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The impact of childcare cost and childcare responsibilities has generally negatively impacted women in workforce. There has been lack of research on the impact of childcare on women managers in larger US public firms. The purpose of this paper is to determine how childcare costs impact the number of women managers in S&P 500 firms.

The paper employs Driscoll–Kraay panel regression model using childcare data for ten years and the percent of women managers at S&P 500 firms.

The results show that increase in childcare cost leads to decrease in percent of women in management positions when the child is an infant. Interestingly, but plausibly the results also show that for preschool-age children as the cost of childcare increases, there is an increase in percent of women in management. Furthermore, childcare costs are still an impediment to careers of women managers, specifically when the child is an infant. The effect is much less when the child grows from an infant to preschool age.

One limitation of this research paper is that the childcare cost data is not directly from the S&P 500 firms. The percent of women management data used is limited to the largest S&P 500 firms. Also, there is no agreement as to definition of a manager at these firms. Moreover, not only childcare cost, but the quality and availability of childcare are factors that also play a role in decision to work and/or use of childcare.

This paper adds to the existing literature by providing evidence that childcare cost impedes women managers' career growth. This finding is more worrisome given that Covid-19 has had a very disproportionate impact on women with child(dren) in the workforce.

This paper assesses the short-term consequences of the COVID-19 pandemic on the market for childcare and speculates about potential long-term consequences of pandemic-related policy intervention.

The paper uses basic statistics and data to describe changes in the market for childcare.

Policy responses to the pandemic likely aggravated pre-existing trends in the market for childcare, drove up the cost of production at a time when demand was collapsed because of the pandemic, and ultimately resulted in systematic closures of childcare centers. These closures will be difficult to reverse due to the high cost of entry into the industry and overall low profitability.

The study is just a preliminary investigation in its current form that points to future areas of research.

This paper summarizes the results of existing studies and draws some basic conclusions about the effects of policy intervention.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper analyzes childcare costs their effect on how many female managers work at S&P 500 companies. Overall, higher childcare costs translate to a lower percentage of female managers working in these companies, when the child is in infancy. Yet when a child reaches preschool age and childcare costs rise, this translates to a higher percentage of female managers. At the same time, some women don't return to work at all due to childcare options not being attractive. Others who take many years out don't return to management positions later on. Mentoring programs may help reverse this impact on companies.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

In the spirit of Polachek (1975) and the later work of Becker (1985) on the role of specialization within the family, we examine the relationship between fringe benefits and the division of labor within a married household. The provision of fringe benefits is complicated by their non-additive nature within the household, as well as IRS regulations that stipulate that they be offered in a non-discriminatory manner in order to maintain their tax-exempt status. We model family decisions within a framework in which one spouse specializes in childcare and as a result experiences a reduction in market productive capacity. Our model predicts that the forces toward specialization become stronger as the number of children increase, so that the spouse specializing in childcare will have some combination of lower wages, hours worked, and fringe benefits. We demonstrate that to the extent that labor markets are incomplete, the family is less likely to obtain health insurance from the employer of the spouse that specializes in childcare. Using data from the April 1993 CPS we find evidence consistent with our model.

This article analyses UK Early Years policy in terms of service expansion and service transformation since the Labour Government's election in 1997. Childcare is now a matter of public policy, driven largely by concerns about child poverty and inequalities in children's life chances. The evidence is considered, first, on service expansion, increased take‐up and increased employment by parents with young children, and, second, on service transformation and child outcomes: to what extent have changes benefited disadvantaged children, families and neighbourhoods? The Effective Provision of Preschool Education (EPPE) research shows that pre‐school can boost disadvantaged children's intellectual development in particular, and the article concludes that programmes such as Sure Start and Neighbourhood Nurseries have been successfully targeted at the most disadvantaged areas, although better‐off families and neighbourhoods may have benefited even more, and that problems of cost and sustainability remain. It is too early to judge whether better integrated services now being developed will be successful in transforming the lives of the most disadvantaged children.

The demand for childcare greatly outstrips the supply. If more women are to be encouraged to fill the predicted labour shortage, more facilities will have to be provided. Childcare is expensive and many parents will not be able to afford its full cost. Even if companies provide more assistance it is unlikely that the supply of facilities will increase fast enough without Government assistance. A childcare allowance is suggested by the author as a way of ensuring an expansion of provision which is within the budget of more women.

Childcare is one of the main obstacles for women to enter the labour market as they are the primary caregivers for children. The struggle between childcare and women's employment has caused a high labour turnover in women-dominated industries. The aim of this study is to assess the employees’ willingness for an on-site childcare facility

The primary goal of this study was to assess the employees' willingness for an on-site childcare facility using the contingent valuation method. For the analysis, 330 data were collected from all levels of the employees in three firms in the apparel industry using a survey-based questionnaire.

The results illustrate that the mean willingness to pay for the on-site childcare facility is substantially higher for the firm that already provide an on-site childcare facility than the other two firms that do not have childcare facilities. Among all employees who are surveyed, 86.36% of the employees favoured implementation of on-site childcare facilities. According to the survey findings, the newly hired employees have a higher preference for the childcare facility, however less likely to pay for the facility. The monthly income variable has a negative association with the probability of voting in favour of implementing on-site childcare facility. Moreover, the results indicate that the employees who have received the childcare facility have positive attitudes towards the on-site childcare facility.

To the authors' knowledge, prior case studies related to the evaluation of employee's preference for on-site childcare services have not been conducted in the context of industries in Sri Lanka. Therefore, the findings and implications were discussed while expanding the geographical scope of the past literature.

While scholars have developed increasingly well-developed accounts of institutional change, little attention has been paid to how change is resisted and, in particular, how efforts to marketize fail. We draw on the institutional logics perspective to guide analysis of an empirical case of the failed attempt by the Dutch state to marketize childcare organizations and create a market for childcare. We document that even though the existence of logics that were antithetical to the market logic did not catalyze organized collective resistance to marketization, the market logic never took root, and marketization has even been rolled back. We argue that the failure to create a childcare market in the Netherlands was caused by individual-level cognitive dissonance that cumulated into profound field-level ambivalence that undermined efforts to implement market practices. We develop several propositions that could usefully guide future research on how cognitive dissonance might underlie the failure to construct markets. By theorizing failure to change a field, we contribute to the limited body of work that has looked at failed attempts to change institutions, arguing for more attention to individual-field cross-level dynamics.

We model the conditions under which parents optimally reallocate time to childcare when an outside agent exogenously restricts the number of hours an employer can demand of a working parent. Theoretically, when the restriction binds, a parent's available time increases. We exploit a series of voluntary and mandated labor-market reforms in South Korea that regulated the statutory and maximum work hours of parents. The government implemented the laws in stages by industry and size of firms. This implementation process generates exogenous variation across families where one or both partners worked at jobs that were or were not affected by the reform. We show the reforms affected work hours and use the predicted changes to investigate the total amount they spent on paid childcare and whether or not they changed the relative use of market and parental care. When fathers get more time (work less), parents spend less money on childcare. A change in mother's work time does not affect expenditures. When parents get more time, they are more likely to spend money on paid childcare for school-age children and more likely to use private academies.

The article reports on research among Dutch employers concerning the arrangements they provide for employees to help them with the reconciliation of work and family life. The research not only answers the question of to what extent different employers offer arrangements like childcare facilities, flexible working hours or leave schemes, but it also tries to explain employers’ policies. The explanatory analysis includes organisational characteristics and employers’ opinions with respect to costs and benefits of different arrangements. The empirical analysis is based on a survey among 871 organisations in the profit sector and the non‐profit sector. One major conclusion is that family‐friendly arrangements have become rather common among organisations; employers are aware of the fact that the reconciliation of work and care has become an issue for an increasing number of workers.