2003 Research Quarterly

Work/Life Balance
Challenges and Solutions
Nancy R. Lockwood

HR ContentExpert

SHRM Research
S OC IETYFO R

H U M AN

RESOURCE

M AN AG E M E N T


oy-ers and
2003
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employees
rch Quarterly

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bs
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In
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g
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pl

consciousness.
In todays fastpaced society,
human resource
professionals
seek options to
positively impact
the bottom line of
their companies,
improve
employee
morale, retain
employees with
valu-able
company
knowledge, and
keep pace with
workplace
trends. This
article provides
human resource
profes-sionals
with an historical
perspective, data
and possible
solutionsfor
organizations
and employees
aliketo
work/life
balance. Three
factorsglobal
competition,
personal
lives/family
values, and an
aging workforce
present
challenges that
exacerbate
work/life
balance. This
article offers the
perspective that
human resource
professionals
can assist their
companies to
capitalize on
these factors by
using work/life
initiatives to gain
a competitive
advantage in the
marketplace.

e
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h serious
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e competiti e
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ay
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s family
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2003 SHRMResearch Quarterly

The meaning of work/life

balance has chameleon
characteristics. It means
different things to different
groups, and the meaning
often depends on the context of the conversation and
the speakers viewpoint. The
following are working
definitions of terms used
regarding work/life balance;
some definitions overlap and
some are continuing to
evolve.

Work/family: a term

more frequently used in

the past than today. The
current trend is to use
titles that include the
phrase work/life, giving a
broader
work/life
connotation or labeling
referring
to
spe-cific
areas of support (e.g.,
quality of life, flexible
work options, life balance,
etc.)

Work/family
conflict: the push and
pull between work
and
family
responsibilities.

Work/life

balance
from
the
employee
viewpoint:
the
dilemma
of
managing
work
obligations
and
personal/family
responsibilities.

Work/life balance
from the employer
viewpoint: the
challenge of creating a
supportive company
culture where
employees can focus
on their jobs while at
work.

Family-friendly

benefits: benefits that

offer employ-ees the

latitude to
address their
personal and
family
commitments,
while at the
same time not
compromising
their work
responsibilities.

Work/life
programs:
programs
(often financial
or time-related)
established by
an employer
that offer
employees
options to
address work
and personal
responsibilities
.

Work/life
initiatives:
policies and
procedures
established by
an
organization
with the goal
to enable
employees to
get their jobs
done and at
the same time
provide
flexibility to
handle
personal/family
concerns.

Work/fam
ily culture: the
extent to which
an organizations culture
acknowledges
and respects
the family
responsibilities
and obligations
of its
employees and
encourages
management
and employees

to work
together to
meet their
person-al and
work needs.

3 Swift, L. (2002).
Work-life balance
important in relief
world, too.
Reuters AlertNet.
Retrieved January
30, 2003, from
http://www
.alertnet.org/thefacts/relief
sources
4 Parasuraman, S., &
Greenhaus, J. H.
(2002). Toward
reducing some critical
gaps in work-family
research. Human
Resource Management
Review, 12, 3, 299-312.

Personal Lives and

Family Values
to the Forefront

family time at
the top of their
work/life
priorities.

In a
2001 study by
Rutgers
University and
the University
of
Connecticut,
90% of
working
adults said
they are
concerned
they do not
spend enough
time with their
families.

The American work ethic

remains intact, yet in recent
years personal and family
lives have become critical
values that Americans are
less willing to put on hold, put
aside, or ignore, for the sake
of work. Over time, the
American workforce has
begun to change course from
being willing to spend every
hour working to learning to
manage the complexities of
modern living. In addition, the
impact of the terrorist attacks
The Changing
of September 11 has led
Face of Family
many people to re-evaluate
their lives and consider the
With the growing
meaning of work.
diversity of family
Consequently,
structures repreAmericans are looking for
sented
in
the
options that allow for both a workforce in the
personal and family life,
new millennium, it
and many seek ways to
is important that
have it all. As a result, the
human resource
U.S. management
professionals
philosophy that expects
better understand
employees to put work first, the interface of
ahead of personal lives and work and family
family commitments, is
relation-ships and
becoming less accepted.
the
resulting
impact
in
the
1
In a 2001 survey workplace.
conducted by the
Research by
Radcliff Public Policy Parasuraman and
Center, 82% of men
Greenhaus (2002)
and 85% of women
documented that

ages 20 to 39 placed

segments of the
workforce may be
subject to unique
work/family
pressures, yet often
have few sources of
support.4 The
under-representation of these groups
of individuals with
potentially dif-ficult
types of work/family
pressures
represents a major
gap in work/family
research and
employers
understanding of
their needs.
Typically, studies
have focused on
employed men and
women who are
mar-ried or living
with a partner or
those with children.
Omitted from
research are singleearner mothers and
fathers, single and
childless
employees with
exten-sive
responsibility for
eldercare, blended
families with
children from both
partners prior
marriages, families
with shared custody
of children, and
grandparents
raising their
grandchildren.

Work/Life Balance: Challenges and Solutions


2003 Research
SHRM Quarterly
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t
u
d
y
b
y
t
h
e
W
o
r
k
I
n
s
ti
t
u
t
e
o
f
A
m
e
ri
c
a
p
o
i
n
t

s
o
ut
th
at
e
m
pl
o
y
e
edr
iv
e
n
s
ol
ut
io
n
s
h
el
p
re
d
u
c
e
o
v
er
ti
m
e,
st
re
s
s,
a
n
d
w
or
kl
o
a
d
s,
a
n
d
in
cr
e
a
s
e
fl
e
xi
bi
lit

y
a
n
d

stres
s
can
rapid
ly
f lead
a to
m low
il empl
y oyee
a mora
n le,
d poor
prod
l uctivi
e ty,
i and
s decr
u easi
r ng
e job
satisf
ti actio
m n.
e Som
. e of
the
Scie
speci
ntist
fic
s
sym
agre
ptom
e
s
that
that
in
relat
mod
e
erate
direc
amo
tly to
unts
prod
stres
uctiv
s
-ity
can
in
be
the
beni
work
gn,
envir
even
onm
bene
ent
ficial,
are
and
abus
most
e of
peop
sick
le
time,
are
chea
equi
ting,
pped
chro
to
nic
deal
abse
with
nteei
it.
sm,
How
distr
ever,
ust,
incre
emb
asin
ezzle
g
level
ment
s of

