Work–life programmes and organisational outcomes: the role of the human resource system
ISSN: 0048-3486
Article publication date: 7 November 2019
Issue publication date: 6 February 2020
Abstract
Purpose
Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.
Design/methodology/approach
This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.
Findings
The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.
Originality/value
This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.
Keywords
Citation
Akter, K., Ali, M. and Chang, A. (2020), "Work–life programmes and organisational outcomes: the role of the human resource system", Personnel Review, Vol. 49 No. 2, pp. 516-536. https://doi.org/10.1108/PR-10-2018-0408
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited