Work-life balance policy and practice: Understanding line manager attitudes and behaviors.

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McCarthy, Alma, Darcy, Colette and Grady, Geraldine (2010) Work-life balance policy and practice: Understanding line manager attitudes and behaviors. Human Resource Management Review, 20 (2). pp. 158-167. ISSN 1053-4822

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Official URL: http://dx.doi.org/10.1016/j.hrmr.2009.12.001

Abstract

Work-life balance (WLB) is receiving increasing attention in the human resource management field. Line managers are playing a more active role in HRM decision-making, including work-life balance decisions, with the devolution of human resource management responsibility. Drawing on the theory of planned behavior, this paper develops a conceptual model explaining what affects line manager WLB policy and practice behaviors and the consequent impact on employee WLB experience in their organizations. Line manager WLB policy involvement, policy awareness, perceived policy instrumentality, and personal policy utilization are variables which are proposed to impact line manager attitudes towards WLB policies. These attitudes, in turn, are proposed to affect three employee WLB policy outcomes: employee WLB policy awareness, policy uptake, and policy satisfaction. The implications for future research and practice are set out.

Item Type:	Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor > Issues of Labour and Work > Quality of Work Life / Job Satisfaction
Divisions:	School of Business > Staff Research and Publications
Depositing User:	Timothy Lawless
Date Deposited:	28 Feb 2014 14:21
Last Modified:	13 Aug 2014 08:49
URI:	https://norma.ncirl.ie/id/eprint/961

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