,
orga
nizati
onal
sabo
tage,
tardi
ness
,
task
avoi
dance
, and
viole
nce
in
the
work
plac
e.
Othe
r
serio
us
reper
cussi
ons
are
depr
essio
n,
alco
hol
and
drug
abus
e,
marit
al
and
finan
cial
probl
ems,
com
pulsi
ve
eatin
g
disor
ders,
and
empl
oyee
burn
out.
Dr.
Bruc
e S.
McE
wen,
direc
tor of

th contr de a
e ollin myria
ne g
d of
ur boss servi
oe es, ces,
nd two- from
oc care drug
rin er
and
ol marri alcoh
og ages ol
y , six- abus
la mile e
bo traffi coun
rat c
selin
or jams g to
y , and addr
at rude essin
R sale g
oc scler famil
ke ks y and
fel were marri
ler simp age
U ly
probl
ni not
ems,
ve part
finan
rsi of
cial
ty, the
and
ha plan.
legal
7
s
diffibe E
cultie
en mplo
s,
st yee
and
ud Assis
stres
yi tanc
sng e
relat
str Prog
ed
es rams
probl
s (EAP
ems.
for s),
In
m offer
or ed additi
e by on, in
th man line
with
an y
thr empl the
ee oyer times
and
de s,
ca are the
incre
de
an
asing
s.
excel
stres
As
lent
s
he
reso
level
no
urce
s in
te
for
our
s,
empl
socie
bl
oyty, a
ari
ees
new
ng
unde
profe
ca
r
ssion
r
stres
al
has
s.
ar
emer
EAP
m
ged:
s
s,
work/
provi

life
5
Frie
dm
an,
S.
D.,
&
Gre
enh
aus
, J.
H.
(20
00).
Wo
rk
and
fam
ily

Alli
es
or
ene
mie
s?
Wh
at
hap
pen
s
wh
en
bus
ine
ss
prof
ess
ion
als
con
fron
t
life
cho
ice
s.
Ne
w
Yor
k:
Oxf
ord
Uni
ver
sity
Pre
ss.

Ibid.

The
hea
vy
cost
of
chro
nic
stre
ss.
(200
2).
Ne
w
Yor
k
Tim
es.
Retr
ieve
d
Dec
emb
er
17,
200
2,
from
http:
//ww
w.ny
time
s.co
m/2
002/
12/1
7 /
heal
th/p
syc
holo
gy/1
7ST
RE.
html

4 e
Bal
Wor
anc
k/Lif
e:

Cha Solut
llen ions
ges
and


2003 SHRMResearch Quarterly

environments.

The Employers
Perspective:
Sources: EAPs
and/or Eldercare Return on
Investment
(ROI)
U.S. Department of Health
and
Human
Services/Employee
Assistance
Programs:
http://www.health.org/../workpl
ace
/fedagencies/employee_assist
ance_programs.aspx

Society for Human

Resource Management:
http://www.shrm.org/surv
eys
Employee Assistance
Professionals
Association:
http://www.eapassn.org
The Online EAP Directory:
http://www.eap-sap.com/eap/

Elder Focus:
http://www.edlerfocus.co
m
Labor Project for
Working Families:
http://violet.berkeley.
edu/~iir/workfam/ho
me.html

An employers
commitment to
work/life initiatives
is influenced by the
perception of
whether or not such
initiatives have a
positive return on
investment. In
recent years,
employers
increasingly realize
that the quality of an
employees
personal and family
life impacts work
quality and that
there are concrete
busi-ness reasons
to promote work
and family
integration.

Diversity and
Work/Life Balance

While some
companies may
view diversity and
professionals. The concept
work/life balance as
of work/life professionals
separate functions,
originally developed as an
the business case
extension of wellness profor managing
grams (established as early
diversity is, in large
as 1933) and EAPs (created
part, the same for
in the 1940s). The Alliance
work/life balance.
for Work/Life Progress
Both diversity and
(http://www.awlp.org), the
work/life initiatives
national associa-tion for
promote employee
work/life professionals, leads
commitment,
and promotes work/life
improve productivity,
initiatives in business,
lower turnover,
academia, and the public
result in fewer
sector to support a healthier
employee relations
work/life balance between
challenges, and
work, personal, and family
decrease the
life.
Work/life
programs likelihood of
unethical business
represent
a
largely
practices.
untapped
workplace
solution that have the
8 Fineman, M. (1999).
potential to signifi-cantly Why diversity
professionals should
address stressful work care about work/life

balance. Mosaics, 5, 6,
6-7.
9 Reynolds, H. B. (1999).
Work/life initiatives require
cultural readiness.
Employee Benefit Plan
Review, 54, 6, 25-26.

10
11

Ibid.

Parus,
B.
(2000). Measuring the
ROI
of
work/life
programs.
Workspan, 43, 9, 50-54.

formal as using an
employee survey
assessment or as
Diversity and work/life
simple as a
initiatives can be found at the thoughtful judgment
core of the new social
made by the
organization. The
contract being negotiated
following provides
between employers and
employees. The basic out- food for thought
line of the social contract, as regarding whether
an organization is
it has emerged during the
past several years, calls for ready to begin
workers to commit their best work/life initiatives.
contributions and greatest
As with most
energies to the job in return change initiatives,
work/life programs
for interesting work,
require support
respectful treatment,
developmental opportunities, from senior
management. In
and an environment that
responds to individual needs. addition, for the
work environment
Where those provisions
conflict (e.g., the degree of to be ready for
work/life ben-efits,
commitment and energy
it is helpful to have
expected by employers
versus the flexibility required a corporate
by employees), the expertise culture that
encourages
of both diversity manageemployees to look
ment and work/life
professionals will be critical to at business in an
entirely different
find win-win solutions.8

Is Your Organization
Culture-Ready for
Work/Life Initiatives?
A common thread that
links the reasons

way and supports

and accepts
employees as
individuals with
priorities beyond
the workplace.10

Life cycles are

another
unused is organizational
consideration.
culture.9
People need
Before establishing work/life different things at
initiatives, it is important to
different times of
know if the organizations
their lives,
culture is open and ready to explains Sandra
support work/life programs. Burud, Ph.D.,
The path to determin-ing
principal of Bright
culture readiness may be as Horizons Family
work/life benefits go

Solutions,
discussing the
business strategy
of work/life
initiatives. In the
factory days,
everything was
standardized and
synchronized
thats when the
original benefits
package was
designed. It
doesnt fit
anymore, states
Burud.
Furthermore, she
continues,
employers are
realizing that work
should be
intrinsically
interesting and
satisfy-ing to
employees, and
these are the folks
who produce the
best work. The
managers job is to
get out of the way.
The move from
extrinsic rewards to
intrinsic rewards
has an impact on
work/life
initiatives.11
One of the
challenges of
work/life initiatives
from both the
employer and the
employee
viewpointis
equitability, which
has been cited as a
major concern

