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Ifrei West Africa
- 1. ©IESE Business School -Barcelona -2012 Page 1
IESE
Family-Responsible environment(FRe) Index
for theWorld and West Africa
Prof. Nuria Chinchilla
Prof. Mireia Las Heras
- 3. ©IESE Business School -Barcelona -2012 Page 3
The Corporate Sponsors of the International Center for Work and Family
- 4. ©IESE Business School -Barcelona -2012 Page 4
Principal Objetive
To show the impact of family-responsible policies, practices and leadership on your health, your
commitment to loyalty, your intention to leave to the company, and your satisfaction.
- 5. ©IESE Business School -Barcelona -2012 Page 5
Overall Model for the Study
The Country
Legislation
Culture and
values
TheIndividual
Individual characteristics
Responsibility and role at
home
Policies
Work Environment
Supervisor
Culture
YourFREnvironment Organizational Individual
Impact on Results
- 6. ©IESE Business School -Barcelona -2012 Page 6
Model FRe (Family-Responsible environment)
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
BC
AD
DiscrecionalSystematic
A. Environment that systematically facilitates work-
family balance
B. Environment that occasionally facilitates work-
family balance
C. Environment that occasionally hinders work-
family balance
D. Environment that systematically hinders work-
family balance
- 7. ©IESE Business School -Barcelona -2012 Page 7
IFREI Study Framework
A. FR Policies
1. Flexibilitywith Time andSpace
2. FamilySupport
3. Information
4. Maternity/PaternityLeave
C. FR Culture
B. FR Supervisor
1. EmotionalSupport
2. InstrumentalSupport
3. PolicyManagement
4. RoleModel
Impact on Results
1. Intentionto Leave
2. Loyalty
3. Commitment
4. PerceivedOrganizational
Support
Organizational Individual
FR Environment
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Job Preferences D. Transition
Styles
1. OverallHealth
2. Family↔ Work
Enrichment
3. Satisfactionwith
Work/FamilyBalance
- 8. ©IESE Business School -Barcelona -2012 Page 8
Worldwide IFREI Study:
In progress in 22 countries
Nueva
Zelanda
SOUTH AMERICA
Argentina
Brazil
Chile
Colombia
Ecuador
Peru
Venezuela
NORTH AND
CENTRAL AMERICA
Canada
CostaRica
El Salvador
Guatemala
Mexico
AFRICA
Kenya
Nigeria
WestAfrica
ASIA
China
Philippines
EUROPE
Germany
Italy
Netherlands
Portugal
Spain
AUSTRALIA
New Zealand
Methodology: quantitative
Instrument: structured questionnaires
Period: 2010-2011
- 9. ©IESE Business School -Barcelona -2012 Page 9
Participation in the Worldwide IFREI Study
Women: 2161/ 40%
Womenwith children:
54%
Womenwithout children:
46%
Men: 3288/ 60%
Menwith children:66% Menwithout children: 34%
Womenwithout management
responsibility:48%
Menwith managementresponsibility:
61%
Menwithout managementresponsibility:
39%
Womenwith managementresponsibility:
52%
60%
40%
49%
51%
71%
29%
60%
40%
With children
Without children
With children
Without children
- 10. ©IESE Business School -Barcelona -2012 Page 10
IFREI study in West Africa
With children
Without children
With children
Without children
Women: 44%
Womenwith children:
74%
Womenwithout children:
26%
Men: 56%
Menwith children:92% Menwithout children: 8%
Womenwithout management
responsibility:25%
Menwith managementresponsibility:
80%
Menwithout managementresponsibility:
20%
Womenwith managementresponsibility:
75%
N= 92
83%
17%
62%
38%
97%
3%
80%
20%
- 11. ©IESE Business School -Barcelona -2012 Page 11
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
DiscrecionalSystematic
Employees’ Perception of their Work Environment
10% perceive that their environment
systematically facilitates work-family balance
29% perceive that their environment occasionally
facilitates work-family balance
49% perceive that their environment occasionally
hinders work-family balance
12% perceive that their environment
systematically hinders work-family balance
10%
29%49%
12%
