Human resources practices as predictors of work-family outcomes and employee turnover
Human resources practices as predictors of work-family outcomes and employee turnover
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DOI：
10.1111/1468-232x.00287
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发表时间：
2003-04-01
影响因子：
2.3
通讯作者：
Valcour, PM
中科院分区：
文献类型：
--
作者：
Batt, R;Valcour, PM
本文通过对557名双职工白领员工的非随机抽样，考察了人力资源实践与企业和员工感兴趣的三个结果之间的关系：工作-家庭冲突、员工对管理工作和家庭需求的控制以及员工的离职意图。我们分析了三种类型的人力资源实践：工作-家庭政策，旨在诱导对公司的依恋的人力资源激励，以及工作设计。在一系列分层回归方程中，我们发现工作设计特征对员工管理工作和家庭需求的控制力的影响最大，而人力资源激励对工作-家庭冲突和离职意图的影响最大。我们还发现，这三种模式中的每一种都存在显著的性别差异。我们的结果表明，对工作-家庭冲突和离职最有效的组织反应是将工作-家庭政策与其他人力资源实践相结合，包括工作重新设计和增强承诺的激励。
Drawing on a nonrandom sample of 557 dual-earner white-collar employees, this article explores the relationship between human resources practices and three outcomes of interest to firms and employees: work-family conflict, employees' control over managing work and family demands, and employees' turnover intentions. We analyze three types of human resources practices: work-family policies, human resources incentives designed to induce attachment to the firm, and the design of work. In a series of hierarchical regression equations, we find that work design characteristics explain the most variance in employees' control over managing work and family demands, whereas human resources incentives explain the most variance in work-family conflict and turnover intentions. We also find significant gender differences in each of the three models. Our results suggest that the most effective organizational responses to work-family conflict and to turnover are those that combine work-family policies with other human resources practices, including work redesign and commitment-enhancing incentives.