Changing demographics in the labor force in the U.S. and in other developed countries, together with a recruiting crunch in some organizations, have encouraged an increasing number of employers to consider the work-life balance of their employees. At the same time, recognition of work-family disconnects, especially for working mothers, is growing.
This case study highlights the conditions and requirements necessary to make work-life programs and practices successful. The information for this case was obtained from three key informant interviews in each organization. The interviews were conducted with a senior human resource specialist, usually a director; an employee or employees who had (at the time of the interviews) recent experience of the particular work-life balance arrangement in the case; and the line manager of the employee(s) featured in the case study. The case method, therefore, is qualitative and relative: each case is a snapshot in time to reflect the reality of organizational life from the interviewees’ viewpoint.
After reviewing the case, Health Promotion at IKEAPreview the document, answer the following discussion questions:
What aspects of American culture could be considered in work-life balance arrangements in U.S.-based IKEA stores?
What potential cultural work-life and life-work conflicts can you identify in IKEA’s approach to work-life balance in different countries?
Which of IKEA’s work-life balance arrangements are innovative in the U.S. context?
What are the implications of operating these arrangements for managers and employees in the company’s U.S. stores?