¿Por qué es necesario un sistema de conciliación de la vida profesional y personal fuerte?
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Publicado
27-11-2020
Susana Pasamar
Resumen
Objetivo. Este trabajo describe el concepto de fortaleza del sistema de conciliación de la vida profesional y personal como una nueva y más avanzada forma de implicación de las empresas en temas de conciliación, lo que conduciría a una mayor relación con resultados positivos como resultados, compromiso o satisfacción.Diseño/metodología/enfoque. Desde un punto de vista teórico, y siguiendo el marco de fortaleza de los sistemas propuesto por Bowen y Ostroff (2004; 2016), se describen todas las características de un sistema de conciliación de la vida profesional y personal fuerte.Resultados. La oferta de prácticas específicas no es suficiente, se requiere un sistema de conciliación fuerte. La fortaleza del sistema, que se refiere al proceso, permite a la empresa enviar un mensaje consistente sobre el contenido de las prácticas. La motivación, actitudes y comportamientos de los empleados hacia la conciliación dependen en gran medida de cómo interpretan las señales que reciben de la empresa, según se haya implementado el sistema de conciliación.Implicaciones prácticas. Tanto profesionales como futuras investigaciones deben prestar más atención al proceso de implementación y no solo al diseño de prácticas de conciliación, para no perder todos los posibles resultados positivos derivados de la conciliación tanto para empleados como para empresas.Originalidad/valor. Este trabajo supone un primer paso para una mayor comprensión de la importancia del proceso de implementación de un sistema de conciliación de la vida profesional y personal, y para una mayor contribución a resultados positivos.
Cómo citar
Pasamar, S. (2020). ¿Por qué es necesario un sistema de conciliación de la vida profesional y personal fuerte?. Cuadernos De Gestión, 20(3), 99–107. https://doi.org/10.5295/cdg.180903sp
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Keywords
Conciliación de la vida profesional y personal, resultados, proceso de implementación
References
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Bardoel, E.A., 2003. The provision of formal and informal work-family practices: The relative importance of institutional and resource dependent explanations versus managerial explanations. Women in Management Review,18(1/2), 7-21
Barringer, M. and Milkovich, G., 1998. A Theoretical Exploration of the Adoption and Design of Flexible Benefit Plans: A Case of Human Resource Innovation. Academy of Management Review, 23, 305-324.
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Carrasquer, P. and Martín, A., 2005. La política de conciliación de la vida laboral y familiar en la negociación colectiva. Un aspecto de la estrategia europea de empleo. Cuadernos de relaciones laborales, 23,1, 131-150
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Evans, W., R., and Davis, W.D., 2005. High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31, 758-775.
Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G. and Frink, D. D., 1999. Human resource management: Some new directions. Journal of Management, 25, 385-415.
Gajendran, R. S. and Harrison, D. A., 2007. The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524-1541.
García Carbonell, N., Martín-Alcazar, F. and Sánchez Gardey, G., 2014. El papel moderador de la percepción del sistema de dirección de recursos humanos y su influencia en los resultados organizativos. Revista Europea de Dirección y Economía de la Empresa, 23, 137-146
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Goodstein, J., 1995. Employer involvement in eldercare: An organizational adaptation. Academy of Management Journal, 38(6), 1657-1671.
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Hyman, J., Baldry, C. Scholarios, D. and Bunzel, D., 2003. Work-life imbalance in call centres and software development. British Journal of Industrial Relations, 41(2), 215-239
Iberdrola, 2019. https://www.iberdrola.com/personas-iberdrola/conciliacion
James, A., 2011. Work-life (im)‘balance’ and its consequences for everyday learning and innovation in the New Economy: evidence from the Irish IT sector. Gender, Place and Culture: A Journal of Feminist Geography, 18(5), 655-684.
James, A., 2014. Work-life ‘balance’, recession and the gendered limits to learning and innovation (or, why it pays employers to care). Gender, Work and Organization, 21(3), 273-294.
Kasper, H., Meyer, M. and Schmidt, A., 2005. Managers dealing with work‐family‐conflict: an explorative analysis. Journal of Managerial Psychology, 20(5), 440-461.
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Bowen, D. and Ostroff, C., 2004. Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM. The Academy of Management Review, 29(2), 203-221.
Bowen, D. and Ostroff, C., 2016. Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength? Academy of Management Review, 41(2), 196-214.
Brandt, B. and Kvande, E., 2002. Reflexive fathers: Negotiating Parental Leave and Working Life. Gender, Work and Organization, 9(2), 186-203.
