiencing economic
changes. Families and children end up bearing the added stress. Because
of this, companies should take a closer look at their social obligation
to help employees cultivate an enjoyable balanced life to raise their
families (Edelman 1996). From an ethical and business perspective, employers
should explore ways to provide employees the chance to balance their work
and family life.
INTRODUCTION
Virtual telecommuting is a work option that many companies have adopted
within the last decade. The virtual office -- the notion that work can
be done virtually anywhere -- is here to stay. Today's communications
technology allows the shift to the virtual office to be almost inevitable
for every industry. Technology will allow a sales person meet his customers
in one city or permit him/her to stay in touch with the boss across the
country. This increase in technology is moving America toward a 24 hour,
seven day a week economy.
As technology continues to generate more information and opportunities,
the pace of life is escalating (Frederickson-Goldsen/Scharlach 2001).
For most American families, time available for family responsibilities
has significantly decreased. Balancing work and family responsibilities,
especially the demands of child and elder care, are significant issues
now and will continue to touch each of us at some point in our work lives,
whether in the role of parent, spouse, or children of our aging parents.
The need for family care giving can have profound implications for corporate
America. A 1997 study estimated the aggregate cost of care giving in lost
production to US business to be $11.4 billion per year. This was due to
absenteeism, costs of hiring replacements due to those forced to leave
because of care giving responsibilities, workday interruptions, and employee
mental care. (Frederickson- Goldsen/Scharlach 2001).
Stressed employees are seeking to balance work and personal life. That
is why more employees are requesting flexible benefits, including telecommuting
from home, flextime, and a compressed work week. According to the Society
of Human Resource Foundation Annual 2001 Benefit Survey, 58% of companies
surveyed offer flextime, 37% offer telecommuting, and 31% offer compressed
work week (Taylor 2001).
Many managers believe that adapting to these changes is a wise business
investment. Previous studies have determined that reduced turnover, reduced
absenteeism, recruitment advantages, good public relations, and improved
morale were trends and advantages noted by companies that instituted child-care
assistance programs (Place/Wise 1988). Tangible payoffs include lower
real estate costs, less recruitment costs, a disaster planning tool, and
increased productivity due to improved morale. The beauty for the employee
is the life balance. Virtual work gives them back control over their life,
so they can work under conditions that are best for them. Achieving quality--or
helping employees achieve work-family balance--requires continual leadership
from the top, and culture change alters the way business is done (Friedman/Johnson
1990).
Change doesn't come without a price. Moving from a structured and geographical
setting to a virtual office involves a fundamental shift in how work gets
done and how it is managed. In order to create an effective virtual workplace,
the environment has to be structured differently than a traditional office.
How do you manage and monitor people you rarely see? How do you foster
teamwork and build a corporate culture when employees are geographically
dispersed? How do you keep people motivated and accountable? One of the
most important things to remember is that the entire management strategy
has to change in a virtual work environment (Berger 1996).
The purpose of this report is to provide applicable information to employers
to help them implement family-friendly options into their work environment
and deal effectively with the changes. In order to accomplish this, I
will first provide recommendations on selecting employees to participate
in a flexible work arrangement, training employees to work effectively
in this setup, providing structure and accountability and motivating and
empowering employees in this area. I will also discuss options for companies
and provide evidence for the benefits that result from flexible work arrangements.
Finally, I will conclude with a brief summary of this shift in priorities
that is taking place in today's work environment.
RECOMMENDATIONS
Selection
Several important factors need to be considered when selecting employees
to participate in a flexible work arrangement. Not everyone is suitable
for telecommuting. For example, those who have poor personal motivation
and are not "self-starters" may need the external discipline
provided by set hours and managed environment. Intrinsic motivation is
important. Employees must be motivated enough to want to make the arrangement
work. Employees also need to be trustworthy because managers have to empower
them to do the work they are capable of doing (Berger 1996).
When evaluating the potential offering of flexible work options to employees,
the most important factor is to determine if the workers are self-motivated,
self-disciplined, and already very skilled at their job. Many companies
have a policy that an employee can only telecommute after being with the
company for at least a year. It is important that the employee be very
familiar with the corporate culture and the company's policies and procedures.
Some questions employers should ask when determining who can effectively
telecommute are,
1.) Is the person self-motivated
while in the office?
2.) Are they accountable to do
things when they say they will do them?
3.) How do they communicate with
their coworkers and their supervisors?
4.) How do they deal with frustrations?
5.) How stable are they?
