Case 2: Work-Life Balance in an MNE Context

Anne Bardoel ()
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Anne Bardoel: Swinburne University of Technology

A chapter in Strategic Human Resource Management and Employment Relations, 2018, pp 163-168 from Springer

Abstract: Abstract Global work-life initiatives present unique challenges for HR departments in multinational enterprises (MNEs) because of the complexity of implementing policies that require sensitivity to local issues such as cultural traditions and legislation (e.g., Bardoel and De Cieri 2007; Scullion et al. 2007; Sumelius et al. 2008). However, discussion specific to work-life management in a global context is limited (e.g., Allen et al. 2010; Lewis et al. 2007). Amid unprecedented levels of global mergers, acquisitions and international growth, the challenge for HR professionals working in multinational enterprises is to define a global work/life strategy that establishes shared guidelines while allowing for local differences. Although there are a number of common issues faced by working women and men and their families, a global work-life strategy needs to reflect a course of action that is appropriate to the local environment. According to Spinks (2003) an effective family friendly strategy requires managers to be cognizant of a number of local factors that influence employees’ work and personal lives. These factors include the culture and tradition, the role of key stake-holders, public policies, community resources and infrastructure, and workplace practices and demo-graphics (Bardoel and De Cieri 2007).

Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sptchp:978-981-13-0399-9_16

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DOI: 10.1007/978-981-13-0399-9_16

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