Work-life programs and organizational culture: the essence of workplace community

Citation

Chalofsky, N. (2008), "Work-life programs and organizational culture: the essence of workplace community", Human Resource Management International Digest, Vol. 16 No. 5. https://doi.org/10.1108/hrmid.2008.04416ead.001

Work-life programs and organizational culture: the essence of workplace community

Article Type: Abstracts From: Human Resource Management International Digest, Volume 16, Issue 5

Chalofsky N. Organization Development Journal (USA), Spring 2008, Vol. 26 No. 1, Start page: 11, No. of pages: 8

Purpose – Explores how US organizations are improving the quality of employee working life. Design/methodology/approach – Observes that in the pre-industrial era work and community were integrated, tracks separation of work from community, and notes associated problems of maintaining employee motivation, and loss of the meaning of work as part of human life. Traces development of the quality of working life (QWL) movement, links corporate social responsibility (CSR) to QWL, and attributes increased focus on CSR and QWL to industrial disasters and corporate scandals, the need to retain talented employees, and employee preference to work for an ethically-driven organization. Looks at research into the relationship between organizational culture and human resource (HR) practices, suggests that work-life policies and family-friendly practices produce a more supportive culture, and quotes prior papers that produced a definition of a great workplace as one in which you trust the people you work for, have pride in what you do and enjoy the people you are working with. Interviews HR representatives of ten US organizations about organizational culture, CSR policies, work-life programs and community involvement. Findings – Reports that the companies possessed strong value-based cultures with strong employee focus, records that interviewees felt pride in their company mission, and notes that in many organizations employee groups organized social activities. Originality/value – Draws three conclusions: (1) that culture and not perks generate employee commitment; (2) that organizations should support the whole person; and (3) that organizations should be a community. ISSN: 0889-6402 Reference: 37AF033

Keywords: Quality of working life, Social responsibility, Human resource management, United States of America, Corporate culture, Organizational development