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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 OLA SuperConference, Feb 3, 2006
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Overview Key Influences Affecting Work-Life Integration, Role Overload, Employee Satisfaction and Performance Consequences of Work-Life Imbalance Personal and Organizational Strategies Policy Options
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Current Influences Changing Demographics Changing labour market trends and employment relationships New technologies The need for change on multiple levels A global concern
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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
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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
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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
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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
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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
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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
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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
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Evidence of Increased Work Stress 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
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Source: Duxbury & Higgins, 2001 Role Overload and Conflict Between Work and Family 1991, 2001 1991 2001
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Change in Key Mental Health Outcomes Over Time Source: Duxbury & Higgins, 2001 1991 2001
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Employee Attitudes and Outcomes: 1991 vs. 2001 Source: Duxbury & Higgins, 2001 1991 2001
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Evidence of the Costs of Work- Life Imbalance Costs to employees Individually and as family members Costs to employers Conflicts 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
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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
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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)
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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
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Work-Life Integration in the Early 21 st 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
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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.pdfwww.cprn.ca/ 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 Workplaces http://labour-travail.hrdc-drhc.gc.ca/worklife/ http://labour-travail.hrdc-drhc.gc.ca/worklife/
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Thank you for your attention. Comments, questions dlero@uoguelph.ca www.worklifecanada.ca
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