Work life integretion

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Work life integretion

  1. 1. WORK LIFE INTEGRATION
  2. 2. The degree to which a person is able to successfully combine paid work with other aspects of personal life has been termed “work-life integration” Approaches towards work life integration Work family conflict Work life balance
  3. 3. Traditional Notion -Work and Life Are Competing priorities -Work – Family conflict is primarily confronted by married women Contemporary Notions -Work life and Personal life are complementary - Conflicting work and life demands are confronted by all categories of employees Work–Life Human Resource Initiative- IOC, Infosys, NIIT
  4. 4. Work-life issues Work and family were two independent domains Work started spilling into family time and was often carried home Workdays span 24 hours with brief time interval for non-work activities Home issues Traditional roles with men working and women taking care of household chores Dual career couples with both men and women working but women still tending the household chores Dual career couples with both men and women working as well as attending to home issues Support None Availability of help like baby sitters, creches, oldage homes, and maid Hands-free executive support firms that provide services as diverse as managing the laundry and the kid’s homework Role of Human Resource Management in Work-Life of Employees Incorporated in year 1980
  5. 5. From - Family friendly practices largely an outcome of statutory requirements - Focus on work-Family issues only - Regarding work-Family issues as a women’s issues - Considered a social issue, that is, as a benefit given to help employees manage short-term family demands - Reactive To - Family friendly practices largely voluntary - Focus on work-life integration - Regarding work-life issues as encompassing all employees - Considered a business concern, that is, work and life are seen as interdependent. Personal issue can impact job performance - Proactive(TATA, NIIT, IOC) NIIT - Granny Gratitude Day- 1st January
  6. 6. Globalization Increasing organizational Flexibility Changing Family Structure Technological Change Challenge Attracting, Motivating, and Retaining High Performer Strategic Importance Of Work-Life Balance In Organizations - Increased Employee commitment - Greater Employee Loyalty - Higher Employee Performance Organizational Performance Improvement
  7. 7. The demands and pressure of work and family may give rise to work-family conflict in an individual. Work and family are mutually non-compatible so meeting demands in one domain makes difficult to meet demands in other. Types of work-family conflicts1. Time-based conflict 2. Strain-based conflict 3. Behaviour-based conflict
  8. 8. Work Family Friend Self
  9. 9. Work and Family are not two separate sphere Independent Domains with permeable boundaries permeability Mechanism of work-life integration flexibility
  10. 10. Time and Place Flexibility Institutional • To gain legitimate acceptance in society and Environment • More people take interest in investment and Employment activities • Reactive Information Financial Resource Dependence Managerial Interpretation • To acquire skilled Human Resource • Attract larger applicant pool and able to secure Human Resource • Proactive • Key management interpretation in WL policies • Firm specific policies Direct Organizationa l Adaptation - Align to changing business environment - Make more competitive in industry
  11. 11. For Organization Increased employee productivity and Reduced Absenteeism Attract & Retain talent and improve employee health Financial saving and improve customer service For Employee Good quality of life Good health and more money Affordable children and elder care Secretary Enjoyable work life and career progress Training & Development and further education Leisure time with family, friends, and for travel and hobbies Boss
  12. 12. It is shared assumption, beliefs, and values regarding the extent to which an organization supports and values the integration of employees’ work and family lives. Work-Family Culture Organizational time demands Perceived career consequences Managerial support Organizational culture and Fear of negative consequences
  13. 13. Human relation model Investment in employees’ work life integration results in higher productivity Rational goal model Firm sponsored support of nonwork demands reduces firm efficiency in the short run
  14. 14. approaches Social arbitrator approach Whole person and system approach Omniscient approach Reactive Work-life balance should be an organizational goal No separation between work and personal life
  15. 15. Stage III Changing the culture of the firm Stage II Development of integrated approach Stage I Developing a programmatic response
  16. 16. Supportive organizational culture
  17. 17. Framing work-life as a strategic business issue Involving and consulting with employees Communicating the business case of work-life policies in organization Confronting resistance in managers and challenging assumptions Supporting managers and addressing all system, not just HR Policies Development of a full range of measurable outcomes Continual cycle of implementation, measurement, evaluation, feedback, identifying barriers, seeking new solution and sustaining momentum

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