¿Por qué es necesario un sistema de conciliación de la vida profesional y personal fuerte?

  1. Susana Pasamar 1
  1. 1 Universidad Pablo de Olavide
    info

    Universidad Pablo de Olavide

    Sevilla, España

    ROR https://ror.org/02z749649

Revista:
Management Letters / Cuadernos de Gestión

ISSN: 1131-6837

Ano de publicación: 2020

Volume: 20

Número: 3

Páxinas: 99-107

Tipo: Artigo

DOI: 10.5295/CDG.180903SP DIALNET GOOGLE SCHOLAR lock_openAcceso aberto editor

Outras publicacións en: Management Letters / Cuadernos de Gestión

Resumo

Objetivo. Este trabajo describe el concepto de fortaleza del sistema de conciliación de la vida profesional y personal como una nueva y más avanzada forma de implicación de las empresas en temas de conciliación, lo que conduciría a una mayor relación con resultados positivos como resultados, compromiso o satisfacción. Diseño/metodología/enfoque. Desde un punto de vista teórico, y siguiendo el marco de fortaleza de los sistemas propuesto por Bowen y Ostroff (2004; 2016), se describen todas las características de un sistema de conciliación de la vida profesional y personal fuerte. Resultados. La oferta de prácticas específicas no es suficiente, se requiere un sistema de conciliación fuerte. La fortaleza del sistema, que se refiere al proceso, permite a la empresa enviar un mensaje consistente sobre el contenido de las prácticas. La motivación, actitudes y comportamientos de los empleados hacia la conciliación dependen en gran medida de cómo interpretan las señales que reciben de la empresa, según se haya implementado el sistema de conciliación. Implicaciones prácticas. Tanto profesionales como futuras investigaciones deben prestar más atención al proceso de implementación y no solo al diseño de prácticas de conciliación, para no perder todos los posibles resultados positivos derivados de la conciliación tanto para empleados como para empresas. Originalidad/valor. Este trabajo supone un primer paso para una mayor comprensión de la importancia del proceso de implementación de un sistema de conciliación de la vida profesional y personal, y para una mayor contribución a resultados positivos.