- 12. ©IESE Business School -Barcelona -2012 Page 12
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
DiscrecionalSystematic
Employees’ Perception of their Work Environment
3% perceive that their environment systematically
facilitates work-family balance
19% perceive that their environment occasionally
facilitates work-family balance
48% perceive that their environment occasionally
hinders work-family balance
36% perceive that their environment
systematically hinders work-family balance
WEST AFRICA
3%
19%48%
36%
- 14. ©IESE Business School -Barcelona -2012 Page 14
FR Policies
A. FR Policies
1. Time and Location Flexibility
2. FamilySupport
3. Information
4. Maternity/Paternity Leave
C. FR Culture
B. FR Supervisor
Impact on Results
1. Intention to leave
2. Loyalty
3. Commitment
4. Perceived Organizational
Support
Organizational Individual
FR Environment
1. Overall Health
2. Family↔ Work
Enrichment
3. Satisfaction with
Work/Family Balance
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
1. Emotional Support
2. Instrumental Support
3. Policy Management
4. Role Model
- 15. ©IESE Business School -Barcelona -2012 Page 15
FR Policies
Telecommuting:workingpartorfull-timefromhome orsomeplace
outsidethecompany
Workingpart-timeorjob-sharing
Flexiblehours
Time andLocation Flexibility
Professionalcounseling
Personalcounseling
Professional andFamily Support
Easyaccesstoinformationaboutthework-familybalance
Seminars,workshopsandinformationsessionson work-familybalance
Family-Friendly Services
Childcarecenterattheworkplace
Childcaresubsidy
Family-Friendly Benefits
- 16. ©IESE Business School -Barcelona -2012 Page 16
FR Policies:
Time Flexibility
MenWestAfrica
MenWorldwide
WomenWorldwide
WomenWestAfrica
14%
25%
33%
6%
15%
23%24% 25%
29%
13%
16%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Part-timework Compressed work week Jobsharing
WEST AFRICA
14%
25%
33%
14%
12%
8%
23%
25%
28%
8%
21%
15%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Trabajo atiempo parcial Semanacomprimida Trabajo compartido
- 17. ©IESE Business School -Barcelona -2012 Page 17
FR Policies:
Time and Location Flexibility
MenWestAfrica
MenWorldwide
WomenWorldwide
WomenWestAfrica
36%
60%
25%
43%
32%
58%
21%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Flexible work hours Tele-commuting
WEST AFRICA
36%
59%
16%
36%
32%
57%
18%
38%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Teletrabajo Horario flexible
- 18. ©IESE Business School -Barcelona -2012 Page 18
FR Policies:
Family Support
6%
20%
40%
5%
35%
54%
13%
22%
44%
12%
22%
53%
0%
10%
20%
30%
40%
50%
60%
70%
Childcare center at work Subsidy for childcare Permission to leavedueto a
family emergency
MenWestAfrica
MenWorldwide WomenWorldwide
WomenWestAfrica
WEST AFRICA
6%
20%
40%
4%
12%
18%
12%
22%
44%
3%
8%
23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Guardería Subsidio para cuidado de niños Excedenciapara cuidar
deunfamiliar
- 20. ©IESE Business School -Barcelona -2012 Page 20
FR Supervisor
Impact on Results
1. Intention to leave
2. Loyalty
3. Commitment
4. Perceived Organizational
Support
Organizational Individual
1. Overall Health
2. Family↔ Work
Enrichment
3. Satisfaction with
Work/Family Balance
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
B. FR Supervisor
1. Emotional Support
2. Instrumental Support
3. Policy Management
4. Role Model
FR Environment
C. FR Culture
A. FR Policies
1. Time and Location Flexibility
2. FamilySupport
3. Information
4. Maternity/Paternity Leave
- 21. ©IESE Business School -Barcelona -2012 Page 21
FR Supervisor:
Supervisors Showing Excellent Emotional Support
Global West Africa
Women
Men
31%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
12%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 22. ©IESE Business School -Barcelona -2012 Page 22
FR Supervisor:
Employee Perception of the Supervisor’s Excellent Emotional Support
