Corporate health: The impact of long hours on retention
Jun, 2009
by Isabel Metz
Associate Professor in Organisational Behaviour
Melbourne Business School
In epidemic proportions, men at middle and senior manager levels are rejecting pay rises and promotions in favour of a work-life balance, yet this trend remains insidiously silent because they are reluctant to voice their opinions for fear of being excluded from their peer group.
For example, one executive lamented the lack of flexibility and commitment to work-life balance, such as long work hours and unsupportive work-family climates, but felt that he could not approach his immediate superior or the CEO on this subject without being typecast as a non-team player.
Such silence perpetuates the perception that work-life balance issues are solely the concern of women, which of course negatively impacts an organization's motivation to change.
Unfortunately "not changing" this culture generates negative personal and work outcomes, such as stress, low job satisfaction and intentions to leave the organisation.
When asked "What can the organisation do to make you stay?" male managers, are just as likely as women, to say that being able to balance work and family would motivate them to stay.
My research shows that all men, over and under 39 years of age, were identical in their responses to this question.
Interestingly, male executives-those above middle and senior manager levels-are just as, or more likely than female executives, to cite lack of work-life balance as a reason for not wanting to be promoted further.
Work cultures that encourage long work hours and see that as a sign of work commitment and productivity under-utilize a growing section of their workforce: women and men who value a balanced lifestyle.
These work places must change their culture to improve retention rates, enhance the well-being of employees, and lengthen the productive work life of individuals.
Start by engaging and retaining valued employees using HR and managerial practices that match their rhetoric with a more work-family friendly culture.
Issue and role model explicit and clear guidelines of work boundaries. For example, meetings are not to start before 8am or after 6pm.
Understand what managers value and what will make them stay.
Combat people's fear of speaking up about issues and problems in the workplace by using communication mechanisms that stimulate honest feedback, such as anonymous employee surveys and confidential interviews.
Finally reinforce this "outspoken" behavior with positive rather than negative consequences. For example, if a male executive with a young family, asks to work a four-day week, he should be given a fair chance to use the company's family-friendly policies without feeling ostracized by or isolated from his usual work network.
