Running Head: The Role of Men 1

Abstract
The role of men in society has changed profoundly during the last fifty years. From the
traditional role of breadwinner to the modern ideal of an active father, the expectations of
men both in the work place and in the home have undergone quite an evolution. The role
conflict that occurs when the traditional expectations of men meets with modern expectations
is explored. In an attempt to keep up with todays changing needs, employers have
implemented the family-friendly policies of flex time, extended leave and employee assistance
programs to help families find balance in their work and home lives. While differing in usage
rates and the existence of gender biases, these three policies have consistently made a
difference in the lives of countless families. The psychological and organizational impacts of
each of these programs are discussed. Proactive steps that men can take to improve their
success in balancing work and family are recommended. Employers can take important and
sometimes critical actions to minimize any existing biases and maximize the effectiveness of
these programs. These efforts to reduce gender bias can assist men in balancing their work
and family lives in todays fast-paced world. Finally, future possibilities of the role of human
resources management in influencing work and family life are considered.
Introduction
One Saturday afternoon in January, I saw my husband vacuum the living room.
Amazed by this drastic turn of events, I tried to take a picture. I was promptly informed
that if I took a picture, I would never see him with a vacuum again. Why is it that I am
feeling the early signs of going into shock at the sight of my husband with a vacuum and
what on earth prompted him to do such a thing? In a world of dual income households, the
Running Head: The Role of Men 2

modern family has taken on a whole new meaning. How are men adjusting to additional
roles and how did they find the vacuum without any help? These are the issues I will
explore further as I dive into the topic of the role of men in balancing work and family.
The Traditional Role of Men
The role of men in the family has undoubtedly changed throughout history.
Traditionally, men were expected to be the main bread winners, generating the homes sole
source of income to support their families (DeVaus, 2009). Women were once greatly
outnumbered in the workplace as many stayed home to care for children. There was a
clear divide between what was expected in the roles of both men and women. Women
were expected to take care of all things family-related. In return for providing the income
to care for his wife and children, a man would be free from the distraction of home
responsibilities so that he could better concentrate on his work (DeVaus, 2009). After a
hard days work a mans wife would cater to his every need as he put his feet up on the
couch in the evening. This type of arrangement was set up on the predication that men had
higher earning power and therefore, it made more economic sense for the man to work and
for the woman who had lower earning potential to stay at home (DeVaus, 2009). This
agreement translated into child rearing as well. Boys were raised to be independent,
dominant, brave and industrious. They were frequently reminded that their role as a man
would be to take care of their families financially. Education was seen as important for
boys in order to help ensure good earning potential and a respected occupation while
education was viewed as less important for girls. Married men were seen as the protectors
as well as the providers of the home and food and when it came time to make important
Running Head: The Role of Men 3

family decisions, the male always had the last say (DeVaus, 2009). Women were expected
to be submissive to the man in all aspects of their relationship.
The Modern Role of Men
Many of us cannot imagine a world like this today. The traditional family model and
the role of the male within the family have changed drastically in the last fifty years.
Beginning around the 1960s, women began entering the work force at a higher rate than
they previously had been. This was termed the subtle revolution (Sharpe et al, 2002). A
rethinking of societal norms regarding the division of work and family responsibilities and
the role of employers in helping employees meet family time demands occurred during
this time (Sharpe et al, 2002). Slowly but surely, throughout these decades, men began to
contribute more to the family responsibilities above and beyond solely financially
providing for his wife and children. While it remains true that women still generally do
more housework than men, the gap has significantly narrowed over time. Women are now
more often expected to contribute financially as well as to the home and family. Men are
now expected to do something other than watch television after work. The 1997 National
Study of the Changing Workforce reported that on a work day, men did an average of 2.1
hours of household tasks while women did an average of 2.9 hours. Compared to 1977, this
is an increase of nearly an hour a day for men and a decrease of approximately a half hour a
day for women (Sharpe et al, 2002). While fathers were previously excused from the day-
to-day tasks and demands of family life, it is clear that in modern times this is rarely the
case (DeVaus, 2009). Although men are still expected to give priority to their work, they
are now expected to contribute to household chores and family obligations as well
Running Head: The Role of Men 4

