work-life integration, reducing work stress: some strategies that work
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WORK-LIFE INTEGRATION, REDUCING WORK STRESS: SOME STRATEGIES THAT WORK. Donna S. Lero Centre for Families, Work, and Well-Being University of Guelph, Ontario. OLA SuperConference, Feb 3, 2006. Overview. - PowerPoint PPT PresentationTRANSCRIPT
WORK-LIFE INTEGRATION, WORK-LIFE INTEGRATION, REDUCING WORK STRESS: REDUCING WORK STRESS: SOME STRATEGIES THAT SOME STRATEGIES THAT
WORKWORK
Donna S. LeroDonna S. LeroCentre for Families, Work, and Well-Centre for Families, Work, and Well-
BeingBeingUniversity of Guelph, OntarioUniversity of Guelph, Ontario
OLA SuperConference, Feb 3, 2006OLA SuperConference, Feb 3, 2006
Overview
Key Influences Affecting Work-Life Integration, Role Overload, Employee Satisfaction and Performance
Consequences of Work-Life Imbalance Personal and Organizational Strategies Policy Options
Current Influences Changing Demographics Changing labour market trends and
employment relationships New technologies The need for change on multiple levels A global concern
Demographic Trends 1
Women and Work
46% of the employed labour force 75% of women 25-54 years 62% of mothers of children < 3yrs
72% of women work full time
Women’s earnings are essential to families, the economy
Demographic Trends 2
Families and work
73% of 2-parent families are dual earners; most often both work full time
18% single parent families 74% of single mothers with school-age children
employed
Changing Work Patterns and Work Hours Affect Employees and Family Life
Demographic Trends 3
Population Aging In 2000, 12% of pop 65+ … by 2026 more than 20% Increased longevity Continuing low fertility rates Ratio of potential support Reliance on fewer workers for contributions to pensions,
social programs (workers/ seniors > 65)5:1 in 2000 3:1 in 2026
The Caregiving Crunch
Labour Market Trends 1
1990s – a difficult decade; 1998 > recovery
Widespread downsizing Increase in precarious employment
Self-employment- own account Contract/temporary work
Part-time employment
Labour Market Trends 2
Current period: Strong economy with* Some labour and skill shortages emerging* Jobs requiring more education, skills but… There are also many low-wage jobs* Recent losses in manufacturing sector of good jobs; * Continuing concerns about mergers, outsourcing
Work intensification; Workload issues Quality of Work a critical issue Employees (all ages, both men and women)
desiring more work-life balance
Labour Market Trends 3
Baby boomers approaching retirement
Increasing proportion of older workers
More employees with an aging parent; 15% in sandwich generation
Competitive recruitment in health, government, construction, senior management
Changing Libraries
From refuge to hub of activity An electronic environment Serving more people, more diverse
populations Increased expectations for service Changing amount and pace of work
EvidenceEvidence of Increased Work Stress of Increased Work Stressand Work-Life Conflict and Work-Life Conflict
Major studies are consistent:
Work-life conflict has increased over the decade
Employees' mental health has declined
Employees’ attitudes to work are deteriorating More job stress Less job satisfaction and commitment
Concerns on many levels
Source: Duxbury & Higgins, 2001
Role Overload and Conflict Between Role Overload and Conflict Between Work and Family 1991, 2001Work and Family 1991, 2001
47
59
28 31 32
41
0
10
20
30
40
50
60
Per
cen
t
High Overload High work tofamily conflict
High - mediumfamily to work
conflict
1991 2001
Change in Key Mental Health Change in Key Mental Health Outcomes Over TimeOutcomes Over Time
47
55
3339
42 40
0
20
40
60P
erce
nt
High stress Highdepressed
mood
High lifesatisfaction
Source: Duxbury & Higgins, 2001
1991 2001
Employee Attitudes and Outcomes: Employee Attitudes and Outcomes: 1991 vs. 20011991 vs. 2001
62
45
66
50
13
27
0
20
40
60
80
Per
cen
t
High jobsatisfaction
High orgcommitment
High job stress
Source: Duxbury & Higgins, 2001
1991 2001
Evidence of the Costs of Work-Life Imbalance
Costs to employeesIndividually and as family members
Costs to employersConflicts between home and work costs approx. $16 billion/year due to absenteeism and disability costs, turnover, Recruitment and replacement, lost productivity
Costs in quality of care provided Less time in volunteering, social
relationships
Causes of Role Overload and Work-Family Conflict
Organizational Culture **• A culture that supports balance and values employees who are treated
with fairness and respect; A Healthy Workplace vs. • A culture of hours (long hours, face time a priority)• A culture of work OR family (work comes first)
Work Demands and Workload• Work hours, amount of unpaid overtime, • Total hours associated with work, commuting time
Lack of Community-Based Resources to Support Caregiving
Missing or Inadequate Public Policies
Personal Strategies for Work-Life Integration
Redefine role structure, role demands Redefine role expectations, priorities Renegotiate, share roles with others Attend to multiple role demands consciously
Splitting / separating / compartmentalizing Integrate
Recognize your limits and limit personal costs (sleep, exercise, having a life)
Promote and Participate in Organizational Change
Senior leadership is key Employee participation is essential Workplace size is important Set goals, monitor and measure along the
way Celebrate successes Share and learn
Work-Life Integration in the Early 21st Century
SUMMARY: Recognition of aligning work-family
integration with core business goals -- Human Capital Focus
Not just a personal concern A Business AND a Social Policy Issue A Gender Equity Concern An International Concern
References and Resources
• Centre for Families, Work and Well-Being, University of Guelph.www.worklifecanada.ca
• Duxbury, L. & Higgins, C. (2001). Work-life balance in the new millennium: A status report. www.cprn.ca/7314_en.pdf
• Duxbury, L. & Higgins, C. (2005) Report 4: Who is at risk? Predictors of work-life conflict. Work-travail-rpt4_e.pdf
• Hollingworth, M. (2005) Resolving the dilemma of work-life balance: Developing work-life maps. Ivey Business Journal, University of Western Ontario
• Kelloway, E.K & Day, A. (2005). Building healthy workplaces: What we know so far. Canadian Journal of Behavioural Science (special issue). 37 (4)
• Lee, M.D & Kossek, E. (2005). Crafting lives that work: A six-year retrospective on reduced load work in the careers and lives of professionals and managers. http://flex-work.lir.msu.edu/
• Work-Life Balance in Canadian Workplaceshttp://labour-travail.hrdc-drhc.gc.ca/worklife/
Thank you for your attention.
Comments, questions
www.worklifecanada.ca