Ifrei West Africa

© IESE Business School - Barcelona - 2012

IESE Family-Responsible environment (FRe) Indexfor the World and West Africa

Prof. Nuria Chinchilla

Prof. Mireia Las Heras


In collaboration with:

Florence Lokossou


The Corporate Sponsors of the International Center for Work and Family


Principal Objetive

To show the impact of family-responsible policies, practices and leadership on your health, your commitment to loyalty,

your intention to leave to the company, and your satisfaction.


Overall Model for the Study

The Country

LegislationCulture

and values

The Individual

Individual characteristics

Responsibility and role at

home

Policies

Work Environment

Supervisor

Culture

Your FR Environment

Organizational

Individual

Impact on Results


Model FRe (Family-Responsible environment)

EnriquecedoraContaminante

BC

AD

EnrichingContaminating

BC

AD

Dis

creci

onal

Syst

em

ati

c

A. Environment that systematically facilitates work-family balance

B. Environment that occasionally facilitates work-family balance

C. Environment that occasionally hinders work-family balance

D. Environment that systematically hinders work-family balance


IFREI Study Framework

A. FR Policies1. Flexibility with Time and

Space2. Family Support3. Information4. Maternity/Paternity

Leave

C. FR Culture

B. FR Supervisor

1. Emotional Support2. Instrumental Support3. Policy Management4. Role Model

Impact on Results

1. Intention to Leave

2. Loyalty

3. Commitment

4. Perceived Organizational Support

Organizational Individual

FR Environment

Individual Characteristics

A. Coping Strategies

B. Integration/ Segmentation Preferences

C. Job Preferences

D. Transition Styles

1. Overall Health

2. Family ↔ Work Enrichment

3. Satisfaction with Work/Family Balance


Worldwide IFREI Study: In progress in 22 countries

Nueva Zeland

a

SOUTH AMERICA Argentina

BrazilChile

ColombiaEcuador

PeruVenezuela

NORTH AND CENTRAL AMERICA

CanadaCosta RicaEl SalvadorGuatemala

Mexico AFRICAKenyaNigeria

West Africa

ASIAChina

Philippines

EUROPEGermany

ItalyNetherland

sPortugal

Spain

AUSTRALIA

New Zealand Methodology: quantitative

Instrument: structured questionnaires Period: 2010-2011


Participation in the Worldwide IFREI Study

Women: 2161 / 40%

Women with children: 54%

Women without children: 46%

Men: 3288 / 60%

Men with children: 66%

Men without children: 34%

Women without management responsibility: 48%

Men with management responsibility: 61%

Men without management responsibility: 39%

Women with management responsibility: 52%

60%

40%

49%

51%

71%

29%

60%

40%With childrenWithout children With children

Without children


IFREI study in West Africa

With childrenWithout children With children

Without children

Women: 44%

Women with children: 74%

Women without children: 26%

Men: 56%

Men with children: 92%

Men without children: 8%

Women without management responsibility: 25%

Men with management responsibility: 80%

Men without management responsibility: 20%

Women with management responsibility: 75%

N= 92

83%

17%

62%

38%

97%

3%

80%

20%



BC

AD


Dis

creci

onal

Syst

em

ati

cEmployees’ Perception of their Work Environment

10% perceive that their environment systematically facilitates work-family balance

29% perceive that their environment occasionally facilitates work-family balance

49% perceive that their environment occasionally hinders work-family balance

12% perceive that their environment systematically hinders work-family balance

10%

29%49%

12%



BC

AD


Dis

creci

onal

Syst

em

ati

cEmployees’ Perception of their Work Environment

3% perceive that their environment systematically facilitates work-family balance

19% perceive that their environment occasionally facilitates work-family balance

48% perceive that their environment occasionally hinders work-family balance

36% perceive that their environment systematically hinders work-family balance

WEST AFRICA


Family-Responsible Environment:

Policies


FR Policies

A. FR Policies1. Time and Location

Flexibility2. Family Support3. Information4. Maternity/Paternity

Leave

C. FR Culture

B. FR Supervisor

Impact on Results

1. Intention to leave

2. Loyalty

3. Commitment



FR Environment

1. Overall Health






C. Work Preferences




FR Policies

Telecommuting: working part or full-time from home or some place outside the company

Working part-time or job-sharing Flexible hours

Time and Location Flexibility

Professional counseling Personal counseling

Professional and Family Support

Easy access to information about the work-family balance

Seminars, workshops and information sessions on work-family balance

Family-Friendly Services

Childcare center at the workplace Childcare subsidy

Family-Friendly Benefits


FR Policies: Time Flexibility

Men West Africa

Men Worldwide

Women WorldwideWomen West Africa

14%

25%

33%

6%

15%

23%24% 25%29%

13%16%

25%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Part-time work Compressed work week Job sharing

WEST AFRICA

14%

25%

33%

14% 12%8%

23% 25%28%

8%

21%15%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Trabajo a tiempo parcial Semana comprimida Trabajo compartido


