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Which Organizational Forms of Labour Could Grant Mutual Benefits?

Which Organizational Forms of Labour Could Grant Mutual Benefits?. Portuguese Situation. Which Organizational Forms of Labour Could Grant Mutual Benefits?. The Percentage of women that comprise the labour force has increase in Europe.

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Which Organizational Forms of Labour Could Grant Mutual Benefits?

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  1. Which Organizational Forms of Labour Could Grant Mutual Benefits? Portuguese Situation

  2. Which Organizational Forms of Labour Could Grant Mutual Benefits?

  3. The Percentage of women that comprise the labour force has increase in Europe

  4. The Percentage of women that comprise the labour force has increase in Europe and USA.

  5. Concurrently the structure of the family has changed: • Dual career marriages make-up; • Women alone make-up too. Organizations have introduced several types of work-family programs to help employees deal with work and family interface.

  6. Which Organizational Forms of Labour Could Grant Mutual Benefits The basic assumption is that, if an organization helps employees balance work and family, organizations will be better able to attract, retain, and extract increases in productivity from current employees.

  7. The work-family programs fall into three categories: • Dependent care • Family leave • Flexible working hours and arrangements

  8. The work-family programs fall into three categories: • Dependent care, namely childcare concerns (off-site resources, emergency childcare, inter-organizational consortia, referral services and voucher programs). These programs are not frequently adopted in Portugal. Exclusively big and traditional companies have chid care centres and some multinational company have some voucher programs.

  9. The work-family programs fall into three categories: • Dependent care • Family leave, namely maternity leave, paid and unpaid, extend leave and the like. • Portugal has a good legislation in this subject. • Maternity leave comprise 120 paydays for mother or father and the possibility of partial timework for 1 year. • Child illness assistance comprise 30 paydays by year, family illness assistance comprise 15 paydays by year. Though in the large majority of family is the mother that use maternity leaves, child or family illness assistance and don’t use the possibility of partial timework.

  10. The work-family programs fall into three categories: • Dependent care • Family leave • Flexible working hours and arrangements such as telecommuting, job sharing and alternative workweeks. In Portugal flexible working hours are frequently but flexible working arrangements are not frequently adopted.

  11. The adoption of work-family programs as a means of reducing work-family conflict and achieving firm benefits.

  12. The adoption of work-family programs as a means of reducing work-family conflict and achieving firm benefits.

  13. The adoption of work-family programs as a means of reducing work-family conflict and achieving firm benefits. Flexible programs decrease withdrawal behaviours such as tardiness and absenteeism, increase job satisfaction, commitment, job involvement and employee loyalty.

  14. The adoption of work-family programs as a means of reducing work-family conflict and achieving firm benefits. Flexible programs decrease withdrawal behaviours such as tardiness and absenteeism, increase job satisfaction, commitment, job involvement and employee loyalty. Dependent care programs have been more consistently related with turnover.

  15. The adoption of work-family programs as a means of reducing work-family conflict and achieving firm benefits. Flexible programs decrease withdrawal behaviours such as tardiness and absenteeism, increase job satisfaction, commitment, job involvement and employee loyalty. Dependent care programs have been more consistently related with turnover. Maternity leave and other family-related leaves policies were significantly related to affective commitment, as well as lower intentions to turnover.

  16. However

  17. However for achieve these benefits it is necessary:

  18. However for achieve these benefits it is necessary: Develop a supportive climate and culture namely a supervisory support to the work-family programs adoption and encouraging managers to take the first step within their work group and use the policy that will signal to other employees the acceptability of the program.

  19. However for achieve these benefits it is necessary: Develop a supportive climate and culture Clearly, the extend to which the culture or managers support work-family practices is crucial to the efficiency gains in the organizations, namely to maximize firm performance in response to a work-family program.

  20. However for achieve these benefits it is necessary: Develop a supportive climate and culture In Portugal we think that we have a good legislation but a bad culture. We have some good work-family programs but we haven’t a supportive culture or managers that promote the adoption of these programs.

  21. However for achieve these benefits it is necessary: Develop a supportive climate and culture

  22. However for achieve these benefits it is necessary: Develop a supportive climate and culture

  23. However for achieve these benefits it is necessary to send this short mensage “Be more, be better.”

  24. mjchambel@fpce.ul.pt

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