The types of people suitable for virtual work should enjoy using technology
for communicating and decision-making. Some workers prefer traditional
communication and decision-making practices and may not be able to adapt
to electronically mediated self-governance. (Markus/Manville/Agres 2000).
Helping the employees become aware of their own working style and strengths
and weaknesses can enable them to monitor their own work as they go along.
Managers should provide some options for self-analysis. Furthermore, many
homes are not well equipped for a virtual office or types of telework.
Even the most highly motivated individual could have problems focusing
and completing concentrative tasks in a small apartment with children
underfoot as well as noisy neighbors (www.eto.org.uk).
Not all job tasks are best performed in a self-managing environment. Some
kinds of design or creative work, and customer service or sales activities
gain considerably from the very close interactions of a team working together
in one room or from the synergy of closely supervised teams. There is
an advantage to the kind of team spirit and internal motivation that can
best be generated by leaders and managers sitting in with the teams and
leading from the front. Also, young people entering work for the first
time may benefit greatly from working in a traditional office setting
in their early years. For some people, going to work is an important part
of their lives; the place of work is where they make their friends and
develop their social skills and contacts (www.eto.org.uk).
Training
Virtual work is a new area. To implement this type of arrangement requires
a new set of rules and policies due to the organizational structural changes
that take place. In the traditional environment there is one transition
at the beginning and ending of the workday. In the virtual office this
transition may happen ten or twenty times a day. Employees need training
to understand these implications of managing the frequency of transitions
during the day. Mobile teleworkers need to be trained on how to set boundaries
between work and family life. Educators can help teleworkers learn how
to clearly communicate their expectations to family members (Hill/Hawkins
1996).
It is crucial to provide training to all involved in the virtual work
arrangement. Managers need to be sure to communicate requirements to supervisors
and office-based employees, virtual workers and their families. A representative
should be involved with the team or individual worker from the beginning
to oversee development of a training program. Depending on the needs of
a company, managers or trainers should assess what subjects are to be
covered during the training sessions.
-
Training to be delivered in virtual mode to avoid commuting to an office lecture.
-
Family life educators need proficiency in interactive CD's or web side communication.
-
Training to maintain technical proficiency is important since technology continually evolves and reinvests itself.
-
Virtual training methods should cover work-family time mix to optimize their time to effectively manage their demands of their work and family situation as well as their personal preferences.
-
Communicating the home workers expectations to the family members, including benefits to the whole family.
-
Advising on setting up the physical aspects of a virtual office in the home in order to better manage interaction with family during work time
-
Providing therapy resources for personal and family problems that may arise due to mobile virtual/telework work arrangements.
-
Overall, virtual workers need to be educated on how to use their greater work flexibility to benefit their families (Hill/Hawkins 1996).
Structure & Accountability
Managing virtual workers can be stressful for all involved if not set
up effectively. The three most common reasons for telecommuting failure
are, a lack of solid policies and procedures, a lack of support for telecommuters,
and a lack of training for managers (Taylor, 2001). Traditional management
generally goes through a setting up of goals or objectives, action planning
to work on objectives, corrective actions, periodic reviews, and performance
appraisals. In a virtual or telecommuting work arrangement, management
should go through the same process but divide the objectives into smaller
parts and review them more frequently.
Effective Feedback
Managers need to remember the following when setting objectives and giving
performance feedback:
- Promote acceptance of managers' observations by employee participation; employees who are allowed to voice opinions will be more satisfied with the feedback.
- Set specific performance objectives and clarify exactly what is expected of the employee.
- Discuss problem areas immediately to improve productivity.
- Talk about how something can be improved rather than spending too much time on the downside of an employee's work; criticism triggers defensive reactions.
- Reward an employee for a job well done.
Practice What You Preach
Managers or supervisors of virtual workers should obtain first-hand experience
by working at least one day a week at home. This will help them to understand
the challenges faced by the virtual worker and enable them to be more
supportive and effective in developing a structure.
Clear Objectives
Managerial direction and control must be clearly established, and virtual
workers' roles must be defined, including the limits of the scope of their
work and responsibility. Measuring productivity and performance should
not be different for on site and off site workers. Objectives should be
clearly defined with measurable output based on quantity, quality, and
time to complete. A good manager manages by results and not by activity.
That is why it is so important to have clearly defined and measurable
output.
Office Interaction
It is also important to make sure that the employee has scheduled enough
days in the office, so that they do not become too isolated or separated
from the organization. Colleagues who can offer advice do not surround
home-workers, and managers need to be aware that they have to be available
and pay attention to what may seem to be only minor concerns. Regular
periodic evaluations of work and the home/office arrangement will provide
the structure and guidance necessary to keep an employee motivated and
accountable (Magid 1990).
