The purpose of this paper is to present an analysis of parental leave use and long-term employment trajectories of parents in Luxembourg based on anonymous administrative…
The purpose of this paper is to present an analysis of parental leave use and long-term employment trajectories of parents in Luxembourg based on anonymous administrative records. This is the first systematic analysis of parental leave take-up rates and return rates for Luxembourg using a large and reliable data set.
The authors use highly detailed administrative data to calculate take-up and return rates for parental leave for both men and women working in Luxembourg. To gain deeper insights into the employment trajectories of parents, the authors deploy the visualisation tools of the TraMineR package, which allow the authors to trace developments over time.
The authors estimate take-up rates for parental leave at 72 per cent for mothers and 13 per cent for fathers. The return rates for mothers are 88.4, 99.4 and 70.8 per cent depending on whether they took full-time, part-time or no parental leave. In contrast, over 95 per cent of fathers remain employed following parental leave. The trajectory analysis reveals that the event of birth is a clear turning point for the majority of the female trajectories, but not for the male ones.
The paper contributes to the literature in at least several ways. First, this is the first available paper presenting the situation in Luxembourg using a large and reliable data set. Second, by including fathers in the analysis, the authors contribute to the available knowledge of male use of parental leave, which has been the subject of continued policy efforts in the past decades. Finally, the authors show how parental leave can be analysed using sequence analysis tools and how this method offers additional, holistic insights into work-family patterns over time.
The purpose of this paper is to undertake a Machiavellian analysis of the determinants of organisational change. It aims to present a model of how power, leaders and teams, rewards and discipline, and roles, norms and values, serve as drivers, enablers or inhibitors of organisational change.
The paper adopts the sixteenth century Machiavellian text The Prince as a lens through which to examine organisational change.
The paper concludes that Machiavellian thinking provides a valuable guide to the challenges and obstacles in negotiating organisational change and identifies the individual as occupying the central role in determining whether the change intervention will be accepted or rejected.
The longevity of Machiavellian thinking underlines the constancy of human behaviour and the relevance of age‐old thinking in understanding and negotiating change in a complex fast‐paced business environment.