The IESE FAMILY-RESPONSIBLE EMPLOYER INDEX analyzes the implementation level of flexibility and work-family reconciliation policies in companies, their effect on its employees and on the organization itself.
In 2010, a new version of the questionnaire was developed. The IFREI 1.5, addressed to all employees of the company, measures the impact that policies, the supervisor and culture have on the organizational and individual results. It has involved more than 5,000 people in 23 countries
This IFREI Report presents data from Europe, gathered during 2011.
This document discusses a study on family-responsible environments conducted by IESE Business School in Barcelona, Spain. The study examines how family-friendly policies, supervisor support, and organizational culture impact work-life balance, health, commitment, and satisfaction. It provides details on the worldwide and Philippines-specific studies, including participation rates. Charts show results on employees' perceptions of flexibility policies, family support programs, and supervisor emotional support in their workplaces. The overall goal is to understand how family-responsibility in the workplace affects individuals, companies and society.
This document presents findings from a study on family-responsible environments conducted by IESE Business School in collaboration with Lagos Business School in Nigeria. The study examined the impact of family-responsible policies, supervisor support, and culture on work-life balance, health, commitment, and satisfaction. Key findings from Nigeria include:
- 59% of employees perceive their work environment occasionally hinders work-family balance.
- Few have access to flexible work policies like part-time work or telecommuting.
- Support policies like childcare at work and leave for family emergencies are limited.
- Supervisor emotional support for work-life balance is moderate according to employee ratings.
The worldwide study
The document discusses a study examining family-responsible environments and policies. It presents an index developed by IESE Business School to measure the impact of family-responsible policies, practices, and leadership on employee health, commitment, loyalty, and satisfaction. The study framework examines family-responsible policies, supervisor support, and culture. Worldwide data is being collected across 22 countries using quantitative questionnaires. Preliminary results from over 5000 participants globally and 500 in Asia are presented, showing perceptions of enriching versus contaminating work environments regarding work-life balance.
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Africa, gathered during 2011.
This document discusses family-friendly policies and work environments. It presents results from a study conducted in 22 countries on the Family-Responsible Environment Index. The study examined how factors like flexible work policies, supervisor support, and organizational culture impact employee commitment, health, satisfaction and intentions to leave a company. In Italy, 60% of employees perceive their work environment occasionally hinders work-life balance and 20% see it as systematically hindering balance. Family-friendly policies can benefit individuals through improved performance and work-life fit, companies through higher involvement and reduced absenteeism, and society through less pollution and better health/education.
Engaging parents in the career development of young peopleDr Lendy Spires
This report summarizes research on strategies to engage parents in their children's career development in Australia. It conducted a survey of career organization members and reviewed international research. It found that while parental engagement is important, evidence of effective strategies is limited. Australian strategies typically involve information sessions, career expos, and dedicated webpages, focused on high school students. However, best practices internationally involve interactive engagement, multiple simultaneous channels, and raising parents' educational aspirations. The report concludes Australian strategies are still developing and not yet at the level of international best practices.
Employer Work & Life Balance Policies and its impacty on Employee PerformanceHussain Mumtaz
This document outlines a thesis proposal on the relationship between employee trust in employer work-life balance policies and employee performance. The study will quantitatively examine how elements of trust (ability, benevolence, integrity), leave policies, well-being policies, and flexible work arrangements impact performance in the private banking sector of Pakistan. Surveys will be used to collect data, which will be analyzed using statistical methods like regression to test hypotheses about the effects of work-life balance policies on reducing conflict and improving attitudes, attendance, and productivity.
This document discusses a study conducted by IESE Business School on family-responsible policies and environments. It provides background on the Family-Responsible Environment (FRe) Index, which aims to measure the impact of family-friendly policies, supervisor support, and culture on employee outcomes. The study involved over 7,000 participants across 23 countries. Key findings include that a minority of employees globally perceive their work environment as systematically facilitating work-family balance, while nearly half perceive it as occasionally hindering it. Family-responsible policies were found to provide benefits at the individual, company and societal levels by improving health, commitment and work-life balance. Support from supervisors was also found to positively impact employees.
This document discusses a study on family-responsible environments conducted by IESE Business School in Barcelona, Spain. The study examines how family-friendly policies, supervisor support, and organizational culture impact work-life balance, health, commitment, and satisfaction. It provides details on the worldwide and Philippines-specific studies, including participation rates. Charts show results on employees' perceptions of flexibility policies, family support programs, and supervisor emotional support in their workplaces. The overall goal is to understand how family-responsibility in the workplace affects individuals, companies and society.
This document presents findings from a study on family-responsible environments conducted by IESE Business School in collaboration with Lagos Business School in Nigeria. The study examined the impact of family-responsible policies, supervisor support, and culture on work-life balance, health, commitment, and satisfaction. Key findings from Nigeria include:
- 59% of employees perceive their work environment occasionally hinders work-family balance.
- Few have access to flexible work policies like part-time work or telecommuting.
- Support policies like childcare at work and leave for family emergencies are limited.
- Supervisor emotional support for work-life balance is moderate according to employee ratings.
The worldwide study
The document discusses a study examining family-responsible environments and policies. It presents an index developed by IESE Business School to measure the impact of family-responsible policies, practices, and leadership on employee health, commitment, loyalty, and satisfaction. The study framework examines family-responsible policies, supervisor support, and culture. Worldwide data is being collected across 22 countries using quantitative questionnaires. Preliminary results from over 5000 participants globally and 500 in Asia are presented, showing perceptions of enriching versus contaminating work environments regarding work-life balance.