Communication
Effective communication systems is key to effective motivation and accountability.
Training and communication mechanisms need to be initiated to avoid problems.
To ensure effective communication with off-site employees, regular contact
has to be maintained. Some options are bulletin board, e-mail systems,
periodic work review meetings, phone contact, and scheduled meetings.
Structure needs to be set up so that coworkers and administration know
when the worker is in the office and where they can be reached at any
time while they are not at the office. Virtual workers need to be highly
accessible.
Regular Meetings
Regular meetings need to be scheduled with the virtual worker to assess
needs, give feedback, discuss problems, and just catch up. This way management
will not feel they are losing contact, and the virtual worker will feel
less isolated. During these meetings managers can help to set timetables
and assess progress, so employees will have deadlines to keep them on
target. When face-to-face meetings are not possible, other means of communication
needs to be utilized; perhaps a key contact person can be selected to
keep virtual workers aware of what is happening around the office.
It is important to connect work-family programs to other corporate objectives.
Concepts of total
quality management provide five principles that link with work-family
programs.
- Concept of the internal customer
- Continuous improvement
- Importance of the individual
- Expanded concept of productivity
- Values and culture change (Friedman/Johnson 1990).
The Family Research
Council has identified a consistent set of strategies that are recommended
for
effective adoption of work-family policies:
- Identify and involve a visionary leader to oversee the project
- Involve a diverse group of people in the process
- Identify roadblocks and obstacles to overcome
- Gather facts and supportive information
- Know what your competitors are doing
- Define business objectives and connect work-family issues to a business strategy
- Develop a plan and a timeline
- Consider and prepare for short- and long-term implications of the proposal
- Communicate continually
- Provide feedback on success (Friedman/Johnson 1990).
One way to go about the task is to assign
an implementation committee to determine how the program is to be administered.
For large organizations, a telecommuting coordinator could be appointed
in each department to interface directly with the project manager. The
coordinators would have decentralized positions, managing the telecommuting
programs in specific departments. A small organization may want a centralized
program with a single project manager.
Coaching
Socialization and career management programs are two key initiatives for
managing a virtual team environment. Some companies use coaches to take
over control activities and oversee the process to organize virtual teams.
Other companies use a team-based, peer-evaluated control system. In both
cases goal setting is crucial. The coach can facilitate team dynamics
and be responsible for team objectives. Each team member also needs to
have individual objectives that involve project completion, customer satisfaction,
financial issues, and performance.
Trust
It is necessary to develop trust to resolve issues when working in a virtual
office because there is less casual face-to-face contact. Some tools that
could be used to build trust and organizational connectedness are social
events and small group meetings where members could learn about each others'
experiences, skills, motives, and expectations. Furthermore, formal mentoring
programs can be useful in building organizational connectedness of virtual
workers.
Motivation and Empowerment
Motivation is one of the biggest concerns for employers when implementing
virtual work arrangements such as telecommuting. There are a number of
essential elements and factors that must be taken into consideration when
developing a plan. The clarity of evaluation criteria is the key for generating
feedback that can guide and re-enforce performance of virtual workers,
particularly since managers are often unable to physically supervise.
It is crucial to understand employee expectations and limitations. Setting
clear criteria will establish expectancy, set up links between effort
and rewards, and enable employees to track their progress and make necessary
adjustments. It also helps establish quality among virtual workers because
they can no longer use physical behavior to compare work outcome.
Goals & Objectives
When setting objectives with workers, managers need to ensure that they
are reasonable, fair, and specific. They cannot expect an employee to
work every day of the week and stay motivated. The incentive plan must
be goal oriented with a defined time period. The worker or team can identify
activities and assign job tasks with completion dates. When building a
time line, managers need to remember to account for the unpredictable
things in life and allow for a certain degree of flexibility. By encouraging
the workers' participation in the process, it affords ownership and accountability.
Employee Empowerment
There is a better chance of improving productivity if employees have more
control. When employees are part of the decision-making process, they
develop the skills to think issues through for themselves. Empowering
employees allow them to become leaders. Then they are able to go ahead
when no direction is given and make changes when confronted with new information.
Managers' Role
A manager is the key to work-family success. An organization's survival
depends not only on vision and philosophy but also on strategy and execution.
