Searching for a balance: Work-family practices, work-team design, and organizational performance
Journal
International Journal of Human Resource Management
Journal Volume
22
Journal Issue
10
Pages
2071-2085
Date Issued
2011
Author(s)
Wang, C.-Y.
Abstract
Abstract The crucial impact of work–family issues on employee's well-being has been recognized and responded with a variety of research in field of organizational behavior. However, few studies examine the impact of how work–family practices affect productivity at firm-level. Following the research stream of strategic human resource management, we proposed that work–family may form the norm of reciprocity, which is a more sophisticated and more critical, internal social-structure component to enable organizational performance. We also examine the contingent effect, work–team structure – on the extent to which the work–family practices are appreciated by employees – and then create complementarities. We conduct a longitudinal study and utilize a data set of 204 Taiwanese public-traded firms to test our hypotheses. The results show that, contrary to our prediction, utilizing work–family practices does not have a significant positive impact on organizational productivity. However, the most important finding of this study is that there are synergies between work–family practices and work–team design on organizational productivity. Work–team design is an important situation in which the returns of work–family practices can be enhanced. Keywords: norm of reciprocityorganizational productivitystrategic human resource managementwork–family practiceswork–team design Acknowledgement This study is partially supported by the grant from National Science Council of Taiwan (NSC 97-2410-H-008-007).
SDGs
Type
journal article