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Africa, gathered during 2011.
This document discusses family-friendly policies and work environments. It presents results from a study conducted in 22 countries on the Family-Responsible Environment Index. The study examined how factors like flexible work policies, supervisor support, and organizational culture impact employee commitment, health, satisfaction and intentions to leave a company. In Italy, 60% of employees perceive their work environment occasionally hinders work-life balance and 20% see it as systematically hindering balance. Family-friendly policies can benefit individuals through improved performance and work-life fit, companies through higher involvement and reduced absenteeism, and society through less pollution and better health/education.
Engaging parents in the career development of young peopleDr Lendy Spires
This report summarizes research on strategies to engage parents in their children's career development in Australia. It conducted a survey of career organization members and reviewed international research. It found that while parental engagement is important, evidence of effective strategies is limited. Australian strategies typically involve information sessions, career expos, and dedicated webpages, focused on high school students. However, best practices internationally involve interactive engagement, multiple simultaneous channels, and raising parents' educational aspirations. The report concludes Australian strategies are still developing and not yet at the level of international best practices.
Employer Work & Life Balance Policies and its impacty on Employee PerformanceHussain Mumtaz
This document outlines a thesis proposal on the relationship between employee trust in employer work-life balance policies and employee performance. The study will quantitatively examine how elements of trust (ability, benevolence, integrity), leave policies, well-being policies, and flexible work arrangements impact performance in the private banking sector of Pakistan. Surveys will be used to collect data, which will be analyzed using statistical methods like regression to test hypotheses about the effects of work-life balance policies on reducing conflict and improving attitudes, attendance, and productivity.
This document discusses a study conducted by IESE Business School on family-responsible policies and environments. It provides background on the Family-Responsible Environment (FRe) Index, which aims to measure the impact of family-friendly policies, supervisor support, and culture on employee outcomes. The study involved over 7,000 participants across 23 countries. Key findings include that a minority of employees globally perceive their work environment as systematically facilitating work-family balance, while nearly half perceive it as occasionally hindering it. Family-responsible policies were found to provide benefits at the individual, company and societal levels by improving health, commitment and work-life balance. Support from supervisors was also found to positively impact employees.
This document summarizes findings from a study on family-responsible environments conducted in 22 countries including West Africa. Some key findings:
- Employees in West Africa are more likely to perceive their work environment as occasionally or systematically hindering work-family balance compared to global averages.
- West African employees report less access and usage of flexible work policies like telecommuting, flexible hours, and part-time work compared to worldwide averages.
- West African employees also report less family support policies being offered by employers like childcare services and subsidies.
- Supervisor support for work-life balance, like emotional support, instrumental support, and role modeling, is also perceived as lower in West Africa compared to global averages
This document discusses a study on Corporate Family Responsibility (CFR) conducted in the Philippines. The study aims to diagnose the current situation regarding how employees integrate work, personal and family life. It uses a transversal work model involving people at all company levels to understand perceptions of CFR from managers and operational staff. The study also examines how leadership, culture and policies impact employee health, retention, motivation and satisfaction. It identifies different types of work environments - enriching, favorable, unfavorable and polluted - based on the degree of CFR support. The document provides details on the study's objectives, methodology, models and samples used in the Philippines and worldwide.
The document discusses a study on corporate family responsibility (CFR) conducted in the Netherlands. It aims to diagnose the current situation regarding work-life integration, identify the impact of policies/culture on employee well-being, understand employee perceptions, and identify factors that could drive cultural changes. The study uses a transversal work model involving people at all company levels to understand manager and employee perspectives. It examines the degree to which the work environment facilitates work-life reconciliation through surveys on policy access, leadership support, and culture. The results show that Dutch employees generally perceive their environment as facilitating work-life integration.
The document discusses a study conducted in Ivory Coast on corporate family responsibility. It aims to diagnose the current situation regarding work-life integration, identify the state of CFR policies and practices, and understand employee perceptions. The study uses a transversal work model involving people at all company levels through interviews and questionnaires. Charts show results on sample demographics, work environment perceptions, availability of flexible work and family support policies. The most valued and desired policies in Ivory Coast are also summarized.
Family-friendly practices at Finnish workplaces, resultsTyöterveyslaitos
Most Finnish workplaces successfully achieve a balance between work and personal life. Three-quarters of workplaces reported that balance was easy or very easy to achieve. Flexible working time arrangements were common across all workplaces, with individual agreements between employees and supervisors being most frequent. About a third of workplaces saw a need for or interest in family support services like childcare, leisure activities, or catering services arranged or paid for by employers. Just under half of workplaces had official work-life balance policies, and most monitored practices like flexible time and leave use. However, there remains room for improving supervisor awareness, competence, and information dissemination regarding family-friendly workplace options.
The Changing Nature of Managementin Child Care Centres in Qu.docxmamanda2
The Changing Nature of Management
in Child Care Centres in Queensland:
A Review of Directors’ Perspectives
Hannele Nupponen
The aim of this paper is to produce an understanding of directors’ work; perceptions of
their role as managers in the centre; their experiences; and the nature of management
within the context of the child care field in a complex social, legislative and economic
climate. In the current context of the delivery of child care services in a market-driven
climate, the language of business and organisational theory has entered the lexicon of the
early childhood field. The findings indicate that the director of a child care centre needs
to have knowledge, skills and experience in business management to enhance their
competencies for management of centres in today’s competitive environment.
Introduction
Centre-based child care services in Queensland, Australia are regulated under the
Child Care Act 2002 (Qld) and Child Care (Child Care Centres) Regulations 2003.
Child care centres in Australia are required to participate in the National Childcare
Accreditation Quality Improvement System to be eligible for Childcare Benefit, which
is a fee subsidy to offset fees paid by the parents. This accreditation system has been
operational since 1994, and is the first of its kind in the world, where funding is
linked to centre performance.
Practitioners and researchers alike in the early childhood field are probably aware
that management issues in child care services have received increasing attention in the
past two decades because of the demand for, and the expansion of, service provision
in formal child care settings, such as long-day care centres. The Australian
Government, Department of Family and Community Services (2002) Census of
Child Care Services showed that in Queensland alone 14,576 children younger than
12 years old attended community-based long-day care services (total number of
children younger than 12 years of age in community-based long-day care services in
Hannele Nupponen is at Queensland University of Technology. Correspondence to: Dr Hannele Nupponen, 258
Miller Road, Logan Village Qld 4207, Australia. Tel: 61 7 55 468843; Email: [email protected]
ISSN 1357-5279 print/1476-489X online/06/040347-17 # 2006 The Child Care in Practice Group
DOI: 10.1080/13575270600863259
Child Care in Practice
Vol. 12, No. 4, October 2006, pp. 347 �363
Australia was 107,317) and 65,108 children younger than 12 years of age attended
private long-day care services (total number of children younger than 12 years of age
in private long-day care services in Australia was 200,815). Consequently interest in
the management of child care services has increased, evidenced by the range of
professional child care publications in the 1990s (for example, see Farmer, 1995;
Hayden, 1999; Rodd, 1998).
Many developments have occurred in the provision and delivery of child care
services for young children and their fami.
THE HEAD START PARENT, FAMILY, AND COMMUNITY .docxoreo10
THE HEAD START PARENT,
FAMILY, AND COMMUNITY
ENGAGEMENT FRAMEWORK
PROMOTING FAMILY ENGAGEMENT
AND SCHOOL READINESS,
FROM PRENATAL TO AGE 8
U.S. Department of Health
and Human Services
Administration for Children
and Families
Office of Head Start
R
This document was prepared under Contract no. GS-10F-0311K of the Office of
Head Start, Administration for Children and Families, U.S. Department
of Health and Human Services, by the Head Start Resource Center,
1000 Wilson Blvd., Suite 1000, Arlington, VA 22209.
DEPARTMENT OF HEALTH & HUMAN SERVICES
ADMINISTRATION FOR CHILDREN AND FAMILIES
370 L'Enfant Promenade, S.W.
Washington, D.C. 20447
August 15, 2011
Dear Head Start Colleagues,
I am pleased to introduce the Head Start Parent, Family and Community Engagement (PFCE)
Framework, the first of its kind. The Parent, Family and Community Engagement Framework
provides programs with a research based, organizational guide for implementing relevant Head
Start Program Performance Standards. The PFCE Framework marks the beginning of a new
wave of technical assistance resources that will be made available to programs in the coming
year through the National Center on Parent, Family and Community Engagement.
Because supporting children's school readiness is an ongoing partnership between staff and
families, the PFCE Framework is a tool that all staff and families can use. I invite you to review
this valuable resource and to consider ways to improve and promote parent and family
engagement in your program. The PFCE Framework can be used in program-wide strategic
planning, program design and management, systems of continuous improvement, professional
development for staff, and with governing bodies and parent groups. It can be used to help
improve program services or to inform community partners about Head Start parent and family
engagement goals and the importance of those goals for school readiness.
Families play a critical role in helping their children be ready for school and for a lifetime of
academic success, and Head Start and Early Head Start programs are valuable partners with
families in this endeavor. Head Start Parent Involvement has continually evolved since its
inception in 1965. The Head Start Parent, Family and Community Engagement Framework
begins the next chapter in Head Start's long history of leading the field in engaging families and
supporting children's ongoing learning and development.
Thank you for the work you do every day for children and families.
-
THE HEAD START PARENT, FAMILY, AND
COMMUNITY ENGAGEMENT FRAMEWORK
ENGAGING FAMILIES—PRENATAL TO AGE 8
Parent and family engagement in Head Start/Early Head
Start (HS/EHS) is about building relationships with families
that support family well-being, strong relationships
between parents and their children, and ongoing learning
and development for both parents and children. The
P ...
This document summarizes a study that examined the relationship between work-life balance practices and employee performance in selected commercial banks in Lagos State, Nigeria. Specifically, it investigated how leave policy affects service delivery. The study found a significant positive relationship between leave policy and employee performance. It was discovered that leave policies that allow employees to balance their work and personal lives help to motivate better service delivery. The researchers recommend that bank managers prioritize implementing work-life balance incentives to improve employee performance.
