Publisher's Synopsis
Many employers now recognise that work-life balance is a key issue and offer employees a range of flexible working options. Take-up of these options, however, remains low, even in organisations that offer a comprehensive range of flexibilities and are supportive of the work-life balance principle. The perceived impact on career prospects, as well as a number of other factors can be off-putting for employees. Individuals and their managers need support to get over some difficulties and barriers they experience, to ensure work-life balance policies and practices work effectively. The principle at stake here is that work should be healthy and should leave time and energy to pursue interests outside work. Demographic changes, a more diverse workforce, business imperatives and government policy have all been driving work-life balance up the agenda. Individuals with childcare and eldercare responsibilities clearly have particular needs. Moreover, many employers now recognise that options to work flexibly should be available to all employees, not just to those with caring responsibilities. Examples and case studies of good practice abound.;Employers compete keenly to be recognised as an 'employer of choice' and for work-life balance awards. Yet do these practices make a tangible difference to the lives of employees and their families?
