Furthermore, the degree to which access to family responsive policies is formalized and extended to all employees in organizations remains suspect. In theBLS surveys, individual employees were not surveyed; instead, all employees were assumed to be covered if any employees were covered, an assumption that has been challenged by various researchers. Kush & Stroh (1994) report that in Annu. Rev. Sociol. 1997.23:289-313. Downloaded from www.annualreviews.org
Access provided by Khon Kaen University on 09/07/16. For personal use only.
their survey of Chicago firms, most flextime programs were temporary ad hoc ar-
rangements, often restricted to certain classes of employees and/or certain times of the year. Rather than having a permanent formal policy, many organizations implemented flextime in response to specific requests by individual employees.
Capowski (1996) quotes one consultant as follows, “When companies say, ‘Oh
we have flextime, we have telecommuting,’ what they mean is, ‘We have an in
dividual working here who does this.’ They don’t mean they have an integrated
system. . . . The difference is that in a flexible company these options would
be available to everyone, instead of employees having to cut deals.” Miller
(1992) reports that women in professional and managerial positions are much
more likely to receive family friendly benefits such as funded maternity leave,
schedule flexibility, and child-care assistance than are women in less skilled
jobs. It may be that more highly skilled workers are concentrated in more
responsive organizations or have access to formal benefits from which other
classes of workers are excluded, but it is also possible that skilled workers are
better able to individually negotiate special concessions from their employers
because of their greater market power. Given the associations between fertility,
education, and occupational status, this means that the mothers most in need
of family accommodations (e.g. young single mothers with low earnings and
little human capital) are least likely to receive them from their employers.
Furthermore, the degree to which access to family responsive policies is formalized and extended to all employees in organizations remains suspect. In theBLS surveys, individual employees were not surveyed; instead, all employees were assumed to be covered if any employees were covered, an assumption that has been challenged by various researchers. Kush & Stroh (1994) report that in Annu. Rev. Sociol. 1997.23:289-313. Downloaded from www.annualreviews.org Access provided by Khon Kaen University on 09/07/16. For personal use only. their survey of Chicago firms, most flextime programs were temporary ad hoc ar-rangements, often restricted to certain classes of employees and/or certain times of the year. Rather than having a permanent formal policy, many organizations implemented flextime in response to specific requests by individual employees.Capowski (1996) quotes one consultant as follows, “When companies say, ‘Ohwe have flextime, we have telecommuting,’ what they mean is, ‘We have an in dividual working here who does this.’ They don’t mean they have an integratedsystem. . . . The difference is that in a flexible company these options wouldbe available to everyone, instead of employees having to cut deals.” Miller(1992) reports that women in professional and managerial positions are muchmore likely to receive family friendly benefits such as funded maternity leave,schedule flexibility, and child-care assistance than are women in less skilledjobs. It may be that more highly skilled workers are concentrated in moreresponsive organizations or have access to formal benefits from which otherclasses of workers are excluded, but it is also possible that skilled workers arebetter able to individually negotiate special concessions from their employersbecause of their greater market power. Given the associations between fertility,education, and occupational status, this means that the mothers most in needof family accommodations (e.g. young single mothers with low earnings andlittle human capital) are least likely to receive them from their employers.
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