Breaugh, J. A., and Frye, N. K., 2008. Work-family conflict: The importance of family-friendly employment practices and family-supportive supervisors. Journal of Business and Psychology, 22(4), 345–353
Budd, J.W. and Mumford, K.A., 2006. Family-friendly work practices in Britain: availability and perceived accessibility. Human Resource Management, 45(1), 23-42
Carrasquer, P. and Martín, A., 2005. La política de conciliación de la vida laboral y familiar en la negociación colectiva. Un aspecto de la estrategia europea de empleo. Cuadernos de relaciones laborales, 23,1, 131-150
Carlson, D. S., Grzywacz, J. G. and Kacmar, K. M., 2010. The relationship of schedule flexibility and outcomes via the work-family interface. Journal of Managerial Psychology, 25(4), 330-355. https://doi.org/10.1108/02683941011035278
Cegarra-Leiva, D., Sánchez-Vidal, M. E. and Cegarra-Navarro, J., 2012. Understanding the link between work life balance practices and organisational outcomes in SMEs. Personnel Review, 41(3), 359-379
Cegarra-Navarro, J. G., Sánchez-Vidal, M.E. and Cegarra-Leiva, D. 2016. Linking Unlearning with Work–Life Balance: An Initial Empirical Investigation into SMEs. Journal of Small Business Management, 54(1), 373-391
Clifton, T.J. and Shepard, E., 2004. Work and family programs and productivity: Estimates applying a production function model. International Journal of Manpower, 25 (7/8), 714-728.
Christensen, K.E., and Staines, G., 1990. Flextime: A Viable Solution to Work/Family Conflict? Journal of Family Issues, 4, 455-477.
Cropanzano, R. and Greenberg, J., 1997. Progress in Organizational Justice: Tunnelling Through The Maze. In Cooper, C.L. and Robertson, I.T. (Eds.) International Review of Industrial and Organizational Psychology, vol. 12, 243-298. Chichester: Wiley.
Dalton, D.R., and Mesch, D.J., 1991. On the Extent and Reduction of Avoidable Absenteeism: An Assessment of Absence Policy Provisions. Journal of Applied Psychology, 76, 810-817.
Darcy, C., McCarthy, A., Hill, J. and Grady, G., 2012. Work-life balance: One size fits all? An exploratory analysis of the differential effects of career stage. European Management Journal, 30(2), 111-120.
De Hauw, S. and De Vos, A., 2010. Millenials’ Carreer Perspective and Psycologycal contract expetactions: Does the recesión lead to lowered expectations? Journal of Business Psycology, 25, 293-302
Delmotte, J., De Winne, S. and Sels, L., 2012. Toward an assessment of perceived HRM system strength: scale development and validation. The International Journal of Human Resource Management, 23(7), 1481-1506.
De Luis, M.P., Martínez, Á., Pérez, M. and Vela, M.J., 2002. La flexibilidad de la empresa y la conciliación de la vida laboral y familiar, Boletín Económico del ICE, 2741, 37-50.
Den Hartog, D.N., Boselie, P. and Paauwe, J., 2004. Performance management. Amodel and research agenda. Applied Psycologue, 53(4), 556-569
Eikhof, D.R.; Warhurst, C. and Haunschild, A., 2007. Introduction: What work? What life? What balance? Critical reflections on the worklife balance debate. Employee Relations, 29(4), 325-333, https://doi.org/10.1108/01425450710839452
Evans, W.A., 1994. Approaches to intelligent information retrieval. Information processing and management, 7 (2), 147-168.
Evans, W., R., and Davis, W.D., 2005. High-performance work systems and organizational performance: The mediating role of internal social structure. Journal of Management, 31, 758-775.
Ferris, G. R., Hochwarter, W. A., Buckley, M. R., Harrell-Cook, G. and Frink, D. D., 1999. Human resource management: Some new directions. Journal of Management, 25, 385-415.
Gajendran, R. S. and Harrison, D. A., 2007. The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92(6), 1524-1541.
García Carbonell, N., Martín-Alcazar, F. and Sánchez Gardey, G., 2014. El papel moderador de la percepción del sistema de dirección de recursos humanos y su influencia en los resultados organizativos. Revista Europea de Dirección y Economía de la Empresa, 23, 137-146
Goff, S.J., Mount, M.K. and Jamison, R.L., 1990. Employer supported child care, work-family conflict, and absenteeism: a field study. Personnel Psychology, 43(4), 793-810.
Goodstein, J., 1995. Employer involvement in eldercare: An organizational adaptation. Academy of Management Journal, 38(6), 1657-1671.
Greenberg J., 1996. The quest for justice on the job: Essays and experiments. Thousand Oaks, CA: Sage.
