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Emerging Psychological Risks related to OSH.European Agency for Safety and Health at Work
8 – 9 April, 2008 Brussels
Prof. Dr. Nuria Chinchilla, IESE Business School
WORK – LIFE BALANCEWORK – LIFE BALANCE
W
F S
• Women in business
• International careers
• “Never-ending”
workdays
• Women in business
• International careers
• “Never-ending”
workdays
New ContextNew Context
4
Ooohh now, of course: What are you doing Gonzalez?!! What are you doing Gonzalez?!! But every time Gonzalez took work to do at home, no one came to ask me: What are you doing Gonzalez?!!
WomenWomen in the labour in the labour marketmarket
1994 2005 % increase
Spain 31 51 67%
Ireland 40 58 45%
Italy 35 45 28%
Netherlands 53 66 25%
Greece 37 46 24%
Luxembourg 44 54 21%
Belgium 45 54 21%
Portugal 54 62 13%
Finland 59 66 13%
France 52 58 12%
Germany 55 60 8%
UK 61 66 8%
Denmark 67 72 7%
Austria 59 62 5%
Sweden 68 70 3%
United States 65 65 1%
EU (15 countries) 49 57 16%
(Eurostat)
Causes of the work & family Causes of the work & family
conflictconflictParticipant
sExperts
Timetable incompatibility (school / work) 1º 5º
Lack of company policies to help work and family balance
2º 3º
Working pressures 3º 4º
Family responsibilities 4º
Few kindergarten 5º
My own way of balancing work and family 6º 1º
Housework 7º
Lack of support from my boss and colleagues 8º 2º
Time I lose because of the traffic jam 9º
Lack of punctuality and/or not enough public transport
10º
Variety and quantity of social roles 11º
Which are your priorities in life?
17,517,3
14,5
11,7
10,9
10,2
9,3
7,2
5,4
3,7
0,0
2,0
4,0
6,0
8,0
10,0
12,0
14,0
16,0
18,0
relationship with children
relationship with husband
relationship with parents
professional project
commitment with company
relationship with f riends
personal world
relationship with colleagues
relationship with boss
commitment with community
What criteria are important to you when making a
decision regarding your professional career?
7%
17%
18%
41%
68%
0 10 20 30 40 50 60 70
Income increase
Opinion and career of spouse
Professional achievements/promotion possibilities
Level of interest/ challenge ofnew job
Balance betweenpersonal/familly and
professional life
How much do you agree with the following statements?
67%
31% 30%
22%
0%
10%
20%
30%
40%
50%
60%
70%
Sensación de doblejornada
Sacar familia sola Incomprensiónjefe/compañeros
Marido como pesoHusband as a burdenHusband/boss lack of understanding
Bearing alone the family burden
Feeling of “double workday”
Professional Reorientation
12%
27%
59%
0%
10%
20%
30%
40%
50%
60%
Como autónoma Crear mi propia empresa En otra empresaAs a freelance Create my own business
In another company
How much support do you receive on your dual professional and family responsibility?
87%
36%
2%5%
12%15%
33%
6%
45%
16%
0%0%
5%
10%
27%
4%
66,50%
42%42%
22%
4%
29%
35%
58%
17%
30%
39%41%
49%
54%
74%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Apoyo emocional Apoyo profesional Apoyo educativo Apoyo doméstico
Husband Friends Parents Children Other family members Colleagues Boss Baby-sitters Maid
Emotional support Professional support Educational support
Home support
Two different approaches:
1)To adapt the whole life to one’s career 2)To adapt the career to one’s life
1) To adapt the whole life to one’s career
It has been a subtle—not explicitly chosen process, not
a deliberate decision
Low birthrate (below 2,1)
Mean age when first child is born (32
years)
Children’s education in the hands of
others
Divorce (one every 3 minutes)
Health problems (stress, depression)
High expenditure on tranquilizers
(more time off due to stress than to
maternity leave)
What is happening?What is happening?
BIRTH RATEBIRTH RATEThe European Birth rate is very low (1,5)
too far from the Generational Replacement Level:2,1 children/woman
and below the expectations of Europeans: 2,3
The best:Ireland: 1,99France: 1,90Finland: 1,80
Denmark:1,78UK:1,74
The worst:Greece: 1,29Germany: 1,3Spain: 1,32Italy: 1,34
Fuente: Eurostat. Elaboración IPF
Time´s Vicious CycleTime´s Vicious Cycle
CONFLICTS WORK STRESS
Less quantity and quality of time
Reduction offamily support
PERSONAL AND FAMILY LIFE CONFLICTS AND STRESS
20% 80%
SPILL-OVERFAMILY-TO-
WORK CONFLICT
SPILL-OVERWORK-TO-
FAMILY CONFLICT
Go to the market , clean the sofa and wash the dishes, look for milk, hung the clothes, clean the dust from the TV, buy some soap and take out the dog for a while
WHAT WOMEN SAY:
WHAT MEN UNDERSTAND….
