Contributions of Work-Life and Resilience Initiatives to the Individual/Organisation Relationship

Abstract : Despite much research, it remains unclear whether and how organisational work-life and resilience initiatives (WLRI) enhance employee commitment. To open this black box, this theory-building research analyses 73 in-depth interviews in a multinational pharmaceutical company. WLRI foster desirable outcomes for almost two-thirds of the sample (loyalty, pride, calculated appreciation and use as management tools), yet may have negative outcomes disappointment, obligation to stay) or no outcome (indifference). To understand the processes implied, this research analyses employees' awareness, need, access and judgment of the initiatives. A decision tree is built. Key success conditions lie in three layers of context: personal, work environment and national. This article argues for a new theoretical foundation of work-life research, combining classic individual-centred perspectives with relational theories, which remain under-investigated in work-life research.
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Article dans une revue
Human Relations, SAGE Publications, 2010, Vol.63 (n°1), pp. 41-62. 〈10.1177/0018726709342458〉
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Contributeur : Emilie Breton <>
Soumis le : vendredi 18 février 2011 - 16:59:31
Dernière modification le : mardi 6 septembre 2011 - 13:32:30

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Ariane Ollier-Malaterre. Contributions of Work-Life and Resilience Initiatives to the Individual/Organisation Relationship. Human Relations, SAGE Publications, 2010, Vol.63 (n°1), pp. 41-62. 〈10.1177/0018726709342458〉. 〈hal-00567202〉

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