To read the full version of this content please select one of the options below:

Organisational culture and work‐life conflict in the UK

Sue Bond (Research Associate, Employment Research Institute, Napier University, Craiglockhart Campus, Edinburgh EH14 1DJ)

International Journal of Sociology and Social Policy

ISSN: 0144-333X

Article publication date: 1 December 2004

Abstract

This article employs linear regression techniques to model the variables associated with work‐life balance outcomes of employees. Using data from employee surveys carried out in four financial sector companies in Scotland, it was found that while the level of perceived availability did not have an impact on work‐life balance, organisational culture was significantly associated. This indicates that without a supportive work‐life organisational culture, the provision of arrangements in themselves will not necessarily lead to better work‐life balance outcomes. The analysis also shows that longer working hours, job status, take‐up and experiences of limited access to arrangements were significantly associated with work‐life outcomes. The findings are discussed in the context of recent government legislation and initiatives and further research examining the impact of work‐life initiatives on employees is recommended.

Keywords

Citation

Bond, S. (2004), "Organisational culture and work‐life conflict in the UK", International Journal of Sociology and Social Policy, Vol. 24 No. 12, pp. 1-24. https://doi.org/10.1108/01443330410790795

Publisher

:

Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited