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Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States

Stock, Ruth Maria ; Strecker, Marina Melanie ; Bieling, Gisela (2016)
Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States.
In: International Journal of Human Resource Management, 27 (11)
doi: 10.1080/09585192.2015.1062039
Artikel, Bibliographie

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Kurzbeschreibung (Abstract)

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Typ des Eintrags: Artikel
Erschienen: 2016
Autor(en): Stock, Ruth Maria ; Strecker, Marina Melanie ; Bieling, Gisela
Art des Eintrags: Bibliographie
Titel: Organizational Work-Family Support as Universal Remedy? A Cross-Cultural Comparison of China, India and the United States
Sprache: Englisch
Publikationsjahr: 2016
Ort: London [u.a.]
Verlag: Taylor and Francis
Titel der Zeitschrift, Zeitung oder Schriftenreihe: International Journal of Human Resource Management
Jahrgang/Volume einer Zeitschrift: 27
(Heft-)Nummer: 11
DOI: 10.1080/09585192.2015.1062039
Kurzbeschreibung (Abstract):

In both industrialized and emerging countries, organizations increasingly seek to support employees’ efforts to maintain a healthy work–family balance. Research has identified two types of organizational support in this context: formal work–family programs and informal work–family cultures. This study examines the relative effects of work–family programs versus work–family culture on employees’ job satisfaction and performance in various cultural environments. Drawing on the individualism–collectivism cultural dimension introduced by Hofstede, it is argued that employees’ cultural background may affect family models, which in turn determine employees’ need for formal organizational work–family support, but are not related to employees’ need for informal support. In line with this notion, the results from comparisons of an industrialized country (the USA) with two emerging countries (China and India) show that work–family culture has positive effects in all three contexts. However, formal work–family programs positively affect job satisfaction and job performance only in India and the USA, whereas they exhibit no significant effect in the more collectivist setting of China.

Fachbereich(e)/-gebiet(e): 01 Fachbereich Rechts- und Wirtschaftswissenschaften
01 Fachbereich Rechts- und Wirtschaftswissenschaften > Betriebswirtschaftliche Fachgebiete
01 Fachbereich Rechts- und Wirtschaftswissenschaften > Betriebswirtschaftliche Fachgebiete > Fachgebiet Marketing & Personalmanagement
Hinterlegungsdatum: 29 Jan 2016 13:18
Letzte Änderung: 18 Jun 2024 13:00
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