Implementing Work Life Balance policies is essential in order to move an organization towards a rising level of acceptance and allowance among both – workforce and management. The implementation is a slow and steady process. It requires commitment, motivation and staying power. While developing a work-life program, the major decisions which have to be made are those dealing with implementation and the individual allowance. As an approach to accomplish this challenging change process, the Family Responsible Company Development Model provides a structured foundation by differing 4 stages a company has to face until reaching its final objective of being an ideal work-life balanced enterprise.
Table of Contents
1 Introduction
1.1 The development of WL (Work-Life) -Programs
1.2 Custom development path
1.3 Change -Management
2 The implementation decision
2.1 Family Responsible Company Development Model - Status of implementation
2.1.1 Policies
2.1.2 Practices
2.1.3 Organizational Culture
2.1.4 Enablers
3 The family responsible company development model
3.1 Stage D
3.2 Stage C
3.3 Stage B
3.4 Stage A
3.4.1 Examples
4 The allowance decision
4.1 What is the allowance decision?
4.2 Risk of unequal treatment
4.3 Factors influencing the allowance decision
4.3.1 Individual level
4.3.2 Group level
4.3.3 Organisational level
5 Conclusion
6 List of literature
Objectives and Core Topics
This work aims to provide a structured framework for the successful implementation of Work-Life Balance (WLB) policies within organizations. It explores the organizational change processes required to transition from a traditional corporate culture to one that supports work-life harmony, while also investigating the critical decision-making factors supervisors face when granting work-life benefits to employees.
- Strategies for implementing WLB programs and managing organizational change.
- The four-stage "Family Responsible Company Development Model."
- The role of organizational culture, leadership, and communication in policy adoption.
- Factors influencing individual "allowance decisions" by managers.
- The impact of organizational, group, and individual levels on work-life policy success.
Excerpt from the Book
2.1.4.3 Communication
Communication is the most important tool to implement WLB-Policies. Only a strong and efficient communication can reduce uncertainties, precludes misunderstandings and enables employees to actively participate at this change process.
There are many items to think of in order to set up efficient communication channels, such as the channels it self's, the exact content of information (and its intention), the addressees and others.
Passing information to external addressees, for instance, can also help to raise public acknowledgement- possibly an excellent marketing tool.
Always remember: Sustainability's foundation cannot be established by communicating information just once- the frequency as well as the quality has to be determined.
Summary of Chapters
1 Introduction: Discusses the necessity of a custom development path for WLB programs and highlights the critical nature of change management in this process.
2 The implementation decision: Examines the challenge of gaining support across all hierarchy levels and introduces the four parameters of the implementation model.
3 The family responsible company development model: Details the four consecutive stages (D to A) a company traverses to evolve into a family-responsible organization.
4 The allowance decision: Focuses on the final stage of implementation, where managers must decide on individual requests, influenced by personal, group, and organizational factors.
5 Conclusion: Summarizes the paradoxes managers face and emphasizes the need for continuous learning and leadership to achieve a sustainable competitive advantage.
6 List of literature: Provides the academic references used for the development of the framework.
Keywords
Work-Life Balance, WLB-Policies, Organizational Change, Change Management, Family Responsible Company Development Model, Corporate Culture, Leadership, Employee Allowance, Human Ecology, Work-Life Harmony, Organizational Support, Implementation Strategy, Workplace Flexibility, Management Paradox, Competitive Advantage.
Frequently Asked Questions
What is the core focus of this publication?
The publication focuses on the strategic implementation of Work-Life Balance (WLB) policies within organizations, emphasizing that such policies require a fundamental cultural change rather than just administrative rule-setting.
What are the central themes covered?
Central themes include the "Family Responsible Company Development Model," the challenges of change management, the role of leadership in fostering a supportive culture, and the dynamics of individual decision-making regarding work-life benefits.
What is the primary objective of the author?
The goal is to provide a roadmap for organizations to transition from a stage where work-life issues are neglected to one where they are fully integrated as a strategic competitive advantage.
Which scientific methodology is used?
The paper utilizes a model-based analytical approach, introducing the "Family Responsible Company Development Model" as a framework to evaluate and guide organizational change.
What topics are discussed in the main body?
The main body covers the development of WL programs, the definition of the four development stages (D, C, B, A), and a granular look at the "allowance decision" process at the individual, group, and organizational levels.
Which keywords best describe this work?
Key terms include WLB-Policies, Organizational Culture, Change Management, and Work-Life Harmony.
What distinguishes Stage A organizations in the development model?
Stage A organizations have fully integrated work-family balance into their mission and corporate strategy, viewing it as a distinct competitive advantage rather than a mere cost.
How does "psychological closeness" affect the allowance decision?
Psychological closeness, where supervisors strive to understand an employee's personal and work challenges, generally leads to more favorable outcomes when an employee requests a work-life benefit.
Why is the "allowance decision" considered the final hurdle?
It is the final hurdle because even if a company offers policies, the actual usage depends on whether the direct supervisor grants individual requests, which is often subject to bias or organizational pressure.
- Quote paper
- Sven Schmitt (Author), Holger Klose (Author), 2008, Mastering the challenge of implementing work-life policies, Munich, GRIN Verlag, https://www.grin.com/document/141086
