the majority of all Australian workplaces. Initiatives to increase workplace productivity or leadership should give a high priority to work, care and family issues, given the role that positive policy and action can make to productivity, participation and well-being. Existing research suggests that first line supervision and organisational norms and practices shape access to key supports like flexibility and leave (Pocock et al. 2012). First-line supervision and workplace cultures that are less supportive of the reconciliation of work and family are associated with higher levels of negative work-life and work-family interference (Skinner and Pocock 2008). Poorly designed jobs and work overload can inhibit access to leave, including annual leave with more than half of Australian workers not using their – paid holiday leave in the year in which it accumulates with negative consequences for – reconciling work and family (Pocock et al. 2010). Many workers who are not content with their current work arrangements do not make use of their right to request flexibility at work because their jobs are insecure, they believe their supervisors will view such requests negatively, or there is no history of flexible work in their workplace (Pocock et al. 2012). Important workplace culture and leadership issues such as sexual harassment and discrimination against pregnant workers, working carers, older employees, and those affected by domestic violence are of increasing significance in a workforce that is increasingly female, responsible for the care of others, and aging. Australia is a wealthy country and well placed to become a global leader in the area of work, care and family policy. The importance of good data for policy design, development and evaluation must not be underestimated. Good research, thorough cost-benefit analysis, continuous evaluation, piloting and an ongoing program of policy development are critical to cost-effective change.
the majority of all Australian workplaces. Initiatives to increase workplace productivity or leadership should give a high priority to work, care and family issues, given the role that positive policy and action can make to productivity, participation and well-being. Existing research suggests that first line supervision and organisational norms and practices shape access to key supports like flexibility and leave (Pocock et al. 2012). First-line supervision and workplace cultures that are less supportive of the reconciliation of work and family are associated with higher levels of negative work-life and work-family interference (Skinner and Pocock 2008). Poorly designed jobs and work overload can inhibit access to leave, including annual leave – with more than half of Australian workers not using their paid holiday leave in the year in which it accumulates – with negative consequences for reconciling work and family (Pocock et al. 2010). Many workers who are not content with their current work arrangements do not make use of their right to request flexibility at work because their jobs are insecure, they believe their supervisors will view such requests negatively, or there is no history of flexible work in their workplace (Pocock et al. 2012). Important workplace culture and leadership issues such as sexual harassment and discrimination against pregnant workers, working carers, older employees, and those affected by domestic violence are of increasing significance in a workforce that is increasingly female, responsible for the care of others, and aging. Australia is a wealthy country and well placed to become a global leader in the area of work, care and family policy. The importance of good data for policy design, development and evaluation must not be underestimated. Good research, thorough cost-benefit analysis, continuous evaluation, piloting and an ongoing program of policy development are critical to cost-effective change.
Submission-WFPR-Attachment-9.docx