Work/Life Balance: Challenges and Solutions


2003 Research
SHRM Quarterly
e

p
r
re o
ga g
rdi r
ng a
wo m
rk/ s
life
init a
iati n
ve d
s.
2

W
he
n
or
ga
niz
ati
on
s
ar
e
es
ta
bli
shi
ng
wo
rk/
life
pr
og
ra
m
s,
it
is
im
po
rta
nt
to
co
nsi
de
r
th
e
pu
rp
os
e
of
th

w
h
o
m
t
h
e
y
s
e
r
v
e
.
F
o
r
e
x
a
m
p
l
e
,
d
o
t
h
e
w
o
r
k
/
l
i
f
e

p
r
o
g
r
a
m
s

y
e
e
s

s
e
r
v
e

a
r
e

a
l
l
e
m
p
l
o
y
e
e
s
o
r
a
r
e
t
h
e
y
a
i
m
e
d
t
o
w
a
r
d
e
m
p
l
o

w
h
o

p
a
r
e
n
t
s
o
r
w
h
o
a
r
e
d
e
a
l
i
n
g
w
i
t
h
t
h
e
i
r
e
l
d
e
r
l
y

pa
re
nt
s?
no
th
er
as
pe
ct
of
jud
gin
g
or
ga
niz
ati
on
al
re
adi
ne
ss
for
wo
rk/l
ife
pr
og
ra
ms
is
th
e
e
m
plo
ye
es
vie
w
of
pe
rcei
ve
d
su
pp
ort
of
th
e
or
ga
niz
ati
on
.
Th
e
19

9
9
s
t
u
d
y
b
y
T
h
o
m
p
s
o
n
,
B
e
a
u
v
a
i
s
,
a
n
d
L
y
n
e
s
s
a
t
t
h
e
C
i
t
y
U
n
i
v
e
r
s
i
t
y
o

f
N
e
w
Y
o
r
k
a
n
d
U
n
i
v
e
r
s
i
t
y
o
f
R
h
o
d
e
I
s
l
a
n
d
c
o
n
s
i
d
e
r
e
d
t
h
e
l
i
n
k
s
b

e
t
w
e
e
n
a
n
o
r
g
a
n
i
z
a
t
i
o
n

s
w
o
r
k
/
f
a
m
i
l
y
c
u
l
t
u
r
e
,
t
h
e
e
x
t
e
n
t
t
o
w
h
i
c
h

e
m
plo
ye
es
us
ed
wo
rk/l
ife
be
ne
fits
,
th
e
ext
en
t
of
wo
rk/
fa
mil
y
co
nflic
t,
an
d
th
e
e
m
plo
ye
es
int
en
tio
n
to
sta
y
wit
h
th
eir
co
m
pa
ny.
13

To
de
ter
mi
ne
th
e
cul
tur
e

r
e
a
d
i
n
e
s
s
o
f
a
n
o
r
g
a
n
i
z
a
t
i
o
n
f
o
r
w
o
r
k
/
l
i
f
e
i
n
i
t
i
a
t
i
v
e
s
,
t
h
e
r
e
s
e
a
r
c

h
e
r
s
d
e
v
e
l
o
p
e
d
a
s
e
r
i
e
s
o
f
q
u
e
s
t
i
o
n
s
t
o
m
e
a
s
u
r
e
s
u
p
p
o
r
t
i
v
e
w
o
r
k

/
l
i
f
e
c
u
l
t
u
r
e
,
a
d
d
r
e
s
s
i
n
g
p
e
r
c
e
i
v
e
d
m
a
n
a
g
e
r
i
a
l
s
u
p
p
o
r
t
,
n
e
g
a
t
i
v
e
c
a

re
er
co
ns
eq
ue
nc
es
for
de
vot
ing
tim
e
to
fa
mil
y
co
nc
er
ns,
an
d
or
ga
niz
ati
on
al
tim
e
de
m
an
ds
an
d
ex
pe
cta
tio
ns
th
at
int
erf
er
e
wit
h
fa
mil
y
re
sp
on
sib
iliti
es.
Th
e
stu
dy

r
e
v
e
a
l
e
d

i
t
m
e
n
t
,

t
h
a
t
m
o
r
e

l
e
s
s

w
o
r
k
/
f
a
m
i
l
y
b
e
n
e
f
i
t
s
t
r
a
n
s
l
a
t
e
d
t
o
g
r
e
a
t
e
r
c
o
m
m

w
o
r
k
/
f
a
m
i
l
y
c
o
n
f
l
i
c
t
,
a
n
d
l
e
s
s
i
n
t
e
n
t
i
o
n
t
o
l
e
a
v
e
.

I
n
t
e
r
e
s
t
i
n
g
l
y
,
t
h
e
s
t
u
d
y
r
e
s
u
l
t
s
c
o
n
f
i
r
m
e
d
a
n
e
c
d
o
t
a
l
e
v
i
d
e
n
c
e
t
h

at
a
su
pp
ort
ive
wo
rk/
fa
mil
y
cul
tur
e
is
clo
sel
y
rel
at
ed
to
wo
rk
atti
tu
de
s
an
d
pe
rc
eiv
ed
m
an
ag
eri
al
su
pp
ort
lin
ke
d
wit
h
les
s
int
en
tio
n
to
lea
ve
th
e
or
ga
niz
ati
on
.

C
o
m
m
u
n
i
c
a
t
i
o
n
i
s
K
e
y
C
o
m
m
u
n
i
c
a
t
i
o
n
a
b
o
u
t
w
o
r
k
/
l
i
f
e
p
r
o
g
r
a
m
s
i
s
e
s
s
e
n

t
i
a
l
.
A
l
t
h
o
u
g
h
a
n
o
r
g
a
n
i
z
a
t
i
o
n
m
a
y
o
f
f
e
r
a
r
i
c
h
m
e
n
u
o
f
w
o
r
k
/
l
i
f

e
b
e
n
e
f
i
t
s
,
t
h
e
d
e
s
i
r
e
d
e
f
f
e
c
t

y
i
e
l
d
i
n
g
p
o
s
i
t
i
v
e
b
u
s
i
n
e
s
s
r
e
s
u
l
t

is
unl
ike
ly
to
oc
cu
r if
e
m
plo
yee
s
do
no
t
kn
ow
ab
ou
t
th
e
pr
og
ra
ms
or
un
de
rst
an
d
th
e
m.
Hu
m
an
re
so
ur
ce
pr
of
es
sio
nal
s
sh
oul
d
co
nsi
de
r
fo
ur
crit
ica
l

q
u
e
s
t
i
o
n
s
:
1
)
d
o
e
s
t
h
e
c
o
m
p
a
n
y
c
u
l
t
u
r
e
t
r
u
l
y
s
u
p
p
o
r
t
w
o
r
k
/
l
i
f
e
b
e
n
e

f
i
t
s
;
2
)
d
o
e
s
t
h
e
m
a
n
a
g
e
m
e
n
t
p
h
i
l
o
s
o
p
h
y
,
s
t
a
r
t
i
n
g
w
i
t
h
s
e
n
i
o
r
m

a
n
a
g
e
m
e
n
t
,
s
i
n
c
e
r
e
l
y
e
n
d
o
r
s
e
w
o
r
k
/
l
i
f
e
b
e
n
e
f
i
t
s
;
3
)
d
o
m
a
n
a
g
e
r
s
a
n

d
su
pe
rvi
so
rs
un
de
rst
an
d
th
e
im
pa
ct
wo
rk/l
ife
bal
an
ce
ha
s
on
th
eir
wo
rkf
or
ce;
an
d
4)
ar
e
e
m
plo
ye
es
aw
ar
e
of
an
d
do
th
ey
un
de
rst
an
d
th
e
co
m
pa
ny
s
wo

r
k
/
l
i
f
e
p
r
o
g
r
a
m
s
?
f
a
c
o
m
p
a
n
y
a
l
r
e
a
d
y
o
f
f
e
r
s
w
o
r
k
/
l
i
f
e
b
e
n
e
f
i
t
s
,

t
h
e
n
e
x
t
s
t
e
p
m
a
y
b
e
t
o
r
e
p
a
c
k
a
g
e
a
n
d
r
e
c
o
m
m
u
n
i
c
a
t
e
t
h
e
m
s
o
e
m
p

l
o
y
e
e
s
s
e
e
h
o
w
t
h
e
s
e
b
e
n
e
f
i
t
s
o
f
f
e
r
w
a
y
s
t
o
m
a
n
a
g
e
w
o
r
k
/
f
a
m
i
l
y

co
lanc
at
e:
nfli
eg
Chal
y
ct.
leng
to
strat
In
es
se
e
ad
and
e
how
diti
Solu
if
on
tions com
it
mitt
,
su
de ed
pp
vel the
ort
opi orga
s
ng niza
th
tion
a
e
hu is to
co
emp
m
m
an loye
pa
e
ny
re
s
so nee
ds.
mi
ur
The
ss
ce
follo
io
s
wing
n.
str
are
at
sug 2
eg
gest Throu
y
gh
ions
th
qu
to
at
est
pro
is
mot
ion
cle
e
nai
arl
wor
re
y
k/life
s
int
prog
or
eg
ram
foc
rat s:
us
ed
gr
wit 1
ou
h
Re
ps,
v
th
fin
i
e
d
e
co
w
ou
m
t
pa
t
wh
ny
h
at
s
e
e
mi
m
ssi
h
plo
on
u
ye
wil
m
es
l
a
de
fe
n
m
el
r
on
ab
e
ou
s
t
o
wo
u
rk/l
r
ife
c
6
bal
e
W
an
s
or
ce.
k/

Lif
e
Ba

s
t 3
r Alig

e
positi
4
w
ve
Creat
o
empl
r e
oyer
k a
brand
/ wo ing,
l rk/ prom
i
life ote
f
aw being
e
an
ar
empl
i d
oyer
n pr
of
i og
choic
t ra
e,
i m
a usi foster
t ng organ
i no izational
v
nc citize
e
s as nship,
h
and
inc
supp
w
i en ort
t tiv divers
h es ity
ali initiati
H gn ves.
R ed Buil
wit ding
s
a
h
t
strat
r bu egic
a sin
busi
t es
nes
e s
s
g ob
cas
y jec
e for
tiv
( es wor
k/life
e
.
initia
.
g
tives
.
Ca requ
,
n ires
e W hard
m or data
p k/L doc
ife ume
l
o Init ntin
y iati g
e ve posi
s
r
be tive
resu
o M lts
ea
f
su on
re the
c
d? bala
h
nce
o Work
she
i /life
c initiat et.
e ives Tow
) creat ard

n .

this
end
,
ther
e
hav
e
bee
na
nu
mb
er
of
stu
die
s
ded
icat
ed
to
the
fina
nci
al
imp
act
of
wor
k/lif
e
pro
gra
ms
in
the
last
dec
ade
.
O
ne
such
stud
y
(199
7)
was
cond
ucte
d by
WFD
(formerl
y
Work
/Fam
ily
Direc
tions
)
with
rese
arch
focu

se mplo ability
d yees to
on who balan
wo used ce
rk/ the work
life com with
pr pany perso
og s
nal
ra work and
m /life family
s progr respo
wit ams nsibili
h were ties
a 45% was
nu more of
m likely great
be to
impor
r agre tance
of e
in
cli stron their
en gly decits that sion
(e. they to
g., will remai
Du go n with
Po the the
nt, extra comp
Jo mile any.1
hn and 5
so are
T
n least here
& likely are
Jo to
sev
hn feel eral
so over key
n, whel fact
Ho med ors
ec or to
hs burn be
t ed con
Ce out.1 side
la 4
red
ne Data in
se from mea
, Hoec suri
IB hst ng
M, Cela ROI
an nese of
d docu wor
ot k/life
he ment
prog
rs) ed
ram
. that
s:
At som
the
Du e
audi
Po 60%
enc
nt, of
e,
for thos
the
ex e
cult
a surv
ure,
m eyed
desi
pl repor
gnin
e, ted
g
e the
the

dat
a
coll
ecti
on
pro
ces
s,
inte
grat
ing
find
ing
s
and
ma
kin
g
proj
ecti
ons
,
and
ide
ntifyi
ng
the
co
mp
any
s
pri
mar
y
goa
ls.
For
ma
ny
org
anizati
ons
,
ho
wev
er,
qua
ntif
yin
g
the
dat
a
pre
sen
ts
the
gre
ate
st
cha

ll
e
n
g
e
.
T
h
e
b
e
s
t
p
l
a
c
e
t
o
s
t
a
rt
is
t
o

con
sid
er
five
key
are
as:
1)
em
plo
yee
tim
e
sav
ed;
2)
em
plo
yee
rete
ntio
n;
3)
incr
eas
ed

moti
vati
on
and

12
Ibid.

13
Thomp
son, C.
A.,
Beauvai
s, L. L.,
&
Lyness,
K. S.
(1999).
When
workfamily
benefits
are not
enough:
The
influenc
e of
workfamily
culture
on
benefit
utilizatio
n,
organiz
ational
attachm
ent, and
workfamily

conflict
.

Journ
al of
Vocati
onal
Behav
ior, 54,
392415.

14
Landa
uer
, J.
(19
97,
Jul
y).
Bot
to
mline
be
nef
its
of
wo
rk/li
fe
pro
gra
ms
.
HR
FOCU
S, 74,
7, 3-4.

15

Ibid.


2003 SHRMResearch Quarterly
16
company.

productivity; 4)
absenteeism; and 5)
decreased health care
costs and stress-related
illnesses.

Increased
Motivation and
Productivity

Research indicates
that company
commitment to
work/life initiatives
is closely aligned
Employee Time Saved
with employee
One of the most direct and motivation and
measurable financial bene- productivity. A study
fits of work/life initiatives is focusing on work,
the amount of time saved by well-being and
employees
by
using stress illustrates
assistance, such as an EAP, this link, finding that
to address and solve
45% of men and
personal problems. WFD
50% of women
con-ducted research with
would turn down a
clients across industries with promotion if the
300 employees and
new position would
documented that an average leave them with
of 17 hours per year were
less time for their
saved when employees used
personal or family
a consulting service that
life.17
provided counseling,
Absenteeism
referrals, and research in
Research has
areas such as parenting,
documented that
education, childcare,
work/life programs
adoption, and eldercare.
According to this research, a can reduce
absenteeism.
minimum of 80% of this
Johnson &
saved time would have
involved employees working Johnson found
on their personal problems that there was a
50% decline in
during the day, since most
assistance organi-zations are absenteeism
among employees
only open during regular
who used flexible
business hours.

Employee Retention

work options and

family leave
policies.18

The cost of employee

turnover and accompanying
loss of valuable company
16
Ibid.
knowledge can be
17
Gottlieg, B.
significant. Work/life
H., Kelloway, E. K., &
programs offer a solution to Barham, E. (1998).
Flexible work
retention woes. A prime
arrangements: Managing
the work-family boundary.
example is IBMs 1992
New York: John Wiley &
Sons.
workforce survey that
documented the highest 18
Landauer, J.
(1997, July). Bottomperformers are the most
line benefits of work/life
likely to consider their ability programs.
to balance work and per- HR FOCUS, 74, 7, 3-4.
sonal responsibilities in a
decision to stay with the
company. Employees
overall rated work-balance
issues as sixth of 16 factors
that keep them with the

Decreased
Health Care
Costs and
StressRelated
Illnesses
With increasing
company focus on
the high cost of
health care,
work/life programs
are becoming an
intel-ligent choice to
help lower the
number of health
care claims.
According to the
American Institute
on Stress, 1 million
workers are absent
due to stressrelated complaints,
and American firms
lose more than 5
million workdays
annually due to
illness, more than
half stress-related.
A 1992 study by
Northwestern
National Life
Insurance Co. found
that 72% of all
workers surveyed
experienced three
or more stressrelated illnesses
somewhat or very
often.19
The entire story
regarding work/life
programs,
however, cannot
be told strictly by
quantitative measurements. To
present a solid
argument for
work/life policies
and programs, the
positive yet hardto-measure factors
of work/life
initiatives
corporate

reputation, public relations,

improved community
relations, increased
employee loyalty, and
enhanced recruitment
should also be considered.

Family-Friendly
Benefits
Family-friendly firms
have a significant
impact on the lives
and careers of
business
professionals who
work in them.20
A review of more than 30
surveys regarding work/life
balance published from
1997 to 2003 reveals that
the number of employers
who offer family-friendly
benefits has dramatically
increased. According to the

19
20

Ibid.

21

S
ociety
for
Friedman, Human
S. D., & Greenhaus, J. Resource
Management
H. (2000). Work and
.
(2003).
familyAllies or
SHRM
enemies? What
2003
happens when
business professionals benefits
survey.
confront life choices.
Alexandria,
New York: Oxford
VA.
University Press.

SHRM 2003
Benefits Survey by
the Society

for Human
Resource
Management
(www.shrm.org
/surveys
available late June
2003), the
percentage of
employers offering
family-friendly
benefits continues
to increase.21 The
survey documents
that the top five
family-friendly
benefits offered
are:

Depend
ent
care
flexible
spending
accounts
(71%
of
the

respondents)
.

Flextime
(55%
of
respondents).

Family
leave above
required
leave of the
federal
Family and
Medical
Leave Act
(FMLA)
(39% of
respondents
).

Tel
ecommut
ing on a
part-time
basis
(34% of
responde
nts).

Compress Work/Life
ed
Today
workweeks
Survey
(31% of
respondent conducted
s).
by the
In 2002, Alliance

for
Work/Life
Progress
revealed
that an

Work/Life Balance: Challenges and Solutions


2003 Research
SHRM Quarterly
d

av
er
ag
e
of
56
%
of
e
m
plo
ye
es
us
ed
wo
rk/l
ife
be
ne
fits
wh
en
off
er
ed
.
Th
is
su
rv
ey
ind
ica
te
d
th
at
th
e
to
p
tw
o
be
ne
fits
pr
ovi
de
d
we
re
EA
Ps
an

f
l
e
x
i
b
l
e
s
c
h
e
d
u
l
e
s
.
2
2

I
t
s
h
o
u
l
d
b
e
n
o
t
e
d
,
h
o
w
e
v
e
r
,
t
h
a
t
e
a
c
h
s

u
r
v
e
y
i
s
o
r
g
a
n
i
z
e
d
d
i
f
f
e
r
e
n
t
l
y
,

w
h
e
t
h
e
r
i
t
b
e
f
a
m
i
l
y
f
r
i
e
n
d

l
y
o
r
w
o
r
k
/
l
i
f
e
.
F
o
r
e
x
a
m
p
l
e
,
t
h
e
S
H
R
M

2
0
0
3
B
e
n
e
f
i
t
s
S
u
r
v
e
y
c
o

ve
rs
EA
Ps
un
de
r
th
e
he
alt
h
se
cti
on
.
ith
th
e
ev
erinc
re
asi
ng
nu
m
be
r
of
su
rv
ey
s
an
d
stu
die
s
av
ail
abl
e
th
at
foc
us
on
fa
mil
yfri
en
dly
be
ne
fits
,
hu
m
an
re

s
o
u
r
c
e

g
r
a
m
s
,

p
r
o
f
e
s
s
i
o
n
a
l
s

o
r

w
h
o
a
r
e
c
o
n
s
i
d
e
r
i
n
g
o
f
f
e
r
i
n
g
w
o
r
k
/
l
i
f
e
p
r
o

e
x
p
a
n
d
i
n
g
c
u
r
r
e
n
t
w
o
r
k
/
l
i
f
e
i
n
i
t
i
a
t
i
v
e
s
,
h
a
v
e
s
u
b
s
t
a
n

t
i
a
l
a
n
d
c
o
n
v
i
n
c
i
n
g
d
a
t
a
t
o
s
u
p
p
o
r
t
t
h
e
i
r
p
o
s
i
t
i
o
n
s
.

