test Browse by Author Names Browse by Titles of Works Browse by Subjects of Works Browse by Issue Dates of Works
       

Advanced Search
Home   
 
Browse   
Communities
& Collections
  
Issue Date   
Author   
Title   
Subject   
 
Sign on to:   
Receive email
updates
  
My Account
authorized users
  
Edit Profile   
 
Help   
About T-Space   

T-Space at The University of Toronto Libraries >
School of Graduate Studies - Theses >
Doctoral >

Please use this identifier to cite or link to this item: http://hdl.handle.net/1807/24908

Title: Work-life Balance Programs in Canadian Workplaces: Factors Affecting Availability and Utilization
Authors: Wang, Jing
Advisor: Verma, Anil
Department: Industrial Relations and Human Resources
Keywords: work-life balance programs
business strategy
family-friendly culture
long-hour organizational culture
managers' work hours
parental leave
participation in decision making
job demand
work-life conflict
Issue Date: 1-Sep-2010
Abstract: The thesis explores the factors affecting the availability and utilization of work-life balance programs in Canadian workplaces and how employee involvement and participation programs can help employees balance their work and life. The introductory chapter provides background information on the importance of balancing work and life. It outlines chapters two, three, and four and reveals the overarching theme that unites them. Chapter Two explores how business strategy affects the availability of work-life balance programs. This chapter uses the 2003 and 2004 Canadian Workplace and Employee Survey to demonstrate that product leadership business strategy is positively related to the likelihood of adopting work-life balance programs (i.e. employee assistance programs, fitness and recreation centers). Cost leadership strategy is shown to be negatively correlated to the adoption of these programs. This study also finds that high performance work systems mediate the relationship between business strategy and employer responsiveness to work-life balance issues. Chapter Three investigates how a company’s family-friendly culture affects the likelihood of an employee’s use of parental leave. Using a national representative and linked employer and employee survey, this study finds that a long-hour organizational culture, which is revealed through managers’ work hours, discourages new parents from taking parental leave. This study also finds that when managers work long hours, it has a greater negative effect on the probability of male employees taking parental leave than female employees. Chapter Four discusses how participation in decision making (PDM) can help employees balance the demands from work and life. Using Karasek’s (1979) job demand-job control model, this study finds that PDM can reduce work-life conflict, but the reduction only works for employees who work long hours. For those employees who work short hours, PDM increases their work-life conflict. Chapter Five summarizes the empirical results. Implications for employers, labour unions, and policy makers are discussed.
URI: http://hdl.handle.net/1807/24908
Appears in Collections:Doctoral
Centre for Industrial Relations and Human Resources - Doctoral theses

Files in This Item:

File Description SizeFormat
Wang_Jing_201006_PhD_thesis.pdf334.63 kBAdobe PDF
View/Open

This item is licensed under a Creative Commons License
Creative Commons

Items in T-Space are protected by copyright, with all rights reserved, unless otherwise indicated.

uoft