(DeVaus, 2009). The definition of the ideal man has shifted from his role at work to his role
as an active father and husband (Healy, 2011). While a vast amount of research shows us
that finding this work and family balance is difficult for women, we should not forget to
address how these societal changes affect men. Just as women are, men are also adapting
to these winds of change that have brought increasing expectations with them. This change
does not come easily, however. In 1977, 34% of men reported that they feel at least some
work-family conflict, increasing to 49% in 2008 (Healy, 2011). The amount of men who
report feeling work and family conflict increases as the amount of hours worked increases.
60% of men who work more than fifty hours a week reported feeling work-family conflict
in 2008 compared to 39% of men who worked between forty and forty-nine hours a week
(Healy, 2008). Just as women often try to become super mom, men are also experiencing
role conflict from trying to do it all.
Family Friendly Human Resources Policies
As times change, so too must managers and corporations, to accommodate and
adapt to the changing characteristics and needs of the work force. Human Resources
policies have been developed to address these needs and to keep up with the ever-changing
demands of todays labor force. These policies have a lasting impact on both the employer
and the employee. In recent years, companies have become more and more willing to offer
alternatives to the traditional work schedule in an effort to prevent turnover. Knowing that
it is difficult to find people who possess specialized skills, employers have followed suit and
made these accommodating changes (Healy, 2011). Employers who wish to both recruit
and keep employees are responding to the work-family conflict that workers experience
Running Head: The Role of Men 5

by instituting a wide range of family-friendly workplace policies (Sharpe et al, 2002).
Managers are beginning to offer their employees various options in terms of scheduling in
addition to extended leave and employee assistance programs. Let us explore each of these
programs in detail and examine 1) mens use of these policies in relation to womens, 2) the
reasons behind any differences in usage rates between genders and 3) whether or not a
gender bias exists against men as it relates to each policy.
Flex Time
One policy that many companies offer in an attempt to decrease work-life conflict is
flex time. Flex time can be defined as allowing employees to vary their work schedule
instead of using the traditional practice of requiring everyone to start and stop work at the
same time (Dresang, 2009). For some, this may mean an early start time or a late finish
time. For others, it may mean a compressed work week, where a person only works four
days a week but works a ten hour day instead of the traditional eight hour day or perhaps
working three twelve hour days in a given week (Roberts, 2009).
Flex time offers many work-related advantages, both in terms of the employee and
the organization for which they work. The consensus of numerous studies conducted in
both the private and public sectors and in a variety of occupational settings is that flexible
schedules decrease absenteeism, reduce tardiness, decrease commuting time, and increase
productivity (Sharpe et al, 2009). When taking all of these advantages into account, it is
no wonder that so many organizations have jumped on board with offering this option to
their employees. In addition to the work-related benefits, researchers have also seen
improved worker morale.
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The May 2004 Bureau of Labor Statistics data show full time male wage and
salaried workers are somewhat more likely to have access to flexible work schedules than
full time female wage and salaried workers (Danziger and Boots, 2008). It appears that
there are certain characteristics that appear to be more common in those who use flex
time. One trend involving flex time is that the higher a workers salary, the more likely they
are to utilize flex time. For those with salaries less than $25,000, 8% of workers use flex
time whereas for those with salaries greater than $75,000, approximately 40% use flex
time (Danziger and Boots, 2008). Workers attaining higher education levels are more
likely to use flextime (Danziger and Boots, 2008). This may be due to the fact that those
with higher education are more likely to know about flex time policies as well as be
employed in industries more likely to offer flex time to their workers (Sharpe et al, 2009).
In addition, older workers are more likely to use flex time than younger workers. You may
be wondering, why wouldnt a worker use flex time if it was offered to them? It is believed
that some workers may be concerned that using flex time will give employers the
impression that they are not fully committed to their jobs and thus will be less likely to
receive a promotion or a positive performance evaluation. While this fear may prove to be
unfounded, it undoubtedly still permeates the minds of many of todays workers.
Flex time and other human resources related policies were developed in response to
more women entering the work force. It was to accommodate the changing needs of
todays workers that these steps were implemented. So is it women who are the primary
users of flex time? The research shows that, well, it depends. Generally speaking, slightly
more men use flextime than women. Yes, that is right. Men use more than women. We can
attempt to understand this by hypothesizing that this could be due to the fact that
Running Head: The Role of Men 7