W
or
k/
Li
fe
B
al
a
n
c
e
T
re

nds o
Th
e
ch
all
en
ge
of
wo
rk/l
ife
bal
an
ce
in
ou
r
so
cie
ty
is
unl
ike
ly
to
dis
ap
pe
ar.
Id
en
tifi
ed
an
d
dis
cu
ss
ed
as
fol
lo
ws
ar
e
fo
ur
wo
rk/l
ife
bal
an
ce
tre
nd
s.
Aw
ar
en
es
s

f
t
h
e
s
e
t
r
e
n
d
s
w
i
l
l
p
l
a
c
e
t
h
e
h
u
m
a
n
r
e
s
o
u
r
c
e
p
r
o
f
e
s
s
i
o
n
a
l
i
n
a
p

o
s
i
t
i
o
n
t
o
b
e
t
t
e
r
e
d
u
c
a
t
e
m
a
n
a
g
e
m
e
n
t
a
n
d
w
o
r
k
c
l
o
s
e
l
y
w
i
t
h
e
m
p
l

o
y
e
e
s
.

N
e
w
R
e
s
e
a
r
c
h
T
h
e
t
o
p
i
c
o
f
w
o
r
k
/
l
i
f
e
b
a
l
a
n
c
e
i
s
g
e
t
t
i
n
g
a
g
r
e

at
de
al
of
att
en
tio
n
in
th
e
ac
ad
e
mi
c
an
d
co
rp
or
at
e
wo
rld
s,
an
d
ne
w
re
se
ar
ch
is
co
nti
nu
all
y
be
in
g
co
nd
uc
te
d.
Th
e
foll
ow
in
g
is
an
ex
a
m
pl
e
of
ne
w

r
e
s
e
a
r
c
h
i
n
t
h
e
g
r
o
w
i
n
g
f
i
e
l
d
o
f
w
o
r
k
/
l
i
f
e
b
a
l
a
n
c
e
.

2
0
0
3
s
t
u
d
y

r
e
v
e
a
l
s
t
h
a
t
e
m
p
l
o
y
e
e
s
a
r
e
o
f
t
e
n
p
r
e
o
c
c
u
p
i
e
d
w
i
t
h
w
o
r
k
w
h
e
n
n
o
t

w
o
r
k
i
n
g
,
a
n
d
w
h
e
n
i
n
t
h
e
c
o
m
p
a
n
y
o
f
f
a
m
i
l
y
a
n
d
l
o
v
e
d
o
n
e
s
,
e
x
p
e
r
i
e
n

ce
an
in
ab
ilit
y
to
be
m
ea
ni
ng
full
y
en
ga
ge
d
in
no
nw
or
k
sp
he
re
s.
3

As
re
se
ar
ch
er
Ez
ze
de
en
ex
pl
ai
ns
,
m
od
er
n
wo
rk
ha
s
be
co
m
e
kn
ow
le
dg
e
ba
se
d,
flui

d
,
a
n
d
i
n
t
e
l
l
e
c
t
u
a
l
;
o
v
e
r
w
o
r
k
e
d

i
m
e
.
F
o
r
m
a
n
y
p
e
o
p
l
e
,
w
o
r
k
h
a
s

p
e
o
p
l
e

b
e
c
o
m
e

t
h
i
n
k

c
o
g
n
i
t
i
v
e
l
y

a
b
o
u
t
w
o
r
k
a
l
l
o
f
t
h
e
t

i
n
t
r
u
s
i
v
e
.

T
o

u
n
d
e
r
s
t
a
n
d
w
o
r
k
/
l
i
f
e
b
a
l
a
n
c
e
,
P
r
o
f
e
s
s
o
r
S
w
i
e
r
c
z
a
n
d
D
o
c
t
o
r
a
l
C
a
n
d
i

da
te
Ez
ze
de
en
of
Th
e
G
eo
rg
e
W
as
hi
ng
to
n
Un
ive
rsi
ty
de
vel
op
ed
an
d
te
st
ed
a
co
gn
itiv
e
ap
pr
oa
ch
,
th
e
C
og
niti
ve
Int
ru
sio
n
of
W
or
k.
In
si
m
pl
e
ter
m

s
,
t
h
i
s
m
e
a
n
s
t
h
a
t
w
o
r
k
/
l
i
f
e
b
a
l
a
n
c
e
i
s
n
o
t
j
u
s
t
a
b
o
u
t
f
i
n
d
i
n
g

p
h
y
s
i

c
a
l
t
i
m
e

t
o
d
o
a
l
l
t
h
a
t
n
e
e
d
s
t
o
b
e
d
o
n
e
.
I
n
s
t
e
a
d
,
a
n
d
m
o
r
e
i
m
p

o
r
t
a
n
t
l
y
,
i
t
i
s
a
b
o
u
t
t
h
e

c
o
g
n
i
t
i
v
e
s
p
a
c
e

n
e
c
e
s
s
a
r
y
t
o
p
r
o
c
e
s
s
,
o
r

ga
niz
e,
an
d
re
sp
on
d
to
th
e
thi
nki
ng
de
m
an
ds
of
life
wit
hi
n
a
co
m
pl
ex
so
cie
ty.
zz
ed
ee
n
an
d
S
wi
er
cz
fo
un
d
th
at
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i
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r
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t
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er- polici
so es
nal and
work practi
ity,
/life ces,
ge
bala Profe
nd
nce. ssor
er,
They Swier
fa
foun cz
mil
states
yd
that
sta , this
the resea
tus
expe rch
an
drienc not
e of only
ag
eintru gives
sion empl
wit
htrans oyers
cend a new
re
s
ga benc
dem hmar
rd
ogra k-ing
to
phics tool, it
and also
pers provi
onali des a
8 ty new
W and
theor
or
is
etical
k/
Lif roote basis
for
e d
Ba inste under
la ad in standi
nc the ng
e:
desi this
Ch
all gn of impor
en the tant
ge job social
s and issue
an the from
d orga
a
So
nizati resea
luti
on onal rch
s cultu persp
re of ective
the .
empl
Elder
oyer.
care
Com
One
ment
of
ing
the
on
most
the
signif
pote icant
ntial trend
impa s in
ct of work/
this life
rese balan
arch ce is
on the
orga incre
nizati asing
on focus

on
elde
rcar
e.
Res
earc
hers
poin
t out
that
work
/life
prof
essi
onal
s
antic
ipat
e
elde
rcar
e
will
bec
ome
a
maj
or
issu
e in
the
comi
ng
year
s.
Acc
ordi
ng
to
cens
us
data
,
13%
of
Ame
rica
ns
are
age
65
or
olde
r,
and
by
203
0,
20%
of
Ame
rica
ns
(abo

