• Journal of Family Resource Management and Policy Review
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• v.12 no.3
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• pp.81-101
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• 2008

The purpose of this study is to examine support policies regarding work and family reconciliation, to suggest plans to improve workplace policies, and to suggest directions for further studies. This study looks at OECD's work-life reconciliation policies as well as family friendly workplace policies in Korea to find a way to enhance business' receptiveness and implementation of the policies. By examining women's labor conditions, this study finds that family friendly workplace policies are necessarily imminent in our society of low fertility and ageing. Along with the evaluation of benefit level and the effectiveness of current policies, this study uses data from interviews with working mothers who have had the experience of family friendly benefits. The results of the analyses suggest that the government should focus on improving the workplace environment in companies that do not show bias against the use of family friendly policies. In order to farm more successful policies, future studies are needed to analyze the changes of fertility, working conditions, support programs, and benefits.

• Journal of Families and Better Life
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• v.30 no.4
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• pp.13-24
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• 2012

This study attempts to examine the effect of family friendly work policies on the work-family balance of employed married women with young children. While previous research has investigated the effects of family friendly work policies, the effects has often been confounded with the effects of other covariates such as worker's and workplace's characteristics. In this study, we try to distinguish the effects of the family friendly work policies from those of other covariates. We draw a sample of 131 employed married women with children under age 12 from the $2^{nd}$ National Korean Family Survey. We compare the level of work-famiy balance of the women by the type of workplace: public sector, large enterprise, medium enterprise, and small enterprise. The results of this study show that some of the differences in the work-family balance of the women working in the different type of workplace can be attributed to socio-demographic background of the women and the work characteristics of workplace. There is, however, an effect of family friendly policies on the work-family balance between those who work in public sector and in medium enterprise after controlling the effects of the covariates.

• Journal of the Korea Convergence Society
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• v.9 no.12
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• pp.301-311
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• 2018

The purpose of this research was to examine the perceptions of CEOs and HR managers on family-friendly management and family-friendly company certification in small- and medium-size businesses. Six CEOs and HR managers participated in focus group interviews. Five themes were identified: provision of various family-friendly workplace policies, recognition of the need for family-friendly management, difficulty introducing family-friendly management and family-friendly workplace policies, willingness to acquire family-friendly company certification, and ways to expand family-friendly management and family-friendly company certification. All participants agreed on the need for family-friendly management and provided different family-friendly workplace policy suggestions for employees regardless of their interests in acquiring family-friendly company certification. However, they also had difficulties introducing family-friendly workplace policies. This finding suggests that different incentives are needed to encourage companies to expand family-friendly workplace policies.

• Journal of Family Resource Management and Policy Review
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• v.17 no.2
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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.

• The Korean Journal of Community Living Science
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• v.25 no.2
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• pp.147-161
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• 2014

This study explores the factors influencing employees' use of family-friendly programs. Although recent years have witnessed an increasing number of family-friendly programs offered in the workplace, many studies have reported a lack of their actual use. This study considers various socio-demographic and workplace characteristics such as attitudes toward gender roles, and the perceptions of the work environment to better understand the reason behind this insufficient use. For this, data from the 2nd National Korean Family Survey in 2010 were employed. The results based on a total of 408 employees with diverse occupations indicate that among the four family-friendly programs evaluated(flexible working hours, child care, dependant care, and employee wellbeing), child care programs were most frequently provided by employers. In addition, the factors influencing employee participation in family-friendly programs were associated mainly with workplace characteristics or attitudes toward gender roles. The work environment including the employee's perceptions of how comfortable it is to accept assistance from family-friendly programs was also a key factor. Personal characteristics such as age and attitudes toward gender roles except for family needs had significant effects on employee participation in family-friendly programs. Future research should examine the effects of various environmental factors on employees' responses to family-friendly programs and investigate additional factors that can further enhance the effectiveness of such programs.