traditionally male jobs afford a greater degree of autonomy than many traditionally
female jobs (Sharpe et al, 2009). Another possible reason is that flex time is more often
an option in larger companies, where men are more likely than women to be employed.
Interestingly though, working mothers generally use flextime more often than working
fathers (Sharpe et al, 2009). In terms of workers who have younger children, more women
are using flex time than men. When men who have younger children do use flex time, they
are less likely to use it to accommodate family schedules and more likely to use it to further
their own personal growth or hobbies (Sharpe et al, 2009). It appears that no gender bias
exists against men in relation to their use of flex time. If anything, the opposite may be the
case. Women may be unwilling to ask supervisors for permission to use flextime in
unsupportive environments for fear that such a request will be interpreted as
demonstrating a lack of work commitment (Sharpe et al, 2002). Overall, it is the culture of
a particular work place that has the greatest impact on whether or not workers, regardless
of their gender, feel comfortable making use of flex time.
Extended Leave
A second human resources policy that companies have implemented in regards to
balancing work and family is extended leave. According to The Family and Medical Leave
Act of 1993, employers are required to grant leave requests for the health needs of
employees and their families (Dresang, 2009). During this leave, the employees job will
continue to be available. An employee may take up to twelve weeks of unpaid leave
pursuant to the Family and Medical Leave Act in all companies consisting of fifty or more
employees (Levin-Epstein, 2007). The most common use of the Family and Medical Leave
Running Head: The Role of Men 8

Act is leave upon the birth of a child. Another reason men or women may take time off
work is for elder care. To adapt to the changing needs of the sandwich generation,
meaning those adults who take care of both children and aging parents, elder care benefits
are becoming more and more common in the work force. The more that employers can do
to accommodate the time and energy demands of eldercare, the less likely it is that they
will endure productivity slumps or, worse, lose valuable employees (Guy and Spice, 2009).
Due to classic gender roles, it is often women that are looked upon to be the caregivers of
elders due to their nurturing nature. It is likely that the gendered views evident in raising
children are mirrored in elder care. Both men and women are eligible to use this leave
upon the birth of their child and upon the needs of their aging family, however unlike flex
time, women use this leave far more frequently than men. One of the most prevalent
explanations for this is that men may conclude that they cannot afford to take this time off
work (Levin-Epstein, 2007). This is definitely a valid concern since most often this leave is
unpaid. If a mans wife also takes unpaid leave, there is no income entirely coming into
their household for up to three months. For many families, this is simply not feasible. This,
coupled with the still-apparent traditional role of the man being financially responsible for
the family, is a recipe for psychological struggles in many men.
Another reason for this variance is societal norms and expectations. Culture still
doesnt support the notion that fathers need to be as engaged as women in their kids lives
(Levin-Epstein, 2007). There is often an unspoken belief that men should not put their
family before their careers. Although women are often encouraged to take time off for
child rearing, men who take time off to care for their families may run the risk of appearing
disloyal in the eyes of their employers. This notion comes into conflict with the role of men
Running Head: The Role of Men 9

in the modern family model. Role conflict suggests that participation in one role makes it
difficult to participate simultaneously in an additional role because of the potentially
conflicting expectations of the different roles (Wadsworth and Owens, 2007). As stated
previously, according to this contemporary view, a goal of todays man is to be an active
father. This difference creates role conflict for many men, who are trying to achieve a
better balance between the demands of the workplace and raising a family (Levin-Epstein,
2007). Although women have been trying to achieve this balance for several decades, it is
only more recently that many men have joined the band wagon. For this reason, men may
have apprehensions about speaking with their supervisors about this frequently sensitive
topic. While it is difficult to say whether these stereotypes have any validity or if they are
merely perception, or perhaps a combination of both, it is clear that a gender bias does
seem to exist when it comes to extended leave.
Employee Assistance Programs
A third human resources policy that work places have implemented in regards to
balancing work and family is employee assistance programs. Employee assistance
programs (EAPs) provide counseling, treatment, and other services to help individuals who
are in trouble (Dresang, 2009). EAPs provide a wealth of services to employees including
drug and alcohol counseling, grief counseling, retirement counseling, marital and family
counseling, health screening, financial counseling, outplacement counseling, legal
counseling, treatment for stress and emotional problems, sexually transmitted infection
education and support, workplace and morale problems, and health counseling programs
(Dresang, 2009).
Running Head: The Role of Men 10