FR Policies: Time and Location Flexibility

Men West Africa

Men Worldwide

Women WorldwideWomen West Africa

36%

60%

25%

43%

32%

58%

21%

40%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Flexible work hours Tele-commuting

WEST AFRICA

36%

59%

16%

36%32%

57%

18%

38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Teletrabajo Horario flexible


FR Policies: Family Support

6%

20%

40%

5%

35%

54%

13%

22%

44%

12%

22%

53%

0%

10%

20%

30%

40%

50%

60%

70%

Childcare center at work Subsidy for childcare Permission to leave due to a family emergency

Men West Africa

Men Worldwide Women WorldwideWomen West Africa

WEST AFRICA

6%

20%

40%

4%

12%18%

12%

22%

44%

3%8%

23%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Guardería Subsidio para cuidado de niños Excedencia para cuidar de un familiar


Family-Responsible Environment: Supervisor


FR Supervisor

Impact on Results

1. Intention to leave

2. Loyalty

3. Commitment



1. Overall Health






C. Work Preferences


B. FR Supervisor


FR Environment

C. FR Culture



Leave


FR Supervisor: Supervisors Showing Excellent Emotional Support

Global West AfricaWomenMen

31%35%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7

12%9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Supervisor:Employee Perception of the Supervisor’s Excellent Emotional Support

The graphic shows the percentage of employees who receive excellent emotional support from their supervisor. (score of 6-7 on a scale of 1-7, 7 being excellent)

Male

M

an

ag

er

Fem

ale

M

an

ag

er

Female Non-Manager

Male Non-Manager

Global West Africa

Female Non-Manager

Male Non-Manager

30%

41%36%

31%9%

10%

14%


FR Supervisor: Supervisors Showing Excellent Instrumental Support


44% 44%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7

17% 16%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Supervisor:Employee Perception of the Supervisor’s Excellent Instrumental Support

The chart shows the percentage of employees who receive excellent instrumental support from their supervisor. (score of 6-7 on a scale of 1-7, 7 being excellent)

Male

M

an

ag

er

Fem

ale

M

an

ag

er

Female Non-Manager

Male Non-Manager

Global West Africa

Female Non-Manager

Male Non-Manager

40%

50%45%

45%

18%

10%

19%


FR Supervisor: Supervisors Showing Excellent Policy Management


43% 44%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7

15%

22%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Supervisor:Employee Perception of the Supervisor’s Excellent Policy Management

The chart shows the percentage of employees who receive excellent policy management support from their supervisor. (score of 6-7 on a scale of 1-7, 7 being excellent)

Male

M

an

ag

er

Fem

ale

M

an

ag

er

Female Non-Manager

Male Non-Manager

Global West Africa

Female Non-Manager

Male Non-Manager

39%

51%46%

44%


FR Supervisor:Supervisors Who are Perceived as Excellent Role Models


38%42%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7

17% 16%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Supervisor:Employee Perception of the Supervisor as an Excellent Role Model

The chart shows the percentage of employees who perceive their supervisor as an excellent role model. (score of 6-7 on a scale of 1-7, 7 being excellent)

Male

M

an

ag

er

Fem

ale

M

an

ag

er

Female Non-Manager

Male Non-Manager

Global West Africa

Female Non-Manager

Male Non-Manager

37%

46%39%

37%18%

10%20%

17%


Family-Responsible Environment:

Organizational CultureA. FR Policies

1.Time and Location Flexibility2.Family Support3.Information4.Maternity/Paternity Leave

B. FR Supervisor

1.Emotional Support2.Instrumental Support3.Policy Management4.Role Model




C. Work Preferences


C. FR Culture

FR Environment Impact on Results

1.Intention to Leave

2.Loyalty

3.Commitment

4.Perceived Organizational Support


1.Overall Health

2.Family ↔ Work Enrichment

3.Satisfaction with Work/Family Balance


FR Organizational Culture



Leave

B. FR Supervisor





C. Work Preferences


C. FR Culture

FR Environment Impact on Results


2. Loyalty

3. Commitment



1. Overall Health




FR Organizational Culture: Co-Workers Who Respect Extended Maternity or Paternity Leave

Global West Africa

The 1-2 signifies that co-workers are not bothered by extended leaves. Therefore, it is an FR culture.

WomenMen

1-2

42% 42%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-71-2

18%

31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Organizational Culture: Negative Consequences for the Career due to FR Behavior

Global West Africa

The 1-2 signifies that there are no negative consequences. Therefore, it is an FR culture.

WomenMen

18%24%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7 1-21-2

12% 10%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


FR Organizational Culture: FR Expectations regarding Workload and Working Hours

Global West Africa

The 1-2 signifies that there are no expectations regarding workload and hours. Therefore, it is an FR culture.