The graphicshows the percentage of employees whoreceive excellent emotional support from their supervisor. (score of6-7
on a scale of1-7, 7 being excellent)
MaleManagerFemaleManager
FemaleNon-ManagerMaleNon-Manager
Global West Africa
FemaleNon-ManagerMaleNon-Manager
30%
41%36%
31%
9%
10%
14%
- 23. ©IESE Business School -Barcelona -2012 Page 23
FR Supervisor:
Supervisors Showing Excellent Instrumental Support
Global West Africa
Women
Men
44% 44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
17% 16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 24. ©IESE Business School -Barcelona -2012 Page 24
FR Supervisor:
Employee Perception of the Supervisor’s Excellent Instrumental Support
The chart shows the percentage ofemployees whoreceive excellent instrumental support fromtheir supervisor. (score of 6-7
on a scale of1-7, 7 being excellent)
MaleManagerFemaleManager
FemaleNon-ManagerMaleNon-Manager
Global West Africa
FemaleNon-ManagerMaleNon-Manager
40%
50%45%
45%
18%
10%
19%
- 25. ©IESE Business School -Barcelona -2012 Page 25
FR Supervisor:
Supervisors Showing Excellent Policy Management
Global West Africa
Women
Men
43% 44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
15%
22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 26. ©IESE Business School -Barcelona -2012 Page 26
FR Supervisor:
Employee Perception of the Supervisor’s Excellent Policy Management
The chart shows the percentage ofemployees whoreceive excellent policy management support from their supervisor.
(score of6-7 on a scale of1-7, 7 being excellent)
MaleManagerFemaleManager
FemaleNon-ManagerMaleNon-Manager
Global West Africa
FemaleNon-ManagerMaleNon-Manager
39%
51%46%
44%
23%
20%20%
14%
- 27. ©IESE Business School -Barcelona -2012 Page 27
FR Supervisor:
Supervisors Who are Perceived as Excellent Role Models
Global West Africa
Women
Men
38%
42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
17% 16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 28. ©IESE Business School -Barcelona -2012 Page 28
FR Supervisor:
Employee Perception of the Supervisor as an Excellent Role Model
The chart shows the percentage ofemployees whoperceive their supervisor as an excellent role model. (score of6-7 on a
scale of1-7, 7 being excellent)
MaleManagerFemaleManager
FemaleNon-ManagerMaleNon-Manager
Global West Africa
FemaleNon-ManagerMaleNon-Manager
37%
46%39%
37%
18%
10%20%
17%
- 29. ©IESE Business School -Barcelona -2012 Page 29
Family-Responsible Environment:
Organizational Culture
A. FRPolicies
1.Time andLocation Flexibility
2.Family Support
3.Information
4.Maternity/Paternity Leave
B.FRSupervisor
1.Emotional Support
2.Instrumental Support
3.Policy Management
4.Role Model
Individual Characteristics
A. Coping
Strategies
B.Integration/
Segmentation
Preferences
C.Work
Preferences
D.Transition
Styles
C.FRCulture
FREnvironment Impact on Results
1.Intention to Leave
2.Loyalty
3.Commitment
4.Perceived
Organizational
Support
Organizational Individual
1.Overall Health
2.Family ↔ Work
Enrichment
3.Satisfaction with
Work/Family Balance
- 30. ©IESE Business School -Barcelona -2012 Page 30
FR Organizational Culture
A. FR Policies
1. Time and Location Flexibility
2. FamilySupport
3. Information
4. Maternity/Paternity Leave
B. FR Supervisor
1. Emotional Support
2. Instrumental Support
3. Policy Management
4. Role Model
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
C. FR Culture
FR Environment Impact on Results
1. Intention to Leave
2. Loyalty
3. Commitment
4. Perceived Organizational
Support
Organizational Individual
1. Overall Health
2. Family↔ Work
Enrichment
3. Satisfaction with
Work/Family Balance
- 31. ©IESE Business School -Barcelona -2012 Page 31
FR Organizational Culture:
Co-Workers Who Respect Extended Maternity or Paternity Leave
Global West Africa
The 1-2 signifies that co-workers arenot bothered by extended leaves. Therefore, it is an FR culture.