Employee Assistance Programs are very common, existing in almost all companies
today. Confidentiality is an important element in the effectiveness of employee assistance
programs. Employees must feel comfortable sharing information and feelings in order for
the program to work as it should. The program is provided at no cost to the employee.
Either the supervisor or the employee can initiate the process of beginning a counseling
program. If a supervisor notices that an employee appears to be experiencing personal
problems that are affecting their on-the-job performance, they may refer the employee to
the EAP. On the other hand, if an employee is experiencing personal problems with which
they wish to receive help, they may refer themselves to the program (Roberts, 2009). This
program, at first glance, certainly sounds like a win-win situation. In order for this
program to be effective though, it must first be utilized. Studies have shown that many
employees are not even aware of whether or not their employer offers an employee
assistance program much less how to make use of it (Harris and Fennell, 1988). In other
instances, an employee may be aware of the existence of an EAP but may feel
uncomfortable accessing it due to privacy concerns. Assuming an ideal situation in which
employees know about and feel comfortable with their employee assistance program and
how to access it, let us explore exactly who is making use of this important resource and
examine whether or not gender differences exist within the confines of this program.
Research shows that those who are more familiar with an employee assistance
program are more likely to use it (Harris and Fennell, 1988). Among the more significant
predictors of employees willingness to participate in an EAP were employees trust,
perceptions of the personal attention the EAP would bestow, and familiarity with the EAP
(Harris and Fennell, 1988). Women have been shown to have a higher rate of referring
Running Head: The Role of Men 11

themselves to EAPs than men. In addition, women may view and respond to employee
assistance programs differently than men (Harris and Fennell, 1988). Women innately are
more likely to seek help externally for personal problems than are men. Statistics show
that seventy-five percent of those who utilize employee assistance programs are women
(Buller, 2004). Going back again to the traditional gender role of the man, who is expected
to be independent and brave, asking for help conflicts with the perceived societal
expectations defining the male gender (Harris and Fennell, 1988). Though women
generally consult the help of an EAP with more frequency than men, there are two specific
areas of concern that cause men to consult an EAP more often than women: relationship
issues and substance abuse problems (Werling, 2007). According to a 2006 study, twenty-
two percent of men accessed their EAP programs for relationship issues while only
seventeen percent of women did so (Marr, 2006). In addition, men in managerial roles
sought the help of EAPs at a higher rate than their respective employees (Marr, 2006). In
terms of substance abuse, we might attempt to explain the higher rate of men seeking help
from EAPs by noting that substance abuse in general tends to appear at a higher rate in
men than it does in women (Werling, 2008). Though not a gender bias on the part of the
employer, it may be seen as one in the eyes of the employee. While it may not be pervasive
throughout the work force, a mans own personal belief in his need to maintain
independence without seeking the help of others can be considered a constraint on the
effectiveness of employee assistance programs in the modern work place.


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Psychological and Organizational Impacts
Despite the reasons for differences in usage rates among male and female
employees and whether or not any gender bias exists against men, there is no doubt that all
of these human resources policies have both psychological and organizational impacts. Let
us look further into these impacts resulting from each one of these three family-friendly
human resources policies.
Flex Time
In designing human resources policies to aid in balancing work and family, it is
important to find a good balance of the impact a human resources policy will have on the
employee and the impact it will have on the organization. Psychological impacts of flex
time on life satisfaction include a feeling of increased job contentment, increased time for
family, reduced work and family conflict, lessened time stress, and decreased perception of
difficulties in accomplishing family related tasks and regular chores in individuals who
have made use of these flex time arrangements (Sharpe et al, 2009). When considering
how flex time policies affect men, we can offer the explanation that finding more time to
pursue personal interests and relationships reduces depression and increases the quality
of friendships and other personal relationships (Sharpe et al, 2009). The size of these
impacts depends on the specific outcome and on the characteristics of the employee.
There is sufficient evidence to support the idea that offering flex time increases
organizational productivity (Sharpe et al, 2009). It exemplifies a sense of trust within the
work place which in turn leads to better organizational outcomes. When offered and
utilized ethically by the organization, it reinforces the importance of gender equality of
Running Head: The Role of Men 13

