• Journal of Families and Better Life
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• v.26 no.5
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• pp.27-37
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• 2008

The main objective of this study was to examine the effects of family-friendly culture in various organizations in the private sectors on employee self-reported work-family balance and qualities of lives. It also attempted to clarify whether employee perceived work-family culture would vary according to size and type of organization, gender, and dual career partnership. The data came from 365 married full-time workers employed in a wide variety of organizations located in Seoul and GyeongGi-Do. The major findings of this study were as follows: Work-family culture was perceived more family-friendly in large-sized organizations and consumer industries. Female employees and workers in dual-career partnerships perceived the work-family culture of their organizations less family-friendly. The hierarchical multiple regression analyses revealed that firm size, supervisory support for employees' family activities, and the perception of negative career development opportunities as a consequence of utilizing family-friendly policies significantly predicted employees' work-family balance and qualities of lives, while organizational time demands having no significant effects on them. The implications of study results were discussed.

• Journal of Family Resource Management and Policy Review
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• v.15 no.3
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• pp.23-42
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• 2011

This study proposes a plan for the residents to have a capacity to build a family-friendly community on their own. As there is not a family-friendly community related program developed for "Resident's Capacity Reinforcement", three programs closely related with family-friendly community program were analyzed instead. Analysis showed that first, the community spirit must be emphasized to maintain the characteristics of family care with social support. Second, educational contents must reflect resident's capacity elements that are necessary for participating in the family friendly community building stages. Third, there is a necessity for systematization of education courses into beginner, intermediate, and specialty course given education is continued. Fourth, there is a necessity for the curriculum that may be used for the family friendly community building to foster human and material resource management ability. Therefore, framework for the educational contents suggests X-axis and Y-axis presented by person-business and morphogenic-morphostatic as referred to Ulrich(1997),s human resource model. However, this study has limitations because educational program of 'livable community building' are analyzed for the plan to reinforce capacity to build family-friendly community. There is a necessity for continuing to improve the program by in depth interview or social survey with residents and leader in community.

• Journal of Family Resource Management and Policy Review
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• v.13 no.1
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• pp.1-21
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• 2009

The purposes of this study are to provide background information to develop a family-friendly work policy and to increase the effectiveness and feasibility of this policy. We surveyed the performance of family-friendly work policies, and workers‘ needs and utilizations of 17 family-friendly work policies. We also examined the factors that influence the utilization of family-friendly work policies. The study sample consists of 197 working mothers who have at least one child under age 10. The major findings are as follows: 1) The most-needed family-friendly work policy among working mothers is child care leave 2) Of those family-friendly work policies that are not currently provided, the most-needed policy is family care leave 3) The size of firms, the provision of substitutes, and 40-hour work schedules are statistically significant variables that influence the provision of necessary family-friendly work policies and 4) In addition, the work place culture is a very important factor related to the utilization of work- and family-friendly policies.

• Journal of Family Resource Management and Policy Review
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• v.24 no.2
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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.

• Proceedings of the KHMA Conference
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• 2012.11a
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• pp.363-363
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• 2012

• Proceedings of the KHMA Conference
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• 2012.05a
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• pp.360-360
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• 2012

• Proceedings of the KHMA Conference
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• 2011.11a
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• pp.282-282
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• 2011

• Proceedings of the KHMA Conference
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• 2011.11a
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• pp.276-276
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• 2011

• Proceedings of the KHMA Conference
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• 2008.11a
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• pp.222-233
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• 2008

• Proceedings of the KHMA Conference
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• 2008.11a
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• pp.280-280
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• 2008