Go to the market , clean the sofa and wash the dishes, look for milk, hung the clothes, clean the dust from the TV, buy some soap and take out the dog for a while
VALUESVALUES
RESULTS
FAMILY Companionship,
harmony, respect,
confidence
WORK/ PLACEThe same
values
HAPPINESS/ QUALITY OF LIFE •Benefits
•Commitment•Productivity
FAMILY: is a SCHOOL of FAMILY: is a SCHOOL of COMPETENCIESCOMPETENCIES
CONVERGENCE OF IDEAS
Executing PLANS
Opening MARKETSCUSTOMER
SERVICE
MONITORING SUCCESS AND
MISTAKES FAMILY = SME
JOINT CAPITAL
CONTRIBUTION
“The real skills of leadership mirror the skills of effective
parenting”
“The fifth Discipline” P. Senge
1 Customer- orientation
2 Leadership
3 Integrity
4 Initiative
5 Teamwork
6 Communication
7 Business vision
8 Personal improvement
9 Decision making
10 Interfunctional orientation
Fuente: Cardona, P.; Chinchilla, N., García, P.: “Las competencias directivas más valoradas”, IESE, WP 01/4
Most valued Most valued management skillsmanagement skills
2) To adapt one’s career to one’s life
There are initiatives—in the firms and governments—that facilitate such
adaptation: family policies, flexible work arrangements,...
However, it is still very much a personal effort, even in the case of being eligible
for those arrangements.
What do we mean by What do we mean by ““success” ?success” ?
FracasadaFamosa
RealizadaModelo
+ Éxito objetivo -
UnsuccessfulFamous
Self- realizedModel Reference
+ Objetive success -
-S
ub
jeti
ve s
uc
ces
s+
What can we learn from people who are VERY satisfied both in their careers
and their lives?
1.- They align one’s work demands, one’s spouse’s demands, and one’s family situation.
2.- They re-asses their notion of career success, focusing on the “net gains”: career, family, personal life.
3.- They purposefully set boundaries that facilitate to meet expectations in each life’s domain.
To align one’s work demands, one’s spouse’s demands, and one’s family situation means:
To have a dynamic flexibility and re-assessment (not only in the company but especially at
home).
a) With one’s spouse: Who is doing what and when.
b) With one’s company: What are the options, and how can I access them. How to redefine the job. What is feasible. Dynamic
adaptation.
Companies’ destructive Companies’ destructive capacitycapacity
• Pollution in nature (ecology)• Pollution in society (human ecology) Double effect:
– Social (external)– Business (internal)
4 Levels of 4 Levels of development in development in
CompaniesCompanies
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
BC
AD
Dis
cret
iona
lS
yste
mat
ic
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
BC
AD
Dis
cret
iona
lS
yste
mat
icD No FR Policies
C Few policies
or
don’t really
use
them
B Have policies
and
put them into
practice
A Have a FR
culture
Elements of a Elements of a Family Responsible EnterpriseFamily Responsible Enterprise
Non-salary benefits
Family services
Professional support
Job flexibility
1. Policies
EstrategiaResponsabilidad
ComunicaciónLiderazgo
2. Facilitadores
StrategyResponsibility
CommunicationLeadership
2. Facilitators
3. Culture: Hindrances / Promoters
4. R
esults
W Emphasis W-F FocusReasons for W-F Policies
Employee is evaluated of the time
he or she works
Company is not responsible for
w-f balance
Legislation/ Marketing (eficacy)
Employee is evaluated in function
of the tasks completed and the learning obtained
Company sees that w-f balance is a real problem that should be taken care of
(Reactive)
Employee’s retention
(atractivness)
Employee is evaluated in function of his or her unique contribution in the
fulfillment of he companies’ project
Company is a real FRE
(Proactive)
Real employees’ needs (unity
in values)
An
thro
-p
olo
gic
al
Psych
o-
socio
log
ical
Mech
a-n
isti
c
1- Senior management commitment (budget included).
2- Work & Family coordinating committee.
3- Company diagnosis: self-diagnosis IFREI:
4- Family employees needs information.
5- Integral Balance Plan development.
6- Manual for Policies application.
7- Leadership of top managers.
8- Family values explicitly included in the corporate mission
( as new stakeholders).
9- Development of policies and processes.
10- Measure the use of policies to adjust and Benchmark.
http://www.iesedti.com/ifrei2006/ifrei.htm
10 Steps to become a FR company10 Steps to become a FR company
Argentina
Uruguay
Brazil
SpainPortugal
Colombia
Ecuador
Peru
Guatemala
Mexico
Philippines
Nigeria
European countries
IrelandFinlandDenmarkBelgiumItalyCzech RepublicFrance
Chile
KenyaEl Salvador
Venezuela
New Zealand
Singapore
IFREI in the WorldIFREI in the World