Referencias bibliográficas

  • Arthur, M.M., 2003. Share Price Reactions to Work-Family Initiatives. Academy of Management Journal, 46, 497-505.
  • Baral, R. and Bhargava, S., 2010. Work-family enrichment as a mediator between organizational interventions for work-life balance and job outcomes. Journal of Managerial Psychology, 25(3), 274-300.
  • Bardoel, E.A., 2003. The provision of formal and informal work-family practices: The relative importance of institutional and resource dependent explanations versus managerial explanations. Women in Management Review,18(1/2), 7-21
  • Barringer, M. and Milkovich, G., 1998. A Theoretical Exploration of the Adoption and Design of Flexible Benefit Plans: A Case of Human Resource Innovation. Academy of Management Review, 23, 305-324.
  • Batt, R. and Valcour, P.M., 2003. Human resources practices as predictors of work-family outcomes and employee turnover. Industrial relations, 42(2), 189-220
  • Beauregard, T. A. and Henry, L.C., 2009. Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 19(1), 9-22.
  • Blau, Peter M., (1964). Exchange and Power in Social Life. Transaction. New York: Wiley.
  • Bloom, N., Kretschmer, T. and Van Reenen, J., 2011. Are family-friendly workplace practices a valuable firm resource? Strategic Management Journal. 32(4), 343-367
  • Bowen, D. and Ostroff, C., 2004. Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM. The Academy of Management Review, 29(2), 203-221.
  • Bowen, D. and Ostroff, C., 2016. Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength? Academy of Management Review, 41(2), 196-214.
  • Brandt, B. and Kvande, E., 2002. Reflexive fathers: Negotiating Parental Leave and Working Life. Gender, Work and Organization, 9(2), 186-203.
  • Breaugh, J. A., and Frye, N. K., 2008. Work-family conflict: The importance of family-friendly employment practices and family-supportive supervisors. Journal of Business and Psychology, 22(4), 345–353
  • Budd, J.W. and Mumford, K.A., 2006. Family-friendly work practices in Britain: availability and perceived accessibility. Human Resource Management, 45(1), 23-42
  • Carrasquer, P. and Martín, A., 2005. La política de conciliación de la vida laboral y familiar en la negociación colectiva. Un aspecto de la estrategia europea de empleo. Cuadernos de relaciones laborales, 23,1, 131-150
  • Carlson, D. S., Grzywacz, J. G. and Kacmar, K. M., 2010. The relationship of schedule flexibility and outcomes via the work-family interface. Journal of Managerial Psychology, 25(4), 330-355. https://doi. org/10.1108/02683941011035278
  • Cegarra-Leiva, D., Sánchez-Vidal, M. E. and Cegarra-Navarro, J., 2012. Understanding the link between work life balance practices and organisational outcomes in SMEs. Personnel Review, 41(3), 359-379
  • Cegarra-Navarro, J. G., Sánchez-Vidal, M.E. and Cegarra-Leiva, D. 2016. Linking Unlearning with Work–Life Balance: An Initial Empirical Investigation into SMEs. Journal of Small Business Management, 54(1), 373-391
  • Clifton, T.J. and Shepard, E., 2004. Work and family programs and productivity: Estimates applying a production function model. International Journal of Manpower, 25 (7/8), 714-728.
  • Christensen, K.E., and Staines, G., 1990. Flextime: A Viable Solution to Work/Family Conflict? Journal of Family Issues, 4, 455-477.
  • Cropanzano, R. and Greenberg, J., 1997. Progress in Organizational Justice: Tunnelling Through The Maze. In Cooper, C.L. and Robertson, I.T. (Eds.) International Review of Industrial and Organizational Psychology, vol. 12, 243-298. Chichester: Wiley.
  • Dalton, D.R., and Mesch, D.J., 1991. On the Extent and Reduction of Avoidable Absenteeism: An Assessment of Absence Policy Provisions. Journal of Applied Psychology, 76, 810-817.
  • Darcy, C., McCarthy, A., Hill, J. and Grady, G., 2012. Work-life balance: One size fits all? An exploratory analysis of the differential effects of career stage. European Management Journal, 30(2), 111120.
  • De Hauw, S. and De Vos, A., 2010. Millenials’ Carreer Perspective and Psycologycal contract expetactions: Does the recesión lead to lowered expectations? Journal of Business Psycology, 25, 293-302
  • Delmotte, J., De Winne, S. and Sels, L., 2012. Toward an assessment of perceived HRM system strength: scale development and validation. The International Journal of Human Resource Management, 23(7), 1481-1506.
  • De Luis, M.P., Martínez, Á., Pérez, M. and Vela, M.J., 2002. La flexibilidad de la empresa y la conciliación de la vida laboral y familiar, Boletín Económico del ICE, 2741, 37-50.
  • Den Hartog, D.N., Boselie, P. and Paauwe, J., 2004. Performance management. Amodel and research agenda. Applied Psycologue, 53(4), 556-569
  • Eikhof, D.R.; Warhurst, C. and Haunschild, A., 2007. Introduction: What work? What life? What balance? Critical reflections on the worklife balance debate. Employee Relations, 29(4), 325-333, https://doi. org/10.1108/01425450710839452
