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• W2760919752 abstract "Inclusive organizations should be aware that in managing their careers, individuals may be motivated to fulfill values related to their different roles. Social dialogue at national and organizational level has been oriented to negotiate a range of work–life policies (WLPs). Under certain circumstances, WLPs are effective to reduce the negative interference between work and non-work (work–life conflict, WLC). However, the use of WLPs can have severe social and career development consequences specifically for vulnerable groups. From a positive perspective, work and non-work may interact positively (work–life enrichment, WLE). Therefore, inclusive organizations should value what each employee brings to their business roles from other roles and should enrich work to provide employees with resources to effectively perform in other roles. Based on results from empirical research, we provide evidence on working conditions—(WLPs) and work–life culture (WLCU) that may reduce WLC and increase WLE. We aim to establish some key issues on working conditions to be negotiated through social dialogue between the supervisors and the employees—ground floor. This chapter provides with best practices for supervisors to facilitate social dialogue at ground floor and for employees to enhance their participation in social dialogue to proactively manage their career." @default.
• W2760919752 created "2017-10-20" @default.
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• W2760919752 date "2017-01-01" @default.
• W2760919752 modified "2023-10-02" @default.
• W2760919752 title "Developing Multiple Careers: Dealing with Work–Life Interaction" @default.
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• W2760919752 doi "https://doi.org/10.1007/978-3-319-66393-7_15" @default.
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