Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Introduction
- Part I Describing different work–life policies, policy development, and pitfalls
- Part II Policy design, implementation, and deployment
- 6 Stages in the implementation of work–life policies
- 7 Policy deployment across borders: a framework for work–life initiatives in multinational enterprises
- Part III Cultural change
- List of website references
- Index of subjects
- Index of authors
- References
6 - Stages in the implementation of work–life policies
from Part II - Policy design, implementation, and deployment
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Introduction
- Part I Describing different work–life policies, policy development, and pitfalls
- Part II Policy design, implementation, and deployment
- 6 Stages in the implementation of work–life policies
- 7 Policy deployment across borders: a framework for work–life initiatives in multinational enterprises
- Part III Cultural change
- List of website references
- Index of subjects
- Index of authors
- References
Summary
“There is nothing more difficult and dangerous, or more doubtful of success, than an attempt to introduce a new order of things in any state. For the innovator has for enemies all those who derived advantages from the old order of things while those who expect to be benefited by the new institutions will be but lukewarm defenders.”
Niccolò Machiavelli – The PrinceManagers in firms that decide to develop work–life programs are confronted with four major decisions: the adoption decision, the design decision, the organizational implementation decision, and the individual allowance decision (Poelmans & Sahibzada, 2004). In Chapter 2 we addressed the adoption and design decision. This chapter seeks to consider the how, not the what or why, of developing a work–life program in the firm. We will focus on to what extent and how work–life programs are implemented and apply in general (implementation), and in specific cases (allowance), in order to have a real impact on the reduction of conflicts between responsibilities at work, in the family, and on personal life, while improving the bottom line. Questions we will address are: how to identify a realistic path for development; where to begin when introducing initiatives; and what factors to take into account in order to optimize the efficiency of the implementation and allowance decision processes in the firm.
There is no one “right” solution or path to improvement: the route to achieving excellence in work–life harmony must be appropriate to an organization's current standing.
- Type
- Chapter
- Information
- Harmonizing Work, Family, and Personal LifeFrom Policy to Practice, pp. 133 - 165Publisher: Cambridge University PressPrint publication year: 2008
References
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