This document provides a marketing plan for How to Read Your Baby (HTRYB), a nonprofit that provides relationship-based parenting curricula and training. HTRYB's goals are to expand its offerings, diversify funding, cultivate new audiences, and forge strategic alliances. The plan details how HTRYB will accomplish these goals through targeted marketing, pricing strategies, and focusing on its three main audiences: parenting educators, childcare providers, and supporting organizations. HTRYB offers two curricula and will expand its e-training program and offerings to better serve its audiences and increase revenue through 2022.
Between March 2004 and March 2011, the Family and Parenting Institute managed the Parenting Fund on behalf of successive UK governments. The parenting fund was the largest and most successful scheme ever to support UK parenting.
The Parenting Fund provided support to a web of grassroots organisations across the country which, in turn, supported the most vulnerable families in their communities. The families who were helped were experiencing problems including intergenerational unemployment, relationships marked by conflict, drink and drug abuse, and frequent contact with the police.
This report examines the success of the fund and the Family and Parenting Institute’s role in administering funding
1. NOPE provides technical assistance and training to workplaces in Kenya, South Sudan, and Tanzania on comprehensive HIV/AIDS programming and behavior change strategies.
2. They have identified 10 best practices for effective workplace HIV/AIDS programming based on their experience, including gaining management buy-in, training peer educators, limiting costs, and enhancing program ownership by workplaces.
3. The document outlines NOPE's approach and lessons learned in implementing programs, and their goals to strengthen policies, programming, and sustainability at the workplaces.
II International Forum on Preventive Culture was held on 5 and 6 May, 2010 in Canary Islands. Topic of presentation: "Corporate Social Responsibility and Workers’ Health – return to work".
II Foro Internacional de la Cultura Preventiva, se celebró los días 5 y 6 de mayo 2010 en las Islas Canarias. Tema de la presentación: "La Responsabilidad Social Corporativa y la Reincorporación al Trabajo".
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
environmental variables of strategic managementNUML lahore
Nestle is the world's leading nutrition, health and wellness company founded in 1866. It employs around 250,000 people worldwide and has operations in almost every country. Nestle has strong brands, a global presence, innovation capacity, environmental stewardship, and passionate employees. Internally, Nestle ensures employee satisfaction to directly impact product quality, dependability, and productivity. Externally, Nestle manages suppliers, customers, marketing intermediaries, labor relations, competitors, and various environmental factors to be successful in different markets.
The document discusses a training for CEOs and leaders on empowering women and promoting gender equality. It provides biographies of the two trainers, Ester Eomois and Leena Kivisild. The training will cover analyzing women's representation in leadership, learning from best practices in Europe, and empowering CEOs to implement gender equality policies and programs. Attendees will develop personal action plans to promote gender equality in their own organizations. An example is provided of initiatives by Saint-Gobain, a global construction company, to increase gender diversity through their diversity action plan and strategic priorities.
ChildFund Cambodia conducted impact assessments in Svay Chrum District, Cambodia in 2011 and 2014 to evaluate changes in child well-being, education, health, and other outcomes. Representatives concluded that positive changes occurred in health, education, household income, and community participation. They attributed many of these changes to ChildFund's investments in projects focused on schools, water/sanitation, livelihoods, and youth over 2011-2014. The representatives recommended ChildFund continue and expand its work in the district.
This document outlines a project between educators from six European Union countries to promote physical, emotional, nutritional, and social health in their school communities. The project aims to reduce early school leaving and increase engagement in education by focusing on physical fitness, social/emotional well-being, and nutrition/sleep. Over the course of two years, the schools will participate in staff training, classroom activities, and family outreach to share knowledge and improve overall health and wellness. The schools will evaluate the success of the project through baseline assessments, monitoring, and final surveys to see improvements in health outcomes and inform future work. Results will be shared within the participating schools and more broadly through education conferences and websites.
Diversidad y talento de hombres y mujeres sept 2013Mireia Las Heras
¿Están las compañías sacando el mejor partido del talento femenino y masculino? ¿Se forma, se fideliza y se promociona a aquellas personas que pueden contribuir más en todos los aspectos? Una empresa que no forma, promociona y desarrolla tanto a mujeres como a hombres está infravalorando a unos y a otros.
El 65 % de los ejecutivos en España y el 61% de los Latinoamericanos en la muestra del estudio (ver anexo 1) están de acuerdo en que la diversidad es un valor añadido. Por lo tanto comprenden que la diversidad es importante para que sus empresas sean eficientes en sus operaciones y justas con sus empleados y las comunidades en las que operan (ver figura 1). Sin embargo en esas mismas empresas, a pesar de que sí que están presentes (ver figura 2), siguen habiendo muy pocas mujeres en puestos directivos relevantes (ver figura 3)
La comparación de los datos de la figura 2 y 3 nos da una foto representativa de la realidad española y latinoamericana: la mayoría de las empresas atraen talento diverso y lo contratan. Esto es un paso adelante y es una mejora considerable respecto a décadas precedentes. Sin embargo, sólo una parte muy pequeña de esas empresas lo fidelizan y promocionan de modo que lleguen a formar parte de los órganos directivos y decisorios de la empresa.
Los cambios sociológicos, laborales, tecnológicos y legislativos han llevado a que cuatro generaciones estén conviviendo en nuestras empresas. Este estudio da respuesta a algunas preguntas como por ejemplo:
¿Qué dificultades conlleva la convivencia intergeneracional en el día a día de la organización?
¿Qué oportunidades presenta dicha convivencia intergeneracional?
¿Qué características comparten?
¿Qué competencias están más desarrolladas en cada edad?
