Work/family planning: An exploratory investigation of the 100 best companies for working mothers

This study provides current comprehensive information about the formal work/family planning practices of the 100 Best Companies for Working Mothers (Working Mother Magazine, Moskowitz and Townsend, 1994). These companies are chosen by researchers from thousands of firms that actively campaign for a place on the 100 Best roster. The major objectives of this study were twofold: (1) to determine what factors may contribute to the successful implementation of employee work/family practices; and (2) to examine the characteristics of companies which have initiated progressive supportive work family programs and to describe the state of art of corporate work/family practices. The focus of this study was to examine the characteristics of specific work/family practices within U.S. private industry. The primary question addressed was, Do those corporations recognized as leaders in work/family policy management share similar traditions, comparable business philosophies and priorities, and certain industry, employee, and geographic characteristics? A mail survey consisting of sixteen questions was used to examine the company characteristics of recognized leaders in work/family program development and to describe the state of art in corporate work/family practices. Data analysis consisted of descriptive statistics and Pearson\u27s correlation. Descriptive statistics were used to report and summarize findings on the survey items describing specific components of the firms\u27 work/family practices. Pearson\u27s correlation was employed to test the study\u27s eleven research hypotheses. Results of data analysis suggest that there is extensive and comprehensive development and use of work/family programs within the 100 Best Companies for Working Mothers. The trend appears to be toward greater long-range planning work/family. Unionized firms in this study outnumbered the national average two to one. Study findings suggest that family supportive human resource programs are most likely to be adopted by companies that: have a large percentage of female managers and senior vice-presidents, maintain a relatively high proportion of well-paid, young, female technical and professional, skilled and non-union employees. Firms tend to be large in size, reflect a consumer orientation and have a history of concern for employees and their families\u27 well-being