• 가족자원경영과 정책
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• 제22권1호
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• pp.1-21
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• 2018

The aim of this study was to suggest an improvement plan for the post-certification family friendly consulting service based on consulting reports from 2015-2016 and focus group interviews analysis. Focus group interviews were conducted with consultants with the Family Friendly Support Center and managers with family friendly certification companies. The results of this study were as follows. First, objective outcome indicators for the measurement of consulting performance should be created. Second, a checklist managers can use to choose the consulting type based on self-assessments should be developed. Third, a follow-up consulting system should be in place to complement the ABC module. Fourth, a consulting case database should be built to facilitate customized consulting by industry and size.

• 가정과삶의질연구
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• 제33권2호
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• pp.21-33
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• 2015

This study was carried out to explore the actual condition of family-friendly education of corporations and organizations supporting them for the purpose of activating the family-friendly certification system. The researches on the family-friendly education of corporations or related organizations have not become an object of attention, although the policies of family-friendly corporations have been the major concern of researchers who have conducted studies on the balancing between work and family. For the first time, this study investigated the family-friendly education programs of corporations and organizations supporting them. In addition to this work, interviews with laborers were performed to learn the actual participation in the education. The results showed that even corporations selected as excellent corporations by the government scarcely provided family-friendly educations and few laborers participated in them. The most educations provided by corporations were for the improvement of work ability or job training. Education for family concentrated only on the role of the father. The focus of educations supporting corporations was biased to the view of corporation or family, not balanced between the two. So it was suggested that researchers should pay attention to developing diverse education programs encompassing the whole stages of life cycle and the balancing between corporation and family.

• 가족자원경영과 정책
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• 제15권2호
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• pp.63-84
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• 2011

This qualitative case study focused on the workers' flexibility needs. We selected eight full-time workers from one 2009 family friendly certified firm for observation and in-depth interview. The workers are categorized into three groups; male employees with housewives, double income family workers depending on extended family, and double income family workers depending on paid babysitter. The spouse's work status and informal extended familial support to child care were crucial factors to influence their work family life styles and flexibility needs. The flex time is the most desirable everyday needs for the dual working child caring parents depending on the paid help. And the female workers' concerned about the stigma effect of the institutionalized flexibility use of the inferior labors.

• 가정과삶의질연구
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• 제28권2호
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• pp.63-76
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• 2010

A law facilitating a family-friendly social environment was legislated in December 2007. According to the law, projects for facilitating a family-friendly social environment consisted of a family-friendly working environment, a community environment, and the promotion of a family-friendly culture. There has been much progress in developing a family-friendly working environment through projects such as those advocating for flexible work hours, an employee support system, and child care and a family care support system. However, in terms of a family-friendly community environment project, there was no noticeable advancement. Hence, this study was conducted to find ways to vitalize the family-friendly village project in terms of the family-friendly community environment project. The major findings of this study were as follows: A family-friendly village could be structured on the three axes of time, space, and relation. The model of the family-friendly village project consists of the following three steps: motivation, systematization, and participating & practicing. In the motivation step, integration, community, and sustainability were needed as basic ideologies for a family-friendly village. In the systematization step, providing systematic educational systems for residents taking on leadership and activist roles was stressed. In the participating & practicing step, many ways to facilitate residents' social relationships were suggested: starting the project from matters of common interests, making the resolution of families' problems a communal task of the residents, accepting the opinions of various groups associated with the matter, and taking a differentiated project process according to the geographic, socio-economic, and demographic characteristics of the groups. It is strongly suggested that the family-friendly village should be taken as a common functional scheme in everyone of eight livable village models because a key factor in a family-friendly village, family care, serves an essential function in any livable village model.

• 가정과삶의질연구
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• 제29권6호
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• pp.123-136
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• 2011

Korean workplaces can and should reflect the realities of the 21st century workforce. Leading companies try to plan and implement family-friendly policies for their employees, but most of them in fact do not offer family-friendly policies or offer only a few such policies. Therefore, this study seeks to suggest policies that can lead to better family-friendly cultures at workplaces. A family-friendly company culture allows for a better work-life balance, including flexible schedules and generous family-leave policies. This study suggests a family-friendly committee for work-life balance and a role for the government as a leading organization.