This document summarizes findings from a study on family-responsible environments conducted in 22 countries including West Africa. Some key findings:
- Employees in West Africa are more likely to perceive their work environment as occasionally or systematically hindering work-family balance compared to global averages.
- West African employees report less access and usage of flexible work policies like telecommuting, flexible hours, and part-time work compared to worldwide averages.
- West African employees also report less family support policies being offered by employers like childcare services and subsidies.
- Supervisor support for work-life balance, like emotional support, instrumental support, and role modeling, is also perceived as lower in West Africa compared to global averages
This document discusses a study on Corporate Family Responsibility (CFR) conducted in the Philippines. The study aims to diagnose the current situation regarding how employees integrate work, personal and family life. It uses a transversal work model involving people at all company levels to understand perceptions of CFR from managers and operational staff. The study also examines how leadership, culture and policies impact employee health, retention, motivation and satisfaction. It identifies different types of work environments - enriching, favorable, unfavorable and polluted - based on the degree of CFR support. The document provides details on the study's objectives, methodology, models and samples used in the Philippines and worldwide.
The document discusses a study on corporate family responsibility (CFR) conducted in the Netherlands. It aims to diagnose the current situation regarding work-life integration, identify the impact of policies/culture on employee well-being, understand employee perceptions, and identify factors that could drive cultural changes. The study uses a transversal work model involving people at all company levels to understand manager and employee perspectives. It examines the degree to which the work environment facilitates work-life reconciliation through surveys on policy access, leadership support, and culture. The results show that Dutch employees generally perceive their environment as facilitating work-life integration.
The document discusses a study conducted in Ivory Coast on corporate family responsibility. It aims to diagnose the current situation regarding work-life integration, identify the state of CFR policies and practices, and understand employee perceptions. The study uses a transversal work model involving people at all company levels through interviews and questionnaires. Charts show results on sample demographics, work environment perceptions, availability of flexible work and family support policies. The most valued and desired policies in Ivory Coast are also summarized.
Family-friendly practices at Finnish workplaces, resultsTyöterveyslaitos
Most Finnish workplaces successfully achieve a balance between work and personal life. Three-quarters of workplaces reported that balance was easy or very easy to achieve. Flexible working time arrangements were common across all workplaces, with individual agreements between employees and supervisors being most frequent. About a third of workplaces saw a need for or interest in family support services like childcare, leisure activities, or catering services arranged or paid for by employers. Just under half of workplaces had official work-life balance policies, and most monitored practices like flexible time and leave use. However, there remains room for improving supervisor awareness, competence, and information dissemination regarding family-friendly workplace options.
The Changing Nature of Managementin Child Care Centres in Qu.docxmamanda2
The Changing Nature of Management
in Child Care Centres in Queensland:
A Review of Directors’ Perspectives
Hannele Nupponen
The aim of this paper is to produce an understanding of directors’ work; perceptions of
their role as managers in the centre; their experiences; and the nature of management
within the context of the child care field in a complex social, legislative and economic
climate. In the current context of the delivery of child care services in a market-driven
climate, the language of business and organisational theory has entered the lexicon of the
early childhood field. The findings indicate that the director of a child care centre needs
to have knowledge, skills and experience in business management to enhance their
competencies for management of centres in today’s competitive environment.
Introduction
Centre-based child care services in Queensland, Australia are regulated under the
Child Care Act 2002 (Qld) and Child Care (Child Care Centres) Regulations 2003.
Child care centres in Australia are required to participate in the National Childcare
Accreditation Quality Improvement System to be eligible for Childcare Benefit, which
is a fee subsidy to offset fees paid by the parents. This accreditation system has been
operational since 1994, and is the first of its kind in the world, where funding is
linked to centre performance.
Practitioners and researchers alike in the early childhood field are probably aware
that management issues in child care services have received increasing attention in the
past two decades because of the demand for, and the expansion of, service provision
in formal child care settings, such as long-day care centres. The Australian
Government, Department of Family and Community Services (2002) Census of
Child Care Services showed that in Queensland alone 14,576 children younger than
12 years old attended community-based long-day care services (total number of
children younger than 12 years of age in community-based long-day care services in
Hannele Nupponen is at Queensland University of Technology. Correspondence to: Dr Hannele Nupponen, 258
Miller Road, Logan Village Qld 4207, Australia. Tel: 61 7 55 468843; Email: [email protected]
ISSN 1357-5279 print/1476-489X online/06/040347-17 # 2006 The Child Care in Practice Group
DOI: 10.1080/13575270600863259
Child Care in Practice
Vol. 12, No. 4, October 2006, pp. 347 �363
Australia was 107,317) and 65,108 children younger than 12 years of age attended
private long-day care services (total number of children younger than 12 years of age
in private long-day care services in Australia was 200,815). Consequently interest in
the management of child care services has increased, evidenced by the range of
professional child care publications in the 1990s (for example, see Farmer, 1995;
Hayden, 1999; Rodd, 1998).
Many developments have occurred in the provision and delivery of child care
services for young children and their fami.