Given the trend of more flexible work schedules, managers are being called
to be more of a people manager in order to ensure that those flexible
work schedules are effective (Magid 1990). Good managers are able to manage
their people in the next room, the next county, and in the next country.
One way a manager can keep home employees motivated and accountable is
to be supportive. Studies have shown that supportive managers have a positive
impact on all employees' work. A supportive manager is someone who recognizes
that employees have a life outside of work, provides positive feedback,
engages in two-way communication, mentors employees, facilitates the completion
of job tasks, empowers employees, and shows respect for employees. A supportive
manager works with employees to rearrange work schedules when there is
a legitimate need, allows them to take advantage of flexible work arrangements,
and gives advance notice of early or late meetings.
Work Balance
Some virtual workers lose motivation because the demands of work become
too much. Where do employers draw the line when it comes to workload?
Companies are beginning to realize that they pay a price for overworking
their employees. According to Hewlett-Packard, employers know that employees
are responsible for achieving the right balance between work and personal
lives. They can't do it for them…it's their challenge, but what they
do is to create an environment that makes such balance possible. Personal
experience has demonstrated that more flexible employers and managers
are greatly appreciated by their employees. They claim it is a wonderful
way to motivate their staff. Management sees its work-family program as
a tool for productivity gains (Mackavey/Levin 1998).
When flexible work arrangements are used properly, improvements in productivity
can be credited to a higher energy level resulting from less stress, better
morale, improved quality of work, or the ability to focus on the task
more directly. Setting up the proper structure is very important to managing
a flexible work place and keeping the employees motivated.
Wise Management
Traditional principles no longer are effectively serving organizations.
All of these findings point to basic management principles, including
group and self motivation, employee empowerment, flexible rules, valuing
individuals, proper monitoring, structures and processes, technology and
training. A wise manager keeps an open mind to new dimensions of the work
force, the market, and opportunities. A successful manager can manage
any situation by properly motivating people, setting standards, providing
recognition for employees' achievements, arming them with the resources
and support they need, setting expectations fairly, and giving them appropriate
responsibility (Mackavey/Levin 1998).
Options for Companies
One key way for employers to reduce employee stress due to work-family
conflict is to provide an atmosphere of flexibility. Most working parents
acknowledge that the majority of stress comes from situations such as
the need to be in the office at times of day when child-care arrangements
aren't available. There is also the need to leave work early to tend to
a sick child when company policy prohibits use of sick leave for anything
but an employee's own illness, or the timing of a return to work following
a parenting leave.
Here are some tools current companies have found to be effective in implementing
flexible work arrangements and addressing these issues:
- Flexible work option request - this is a two-page
form that focuses on the business reasons why the arrangement will or
won't work. Interested employees are asked questions including,
1) How will your proposed schedule sustain or enhance your ability to get the job done?
2) Describe any additional equipment/expense that your arrangement may require.
3) Detail any short-or long-term cost savings that may result from your new schedule to offset these expenses (Noble 1991). - Childcare referral services for employees (McGinty/Moss 2001).
- Concierge service. These services offer a variety of time savers to free employees to focus on business (McGinty/Moss 2001).
- Backup childcare services. Some companies now offer wholly or partially subsidized daycare solutions for parents with short-term childcare concerns (McGinty/Moss 2001).
- College admissions support. As a complimentary service for companies that offer child care services and elder care programs, companies might offer a college advising service (McGinty/Moss 2001).
- Assisted care for pets. (McGinty/Moss 2001).
- Wellness programs. Subsidized memberships to health clubs. On-site wellness events such as massage, nurse access, and yoga (McGinty/Moss 2001).
- Designated rooms for nursing working mothers to pump breast milk (Brady 2001).
- Have parents actually care for infants at the office. One company spent less than $500 on playpens, infant swings, play gyms, and two infant gates. The experiment was a resounding success. It sent a spark throughout the company, breathing new life (Noble 1996).
- Require telecommuters to provide their own equipment, but offer low-interest loans payable via payroll deduction across 3 years (Taylor 2001).
- Support parents' need for supervision of children during non-school hours. Some firms recruit and train childcare providers who offer programs for after-school hours or school vacations (Taylor 2001).
- Give employees the opportunity to vary work hours, such as working at home, using flextime, or compressing their workweek (Taylor 2001).
Options for
smaller companies could be,
1) providing daycare referrals
2) providing child care reimbursement as part
of a flexible benefit plan
3) taking out "company spaces" in daycare
centers for lease to employees (Noble 1996).
