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Lessons from the office: The organi...

Hulbert, Melanie A.

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Lessons from the office: The organizational implementation of work-family policies.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Lessons from the office: The organizational implementation of work-family policies./
Author:	Hulbert, Melanie A.
Description:	265 p.
Notes:	Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0366.
Contained By:	Dissertation Abstracts International66-01A.
Subject:	Sociology, Industrial and Labor Relations. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3159695
ISBN:	0496926535

Lessons from the office: The organizational implementation of work-family policies.
Hulbert, Melanie A.

Lessons from the office: The organizational implementation of work-family policies. - 265 p.

Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0366.

Thesis (Ph.D.)--State University of New York at Albany, 2005.

In recent years, analysts have begun to recognize the institutional, legal, organizational, and social forces that have influenced employers' responses to the family caregiving needs of their employees (Glass and Estes, 1997; Glass and Fujimoto, 1995; Fried, 1998). Although the existing literature on work-family policies reveals a great deal regarding how these policies are experienced on an individual level, very little research has yet to look at the decisions behind work-family policies and the implementation of such policies.

ISBN: 0496926535Subjects--Topical Terms:

1017858
Sociology, Industrial and Labor Relations.

Lessons from the office: The organizational implementation of work-family policies.
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245 1 0 $a Lessons from the office: The organizational implementation of work-family policies.
300 $a 265 p.
500 $a Source: Dissertation Abstracts International, Volume: 66-01, Section: A, page: 0366.
500 $a Chairperson: Richard Hall.
502 $a Thesis (Ph.D.)--State University of New York at Albany, 2005.
520 $a In recent years, analysts have begun to recognize the institutional, legal, organizational, and social forces that have influenced employers' responses to the family caregiving needs of their employees (Glass and Estes, 1997; Glass and Fujimoto, 1995; Fried, 1998). Although the existing literature on work-family policies reveals a great deal regarding how these policies are experienced on an individual level, very little research has yet to look at the decisions behind work-family policies and the implementation of such policies.
520 $a The purpose of this study is to explore the factors that may influence organizational decision makers to implement work-family policies by examining the institutional and cultural environments in which they exist. Specifically, this research focuses on the stories of 40 northeast human resource managers and business leaders as they describe the process of work-family policy implementation. How human resource managers turn policies into "realities" and their perceptions of the use and effectiveness of their policies is central to this research. Also, this research examines how these individuals perceive the effect that workplace culture and gendered stereotypes have on the implementation process. Through in-depth qualitative interviews with local human resource managers, I analyze how local organizations have responded to the changes in the current labor market, how human resource managers think about the different ways in which gender stereotypes may or may not influence the implementation process and the link between organizational culture and internal implementation practices.
520 $a I argue that both social relationships and mimetic forces appear to be present in the process of implementation and that work-family policies are dealt with in very different ways in organizations. I find that gendered assumptions seem to permeate the lives of these managers and that many organizational actors are slow to change their thoughts on the roles of men and women both at work and in the home. Finally, I suggest that work-family practices require supervisor or managerial support to become commonplace practices and that once managers and supervisors come from the ranks of employees who have used such policies that successful policy use could occur.
590 $a School code: 0668.
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
650 4 $a Sociology, Individual and Family Studies. $3 626655
650 4 $a Sociology, Public and Social Welfare. $3 1017909
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710 2 0 $a State University of New York at Albany. $3 769258
773 0 $t Dissertation Abstracts International $g 66-01A.
790 1 0 $a Hall, Richard, $e advisor
790 $a 0668
791 $a Ph.D.
792 $a 2005
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3159695