  • Evans, W.A., 1994. Approaches to intelligent information retrieval. Information processing and management, 7 (2), 147-168.
  • Evans, W., R., and Davis, W.D., 2005. High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31, 758-775.
  • Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G. and Frink, D. D., 1999. Human resource management: Some new directions. Journal of Management, 25, 385-415.
  • Gajendran, R. S. and Harrison, D. A., 2007. The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524-1541.
  • García Carbonell, N., Martín-Alcazar, F. and Sánchez Gardey, G., 2014. El papel moderador de la percepción del sistema de dirección de recursos humanos y su influencia en los resultados organizativos. Revista Europea de Dirección y Economía de la Empresa, 23, 137-146
  • Goff, S.J., Mount, M.K. and Jamison, R.L., 1990. Employer supported child care, work-family conflict, and absenteeism: a field study. Personnel Psychology, 43(4), 793-810.
  • Goodstein, J., 1995. Employer involvement in eldercare: An organizational adaptation. Academy of Management Journal, 38(6), 16571671.
  • Greenberg J., 1996. The quest for justice on the job: Essays and experiments. Thousand Oaks, CA: Sage . Hyman, J., Baldry, C. Scholarios, D. and Bunzel, D., 2003. Work-life imbalance in call centres and software development. British Journal of Industrial Relations, 41(2), 215-239 Iberdrola, 2019. https://www.iberdrola.com/personas-iberdrola/conciliacion
  • James, A., 2011. Work-life (im)‘balance’ and its consequences for everyday learning and innovation in the New Economy: evidence from the Irish IT sector. Gender, Place and Culture: A Journal of Feminist Geography, 18(5), 655-684.
  • James, A., 2014. Work-life ‘balance’, recession and the gendered limits to learning and innovation (or, why it pays employers to care). Gender, Work and Organization, 21(3), 273-294.
  • Kasper, H., Meyer, M. and Schmidt, A., 2005. Managers dealing with work‐family‐conflict: an explorative analysis. Journal of Managerial Psychology, 20(5), 440-461.
  • Kelly, E. L., Kossek, E. E., Hammer, L. B., Durham, M., Bray, J., Chermack, K. and Murphy, L. A., 2008. Getting There from Here: Research on the Effects of Work-Family Initiatives on Work-Family Conflict and Business Outcomes. The Academy Of Management Annals, 2(7), 305-339.
  • Kepes, S., and Delery, J. E., 2007. HRM systems and the problem of internal fit. In P. Boxall. J. Purcell, and P. M. Wright (Eds.), The Oxford handbook of human resource management. Oxford University Press.
  • Kodz, J., Harper, H. and Dench, S., 2002. Work-life balance: Beyond the rhetoric. Institute for Employment Studies Report 384. London: IES.
  • Konrad, A. M. and Mangel, R., 2000. The impact of work-life programs on firm productivity. Strategic Management Journal, 21(12), 12251237.
  • Kopelman, R., Prottas, D. J., Thompson, C. A. and Jahn, E.W., 2006. A Multilevel Examination of Work-Life Practices: Is More Always Better? Journal of Managerial Issues, 18(2), 232-253,
  • Kossek, E. E., Baltes, B. B. and Matthews, R. A., 2011. How work-family research can finally have an impact in organizations. Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 352-369.
  • Kossek, E., Pichler, S., Bodner, T. and Hammer, L., 2011. Workplace social support and work-family conflict: a meta-analysis clarifying the influence of general and work-family specific supervisor and organizational support. Personnel Psychology, 64(2), 289-313.
  • Kvande, E., 2009. Work-life balance for fathers in globalized knowledge work. Some insights from the Norwegian context. Gender, work and organization,16(1), 58-72
  • Lee, M. D., MacDermid, S., Williams, M., Buck, M. and Leiba-O’Sullivan, S., 2002. Contextual factors in the success of reduced-load work arrangements among managers and professionals. Human Resource Management, 41, 209-223.
  • León, P., 2014. La felicidad de trabajar de ocho a tres. http://politica.elpais.com/politica/2014/12/26/actualidad/1419616033_794119.html.
  • Lewis, S., Kagan, C. and Heaton, P., 2000. Managing work-family diversity for parents of disabled children: beyond policy to practice and partnership. Personnel Review, 29(3), 417-430.
  • Lewis, S., Rapaport, R. and Gambles, R., 2003. Reflections on the integration of paid work with the rest of the life. Journal of Managerial Psychology. 18(8), 824-841
  • Liu, N. and Wang C., 2011. Searching for a balance: work-family practices, work-team design, and organizational performance. International Journal of Human Resource Management, 22(10), 2071-2085
  • Martin, J. and Siehl, C. J., 1983. Organizational customer and counterculture: An uneasy symbiosis. Organizational Dynamics, 12(2), 5264.
  • McDonald, P., Brown, K. and Bradley, L., 2005. Explanations for the provision-utilisation gap in work-life policy. Women in Management Review, 20(1), 37-55.