men and women in the work place. Flex time is shown to increase quality of work without
creating a significant change in work load (bc.edu). On the financial end, reduced stress
resulting from employees making use of flex time also may lead to a decrease in health care
expenditures on the part of the employer. Highly stressed workers create health
expenditures nearly fifty percent greater than those with low stress (Levin-Epstein, 2007).
The availability of flex time also often results in increased retention within the
organization. This can be a critical component in retention strategies (Selden, 2008).
Retention strategies can help to keep employees actively engaged in their place of
employment. Employee engagement is that state in which employees are emotionally and
intellectually committed to the organization (Selden, 2008). Active engagement can help
organizations adapt to the changing psychological contract existing in the work force
today. This psychological contract is defined as the trend of younger employees having an
increased tendency to show less loyalty to their employers than younger employees had in
the past. Employees nowadays rarely expect to stay with one organization for the entirety
of their careers. Individuals create and define their own career paths instead of following
the given well-worn path of the organization (Selden, 2008). Increased employee
retention resulting from offering flex time can save employers plenty of time and money,
up to 150 percent of a salaried workers pay, invested in recruiting and training new
employees (Levin-Epstein, 2007). Although credited with an extensive list of positive
outcomes, there are some concerns that may exist among employees who do not utilize this
arrangement. According to Boston College research findings, thirty-five percent of non-
users believe that their coworkers who use flexible work arrangements cause resentment
(bc.edu). Speaking overall however, there are far more positive effects than negative when
Running Head: The Role of Men 14

it comes to flex time. Flex time is an option that can be offered without a high cost to the
organization. While not always possible depending on the type of industry, when feasible it
makes logical sense to offer this program as commonly and optimistically as possible.
Extended Leave
There are important existing psychological impacts resulting from extended leave
on the employee and organizational impacts on the employer. Advantages of making use of
extended leave benefits include gaining an appreciation for other aspects of life as well as
having a positive impact on childrens early adjustment in the case of maternity and
paternity leave and connection to the family in the case of elder care. In addition to
benefitting an employees sense of general life satisfaction, taking extended leave for elder
care can result in a decrease in long-term care costs for the extended family. For men
specifically, using extended leave can fulfill their wishes to contribute to the family in ways
beyond bringing home a regular pay check.
The effects are not all positive, however. Since this leave is frequently unpaid, it can
lead to a great deal of financial strain (Levin-Epstein, 2007). Other potential negative
impacts are creating a feeling of isolation and worry about what is going on while one is
away from their job. In men as well as in women, extended leave may contribute to
feelings of inadequacy, loss of a sense of purpose, and lowered self-esteem. In addition,
there may be a fear or apprehension about reentering the position and, in cases of long-
term leave, about reentering the work force (Bird, 1989).
Organizational impacts stemming from extended leave include the need for
management and other employees to cover the persons work load while they are away on
Running Head: The Role of Men 15

leave. A periodic decrease in worker morale may be caused by employees having to do
others jobs while they are away. This may result in a brief decrease in productivity,
although in comparison, losing a valuable employee for twelve weeks is surely better than
losing them altogether. Losing a good employee results in the need to recruit and train a
new and possibly inferior employee.
Employee Assistance Programs
Employee assistance programs have a surplus of psychological as well as physical
benefits associated with them. Whether made use of by men or women, these programs
can improve health, increase self-esteem, reduce stress, improve relationships, empower
workers, and improve general well-being and life satisfaction (Roberts, 2009). There is no
shortage of organizational benefits when it comes to employee assistance programs either.
Wellness programs manifest very high return-on-investment ratios in the public and
private sectors with significant reductions in health care costs (Roberts, 2009). These
programs indicate to employers that wellness is a central priority within the organization.
When implemented carefully and correctly, employee assistance programs can be an
invaluable asset to the employer. Confidentiality is a critical component of successful
implementation (Roberts, 2009). The culture of the workplace has an impact as well on the
programs effectiveness. Work place culture should value transparency, humility, and
problem solving and avoid stigmatizing employees who use EAP services as weak or sick
(Roberts, 2009).