Hyman, J., Baldry, C. Scholarios, D. and Bunzel, D., 2003. Work-life imbalance in call centres and software development. British Journal of Industrial Relations, 41(2), 215-239
Iberdrola, 2019. https://www.iberdrola.com/personas-iberdrola/conciliacion
James, A., 2011. Work-life (im)‘balance’ and its consequences for everyday learning and innovation in the New Economy: evidence from the Irish IT sector. Gender, Place and Culture: A Journal of Feminist Geography, 18(5), 655-684.
James, A., 2014. Work-life ‘balance’, recession and the gendered limits to learning and innovation (or, why it pays employers to care). Gender, Work and Organization, 21(3), 273-294.
Kasper, H., Meyer, M. and Schmidt, A., 2005. Managers dealing with work‐family‐conflict: an explorative analysis. Journal of Managerial Psychology, 20(5), 440-461.
Kelly, E. L., Kossek, E. E., Hammer, L. B., Durham, M., Bray, J., Chermack, K. and Murphy, L. A., 2008. Getting There from Here: Research on the Effects of Work-Family Initiatives on Work-Family Conflict and Business Outcomes. The Academy Of Management Annals, 2(7), 305-339.
Kepes, S., and Delery, J. E., 2007. HRM systems and the problem of internal fit. In P. Boxall. J. Purcell, and P. M. Wright (Eds.), The Oxfordhandbook of human resource management. Oxford University Press.
Kodz, J., Harper, H. and Dench, S., 2002. Work-life balance: Beyond the rhetoric. Institute for Employment Studies Report 384. London: IES.
Konrad, A. M. and Mangel, R., 2000. The impact of work-life programs on firm productivity. Strategic Management Journal, 21(12), 1225-1237.
Kopelman, R., Prottas, D. J., Thompson, C. A. and Jahn, E.W., 2006. A Multilevel Examination of Work-Life Practices: Is More Always Better? Journal of Managerial Issues, 18(2), 232-253,
Kossek, E. E., Baltes, B. B. and Matthews, R. A., 2011. How work-family research can finally have an impact in organizations. Industrial and Organizational Psychology: Perspectives on Science and Practice, 4, 352-369.
Kossek, E., Pichler, S., Bodner, T. and Hammer, L., 2011. Workplace social support and work-family conflict: a meta-analysis clarifying the influence of general and work-family specific supervisor and organizational support. Personnel Psychology, 64(2), 289-313.
Kvande, E., 2009. Work-life balance for fathers in globalized knowledge work. Some insights from the Norwegian context. Gender, work and organization,16(1), 58-72
Lee, M. D., MacDermid, S., Williams, M., Buck, M. and Leiba-O’Sullivan, S., 2002. Contextual factors in the success of reduced-load work arrangements among managers and professionals. Human Resource Management, 41, 209-223.
León, P., 2014. La felicidad de trabajar de ocho a tres. http://politica.elpais.com/politica/2014/12/26/actualidad/1419616033_794119.html.
Lewis, S., Kagan, C. and Heaton, P., 2000. Managing work-family diversity for parents of disabled children: beyond policy to practice and partnership. Personnel Review, 29(3), 417-430.
Lewis, S., Rapaport, R. and Gambles, R., 2003. Reflections on the integration of paid work with the rest of the life. Journal of Managerial Psychology. 18(8), 824-841
Liu, N. and Wang C., 2011. Searching for a balance: work-family practices, work-team design, and organizational performance. International Journal of Human Resource Management, 22(10), 2071-2085
Martin, J. and Siehl, C. J., 1983. Organizational customer and counterculture: An uneasy symbiosis. Organizational Dynamics, 12(2), 52-64.
McDonald, P., Brown, K. and Bradley, L., 2005. Explanations for the provision-utilisation gap in work-life policy. Women in Management Review, 20(1), 37-55.
McDonald, P., Pini, B. and Bradley, L., 2007. Freedom or fallout in local government? How work-life culture impacts employees using flexible work practices. International Journal of Human Resource Management, 18, 602-622
McLean, M., 2006. Evaluating the Importance and Performance of the Human Resources Function: An Examination of a Medium Sized Scottish Retailer. Journal of Retailing and Consumer Services, 13, 143-156.
Mitsuhasi, H., Park, H.J., Wright, P.M. and Chua, R.S., 2000. Line and HR Executives’ Receptions of HR Effectiveness in Firms in the People’s Republic of China. The International Journal of Human Resource Management, 11, 197-216.
Ostroff, C., 1995. SHRM/CCH Survey. Human Resources management: Ideas and Trend in Personnel. Chicago: Commerce Clearing House.
Pasamar, S., 2015, Availability and use of Work-life benefits. What’s in between? Personnel Review 44(6), 949-969
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