WomenMen

49% 51%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7 1-21-2

24%

31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

6-7


Impact on Organizational Results



Leave

C. FR Culture

B. FR Supervisor


FR Environment




C. Work Preferences


Impact on Results


2. Loyalty

3. Commitment

4. Perception of Organizational Support


1. Overall Health




Impact on Organizational Results: Intention to Leave the Company

Undesired turnover has negative consequences that affect the morale of the other employees as well as the outcomes for the company:

Lower productivity Loss of expertise Deteriorated work environment and lack of motivation among the remaining

staff

In addition, there are significant direct costs: Costs of recruitment for a replacement Costs of training a new employee Costs of substitution while the vacant position is covered



The graphs “Impact on Organizational Results: Intention to Leave the Company” refer to the following questions in the questionnaire:

Do you agree with the following statements? (1 = strongly disagree / 7 = strongly agree)

I would prefer another more ideal job than the one I have now If it was up to me, in three years I would not be in this organization I frequently think of quitting my job



Intention to leave

No intention to leave

The more FR the environment is, less is the intention of the employee to leave.

AD C B

10%12% 49% 29%

2,2

2,8

3,6

4,6

1

2

3

4

5

6

7



Intention to leave

No intention to leave

AD C B

3%38% 48% 19%

3,2

4,04,3

5,0

1

2

3

4

5

6

7

WEST AFRICA


Impact on Organizational Results: Perceived Organizational Support

The graphs “Impact on Organizational Results: Perceived Organizational Support” refer to the following questions in the questionnaire:

Do you agree with the following statements? (1 = strongly disagree / 7 = strongly agree)

When I have a problem, the organization tries to help me The organization is sincerely concerned about my well-being The organization takes my opinion seriously The organization is concerned about my overall satisfaction at work


Impact on Organizational Results: Perceived Organizational Support Depending on the Environment

Manager

Non-Manager

5,9

5,3

4,4

3,4

6,0

5,4

4,5

3,5

1

2

3

4

5

6

7

ABCD AD C B

10%12% 49% 29%


Impact on Organizational Results: Perceived Organizational Support Depending on the Environment

Manager

Non-Manager

AD C B

5%15% 59% 22%

5,6

4,2

3,7

4,4

5,5

4,6

3,8

1

2

3

4

5

6

7

ABCD

WEST AFRICA


Impact on Individual Results: Satisfaction with Work/Life Balance

The person is satisfied with how he or she is managing work and family responsibilities.

This variable refers to the level of satisfaction that the person has with how he or she divides his or her attention between work and family. It is also the satisfaction with how both domains, the familial and professional, fit to form a balanced framework that the person likes.

This satisfaction is facilitated, in large part, by the resources that the company provides a person to do their job in an independent and flexible manner. In this way, he or she can contribute professionally without it negatively affecting his or her family life.



The graphs of “Impact on Individual Results: Satisfaction with Work/Life Balance” refer to the following questions in the questionnaire:

Please tell us how satisfied you are with the following aspects of your life (1 = Very dissatisfied / 7 = Very satisfied)

The way I divide my time between work and personal or family life The way I divide my attention between work and home The way my personal and family life fit together My ability to balance the needs of your job with those of my personal or family

life The opportunity to balance my job and look after my duties at home



Female Manager

Female Non-Manager

Male Manager

Male Non-Manager

Low Commitment

High Commitment5,7

5,2

4,74,3

5,65,1

4,7

4,1

5,55,3

4,6

3,9

5,55,1

4,6

3,9

1

2

3

4

5

6

7

ABCD



Low Commitment

High Commitment

Female Manager

Female Non-Manager

Male Manager

Male Non-Manager

5,4

4,1

3,3

4,5

5,1

4,34,3

6,8

4,34,0

5,45,2

4,4

1

2

3

4

5

6

7

ABCD

WEST AFRICA


Partners (I/II)

IAE Universidad

AustralArgentina

Work & Family Foundation

Canada

Universidad de la SabanaColombia

Universidad de los Andes

Chile

Instituto Superior de

EmpresaBrazil

La Empresa y la Familia

Costa Rica

Instituto de Desarrollo

EmpresarialEcuador

ELISItaly

Universidad del Istmo

GuatemalaFundación EmprepasEl Salvador

University of MacauChina

Politecnico MilanItaly


Partners (II/II)

Strathmore Business SchoolKenya

Eramus University Rotterdam

Netherlands

Lagos Business School Nigeria

The University of Waikato

New Zealand

Universidad Pan-Americana

Mexico

Escuela de Dirección

Universidad de PiuraPeru

Escola de Direcção e NegóciosPortugal

EdenredSpain

Universidad MonteávilaVenezuela

University of Asia and the

PacificPhilippines


IESE Family-Responsible environment (FRe) Indexfor the World and Nigeria

Prof. Nuria Chinchilla

Prof. Mireia Las Heras

Ifrei West Africa

Presentations & Public Speaking

Transcript of Ifrei West Africa