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Recommendations for Employees
There are ways in which both individual men and their employers can make a
positive difference in the quest for work-life balance. First, let us take a look at ways in
which men can improve their own work and family balance in todays modern world.
I should begin with the disclaimer that there is indeed no quick fix for this dilemma.
Foremost however, a man should decide what work-life balance means to him. Everyone
has certain measures upon which they judge their own successes and failures in life.
Keeping this in mind, he can design a schedule that works best for him based upon these
individual priorities. If his schedule will benefit from the use of policies such as flex time
and these options are available through his employer, then he should take advantage of
these opportunities. Although not always possible, ideally a short commute time can make
a big difference in the amount of time stress a man experiences. If it is possible to work
from home and the employee wishes to do so, this option should be explored as well. If
being actively involved in caring for a newborn child or an aging parent is a very important
element in a mans life and sense of purpose, and also if the family finances allow, taking
extended leave for child or elder care should be seriously considered. If a man is
experiencing any level of personal, family, or financial difficulties, he can seek the help
available through his employers employee assistance program. It is critical for men to
have a support system both inside and outside of the work place within which he feels
valued and cared for. Social support is said to be a significant predictor of work life balance
outcomes (Wadsworth and Owens, 2007).
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One other major component of work life balance that has become pervasive in this
modern world is technology. Technology can be both a blessing and a curse when it comes
to achieving work-family balance. While technology makes it quick and easy for men to be
connected at all times, get more accomplished in their daily lives and allows the possibility
to work in alternative locations, it can become difficult to disconnect and unplug. Healy
(2011) explains that the rapid advancement technology has blurred the boundaries
between work and home life and increases feelings of tension, anxiety, and stress. In a
recent study of professional men whose boundaries were blurred by technology, in this
case meaning that they were contacted by their employers outside of working hours,
almost half indicated that they experienced substantial conflicts between demands of
family and work (Healy, 2011). Among men whose boundaries were not blurred, meaning
that they were not contacted by their employers outside of working hours, only eighteen
percent reported experiencing these conflicts (Healy, 2011). Men should create their own
boundaries and guidelines for preventing work-related technology from interfering with
family and personal activities. Turning off email notifications on smart phones and
shutting cell phones off altogether at certain times, although easier said than done, can be
beneficial. These recommendations may help to improve the work life balance of men in
todays society.
Organizational Recommendations
Organizations and managers can have a surprisingly large effect on the work-life
balance of their employees. It can be said that a mans experience at one role will carry
over into his other roles. If a man feels successful and validated at work, then this will be
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identity-affirming and have a positive effect on his outlook and relationships in the home
(Wadsworth and Owens, 2007). The opposite is true as well; when a man has strong
positive family support, his work will benefit as a result. It is therefore imperative to
explore ways in which organizations can do their part to assist in their employees work
and home success.
By now, it is clear that making flex time available to employees is one of the first,
most inexpensive and likely easiest steps to take for a powerful impact. Depending of
course upon the type of industry, an organization may want to consider making flex time
the new standard. Any rigid schedules could be done away with altogether and employees,
upon hire and periodically thereafter, would define their own schedule. Some progressive
companies, such as Best Buy, are even going so far as to eliminate the clock and give
their employees in the companys Minneapolis headquarters nearly total autonomy over
their workday schedules; their performance is measured by results and productivity
instead of hours (Levin-Epstein, 2007). Since this strategy is so new, it remains too early
to draw conclusions regarding its effectiveness, yet it is surely a possibility that warrants
both further study and exploration.
In addition, employers can contemplate starting up extracurricular groups for
employees to become involved in, such as golf outings, softball teams, or lunch time
walking groups. For some companies, setting up an on-site fitness room that employees
can conveniently use right at work is another option that may be practical for some,
although perhaps not all, employers. These ideas are examples of ways to create an
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organizational culture which values both health and work-life balance. It is this culture
that will continually reinforce the importance of having a well-adjusted life.
Yet another way in which organizations can have a positive impact on mens work
life balance is by encouraging extended leave programs. This could mean something as
simple as asking a male employee (and of course females as well) if they would like to take
leave when a qualifying life situation arises. Sometimes, the most difficult part may be
merely asking. Eliminating this hurdle can provide much needed encouragement. In
addition, male managers and supervisors can set a positive example by utilizing this leave
themselves and making this known to their employees. If it is displayed as the norm, any
persisting insecurities may be reduced or even eliminated. Not just in the case of extended
leave but in all aspects of human resources policies, ideological commitment needs to come
from the top down. If those in top management positions set the standard, others will
follow suit (DeVaus, 2009).
Organizations may advocate for the development of appropriate work life balance
through the introduction of new training and development programs. Programs can be
designed to be gender specific and offer advice and tips for achieving and maintaining work
life balance. Human Resources Departments and managers can work together in the
production of seminars and workshops aimed at empowering employees, reducing stress,
improving relationships, and promoting health and fitness. Creating a system in which
employees are actually rewarded for making use of family-friendly policies could work in
the organizations favor as well.

