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\"Organizations accomplish results when they powerfully engage employees and capture their discretionary time. This is more important than ever during this period where employees are facing unprecedented time poverty. Technology has blurred the lines between employees' work and personal lives, and they are faced with the challenges of successfully navigating and integrating work and personal demands. When organizations provide the right benefits, policies, and cultural practices, they win and they serve employees in the process. Using examples and real-world experiences from senior executives and employees, author Tracy Brower shows readers the importance of work-life supports and how they lead to more engaged and fulfilled employees. Bring Work to Life by Bringing Life to Work is your go-to guide to work-life support, providing easy-to-read strategies for building and implementing your organization's strategies to harness work-life supports, increasing positive impact to your bottom line. \"-- Provided by publisher.

Abstract Prior research has shown that a work environment that facilitates work-life balance not only benefits the personal lives of employees but also leads to better job performance and ethical decision-making. Allocation of time between career and personal life is an age-old challenge for working people. Work-life balance refers to the manner in which people distribute time between their jobs and other activities, such as family, personal pursuits, and community involvement. This study compares the work-life balance perspectives of current and future accountants. Three research questions are examined. The first relates to the importance accountants place on work-life balance. The second concerns how work-life balance perspectives of current practitioners compare to future accountants. The third considers how gender differences affect work-life balance perspectives. Data for analysis was obtained via a survey of current accounting practitioners and of future accountants (students near graduation). Findings indicate that both current and future accountants believe that a healthy work-life balance is connected to work satisfaction, work performance, and ethical decision-making.

According to the Canadian Journal of Cardiology, a caregiver provides informal or unpaid work to a family member or friend with a chronic condition.1 The care is typically crucial and rarely paid. [...]one study found that parents of children under 18 reported their responsibilities for facilitating learning for their children interfered with their ability to get ahead at work.4 In addition, the Canadian Journal of Cardiology found that caregivers were more likely to experience psychological, emotional, physical, social and financial stresses when they were providing care. A study by the Heart and Stroke Foundation of Canada found that daughters who provide care are more likely to experience depression.5 Women caregivers also can experience negative effects of caregiving in terms of their economic wellbeing, partly because they may pass up job advancement opportunities or lose employment benefits because of working fewer hours. [...]plenty of evidence demonstrates that when employees are happier and more fulfilled, they are more likely to stay with a company, perform better, set bigger career goals and contribute to a positive culture.11 There are good reasons for employers to support employees who provide care-for the caregivers themselves, but also for the organization.

This study examines the opinions of senior executives of corporations regarding work-life supports on the job. These work-life supports take the form of benefits as well as formal policies and informal practices. Work and the workforce are changing with more women and more dual earning couples in the workforce. Work-life is also shifting based on the increasing role of technology and the spillover that occurs between work and family. As a result, workers have changing needs related to integrating work and family. Quantitative studies have examined how companies are addressing the changing needs of workers. These studies have investigated what kind of work-life supports companies are offering. This study has built on existing quantitative work and investigates why. Specifically, this study explores senior executives' attitudes, opinions, and points of view regarding work-life supports offered by corporations. The central questions that this research answers are: 1) what are the factors or barriers that executives believe affect the adoption of work-life supports by companies? and 2) in what ways and to what extent do executives view work-life supports as linked to the organizational outcomes they are seeking to accomplish? The research findings in this study demonstrate that executives have authority and influence over work-life supports. In addition, there is a great variety in the extent and types of work-life support provided by organizations. These typically take the form of benefits, policies, practices, diversity programs, work environments, and work tools. Factors which enhance or detract from the provision of work-life supports are leader discretion, culture, the nature and demands of the work, globalization, technology, younger generations in the workforce, and performance management approaches. Gender is also a salient feature of women executives' experience with work-life support. Executives believe there is a connection between the provision of work-life supports and organizational outcomes such as employee engagement, attraction, and retention as well as productivity. In addition, executives in this study believe the provision of work-life supports will increase in the future. My research makes a unique contribution because it builds on the quantitative studies that already exist. Senior executive perspectives are crucial to expanding upon the quantitative data because the executives make decisions about work-life supports for their own companies. They also influence other senior executives through their personal and professional networks. In addition, they set examples for others in their organizations based on their visibility and status. The outcomes of this study are important because they contribute to an understanding of the pressure that men and women are under and the ways that corporations are seeking to offer work-life supports. Lacking comprehensive federal support for this work-life integration, the support offered by corporations is imperative. These findings inform the field and inform those who seek to increase the provision of work-life supports across organizations.

A recent study by Steelcase and Microsoft reports 77% of people believe creativity is a 21st century job skill, but according to the Adobe State of Create Study, 69% of people don't believe they're living up to their creative potential, and 61% of leaders say they don't believe their company is creative, according to Forrester Research's 'The Creative Dividend'. To create the conditions for creativity, we need to shift our perspectives: * From hierarchical approaches in which decisions are made by the highest-paid person in the office (HiPPO) to a networked model where the network is tapped for the best solution. * From limiting creative expectations to certain roles, to empowering everyone to think and act creatively no matter their role. * From granting the best technology on the basis of status, to making technology available equally. * From managing with lots of rules to empowering people to make things happen within a set of key principles. Place matters for creative expression, creative confidence and creative productivity. Because it is one of the most explicit artefacts of culture.

The Essential Guide to Corporate Real Estate is a fundamental examination of Corporate Real Estate (\"CRE\"). As a foundational manual, the guide covers the spectrum of variables shaping the daily decisions of CRE professionals and provides insights and strategies for effective management.

Employees, leaders, and companies are under tremendous pressure. Leaders have a unique role and responsibility to keep employees engaged and win their discretionary time, but they can't do it through a focus on work-life balance. When leaders offer options for work-life integration it's good for employees, good for companies, and good for leaders themselves. Work-life integration improves attraction and retention, employee engagement, productivity, cost savings, and brand. In order for work-life supports to be effectively implemented, leaders need to take the following into consideration: 1. Create a vision and purpose. 2. Focus on performance. 3. Be creative. 4. Engage the team. 5. Assume good intentions. 6. Model the way. 7. Adjust leadership style. 8. Be transparent.