Women
Men
1-2
42% 42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-71-2
18%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 32. ©IESE Business School -Barcelona -2012 Page 32
FR Organizational Culture:
Negative Consequences for the Career due to FR Behavior
Global West Africa
The 1-2 signifies that there areno negative consequences. Therefore, it is an FR culture.
Women
Men
18%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7 1-21-2
12% 10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 33. ©IESE Business School -Barcelona -2012 Page 33
FR Organizational Culture:
FR Expectations regarding Workload and Working Hours
Global West Africa
The1-2signifiesthattherearenoexpectationsregardingworkloadandhours.Therefore,itisanFRculture.
Women
Men
49%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7 1-21-2
24%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
- 34. ©IESE Business School -Barcelona -2012 Page 34
Impact on Organizational Results
A. FR Policies
1. Time and Location Flexibility
2. FamilySupport
3. Information
4. Maternity/Paternity Leave
C. FR Culture
B. FR Supervisor
1. Emotional Support
2. Instrumental Support
3. Policy Management
4. Role Model
FR Environment
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
Impact on Results
1. Intention to Leave
2. Loyalty
3. Commitment
4. Perception of
Organizational Support
Organizational Individual
1. Overall Health
2. Family↔ Work
Enrichment
3. Satisfaction with
Work/Family Balance
- 35. ©IESE Business School -Barcelona -2012 Page 35
Impact on Organizational Results:
Intention to Leave the Company
Undesired turnover has negative consequences that affect the morale ofthe other employees as well as the outcomes forthe company:
Lower productivity
Loss ofexpertise
Deteriorated work environment and lack ofmotivation among the remaining staff
In addition, there aresignificant direct costs:
Costsof recruitment fora replacement
Costsof traininga new employee
Costsof substitution while the vacant position is covered
- 36. ©IESE Business School -Barcelona -2012 Page 36
Impact on Organizational Results:
Intention to Leave the Company
The graphs “Impact on Organizational Results: Intention toLeave the Company”refer tothe following questions in the questionnaire:
Doyou agree with the following statements?
(1 =strongly disagree /7 =strongly agree)
Iwould prefer another more ideal job than the one Ihave now
If it was up to me, in three years Iwould notbe in this organization
Ifrequently think ofquitting my job
- 37. ©IESE Business School -Barcelona -2012 Page 37
Impact on Organizational Results:
Intention to Leave the Company
Intention toleave
No intention toleave
The moreFR the environment is, less is the intention ofthe employee toleave.
AD C B
10%12% 49% 29%
2,2
2,8
3,6
4,6
1
2
3
4
5
6
7
- 38. ©IESE Business School -Barcelona -2012 Page 38
Impact on Organizational Results:
Intention to Leave the Company
Intention toleave
No intention toleave
AD C B
3%38% 48% 19%
3,2
4,0
4,3
5,0
1
2
3
4
5
6
7
WEST AFRICA
- 39. ©IESE Business School -Barcelona -2012 Page 39
Impact on Organizational Results:
Perceived Organizational Support
The graphs “Impact on Organizational Results: Perceived OrganizationalSupport” refer tothe following questions in thequestionnaire:
Doyou agree with the following statements?
(1 =strongly disagree /7 =strongly agree)
When Ihave a problem, the organization tries tohelp me
The organizationis sincerely concerned about my well-being
The organizationtakes my opinion seriously
The organizationis concerned about my overall satisfaction at work
- 40. ©IESE Business School -Barcelona -2012 Page 40
Impact on Organizational Results:
Perceived Organizational Support Depending on the Environment
Manager
Non-Manager
5,9
5,3
4,4
3,4
6,0
5,4
4,5
3,5
1
2
3
4
5
6
7
ABCD AD C B
10%12% 49% 29%
- 41. ©IESE Business School -Barcelona -2012 Page 41
Impact on Organizational Results:
Perceived Organizational Support Depending on the Environment
Manager
Non-Manager
AD C B
5%15% 59% 22%
5,6
4,2
3,7
4,4
5,5
4,6
3,8
1
2
3
4
5
6
7
ABCD
WEST AFRICA
- 42. ©IESE Business School -Barcelona -2012 Page 42
Impact on Individual Results:
Satisfaction with Work/Life Balance
The person is satisfied with how he orshe is managing work andfamily responsibilities.
