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Work-Family Human Resource Bundles and Perceived Organizational Performance

Jill E. Perry-Smith and Terry C. Blum
The Academy of Management Journal
Vol. 43, No. 6 (Dec., 2000), pp. 1107-1117
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/1556339
Page Count: 11
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Work-Family Human Resource Bundles and Perceived Organizational Performance
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Abstract

Although typically excluded from strategic human resource models, bundles of work-family policies may be an HR approach related to competitive advantage. Symbolic action and resource-based views provide conceptual support for such a relationship. Results from a national sample of 527 U.S. firms suggest that organizations with more extensive work-family policies have higher perceived firm-level performance. In addition, there was partial support for the hypotheses that the relationship between work-family bundles and firm performance is stronger for older firms and firms employing larger proportions of women.

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