• Human Ecology Research
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• v.57 no.3
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• pp.353-367
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• 2019

This study investigates the influence of family-friendly workplace policies and organizational culture on the willingness of married female managers to have a child. The analysis includes 353 married female managers from the $6^{th}$ survey of the 2016 Korean Women Manager Panel. Factors that are found to influence the respondents include age, education, number of children, job position, promotional goals, accessibility to family leave, accessibility to shorter work hours during the child-rearing period, and organizational culture. Female managers who can easily use family leave or who have shorter work hours during the child-rearing period show a higher willingness to have a child. By contrast, those whose work places employ a fair and horizontal organizational culture are less willing to have a child. The introduction of family-friendly policies are not found to be statistically significant determinants of female managers' willingness to have a child. We find that influencing family-friendly policies between the first and second childbirth differ. The accessibility of family-friendly policies that affect the willingness of female managers to have a child when they have no child include parental leave, employer-supported childcare, and childcare subsidies. For improving their willingness to have a second child, accessibility to both family leave and shorter work hours during the child-rearing period are effective. In conclusion, the government should strongly consider micro-personal factors, such as family-friendly workplace practices and organizational culture, when executing policies to reverse the current trend of low fertility.

• Journal of Family Resource Management and Policy Review
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• v.12 no.2
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• pp.141-152
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• 2008

This study reviews a family-friendly system of companies from the viewpoint of family resource management. The concept of a family-friendly system in the workplace means that the strategy 'supports the family' or 'is sensitive to the family life' and recognizes a need for balance between work and family. The suggestions proposed in this study were as follows: First, the direction of a family-friendly system must reflect the needs of the family members positively and recognize diversity. Second, it must consider efficient methods relating to the matter of the gender because a corporate culture enabling men to use childcare leave has not grown, even in family companies. Third, the directions to check the present developing process of our society and to develop the suitable way to each company must be shown. This study has proposed that the subjects must solve immediately in the future with understanding the contents and looking around the status of the enforcement at the inside and outside of the country for a family-friendly system to handle the balance between work and family in the workplace. The problems were the context of the introductions and the results of balancing between work and family no matter whether the introduction of the system by company or not.

• Journal of Family Resource Management and Policy Review
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• v.25 no.3
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• pp.17-30
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• 2021

The purpose of this study was to examine the effectiveness of family-friendly management in 501 family-friendly certified firms and to analyze organizational and social outcomes outlined by the firms. In addition, this study aimed to discover ways to promote family-friendly management by investigating the effects of ongoing support to certified firms, including family-friendly consulting and workplace training. The results showed that certified firms administer family-friendly workplace policies at a satisfactory level, while their management of policy indices and outcomes were not effective. The finding suggests that family-friendly management indices need to be aligned with firms' substantial outcomes. An improved organizational image and trust were major organizational outcomes of family-friendly management, and an enhanced CEO perception and a culture centered on gender-equality were significant social outcomes. These outcomes need to be promoted to attract organizations to engage in family-friendly management. The finding further implies the important roles of organizations in cultivating family-friendly environments in society. Finally, the certified firms with ongoing consulting and training support exhibited higher levels of family-friendly management and organizational and social outcomes. This study sheds light on the importance of long-term, systematic efforts by organizations in fostering family-friendly management and achieving organizational and social outcomes.

• Journal of Family Resource Management and Policy Review
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• v.20 no.3
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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.

• Journal of Family Resource Management and Policy Review
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• v.24 no.2
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• pp.1-21
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• 2020

The purpose of this research was, first, to classify work-life satisfaction among married wage workers aged 20-59 years into several distinct types based on two dimensions of work and life, using data from the 20th(2017) wave of the Korean Labor & Income Panel Study. Second, the study aimed to assess the differences in socio-demographic characteristics (sex, age, educational level, average monthly income), and workplace-related variables (weekly working hours, full-time employment, job stability, business type, family-friendly leave policies) by work-life satisfaction type. Accordingly, four types of work-life satisfaction were identified: work-life satisfaction, work-life dissatisfaction, work satisfaction, and life satisfaction. There was a significant difference in the type of work-life satisfaction among married waged workers based on sex, age, educational level, and average monthly income. Additionally, there was a significant difference in the type of work-life satisfaction for all workplace-related variables, namely, weekly working hours, full-time employment, job stability, business type, and family-friendly leave policies. In particular, proportionally higher values of work-life satisfaction were evident among the workers in companies with family-friendly leave policies such as paid leave, menstrual leave, maternity leave, childcare leave, and family events leave, whereas there was a high rate of work-life dissatisfaction among the workers in companies without family-friendly leave policies.