A manager-centred perspective on work-life integration
McDonald, Paula K. & Cathcart, Abby (2015) A manager-centred perspective on work-life integration. In Wilkinson, Adrian, Townsend, Keith J., & Suder, Gabriele (Eds.) Handbook of Research on Managing Managers. Edward Elgar Publishing, Cheltenham, pp. 245-263.
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Decades of research has shown that the uptake of workplace ‘flexibility’ provisions set out in organizational/HR policies rests heavily on the support of line managers. However, the majority of scholarship addressing the intersection of managers’ roles and work-life integration has been employee-centred. That is, the literature primarily situates managers as gatekeepers to the effective implementation of work and family policies as they affect employees or workers, examining their role in, for example, approving requests to adjust or personalise employees’ work schedules; influencing whether employees are cross-trained to undertake the work of others during absences; publicising available policies; and creating norms supporting the use of formal provisions (Ryan & Ernst Kossek, 2008). Managers’ actions are primarily seen as key, contingent phenomena affecting the adoption and diffusion of work-life initiatives in an organization; consequently impacting on the work-life outcomes of subordinate employees (Bardoel, 2003; Gregory & Milner, 2012).
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|Item Type:||Book Chapter|
|Keywords:||Managers, Work-life Integration, Work and Family Policies|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Copyright Owner:||Copyright 2015 Edward Elgar Publishing|
|Deposited On:||07 Oct 2015 22:41|
|Last Modified:||05 Feb 2016 07:28|
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