• 가정과삶의질연구
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• 제35권2호
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• pp.77-92
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• 2017

This study is to examine the influence of family-friendly policies on married female workers'desire for an additional child and the mediating effects of family-friendly policies and birth intention on the relationship between work- and family-life. A questionnaire survey was conducted with married female women who were under the age of 40 years and with young children, using convenience sampling. Initially, a total of 400 survey questionnaires were distributed and 326 of them were gathered and analyzed as final data. The study conducted descriptive statistics, structural equation modeling, Sobel's test, latent means analysis, and multi-group analysis to test the hypotheses. The findings are as follows. First, family-friendly policies positively impacted married women's willingness to have additional children. Second, family-friendly policies had significant positive implications on married female workers' work-life. It shows that family-friendly policies influenced married women's job satisfaction and organizational commitment, enhancing work-life satisfaction. Third, family-friendly policies were positively related with married women's family-life. It revealed that the policies had an impact on their marital satisfaction and parenting stress, improving family-life satisfaction. Fourth, married women's work-life factors, such as job satisfaction and organizational commitment, were not significantly associated with their intention of childbirth. Fifth, marital satisfaction and parenting stress were positive and significant factors affecting women's willingness to have additional children. Sixth, married women's family-life mediated the association between family policies and their childbirth intention, but their work-life did not do. Last, work- and family-life mediated the significant effect of family-friendly policies on the willingness in both groups: family-friendly policies${\rightarrow}$work-life, family-friendly policies${\rightarrow}$childbirth willingness, and family-friendly policies${\rightarrow}$family-life.

• 가족자원경영과 정책
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• 제24권2호
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• pp.23-48
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• 2020

This qualitative case study focuses on five small and medium-sized enterprises which have put family-friendly management into successful practice. Through in-depth unstructured interviews with five human resources managers and ten employees, we describe each firm's approach to work-life balance including working hour reductions, breaks, work flexibility, and parental leave to build an overall picture. We also discuss the four key factors of the CEO's role; democratic communication between all staff, the usefulness of family-friendly certification as a starting point; and governmental support for promoting work-life balance at small and medium-sized enterprises. Finally, we suggest three political implications of governmental support, namely CEO education, changing the criteria of family-friendly certification to redefine working hours and work flexibility, and incentives specifically for small to medium-sized enterprises.

• 가족자원경영과 정책
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• 제20권3호
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• pp.151-171
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• 2016

The purpose of this study was to identify the relationship between family-friendly policies in working places and the childbearing intentions of married-employed women. The analysis included 415 married working women from the 2012 wave of the Korean Longitudinal Survey of Women and Family. The factors influencing the childbearing intentions of the women were age, education, number of children under age 18, childbirth leave, childcare facilities, and flextime. The women whose work-places provided childbirth leave had stronger childbearing intentions. The women under age 35 had stronger childbearing intentions when their work-places had flextime policies. In conclusion, my recommendation is that the government should pay more attention to the micro-personal factors, such as the Family-friendly Workplace Practices proposed in this study, when executing policies to reverse the current trend of low fertility.

• 가족자원경영과 정책
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• 제17권2호
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• pp.37-53
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• 2013

This is to constitute strategic system and strategies for building family-friendly cultural change in workplace. For purpose, the reason and agent for change, the models and stages of change, the strategies for change process, and the barriers and facilitators of change are discussed. The strategic system is divided into two parts: planning and implementing. Planning includes need & resource assessment, and research & project office. Implementing includes program implementation, monitoring & feedback, communication, and barriers & facilitators. This study from literature review can be used preliminary test to the cultural change process of workplace.

• 가정과삶의질연구
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• 제24권4호
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• pp.51-73
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• 2006

The purpose of this study is to introduce the evolution of corporate family-friendly policies and programs, a recent business issue throughout the world. In addition, this study suggests implications for a corporate reference guide to work-family policies and programs by providing a comparative analysis of the typical stages of development of U.S. corporate family-friendly policies and programs, and by presenting model initiatives of Korean and American family-friendly companies. Just as technological changes at the time of the Industrial Revolution altered the relationship between workers and their work, more recent technological advances have again transformed this relationship, offering the promise of a society in which work demands a smaller portion of the worker's time and permitting the worker more freedom and control over work conditions. These new work arrangements have the promise of producing a new paradigm for work and family, based on which many industrialized nations have developed family-friendly policies already. Family-friendly policies and programs can be grouped into four discernable stages in the evolution of a corporate work-family agenda. According to these stages, most companies in Korea are in the predevelopment stage or stage 1. Development of scales to assess company family-friendliness is needed to create a family-friendly workplace environment, policies, and programs. It is critical that companies have champions who have the vision to step out in kent, and the determination to ensure that the family-friendly programs are solidly grounded. Companies should develop their work-family initiatives as an integral part of a program for managing diversity focusing on needs of women and minority employees.