THE HEAD START PARENT, FAMILY, AND COMMUNITY .docxoreo10
THE HEAD START PARENT,
FAMILY, AND COMMUNITY
ENGAGEMENT FRAMEWORK
PROMOTING FAMILY ENGAGEMENT
AND SCHOOL READINESS,
FROM PRENATAL TO AGE 8
U.S. Department of Health
and Human Services
Administration for Children
and Families
Office of Head Start
R
This document was prepared under Contract no. GS-10F-0311K of the Office of
Head Start, Administration for Children and Families, U.S. Department
of Health and Human Services, by the Head Start Resource Center,
1000 Wilson Blvd., Suite 1000, Arlington, VA 22209.
DEPARTMENT OF HEALTH & HUMAN SERVICES
ADMINISTRATION FOR CHILDREN AND FAMILIES
370 L'Enfant Promenade, S.W.
Washington, D.C. 20447
August 15, 2011
Dear Head Start Colleagues,
I am pleased to introduce the Head Start Parent, Family and Community Engagement (PFCE)
Framework, the first of its kind. The Parent, Family and Community Engagement Framework
provides programs with a research based, organizational guide for implementing relevant Head
Start Program Performance Standards. The PFCE Framework marks the beginning of a new
wave of technical assistance resources that will be made available to programs in the coming
year through the National Center on Parent, Family and Community Engagement.
Because supporting children's school readiness is an ongoing partnership between staff and
families, the PFCE Framework is a tool that all staff and families can use. I invite you to review
this valuable resource and to consider ways to improve and promote parent and family
engagement in your program. The PFCE Framework can be used in program-wide strategic
planning, program design and management, systems of continuous improvement, professional
development for staff, and with governing bodies and parent groups. It can be used to help
improve program services or to inform community partners about Head Start parent and family
engagement goals and the importance of those goals for school readiness.
Families play a critical role in helping their children be ready for school and for a lifetime of
academic success, and Head Start and Early Head Start programs are valuable partners with
families in this endeavor. Head Start Parent Involvement has continually evolved since its
inception in 1965. The Head Start Parent, Family and Community Engagement Framework
begins the next chapter in Head Start's long history of leading the field in engaging families and
supporting children's ongoing learning and development.
Thank you for the work you do every day for children and families.
-
THE HEAD START PARENT, FAMILY, AND
COMMUNITY ENGAGEMENT FRAMEWORK
ENGAGING FAMILIES—PRENATAL TO AGE 8
Parent and family engagement in Head Start/Early Head
Start (HS/EHS) is about building relationships with families
that support family well-being, strong relationships
between parents and their children, and ongoing learning
and development for both parents and children. The
P ...
This document summarizes a study that examined the relationship between work-life balance practices and employee performance in selected commercial banks in Lagos State, Nigeria. Specifically, it investigated how leave policy affects service delivery. The study found a significant positive relationship between leave policy and employee performance. It was discovered that leave policies that allow employees to balance their work and personal lives help to motivate better service delivery. The researchers recommend that bank managers prioritize implementing work-life balance incentives to improve employee performance.
This document provides a marketing plan for How to Read Your Baby (HTRYB), a nonprofit that provides relationship-based parenting curricula and training. HTRYB's goals are to expand its offerings, diversify funding, cultivate new audiences, and forge strategic alliances. The plan details how HTRYB will accomplish these goals through targeted marketing, pricing strategies, and focusing on its three main audiences: parenting educators, childcare providers, and supporting organizations. HTRYB offers two curricula and will expand its e-training program and offerings to better serve its audiences and increase revenue through 2022.
Between March 2004 and March 2011, the Family and Parenting Institute managed the Parenting Fund on behalf of successive UK governments. The parenting fund was the largest and most successful scheme ever to support UK parenting.
The Parenting Fund provided support to a web of grassroots organisations across the country which, in turn, supported the most vulnerable families in their communities. The families who were helped were experiencing problems including intergenerational unemployment, relationships marked by conflict, drink and drug abuse, and frequent contact with the police.
This report examines the success of the fund and the Family and Parenting Institute’s role in administering funding
1. NOPE provides technical assistance and training to workplaces in Kenya, South Sudan, and Tanzania on comprehensive HIV/AIDS programming and behavior change strategies.
2. They have identified 10 best practices for effective workplace HIV/AIDS programming based on their experience, including gaining management buy-in, training peer educators, limiting costs, and enhancing program ownership by workplaces.
3. The document outlines NOPE's approach and lessons learned in implementing programs, and their goals to strengthen policies, programming, and sustainability at the workplaces.
II International Forum on Preventive Culture was held on 5 and 6 May, 2010 in Canary Islands. Topic of presentation: "Corporate Social Responsibility and Workers’ Health – return to work".
II Foro Internacional de la Cultura Preventiva, se celebró los días 5 y 6 de mayo 2010 en las Islas Canarias. Tema de la presentación: "La Responsabilidad Social Corporativa y la Reincorporación al Trabajo".
The business case for work life integration solutionsSeventeenHundred
Why implement work-life initiatives in your organisation? Because employees who are less stressed and more engaged are more productive leading to cost savings as a result of reduced turnover and absenteeism.
environmental variables of strategic managementNUML lahore
Nestle is the world's leading nutrition, health and wellness company founded in 1866. It employs around 250,000 people worldwide and has operations in almost every country. Nestle has strong brands, a global presence, innovation capacity, environmental stewardship, and passionate employees. Internally, Nestle ensures employee satisfaction to directly impact product quality, dependability, and productivity. Externally, Nestle manages suppliers, customers, marketing intermediaries, labor relations, competitors, and various environmental factors to be successful in different markets.