BENEFITS
Productivity
Increased productivity has been documented as being a major benefit of
virtual work arrangements. Productivity can also be increased because
teleworkers avoid travel times and the interruptions of an office environment.
They can also work at their peak times. "Pitt-Catsouphes and Marchetta
reported in 1991 productivity increases of between 10% and 30%. Results
from the Federal Flexiplace Project (US Department of Transportation,
1993) also indicated improved job performance of telecommuters" (Hill/Miller/Weiner/Collihan
1998). A survey of Fortune 500 companies with virtual work force arrangement
indicates that improved productivity and customer response are the most
common benefits (Greengard 1994).
Employees who might leave due to family or relocation issues can still
remain in their jobs and employees can retain their skills. If an organization
is restructuring, people can continue to work with less disruption. Teams
representing the best skills and experience for a particular project can
be created regardless of geography and time zones. Organizations with
effective virtual or telework programs are more resilient in the face
of external disruption, such as natural disasters or terrorist actions
because employees are set up to work at home. Telework can enable staff
to work limited hours to match peak workload or be on standby time at
home at retainer rates and paid at higher rates when needed for active
work. Customer service can be extended and enhanced as well (Taylor 2001).
Work-Family Balance
Virtual work can enable a better balance of work and family life. The
flexible hours empower individuals to spend quality time with family members
and still get their job done. With a flexible work arrangement, individuals
can expect to see more of their family and participate in home responsibilities
more easily, allowing for a better balance of work and family life.
Some work-family balance studies have found mixed results. Without proper
training, many employees have trouble setting boundaries when working
at home and find that they can't achieve any balance between work and
home life because the boundaries are blurred. Previous research also found
that some telecommuters exhibited characteristics of workaholism because
of lack of work-life separation. (Hill/Miller/Collihan 1998). Proper selection,
training, and management can help to prevent this from occurring. Overall,
when surveyed, employees in a variety of industries were very happy with
the arrangement and were able to achieve more balance in their lives,
resulting in less stress and more satisfaction.
Retention
Supervisors and managers who support family-friendly activities find them
beneficial because they help to attract and retain quality employees,
boost morale, and reduce unscheduled leave. Most believe that family-friendly
programs do support mission accomplishment overall.
If a flexible workplace and worker-friendly benefits help retain one good
employee for an extra year, a company can save up to $25,000, the cost
of a headhunter. Some organizations can't compete with the salaries and
stock options, so they compete through work style and corporate culture.
Employees who might otherwise leave due to family or relocation issues
can still remain in their jobs and employees can retain their skills.
Satisfaction
An important benefit for many rurally-based virtual workers is that they
are able to have more involvement in their community, participating in
local politics, clubs, or societies at times of the day when they normally
would have been a commuter on the road.
In a telecommuting survey done by AT&T, the majority of telecommuters,
76%, felt they accomplished more when they work at home. With the time
they save, many telecommuters spend more time with their families, do
even more work, run errands, or just have more fun.
Societal Benefits
Not only can a company benefit from virtual telecommuting, society as
a whole experiences positive effects. For example, by increasing the numbers
of virtual workers, traffic congestion is reduced. Consequently, pollution
also decreases. Based on an AT&T survey, a typical telecommuter avoids
generating 43 pounds of pollution, saves two gallons of gasoline, and
41 miles of travel a day by working at home. (Att.com). In California
and some other states, there are legal or fiscal programs aimed at encouraging
telework as part of a battery of anti-pollution measures (www.eto.org.uk).
Telework can enable people with specific difficulties the opportunity
to be employed. In an area of high unemployment, virtual work provides
access opportunities that arise anywhere worldwide. Overall, virtual work
and telecommuting are an important element of economic regeneration because
they are central to future opportunities for trade and work.
Children are the unseen stakeholders in the workplace. Our future generation
will benefit from the attention that corporate America gives to the area
of work-family balance. When parents have work designed with their needs
in mind they can be more psychologically available to their children.
When work experiences are positive it builds self esteem. Resources provided
by employers, both economic and social, allow for good careers and enriching
jobs. This can positively impact the families and children of our country
(Friedman/Greenhous 2000).
CONCLUSION
This new era provides a historic opportunity to create new types of leadership
and vision, and establishes new roles for managers and the people they
employ. Companies involved in establishing flexible work arrangements
can fulfill the mission of fostering trust and giving people a greater
sense of their self-worth and of their larger role of society.
A significant shift in how our nation helps families succeed at home and
work is required. All working Americans should be able to take time off
when they need it to care for their families without losing the income
to support their families. It can make all the difference in their lives.
