Work-Family Support Programs as a Strategic Human Resource Initiative: A Meta-Analysis of Effects on Organizational Outcomes
Funded: November 2008 Completed: September 2010
Wendy J. Casper, Ph.D., University of Texas at Arlington
Marcus M. Butts, Ph.D., University of Texas at Arlington
A large number of new fathers report having managers who are supportive about work/family issues, possibly reflecting a generational shift in the attitudes of low- to mid-level managers who can empathize with the challenge of balancing work and family. Often, though, any workplace flexibility fathers enjoy is handled informally with their managers.
Those were among the findings of a study on “The New Dad” from the Boston College Center for Work & Family discussed during a Nov. 16, 2010, webcast, “Men: Forging a New Path in Work and Life.”
Some working mothers are feeling increased pressure to provide for their households and are therefore spending more time at work, according to a recent survey by the career site CareerBuilder. The economy is partially to blame.
Not all upper-income occupations are the same when it comes to maternal leave: according to a new study, women with MBAs who take professional leave to raise their children are stomaching a greater blow to their income than women with medical degrees.
As the U.S. economy recovers, some older workers are feeling more comfortable about retiring, although most still foresee working longer than they had anticipated before the stock market drop of 2008-09.
The following presentation, based on a portion of the results from a recent survey of U.S. workers, focuses on data related to the pressure, self-imposed or otherwise, that employees feel to stay connected to the workplace outside of traditional work hours or when they are away from the office due to personal reasons.
To download a copy of this survey, click here.
From the manager who fell asleep in the office while working with a new employee, to the sous chef who dozed off whenever he sat down in front of a computer to complete paperwork, to the call center employee caught snoozing at his desk, American workers are a sleep-deprived lot.
So much for keeping your germs to yourself. Most respondents to a recent CareerBuilder survey—72 percent—said they typically go to work when they are sick.
Workforce Policies and Practices to Promote Effective Engagement and Retention of the Aging American Workforce
Funded: June 2007 Completed: July 2010
Lisa Hisae Nishii, Ph.D., ILR School, Cornell University
Susanne M. Bruyère, Ph.D., Employment and Disability Institute, ILR School, Cornell University
Ageism and the retention of high performers: The positive impact of three forms of inclusion.
Public policy needs to provide a framework that is flexible so employers are able to develop programs that address the needs of businesses and older employees, a member of the Society for Human Resource Management (SHRM) told the U.S. Equal Employment Opportunity Commission (EEOC).
The commission heard testimony Nov. 17, 2010, from a number of experts, including Cornelia Gamlem, SPHR, on the impact of the recession on older workers and the legal issues surrounding age discrimination.