ut %
70 over
mi the
lli past
on 25
) year
wi s.24
ll In
be addi
ov tion,
er the
ag Lab
e or
65 Proj
. ect
T for
he Wor
po king
pu Fam
lat ilies
io stat
n es
ag that
e 40%
85 of
an peo
d ple
ol cari
de ng
r for
is elde
th rs
e also
fa hav
st e
es child
t- care
gr resp
o onsi
wi biliti
ng es.25
se The
g se
m tren
en ds
t hav
of e
th led
e to
ol the
de bab
r y
po boo
pu mer
lat gen
io erati
n, on
gr bein
o g
wi kno
ng wn
by as
27 the
4 san

dwic
h
gene
ratio
n.
A
growi
ng
numb
er of
comp
anies
offer
work/
life
program
s
addre
ssing
elder
care.
Accor
ding
to the
SHR
M
2003
Bene
fits
Surv
ey,
while
not
as
main
strea
m as
childc
are
progr
ams,
some
organ
izatio
ns
offer
vario
us
forms
of
elder
care.
Elder
care
progr
ams
inclu
de
eldercare
referr
al
servi

ce
(20
% of
resp
onde
nts),
eme
rgen
cy
elder
care
(3%
of
resp
onde
nts),
subs
idy
of
elder
care
cost
(2%
of
resp
onde
nts),
and
paid
elder
care
(1%
of
resp
onde
nts).
The
2001
stud
y by
Hewi
tt
Asso
ciate
s
point
s out
that
som
e
empl
oyer
s
offer
depe
nden
t
care
prog
rams
that
inclu
de
help

wit in an incre
h orga ase
ch nizati EAP
ild ons usag
ca elder e by
re care learni
ex progr ng
pe am. more
ns Som about
es e of EAP
an the elder
d lesse care
as rsupp
sis know ort
ta n
and
nc bene com
e fits munic
wit of an ating
h EAP this to
el are
de refer
In
rc rals 22
persp
ective
ar
to
: Use
e.
com of
work/l
E
muni ife
benefi
m
ty
ts on
the
plo
progr rise.
ye
ams (2002
).
e
and IOMA
s
As
cont Repo
rt on
sis
acts Mana
ta
regar ging
Benef
nc
ding its
Plans
e
elder , 02,
8, 7Pr
care 9.
og
issue 23
Ezzede
ra
s.
en, S.
ms
R., &
Hum Swiercz
ca
P. M.
an ,(2002).
n
Rethink
reso
ing
pla
urce worklife
y
profe balanc
an
e:
ssion Develo
im
als pment
and
po
coul validati
on of
rthe
d
cognitiv
ta
signif e
nt
intrusio
in of
rol
cantl work
scale
e
(CIWS)
y

A
dissert
ation
resear
ch
propo
sal.
Proce
edings
of the
2002
Easter
n
Acade
my of
Manag
ement
Meetin
g.
24
Society
for
Human
Resour
ce
Manag
ement.
(2002).
Worklife
balanc
e.

Workp
lace
Vision
s, 4, 18.
25
La
bo
r
Pr
oje
ct
for
W
ork
ing
Fa
mil
ies
.
(2
00
2).
Re
trie
ve
d
Ma
rch
18,
20
03,
fro
m
htt
p://
istso
cra
tes
.be
rke
ley
.ed
u/~
iir/
wo
rkf
am
/ho
me
.ht
ml


2003 SHRMResearch Quarterly
Total Life
Planning

Total life planning is

a new and
employees. Through
innovative approach
these actions, HR
to work/life benefits
professionals can
and helps
emphasize the
employees examine
importance of EAPs to
important aspects of
manage-ment and at the their professional
same time leverage EAP and personal lives
benefits to employees.
and understand how
Work/Life Balance in the they relate. Their
goal is to
Relief World
encourage
In the relief world,
comprised of organizations employees to look
with employees and
at their lives as a
volunteers that provide
whole
service and care to
Swift, L. (2002).
communities in need locally 26
Work-life balance
and worldwide, the demands important in relief
of an aging population in the world, too. Reuters
AlertNet. Retrieved
coming decade are
January 30, 2003,
increasing the current strong from http://www
competition for qualified
.alertnet/org/thefacts/relief
individuals upon which relief sources
Traynor, J. B.
organiza-tions depend. Not 27
(1999). A new frontier
in
work-life
benefits.
only will there be fewer
Employee Benefits
young, keen and free-toJournal, 24, 4, 29-32.
travel individuals who will
want to be convinced that
agencies are caring, bestpractice employers, but more
skills and experience will be
pos-sessed by older staff
likely to have families and
other commitments and thus
different priorities for their
work/life balance.26
Therefore, organizations that
pro-vide relief services may
experience increasing difficulty staffing and retaining
employees due to the pull of
family commitments at home.
Furthermore, the
challenges of work/life
balance will no doubt impact
recruitment, retention and
willing-ness to serve in
hardship locations. In view of
these factors, voluntary
organizations and aid
agencies whose missions
and services are critical in
many parts of the world may
well have an even greater
need for work/life programs to
attract and retain staff.

and assess
relationships,
emotional and
physical wellbeing, careers,
spirituality, and
their personal
financial situation.
From these
programs,
employees can assess their available
choices to improve
balance in their
lives and develop
an individualized
life plan the
most successful
programs set a
goal-oriented
environment with a
meaningful and
transformational
component for
each individual.27
The concept of
total life planning
represents a paradigm shift in our
society. One of
the major benefits
is renewed
employee energy,
enthusiasm for
work, and
increased
productivity. Total
life planning
programs may be
offered in
conjunction with
benefits such as
health, life, and
disability
insurance, or on a
stand-alone basis.
However, not all
organizations may
wish to consider
total life planning,
as it brings topics
into the workplace
that have
traditionally been
considered

understand the critical issues of

work/life balance
and champion
Conclusion
work/life programs.
Work/life programs have the Be it employees
potential to significantly
whose family
improve employee morale, members and/or
reduce absenteeism, and
friends are called to
retain organizational
serve their country,
knowledge, particularly duringsingle mothers who
dif-ficult economic times. In are trying to raise
todays global marketplace, their children and
as companies aim to reduce make a living,
costs, it falls to the human
Generation X and Y
resource professional to
employees who

private.

Referen
ces

Elder Focus,
http://www.el
derfocus.co
m

Employee
The Alliance for
Work-Life Progress, Assistance
Directory
http://www.awlp.org
Bureau of National
Affairs. (1987).
Stress in the
workplace: Costs,
liability, and
prevention.
Rockville, MD: BNA
Books.
DeCarlo, D. T., &
Gruenfeld, D. H.
(1989). Stress in
the American
workplace:
Alternatives for the
working wounded.

Fort Washington,
PA: LRP
Publications.