For an employer, this shift in focus will demand thought, creativity,
and a willingness to experiment. The changes have to be implemented in
a way that give families flexibility and don't undermine our dynamic and
growing economy.
Large corporations, small businesses, nonprofits, and other organizations
can create context of shared purpose in which their colleagues, employees,
and young people in general, will learn to care for the larger good of
the whole society (Mackevey/Levin 1998).
By selecting and tailoring benefits to their employee population, ideally
allowing them to choose the benefits that best suit them as individuals,
employers may be surprised to discover benefits for their business that
far outweigh the costs. By helping employees address outside demands,
companies will reap the rewards of increased focus, time on the job, gratitude,
and loyalty.
REFERENCES
- AT&T Releases Results of Telecommuting Day
Survey. AT&T News Release,
1994. http://www.svi.org/projects/tcommute/tcguide/html. - Berger, Melanie. Making the Virtual Office a
Reality. Sales and Marketing Management,
June 1996. 148 (6): 18-23. - Brady, Diane. Give Nursing Mom a Break at the Office.
Business Week.
Aug. 6, 2001. 3744: 70. - Edelman, Karen A. ( 1991). Building
the Business Case for Workplace Flexibility.
(Report Number 1154-96-CH). New York: The Conference Board. - Friedman, Dana E. and Arlene A. Johnson. (1990).
Strategies for Promoting a Work-Family Agenda.
(Report Number 973). New York: The Conference Board. - Finnegan, Annie. The Crisis, The Challenge.
Special Report: Working Mother Worklife Congress 2001. Working
Mother,
Dec/Jan 2002 : 37-45. - Fernandez, John P. (1990). The
Politics and Reality of Family Care in Corporate America.
Lexington, Massachusetts: Lexington Books. - Finnegan, Annie. The Crisis, The Challenge.
Special Report: Working Mother Worklife Congress 2001. Working
Mother,
Dec/Jan 2002 : 37-45. - Fredriksen-Goldsen, Karen and Andrew E. Scharlach.
(2001). Families and Work: New Directions
in the Twenty-first Century.
New York: Oxford University Press. - Friedman, Dana E. and Arlene A. Johnson. (1990).
Strategies for Promoting a Work-Family
Agenda.
(Report Number 973). New York: The Conference Board. - Friedman, Stewart D. and Jeffrey H. Greenhous.
(2000). Work and Family - Allies or Enemies?
What happens when business professionals confront life choices.
New York: Oxford. - Greengard, Samuel. Workers Go Virtual. Personnel
Journal,
September 1994. 73 (9): 71. - Hill, E. Jeffrey and Alan J. Hawkins. Work and
Family in the Virtual Office. Family Relations,
July 96, Vol. 45: 293-300. - Hill, Jeffrey E., Brent C. Miller, Sara P. Weiner,
and Joe Colihan. Influences of the Virtual Office on Aspects of Work
and Work/Life Balance. Personnel Psychology
1998 : 51. - Hochschild, Arlie Russell. (1997). The Time Bind: When work becomes home and home becomes work.
New York: Henry Holt and Company. - McGinty, Debra and Nicole Moss. Affordable,
effective Benefits reduce employee stress and increase retention.
2001. http://www.inc2.com/search/22569.html. - Mackavey, Maria G. and Richard J. Levin. (1998).
Shared Purpose: Working together to build strong families and high-performance companies.
New York: American Management Association. - Magid, Renee. (1990).The
work and family challenge: No ordinary employees…no ordinary managers. AMA Management Briefing.
New York: American Management Association. - Noble, Sara. Family-Friendly
Office: 301 Great Management Ideas.
Goldhirsh Group, Inc. 1991. - Noble Sara. Family-Friendly Office.
1996. http://www2.inc.com/search/10910.html.
- Parcel, Toby L. and Daniel B. Cornfield, eds. (2000).
Work & Family: Research Informing Policy.
Thousand Oaks: Sage Publications, Inc. - Place, John Bassett and Nicole Wise.Work
and the Family: Does Employer Involvement Pay Off. Human Resources
Advisory Column. Strategies and Practical Solutions.
Vol. 1 (1). New York, Panel Publ. Inc., 1988. - Taylor, Karla. "How Far Can You Flex?"
Association Management.
Vol. 53, Issue 9. September 2001 : 58-64. - Telework. (Telecommuting):The benefits - and
some issues!Telework Weekly,
2001. http://www.eto.org.uk/faq/faq03.htm.
