Work-life programs and outcomes in Australian organisations: The role of the human resource system

Empirical findings on the link between work–life programs and organisational performance have been inconsistent, demanding further investigations of contextual factors. This study uses social exchange theory and stakeholder theory to examine the relationship between work–life programs and organisational performance. It also investigates a moderating effect of human resource systems on the work–life programs–performance relationship. The hypotheses were tested in 192 organisations in Australia. The findings support the hypotheses that work–life programs are positively associated with perceived organisational performance and corporate social responsibility. The results partially support the moderating effect of human resource systems on the relationship between work–life programs and perceived organisational performance. Theoretical, research and practical implications are discussed