@article { , title = {Work-life policy: does it do exactly what it says on the tin?}, abstract = {Policies which help employees balance their work and non-work priorities have become increasingly popular among UK employers in recent years. Along with a legislative imperative for family leave-related policies, employers are being encouraged to introduce work-life policies and make them more inclusive in order to enhance their business performance. This paper looks at how four financial services organisations have approached the work-life balance agenda and examines the fit between the organisational intentions for work-life policy and actual outcomes for both organisations and employees. Culture played a large part in determining the experience of policies but so did resources. What managers were being asked to achieve in the business was often incompatible with formal work-life policies. Despite the rhetoric, work-life balance was still viewed as a tool for, and was used by female parents, limiting its potential to achieve the promoted business benefits.}, doi = {10.1108/09649420310462307}, eissn = {1758-7182}, issn = {0964-9425}, issue = {1/2}, note = {School: emp\_res}, pages = {20-31}, publicationstatus = {Published}, publisher = {Emerald}, url = {http://researchrepository.napier.ac.uk/id/eprint/2117}, volume = {18}, keyword = {658 General management, 331 Labor economics, HD28 Management. Industrial Management, Employment Research Institute, Family-friendly organizations, work-life balance, organizational culture, working hours, employment law, labour policy;}, year = {2003}, author = {Wise, Sarah and Bond, Sue} }