  • McDonald, P., Pini, B. and Bradley, L., 2007. Freedom or fallout in local government? How work-life culture impacts employees using flexible work practices. International Journal of Human Resource Management, 18, 602-622
  • McLean, M., 2006. Evaluating the Importance and Performance of the Human Resources Function: An Examination of a Medium Sized Scottish Retailer. Journal of Retailing and Consumer Services, 13, 143-156.
  • Mitsuhasi, H., Park, H.J., Wright, P.M. and Chua, R.S., 2000. Line and HR Executives’ Receptions of HR Effectiveness in Firms in the People’s Republic of China. The International Journal of Human Resource Management, 11, 197-216.
  • Ostroff, C., 1995. SHRM/CCH Survey. Human Resources management: Ideas and Trend in Personnel. Chicago: Commerce Clearing House.
  • Pasamar, S., 2015, Availability and use of Work-life benefits. What’s in between? Personnel Review 44(6), 949-969
  • Pasamar, S. and Valle, R., 2013. Work-life balance under challenging financial and economic conditions. International Journal of Manpower, 34(8), 961-974
  • Pasamar, S. and Valle, R., 2011. Conciliación de la vida profesional-personal en empresas españolas: ¿mito o realidad? Universia Business Review, 29, 14-31
  • Pasamar, S. and Valle, R., 2015. Antecedents of work-life involvement in work-life issues: Institutional pressures, efficiency gains or both? The International Journal of Human Resource Management, 26(8), 1130-1151.
  • Perry-Smith, J. and Blum, T., 2000. Work-Family Human Resource Bundles and Perceived Organizational Performance. Academy of Management Journal, 43(6), 1107-1117.
  • Pfeffer, J., 1981. Management as symbolic action: The creation and maintenance of organizational paradigms. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior, 3, 1-52. Greenwich, CT: JAI Press.
  • Poelmans, S. and Beham, B., 2008. The moment of truth: Conceptualizing managerial work-life policy allowance decisions. Journal of occupational and organizational psychology, 81(3), 393-410.
  • Poelmans, S., Chinchilla, N. and Cardona, P., 2003. The adoption of family-friendly HRM policies: Competing for scarce resources in the labour market. International Journal of Manpower, 24(2), 128-147.
  • Prottas, D.J., Thompson, C.A., Kopelman, R.E. and Jahn, E.W., 2007. Work–Family Programs: Factors Affecting Employee Knowledge and Accuracy. Personnel Review, 36(2), 163-189
  • Real, K., Mitnik, A.D. and Maloney, W.F., 2010. More similar than different: Millenials in the U.S. Building Trades. Journal of Business Psycology, 25, 303-313
  • Rhoades, L. and Eisenberger, R., 2002. Perceived Organizational Support: A Review of the Literature. Journal of Applied Psychology, 87, 698-714.
  • Roehling, P.V., Roehling, M.V. and Moen, P., 2001. The Relationship between Work-life Policies and Practices and Employee Loyalty: A Life Course Perspective. Journal of Family and Economic Issues, 22, 141-170
  • Romero-Balsas, P., Muntanyola-Saura, D. and Rogero-García, J., 2012. Decision Making Factors in Paternity and Parental Leaves: Why Spanish Fathers Take Time off Work? Gender, work and organization, 20(6), 678-691
  • Ryan, A.M. and Kossek, E.E., 2008. Work‐life policy implementation: Breaking down or creating barriers to inclusiveness? Human Resource Management, 47, 295-310.
  • Sánchez-Vidal, M.E., Cegarra-Leiva, D. and Cegarra-Navarra, J.G., 2012. “between managers’ and employees’ perceptions of work-life balance. The International Journal of Human Resource Management, 23(4), 645-661
  • Scandura, T. and Lankau, M.J., 1997. Relationships of Gender, Family Responsibility and Flexible Work Hours to Organizational Commitment and Job Satisfaction. Journal of Organizational Behavior, 18, 377-391
  • Siehl, C. J., 1985. After the founder: An opportunity to manage culture. In P. Frost, L. Moore, M. Louis, C. Lundberg, & J. Martin (Eds.), Organizational culture: 125-140. Beverly Hills, CA: Sage.
  • Taylor, S. E. and Fiske, S. T., 1991. Social cognition. Nueva York: McGrawHill
  • Waters, M. A. and Bardoel, E. A., 2006. Work-family policies in the context of higher education: Useful or symbolic? Asia Pacific Journal of Human Resources, 44(1), 67-82
  • Weeden, K.A., 2005. Is there a flexiglass ceiling? Flexible work arrangements and wages in the United States. Social Science Research, 34, 454-482
  • Williams, J. C., Blair-Loy, M. and Berdahl, J., 2013. Cultural schemas, social class, and the flexibility stigma. Journal of Social Issues, 69 (2), 209-234.
  • Wise, S. and Bond, S., 2003. Work-life policy: Does it do exactly what it says on the tin? Women in Management Review, 18(1/2), 20-31
  • Wright, P.M., McMahan, G.C., Snell, S.A. and Gerhart, B., 2001. Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles, and Contributions. Human Resource Management, 40, 111-123.
  • Yeandle, S., Crompton, R., Wigfield, A. and Dennet, J., 2002. Employed careers and family friendly employment policies. London: Joseph Rowntree Foundation Policy Press.