1. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.1 A Shift in Work Life Balance 1980s – characterised idea that lunch was for wimps 2001 – quality of working life had got worse 2001 – notion of downshifting appeared Growing importance of work life balance

2. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.2 Drivers for Work Life Balance Demographic make up of potential work force Changing social roles Changing responsibilities of organisations Legislative pressures Increasing numbers of women in the workforce

3. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.3 Impact of Family Friendly Law Working Time Regulations Rights to ante natal care Rights to maternity leave Rights to maternity pay Right to parental, paternal, and adoption leave Time off for dependants Right to request flexible working

4. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.4 Types of Maternity Leave Ordinary maternity leave (OML) Compulsory maternity leave (CML) Additional maternity leave (AML)

5. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.5 Maternity Pay Statutory Maternity Pay (SMP) paid through payroll to those entitled to receive it Those who do not qualify for SMP have to claim state maternity allowance from the Benefits Agency

6. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.6 Parental, Paternity & Adoption Leave European law gives parents the right to take up to 13 weeks unpaid leave during first 5 years of child’s life or adoption Only applicable to employees who have completed a year’s continuous service Purpose of leave is for caring for child Multiple births give multiple rights

7. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.7 Time Off For Dependants To provide assistance when a dependant is ill, gives birth, or is injured To make arrangements for the care of a dependant On the death of a dependant Due to unexpected disruption or termination of arrangements for the care of dependants To deal with an incident involving a child when at school

8. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.8 Who are Dependants? Spouses Children Parents People who live in same household who rely on employee when they are ill

9. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.9 Flexible Working Right to request flexible working perhaps the most significant family friendly measure Regulations set out procedures which require parents to write formally to their employer requesting change in terms and conditions

10. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.10 Reasons Why Employers Can Turn Down Requests (1 of 2) Burden of additional costs Detrimental effect on ability to meet customer demands Inability to reorganise work among existing staff Inability to recruit additional staff

11. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.11 Reasons Why Employers Can Turn Down Requests (2 of 2) Detrimental impact on quality Detrimental impact on performance Insufficiency of work during the periods the employee proposes to work Planned structural changes

12. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.12 Debates About Family Friendly Legislation Employer associations are resisting some mooted changes – revolving around costs Growing discontent from those who do not have families Some feel that too much regulation can hinder women’s employment Others feel such measures needed to provide gateway for parents to combine their responsibilities

13. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.13 Options for Achieving Work–Life Balance Table 32.1 Options for achieving work-life balance

14. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.14 Benefits of Work–Life Balance Can reduce absence Raise morale Increase levels of job satisfaction Increase levels of performance Employees are less tired so work more effectively

15. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.15 Problems With Work–Life Balance Take up Manager’s role in implementing work–life balance Limits on access

16. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.16 Take Up Demand much greater than current take up Some organisations set financial limits for such practices to be viable Policies and some line managers may limit access Some requests are dealt with more favourably than others Perception that work–life balance is ghettoised Can cause alienation

17. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.17 Manager’s Role Managers can be the main barrier to introducing and implementing work–life policies Pressure on managers to be fair Manage workers who may not be visible Manage flexibility Shift in the way they measure staff

18. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.18 Limits on Access Work–life balance is not open to all Option to work from home is usually the privilege of the highly educated Whilst more women work at home, more men have the choice to work at home Work–life balance is not for the lower paid

19. Torrington, Hall & Taylor, Human Resource Management 6e, © Pearson Education Limited 2005 Slide 32.19 Summary There are many drivers for work–life balance initiatives Legislation encourages employers to support work–life balance Emphasis is on family friendly measures Work–life balance policies are generally focused around hours worked and where they are worked Work–life balance initiatives can increase job satisfaction and commitment to work Barriers to work–life balance need to be managed