The document discusses a training for CEOs and leaders on empowering women and promoting gender equality. It provides biographies of the two trainers, Ester Eomois and Leena Kivisild. The training will cover analyzing women's representation in leadership, learning from best practices in Europe, and empowering CEOs to implement gender equality policies and programs. Attendees will develop personal action plans to promote gender equality in their own organizations. An example is provided of initiatives by Saint-Gobain, a global construction company, to increase gender diversity through their diversity action plan and strategic priorities.
ChildFund Cambodia conducted impact assessments in Svay Chrum District, Cambodia in 2011 and 2014 to evaluate changes in child well-being, education, health, and other outcomes. Representatives concluded that positive changes occurred in health, education, household income, and community participation. They attributed many of these changes to ChildFund's investments in projects focused on schools, water/sanitation, livelihoods, and youth over 2011-2014. The representatives recommended ChildFund continue and expand its work in the district.
This document outlines a project between educators from six European Union countries to promote physical, emotional, nutritional, and social health in their school communities. The project aims to reduce early school leaving and increase engagement in education by focusing on physical fitness, social/emotional well-being, and nutrition/sleep. Over the course of two years, the schools will participate in staff training, classroom activities, and family outreach to share knowledge and improve overall health and wellness. The schools will evaluate the success of the project through baseline assessments, monitoring, and final surveys to see improvements in health outcomes and inform future work. Results will be shared within the participating schools and more broadly through education conferences and websites.
Diversidad y talento de hombres y mujeres sept 2013Mireia Las Heras
¿Están las compañías sacando el mejor partido del talento femenino y masculino? ¿Se forma, se fideliza y se promociona a aquellas personas que pueden contribuir más en todos los aspectos? Una empresa que no forma, promociona y desarrolla tanto a mujeres como a hombres está infravalorando a unos y a otros.
El 65 % de los ejecutivos en España y el 61% de los Latinoamericanos en la muestra del estudio (ver anexo 1) están de acuerdo en que la diversidad es un valor añadido. Por lo tanto comprenden que la diversidad es importante para que sus empresas sean eficientes en sus operaciones y justas con sus empleados y las comunidades en las que operan (ver figura 1). Sin embargo en esas mismas empresas, a pesar de que sí que están presentes (ver figura 2), siguen habiendo muy pocas mujeres en puestos directivos relevantes (ver figura 3)
La comparación de los datos de la figura 2 y 3 nos da una foto representativa de la realidad española y latinoamericana: la mayoría de las empresas atraen talento diverso y lo contratan. Esto es un paso adelante y es una mejora considerable respecto a décadas precedentes. Sin embargo, sólo una parte muy pequeña de esas empresas lo fidelizan y promocionan de modo que lleguen a formar parte de los órganos directivos y decisorios de la empresa.
Los cambios sociológicos, laborales, tecnológicos y legislativos han llevado a que cuatro generaciones estén conviviendo en nuestras empresas. Este estudio da respuesta a algunas preguntas como por ejemplo:
¿Qué dificultades conlleva la convivencia intergeneracional en el día a día de la organización?
¿Qué oportunidades presenta dicha convivencia intergeneracional?
¿Qué características comparten?
¿Qué competencias están más desarrolladas en cada edad?
El IFREI 1.5 y 2.0 proporcionan una triple visión de la organización en términos de flexibilidad y conciliación (Políticas, Cultura y Liderazgo) y miden el impacto que las políticas de flexibilidad y conciliación tienen en las organizaciones y en las personas.
The major goal of the present research is to explore employees’ satisfaction with expatriation investigating its positive and negative impacts on different life domains, namely work, family life and personal well-being
The main goal of the current research is to unfold positive and negative effects of different types of global assignments on the work of the travelling individuals, their family life and personal well-being. Due to the structure of the collected data the two principal mobility forms analyzed in this regards are expatriation and business travel. Two following chapters provides insights into the impacts of the above mentioned forms of mobility on various life domains of the travelers underlining their similarities and focusing on the differences.
El documento presenta los resultados de un estudio sobre Responsabilidad Familiar Corporativa realizado en Venezuela en 2013. El estudio tuvo como objetivos diagnosticar la situación actual de las empresas venezolanas en relación a la integración de la vida laboral y familiar de los empleados, e identificar factores que puedan promover cambios en la cultura organizacional. El estudio utilizó una metodología transversal que involucró a ejecutivos y empleados de distintos niveles jerárquicos para entender sus percepciones. Los resultados mostraron que la mayoría de los e
Este documento describe un estudio sobre la Responsabilidad Familiar Corporativa (RFC) en Uruguay. El objetivo del estudio es diagnosticar la situación actual de la RFC en las empresas uruguayas, identificando el estado de las políticas, cultura y liderazgo, y cómo esto afecta la salud, intención de permanencia, motivación y satisfacción de los empleados. El estudio utiliza una metodología transversal que involucra a ejecutivos y empleados para entender sus perspectivas. El documento también describe los tipos de entornos laborales en t
Este documento presenta información sobre la Responsabilidad Familiar Corporativa (RFC) en México. Explica que la RFC implica que las empresas promueven la cultura y políticas que facilitan la integración de la vida laboral y familiar de los empleados. Describe los diferentes tipos de entornos laborales en términos de su apoyo a la RFC, desde los más favorables hasta los más desfavorables. Finalmente, presenta datos sobre políticas de RFC e percepciones del entorno laboral en México comparado con otros países.
