American Behavioral Scientist

 

Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here for more information on The Virtual Advisor

Sign In to gain access to subscriptions and/or personal tools.
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Google Scholar
Right arrow Articles by Hill, E. J.
Right arrow Articles by Martinengo, G.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati  
What's this?
American Behavioral Scientist, Vol. 49, No. 9, 1165-1183 (2006)
DOI: 10.1177/0002764206286384

Twenty Years of Work and Family at International Business Machines Corporation

E. Jeffrey Hill

Brigham Young University

Andre'a D. Jackson

International Business Machines Corporation

Giuseppe Martinengo

Brigham Young University

Twenty years ago, corporate work and family programs at International Business Machines Corporation (IBM) were seen as a means to accommodate the needs of working mothers. Today, IBM's work/life strategy is seen as a business imperative to attract, motivate, and retain key talent needed to drive success in the marketplace. To intelligently develop work/life strategies that would simultaneously meet business and personal needs, IBM conducted seven work and life issues surveys, beginning in 1986. These surveys provide a wealth of data on which dramatic change has been based. Many initiatives have been implemented related to dependent care, flexibility in when and wherework is done, and management support of employees'work/life needs. This article briefly shares IBM'swork/life experience during the past 20 years. Key results from each work/life survey are enumerated along with the substantive policies that they engendered to make IBM a global corporate work/life leader.

Key Words: work/life balance • organizations • IBM • workplace flexibility


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati    What's this?


This article has been cited by other articles:


Home page
 American Behavioral ScientistHome page
W. R. Poster
Filtering Diversity: A Global Corporation Struggles With Race, Class, and Gender in Employment Policy
American Behavioral Scientist, November 1, 2008; 52(3): 307 - 341.
[Abstract] [PDF]

Home page
 Family and Consumer Sciences Research JournalHome page
J. I. Jacob, S. Allen, E. J. Hill, N. L. Mead, and M. Ferris
Work Interference with Dinnertime as a Mediator and Moderator Between Work Hours and Work and Family Outcomes
Family and Consumer Sciences Research Journal, June 1, 2008; 36(4): 310 - 327.
[Abstract] [PDF]

Home page
 American Behavioral ScientistHome page
H. R. Riggio
Introduction: The Adaptive Response of Families to Maternal Employment: Part II--Family Perspectives
American Behavioral Scientist, June 1, 2006; 49(10): 1303 - 1309.
[Abstract] [PDF]

Home page
 American Behavioral ScientistHome page
M. Pitt-Catsouphes, S. M. MacDermid, R. Schwarz, and C. Matz
Community Contexts: The Perspectives and Adaptations of Working Parents
American Behavioral Scientist, June 1, 2006; 49(10): 1400 - 1421.
[Abstract] [PDF]