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首页> 外文期刊>Women in Management Review >Work/life balance: senior management champions or laggards?
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Work/life balance: senior management champions or laggards?

机译：工作/生活平衡：高级管理人员是冠军还是落后者？

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Purpose - This paper seeks to examine the experience of, and attitudes towards, work/life balance (WLB) by female and male senior managers in a major Irish organisation for which WLB is now a strategic corporate objective. Design/methodology/approach - Both quantitative and qualitative data were collected using an electronic questionnaire survey designed to obtain the views of female and male managers on strategies that would contribute to a better gender balance, promote diversity and raise leadership capacity in the organisation. Work/life balance emerged as a major issue in impeding the career progression of female managers. All female managers and a sample of male managers were surveyed. This paper concentrates on the responses of the two senior management grades below Executive Director on the issue and strategies to promote work/life balance. Additional qualitative data were drawn from interviews (with eight women and five men) and three focus group sessions with all male, all female and mixed gender groups. Findings - The greatest obstacle to achieving WLB is seen as the "long hours" culture in which availing oneself of flexible options (e.g. working from home/reduced hours/flexitime) is incompatible with holding a senior management post Many of the senior men have followed the "breadwinner" model by being able to delegate family and caring activities to their wives. This option has not been possible for the majority of women in senior posts. Hence, men seek WLB to resolve commuting/working time issues. Women want to avail themselves of morrfeible arrangements for family/quality of life reasons. Both men and women in senior management recognise that their own careers would be seriously jeopardised by taking up WLB arrangements. Originality/value - In the absence of role models willing to display any contrary behaviour there is a pragmatic need to align corporate policy and practice with prevailing and future family structures and demonstrate, by senior management example, how WLB can work and provide assistance for managers/staff who seek to avail themselves of it. WLB policies are not enough in themselves to ensure take-up and acceptance. It will require trust, courage and a range of interventions to champion WLB, not just at management level.
机译：目的-本文旨在研究爱尔兰一家主要组织中男女高级管理人员对工作/生活平衡（WLB）的经验和态度，WLB现在已将其作为战略性公司目标。设计/方法/方法-使用电子问卷调查收集定量和定性数据，旨在获得男女管理者对有助于更好地实现性别平衡，促进多样性和提高组织领导能力的策略的看法。工作/生活的平衡成为阻碍女性管理人员职业发展的主要问题。对所有女性管理者和男性管理者样本进行了调查。本文集中于执行主任以下两个高级管理人员对促进工作/生活平衡的问题和策略的回应。另外的定性数据来自于访谈（八名女性和五名男性）和与所有男性，所有女性和性别混合人群的三个焦点小组会议。调查结果-实现WLB的最大障碍被视为“长时间工作”文化，在这种文化中，利用灵活的选择（例如在家工作/减少工作时间/灵活工作）与担任高级管理职位不相容。通过将家庭和关怀活动委托给妻子来实现“面包赢家”模式。对于大多数高级职位的妇女来说，这种选择是不可能的。因此，人们寻求WLB解决通勤/上班时间问题。妇女出于家庭/生活质量的原因想要利用糟糕的安排。高级管理层的男人和女人都认识到，采用WLB安排将严重危害他们自己的职业。原创性/价值-在没有榜样愿意表现出任何相反行为的情况下，务实地需要使公司政策和实践与当前和未来的家族结构保持一致，并通过高级管理人员的榜样说明WLB如何运作并为经理提供帮助/工作人员想利用它。 WLB策略本身还不足以确保接受和接受。不仅需要管理层，还需要信任，勇气和一系列干预措施来支持WLB。

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