This variable refers tothe level of satisfaction that the person has with how he or she divides his orher attention between workand
family. Itis also the satisfaction with how both domains, the familial andprofessional, fit toform a balanced framework that the person
likes.
This satisfaction is facilitated, in large part,by the resources that the company provides a person todotheir job in an independent and
flexible manner. In this way, he orshe can contribute professionally withoutit negatively affecting his orher family life.
- 43. ©IESE Business School -Barcelona -2012 Page 43
Impact on Individual Results:
Satisfaction with Work/Life Balance
The graphs of “Impact on Individual Results: Satisfaction with Work/Life Balance” refer tothe following questions in the questionnaire:
Please tell us how satisfied you arewith the following aspects ofyourlife
(1 =Very dissatisfied /7 =Very satisfied)
The wayIdivide my time between work and personal orfamily life
The wayIdivide my attention between work and home
The waymy personal and family life fit together
Myability tobalance the needs of yourjob with those ofmy personal orfamily life
The opportunity tobalance my job and look after my duties at home
- 44. ©IESE Business School -Barcelona -2012 Page 44
Impact on Individual Results:
Satisfaction with Work/Life Balance
FemaleManager
FemaleNon-Manager
MaleManager
MaleNon-Manager
Low Commitment
High Commitment
5,7
5,2
4,7
4,3
5,6
5,1
4,7
4,1
5,5
5,3
4,6
3,9
5,5
5,1
4,6
3,9
1
2
3
4
5
6
7
ABCD
- 45. ©IESE Business School -Barcelona -2012 Page 45
Impact on Individual Results:
Satisfaction with Work/Life Balance
Low Commitment
High Commitment
FemaleManager
FemaleNon-Manager
MaleManager
MaleNon-Manager
5,4
4,1
3,3
4,5
5,1
4,34,3
6,8
4,3
4,0
5,45,2
4,4
1
2
3
4
5
6
7
ABCD
WEST AFRICA
- 46. ©IESE Business School -Barcelona -2012 Page 46
Partners (I/II)
IAE
UniversidadAustral
Argentina
Work& FamilyFoundation
Canada
Universidadde la Sabana
Colombia
Universidadde losAndes
Chile
InstitutoSuperiorde
Empresa
Brazil
La Empresa y laFamilia
CostaRica
InstitutodeDesarrollo
Empresarial
Ecuador ELIS
Italy
Universidad
delIstmo
Guatemala
FundaciónEmprepas
El Salvador
Universityof Macau
China
PolitecnicoMilan
Italy
- 47. ©IESE Business School -Barcelona -2012 Page 47
Partners (II/II)
Strathmore
BusinessSchool
Kenya
Eramus University
Rotterdam
Netherlands
Lagos
BusinessSchool
Nigeria
TheUniversityof
Waikato
New Zealand
Universidad
Pan-Americana
Mexico
EscueladeDirección
Universidadde Piura
Peru
Escolade
Direcçãoe Negócios
Portugal
Edenred
Spain
UniversidadMonteávila
Venezuela
Universityof Asiaand
the Pacific
Philippines
- 48. ©IESE Business School -Barcelona -2012 Page 48
IESE
Family-Responsible environment(FRe) Index
for theWorld and Nigeria
Prof. Nuria Chinchilla
Prof. Mireia Las Heras
Editor's Notes
- Manual input: Excel: Tab “general”: all participants: ABCD
- Manual input: Excel: Tab “general”: all participants: ABCD
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- Insert graph from tab “Policies_hours graphs”
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- Insert graph from tab “Policies_hours graphs”
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