Work-Life Policies: Linking National Contexts, Organizational Practice and People for Multi-level Change

A growing area of societal concern across the globe pertains to familyresponsive employment policies and practices that are designed to improve individuals’ ability to effectively carry out work and family demands over the career span (Kamerman, 2005a). Work-family policies and practices are adopted by employers and governments to help employees jointly manage work and non-work roles; enable successful participation in labour market activity, family and personal life; and enhance quality of life (Kossek, 2005, 2006). They are ostensibly designed to reduce work-family conflicts, and foster positive engagement in work, family and personal life over a career. These policies facilitate employees’ involvement in care-giving for children, elders, or other family members; and many non-work pursuits such as education, volunteering, leisure and self-care (health, exercise) (Ollier-Malaterre, 2009; Ryan & Kossek, 2008). Common policies include flexible work arrangements providing: control over the time, timing, continuity and amount of work; direct dependent care supports, such as child and elder care services and employee assistance plans; and information and social support for managing work-family stress and health, such as network groups and seminars (Kossek & Friede, 2006).