(the
online

directory).
Retrieved
March 12,
2003, from
http://www

.eapsap.com/ea
p/
Employee
Assistance
Professional
Association,
Inc.
Retrieved
March 12,
2003, from
http://www.ea
passn.org

value their personal

time, couples
struggling to
manage dual-career
marriages, or
compa-nies losing
critical knowledge
when employees
leave for other
opportunities,
work/life programs
offer a win-win
situation for
employers and
employees.

Work/Life Balance: Challenges and Solutions


2003 Research
SHRM Quarterly
nce
:
Dev
elo
pm
ent
and
vali
dati
on
of
the
cog
nitiv
e
intr
usio
n of
wor
k
scal
e
c (CI
o WS
)
nt A
in diss
erta
u tion
res
e ear
d ch
proE pos
z al.
z Pro
e cee
d ding
e s of
e the
n, 200
S 2
. Eas
R tern
., Aca
& dem
S y of
w Man
ie age
rc men
z, t
P. Mee
M ting.
.
( Fi
2 n
0 e
0 m
2 a
). n,
R M
e .
t (1
h 9
i
9
n
ki 9)
n .
g W
w h
o y
r di
k v
- er
lif si
e ty
b
pr
a
l of
a e

R
ef
e
r
e
n
c
e
s

s
si
o
n
al
s
s
h
o
ul
d
c
a
r
e
a
b
o
ut
w
o
rk
/li
fe
b
al
a
n
c
e.
M
o
s
ai
c
s,
5,
6,
6
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Fin
ger
ma
n, J.
(20
03).
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of
the
Mo
nth
for
Feb
ruar
y
200
3.
Wor
k&
Fa
mily
Con
nec
tion.
Retr
ieve
d
Feb
ruar
y 4,
200
3,
fro
m

tips
@g
olist
.net

Frenc
h, J.
R. P.,
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an,
R. D.,
&
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Harri
son,
R.
(1982
).
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mech
anism
s of
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Fried
man,
S.
D., &
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nhau
s, J.
H.
(200
0).
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k
and
family
Allie
s or
ene
mies
?
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t
happ
ens
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n
busi
ness
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als
confr
ont
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New
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rd
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ersit
y
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s.
Gottli
eg,
B. H.,
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wa n
y,
E. W
K., i
& l
Ba e
rha y
m,
&
E.
(19 S
98) o
. n
F s
l .
e
x In
i per
b sp
l ect
e ive
:
w Us
o e
r of
k wo
rk/l
a ife
r be
r nef
a its
n on
g the
e ris
m e.
e (20
n 02)
t .
s IO
: M
As
M Re
a po
n rt
a on
g M
i an
n agi
g ng
Be
t ne
h fits
e Pl
an
w
s,
o
02,
r
k 8,
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a
m
i
l
y
b
o
u
n
d
a
r
y
.
N
e
w
Y
o
r
k
:
J
o
h

ch
and
poli
cy.
Ne
w
Yor
k:
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sell
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e
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nda
tion.
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or
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ect
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ies.
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eved
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berk
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ert,
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link
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een
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its
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organ
izatio
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citize
nship
.
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emy
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age
ment
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M.
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k
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ig
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ti
n
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b
a
c
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a
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ai
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st
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r
e
s
s
in
t
h
e
w
o
r
k
pl
a
c
e.
M
in
n
e
a
p
ol
is
,
M
N
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C
h
i
r
o
n
I
n
t
e
r
n
a
t
i
o
n
a
l
P
u
b
l
i
s
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i
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g
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M
a
c
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,
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0
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a
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a
n
c
i
n
g
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o
r
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a
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a
m
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e
t
r

iev
ed
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be
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02
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m
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p:/
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w
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rm
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g
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ns
ult
an
ts/l
ink
s/b
ala
nci
ng
.ht
m

or
k/l
ife
b
al
a
nc
e:
T
h
e
ro
le
of
th
e
m
a
n
a
g
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ai
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t
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orga Engi
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ons ing,
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e
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stres The
s
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sap.c
Joss om/e
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critic
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g
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its
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e
y
n
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.
I
t

s
n
o
t
e
n
o
u
g
h
t
o
o
f
f
e
r
w
o
r
k
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li
f
e
p
r
o
g
r
a
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fa
mi
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te:
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cti
on
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es
sa
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ou
t
w
or
k
an
d
fa
mi
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W
or
k
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mi
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C
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ne
cti
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hi
c
h
o
n
e
s
m
a
xi
m
iz
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pr
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?
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n
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a
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ne
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Le
ad
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t, L.
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ty for 2).
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Mana nce
geme imp
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Socie ieve
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geme from
nt, http:
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(19
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s, L.
L., &
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(199
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SHRM Research
l human resource
management
research and
creating HR
products of
strategic and
practical value for
HR target
audiences. Ms.
Lockwood can be
reached by email at
nlockwood@shr
m.org.

AB
OU
T ABOUT
TH THE

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SHRM
AU
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OR
Nan DEPARTM
cy R.ENT

Lock The SHRM

woo Research
d is Department
an researches and
HR synthesizes the
Cont thoughts, pracent tices and voices of
Expe todays HR
rt for professional,
the business and
Soci academic leaders
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for topics and focus
Hum areas, and creates
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HR target
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Man audiences. The
age Research
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. Her includes the
resp Survey Program,
onsi the Workplace
bilitie Trends and
Forecasting
s
inclu Program, and the
de Diversity Program.
ident These programs
ifyin provide SHRM
members with a
g
topic wide variety of
informa-tion and
s
and research
focu pertaining to HR
s in strategy and
need practices to both
of serve the HR
addi- professional and
tiona advance the HR

profe both to serve

ssio human resource
management
n.
professionals and
to advance the
profession.
Founded in 1948,
SHRM currently
has more than
500 affiliated
chapters within
the United States
and members in
more than 120
The countries. Visit
Soci SHRM Online
ety at www.shrm.org.
for
Hu
man This report is
Res
published by the
ourc
Society for Human
e
Resource
Man
Management
age
(SHRM). The
men
interpretations,
t
conclusions, and
(SH
recommendations
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in this report are
is
the those of the
worl author and do not
ds necessarily
larg represent those of
est SHRM. All content
ass is for informational
ocia purposes only and
tion is not to be
dev construed as a
oted guaranteed
outcome.
to
hum The Society for
an Human Resource
reso Management
urce cannot accept
man responsibility for
age any errors or
men omissions or any
t.
liability resulting
Rep from the use or
rese misuse of any
ntin such information.
g
mor 2003 Society
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e
than Resource
170, Management. All
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AB
OU
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SH
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any means,

elec
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mec
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or
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with
out
the
prio
r
writt
en
per
mis
sion
of
the
Soc
iety
for
Hu
ma
n
Res
our
ce
Ma
nag
em
ent,
180
0
Duk
e
Stre
et,
Ale
xan
dria
, VA
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14,
US
A.

Research
Department
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