Business Finance - Management Management Assignment

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Diversity in Organizations, 5e

Chapter 10: Work and Family

Bell | Leopold, Diversity in Organizations, 5th Edition. © 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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Introduction

Issues include child and elder care, equal pay, pregnancy discrimination, flexible schedules, paid and unpaid leave, and flexible family units, and more

Covid-19 job losses: more likely to impact women

Organizations that help employees balance work and family are advantaged in recruiting and retaining people; one study found that they stock prices are higher as well

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History of Work and Family

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History of Workforce Participation

Family wage philosophy

Justified pay disparities based on a belief that in contrast to men, women did not have (but were) dependents

Factors contributing to female workforce participation

Economic pressures

Rise of single parenthood

Psychological benefits associated with work

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Relevant Legislation

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Legislation Relevant to Work and Family Issues ( 1 of 2)

The Equal Pay Act and Title VII

Counteract discrimination in employment-related matters, including compensation

Pregnancy Discrimination Act, 1978

Prohibits discrimination based on pregnancy and related medical conditions

Requires pregnancy be treated similarly to other temporary medical conditions

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Legislation Relevant to Work and Family Issues ( 2 of 2)

The Family and Medical Leave Act of 1993

Allows employees to take up to 12 weeks of unpaid leave:

When ill or on the birth, adoption, or placement of a foster child

To care for a sick child, parent, or spouse

People who take family leave often suffer career penalties as a result of doing so

Lilly Ledbetter Fair Pay Act of 2009

Restored the pre-Ledbetter position that with every discriminatory paycheck, a new clock starts

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Legislation Related to Pregnancy

Pregnancy Discrimination Act of 1978 and Pregnant Workers Fairness Act of 2023

PDA prohibits employers from discriminating because of pregnancy, but does not require benefits or leave

The 2023 Act requires most employers to make reasonable accommodations for an employee’s limitations related to pregnancy, childbirth, or related issues

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Population, Participation, and Education

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Workforce Participation

Presence of children and age of youngest child are important determinants of women’s workforce participation. Marital status also affects women’s participation.

In 87% of same-sex female couples, both partners participate in the labor force.

About 80% of women who are unmarried and have children between 6 to 17 participate in the labor force.

Education affects a woman’s propensity to work when parenting.

83% of highly educated women participate compared to 50% of those who did not finish high school.

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Earnings

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Research Findings

Promotion rates

Higher for married men and lower for married women

Higher for men with children in preschool

Highest for never-married, childless women

Perceived competency rates

Low for mothers

High for businesswomen and childless women

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Part-Time Work and Earnings

Part-time work is one way in which some women address child-care needs and greater contributions for home and family.

Organizations can address wage, benefit, and promotion disparities and thereby lessen the negative impact on women who decide to work part time.

Some organizations offer flexible scheduling, paid and unpaid leave, job sharing, telecommuting, referral services, and on-site childcare as well as part-time work.

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Flexible Schedules and Remote Work

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Flexible Schedules and Remote Work

Permission to vary start and stop times on a daily, weekly, or monthly basis

Requires employees to work for a minimum number of hours for a specified period

Reduces tardiness, absenteeism, intentions to quit, and turnover

Highly beneficial to those responsible for child or elder care but often comes with career costs

Elder care, religious, community, school, or other non-work commitments can make flexible scheduling desirable to all employees.

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Remote work and Covid-19

Prior to Covid-19: About 27% of workers had flexible schedules; men with children under 18 had more access to flexible schedules than women

Post Covid-19: Some employers attempted to require employees to return to the office; others recognized the value in helping employees with remote work options

Prior to pandemic, 7% of workers worked remote and by March 2023, 35% of workers worked remotely full time

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Issues Relevant to Low-Wage Workers

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Child-Care Assistance and Employer Outcomes

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Child-Care Assistance and Employer Outcomes

One way that some employers assist employees with child-care needs is through employer-sponsored child-care assistance programs.

Study: Employees who used an on-site child-care center had higher performance and lower absenteeism than employees who used an off-site center or who had no children.

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Same-Sex Couples in Family Relationships

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Same-Sex Couples in Family Relationships

In nearly 90% of same-sex households, both partners are participating in the workforce.

Lesbians earn more than heterosexual women, and lesbian mothers are perceived as more competent than heterosexual mothers.

Prior to legislation including same sex couples, some organizations had already begun recognizing same-sex couples’ families through inclusive partner medical and retirement benefits, tax assistance when those benefits were taxable, and inclusion of same-sex partners among the family members that the company considered covered by the FMLA.

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Men, Work, and Family

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Family Care and Men

Gendered organizational culture: Managers reward those who set aside personal and family commitments and are dedicated to their jobs.

Participation at home and work is affected by stereotypical gender roles and perceptions.

Men who participate in family care may be more strongly sanctioned than women who do so.

Some men are praised, but others are penalized.

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Beyond the Family: Society, Organizations, and Family Issues

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Research Findings—Social Policies

Larger social arrangements limit how members of a household divide labor and responsibility.

Social policies regarding the following issues inhibit families as they try to arrange their lives to best suit their members:

Parental leave

Income disparities

Mandatory overtime

Availability of quality childcare

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Elder Care

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Caring for the Elderly

Sandwich generation: People in this generation find themselves caring for both their children and their aging parents.

Women who work full-time are four times as likely as men who work full-time to be primary care givers for elderly relatives.

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Parenting Again: Grandparents Caring for Grandchildren

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Parents Again: Grandparents Caring for Grandchildren

Grandparents who become responsible for their grandchildren due to:

Teenage pregnancy

Substance abuse or imprisonment of the parents

Child abuse, neglect, and abandonment

Death of the child’s parents

Most parents again are still in the labor force.

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Recommendations for Individuals

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Recommendations for Individuals

“Reduce standards” for household cleanliness, and purchase services one would normally perform.

Refuse to comply with demands of “greedy employers.”

Actively seek employment in organizations that offer programs such as flexible scheduling, child- and elder-care assistance, paid parental leaves, and other family-friendly programs.

Have realistic expectations; dependable partners, care providers, and back-up helpers.

Remain connected to decision makers and key activities at work.

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Recommendations for Organizations

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Recommendations (1 of 3)

Recognize the role played by policies and behaviors of supportive managers.

Ensure flexibility in scheduling, work location, part-time work, and choices about overtime and travel.

Eliminate inconsistent scheduling and overtime practices that prevent employees from being able to obtain child and elder care.

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Recommendations (2 of 3)

Provide job guarantees for those taking leaves that exceed 12 weeks.

Implement procedures to provide income for employees who require family leave.

Assist employees who opt for part-time status or leaves to remain connected to the organization and return to full-time work.

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Recommendations (3 of 3)

Allow employees to decide which people constitute their family, and provide time off, leaves, and other benefits accordingly.

Recognize that there is and should be life outside of work for employees.

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Key Terms

Gendered organizational cultures

Human capital

Instability

Parents again

Rigidity

Sandwich generation

Unpredictability

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Business Finance - Management Management Assignment

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