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Work–family enrichment or work–family facilitation is a form of positive spillover, defined as a process whereby involvement in one domain establishes benefits and/or resources which then may improve performance or involvement in another domain (Greenhaus & Powell, 2006). [25]
In a poll conducted in November 2008, 35% of women felt that issues in work–life balance for women would be best addressed through paid family leave and sick days. [21] Both genders actually feel that these concerns better address work–life balance with growing concerns of watching children, older family members, and ill family members. [21]
Work–family balance issues also differ by class, since middle class occupations provide more benefits and family support while low-wage jobs are less flexible with benefits. Solutions for helping individuals manage work–family balance in the U.S. include legislation, workplace policies, and the marketization of care work.
In many developed countries, women drop out of work when they have children in order to have more time to take care of them. [20] In countries where women have to do paid work in order to feed their family, there is a lack of regulation and safety standards regarding female workers due to the large amount of informal work available. [19]
Workplace wellness programs have been around since the 1970s [34] and have gained new popularity as the push for cost savings in the health delivery system becomes more evident as a result of high health care expenditures in the U.S. Employer wellness programs have shown to have a return on investment of about $3 for every $1 invested over a ...
Conflict between work and family is bi-directional.There is a distinction between what is termed work-to-family conflict and what is termed family-to-work conflict. [3]Work-to-family conflict occurs when experiences and commitments at work interfere with family life, such as extensive, irregular, or inflexible work hours, work overload and other forms of job stress, interpersonal conflict at ...
Millions of Japanese women went to work. For women in prime working years, those between the ages of 25 and 54, Japan’s female labor participation rate has surged to a record high of 83% ...
Women tend to make more choices to balance work and non-work priorities such as child or elder care. This may also discourage some women to pursue their career path, and focus on prioritizing assistance for others. Men will make decisions based on not only having to balance work and non-work priorities, but for advancement and added income. [5]