Este documento presenta los resultados de un estudio sobre la Responsabilidad Familiar Corporativa en empresas de Guatemala realizado por el IESE Business School. El estudio analiza las políticas, cultura y percepciones de los empleados sobre la integración entre el trabajo y la vida familiar. Los resultados muestran que las empresas en Guatemala tienen más oportunidad de mejorar en el apoyo a la conciliación laboral-familiar a través de políticas más definidas, liderazgo comprometido y una cultura que valore tanto el trabajo como la vida personal de los empleados.
Este documento presenta los resultados de un estudio sobre la Responsabilidad Familiar Corporativa (RFC) en El Salvador. El estudio analiza la percepción de los empleados sobre el apoyo de la empresa a la conciliación trabajo-familia, así como las políticas y cultura organizacional en torno a la RFC. Los hallazgos indican que los empleados salvadoreños perciben que sus empresas ocasionalmente facilitan la conciliación, aunque existe margen de mejora en las políticas y el apoyo directivo a este respecto.
El documento presenta los objetivos y metodología de un estudio sobre la Responsabilidad Familiar Corporativa en Colombia realizado por IESE Business School. El estudio busca diagnosticar la situación actual en Colombia respecto a la integración de la vida laboral, personal y familiar de los empleados, identificar el estado de las políticas de conciliación e igualdad de oportunidades, y conocer la percepción de los empleados. El estudio utiliza una metodología transversal que involucra a ejecutivos y empleados de diferentes niveles.
Este documento presenta los resultados de un estudio sobre la Responsabilidad Familiar Corporativa en Chile. El estudio analiza las percepciones de los empleados sobre el apoyo de sus empresas a la conciliación entre el trabajo y la familia. Incluye información sobre las políticas de flexibilidad laboral, los tipos de entornos laborales y el impacto en la satisfacción de los empleados. El objetivo es identificar las mejores prácticas y áreas de oportunidad para mejorar el equilibrio entre la vida laboral y personal.
Este documento describe la Responsabilidad Familiar Corporativa (RFC) y proporciona un resumen de las políticas y entornos laborales relacionados con la conciliación de la vida laboral y familiar. El objetivo es realizar un diagnóstico de la situación actual en Brasil con respecto a la integración de la vida laboral, personal y familiar de los empleados. Se analizan cuatro tipos de entornos laborales (enriquecedor, favorable, desfavorable y contaminante) y se presentan datos sobre políticas de flexibilidad del tiempo y el espacio de trabajo en Brasil
Este documento presenta los resultados de un estudio sobre la Responsabilidad Familiar Corporativa en Argentina en 2013. El estudio analiza las políticas, cultura y percepciones de los empleados sobre la integración entre el trabajo y la vida familiar. Los resultados muestran que las políticas de flexibilidad del tiempo y espacio son menos comunes en Argentina que a nivel mundial, mientras que el apoyo a la familia como guarderías es similar. La mayoría de los empleados argentinos perciben que su entorno laboral dificulta u ocasionalmente dificulta la conciliación trabajo
Considering sustainable development exclusively from an economic, social and environmental perspective would leave aside key aspects that affect people and condition their quality of life and the future of society.
The solution to these challenges is to recognize and strengthen the role of families in social development, and promote the implementation of policies, strategies and effective programs at the community level.
IESE Business School is a pioneer in matters of work and family reconciliation. In order to study these issues, it founded in 1999 the International Center for Work and Family (ICWF), directed by Dr. Nuria Chinchilla. Its purpose is to promote, in the business environment, the type of leadership, culture and reconciliation policies that facilitate the integration of the employees’ professional, family and personal life.
To this end, the ICWF has developed the IFREI, an instrument that measures the degree of Family Responsibility of Companies and their impact on outcomes, individuals, families, and the whole of society.
This IFREI Report presents data from Latin America, gathered during 2013.
Este documento presenta el Índice IESE de Entornos Familiarmente Responsables (eFR) en el mundo y realiza un benchmark con México. Explica que el índice analiza el nivel de implantación de prácticas de conciliación trabajo-familia en las empresas y su impacto en las personas y la organización. Se llevó a cabo en 23 países de América, Europa, África y Asia entre 2010-2011 con más de 5,600 participantes. Finalmente, describe las políticas de conciliación trabajo-familia y su impacto positivo en las personas, empresas y
Este documento presenta los resultados de un estudio realizado por el IESE Business School sobre políticas de conciliación trabajo-familia en empresas de 23 países. El estudio analiza las percepciones de empleados sobre las políticas de flexibilidad horaria, apoyo familiar y otros aspectos del entorno laboral familiarmente responsable. Los resultados muestran que las políticas de conciliación tienen impactos positivos en las personas, las empresas y la sociedad al facilitar el equilibrio entre la vida laboral y familiar.
Este documento presenta los resultados de un estudio sobre entornos familiarmente responsables (eFR) realizado en varios países, incluyendo Venezuela. Describe el modelo de investigación utilizado, las políticas eFR evaluadas como flexibilidad horaria, teletrabajo y apoyo familiar, y los resultados encontrados en cuanto a percepción de dichas políticas. Finalmente, analiza el impacto positivo que pueden tener las políticas eFR tanto en las personas, las empresas y la sociedad.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.