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Conclusion and Future Possibilities
It is likely we will never return to those days of the 1960s when men went off to
work in the morning and women stayed home with their aprons on, baking cookies and
ironing socks. When we look back at the past fifty years and consider all that has changed
in regards to the work place and human resources policies, there is no doubt that it has
been a time of reform. The role of men continues to be redefined right before our eyes. It
is not only women that must manage increased societal expectations. We must remember
the men in this journey as well, many of whom are striving to be not only good employees
but also active and involved fathers.
When we look to the future, what can we expect? As time continues to fly by and we
watch the world change around us at a record breaking speed, how will these changes
continue to affect us? What will the world of human resources look like in another fifty
years? Will the year 2063 see the existence of total gender equity in the work place? How
will workers balance their work and family time in the future?
Perhaps flex time will become so widespread that the time clock will have become
obsolete. Perhaps we will follow the lead of Best Buy and all employees earnings will no
longer be measured in units of hours but instead by production levels. Perhaps everyone
will work from home and all business will be conducted electronically. Perhaps men and
women will begin to use extended leave and employee assistance programs at equal rates
and the workplace will be made better as a result.
I believe that balancing work and family will always be a struggle. Although
generous benefit packages and flexible family-friendly options definitely help in reducing
Running Head: The Role of Men 21

conflicts, these solutions will not eliminate our struggles completely; yet I do believe we are
headed in the right direction.
Although how my husband found the vacuum unassisted will forever remain a
mystery, a world in which this occurrence is possible is surely an improvement in my view.
Based on this research, I look upon the future of human resources with an outlook of hope
and optimism. It is this spirit of positivity that I will take with me into my career as a public
administrator.















Running Head: The Role of Men 22

References:
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Danziger, A., Boots, S. (2008). A Comparison of Mens and Womens Access to and Use of
FWAs. Workplace Flexibility, Urban Institute, pg 1-3.
DeVaus, D. (2009). Balancing Family Work and Paid Work: Gender-Based Equality in the New
Democratic Family. Journal of Family Studies, 15.2, p118-120.
Dresang, Dennis L (2009). Personnel Management in Government Agencies and Nonprofit
Organizations. Pearson Education, Inc.
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March 27, 2013 from
http://www.bc.edu/content/dam/files/centers/cwf/research/pdf/flexexecsumm.pdf
Running Head: The Role of Men 23

Roberts, Gary (2009). Public Human Resource Management. Employee Benefits. Pearson
Education, Inc.
Selden, Sally Coleman (2008). Human Capital; Tools and Strategies for the Public Sector.
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Wadsworth, L., Owens, B. (2007). The Effects of Social Support on Work-Family
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Werling, Mike (2007). Women Call EAPs More Than Men. Benefits Selling Magazine.
November, 2007.














Running Head: The Role of Men 24


Appendix A:
Work Life Balance Survey
Qualifications:
1. Work at least 25 hours a week.
2. Have one or more children under the age of eighteen.

1. Do you feel that your work (time, location) make organizing your family life
difficult?
Women Men





2. Do you miss time with family, friends, or free time activities because you are too
tired from your job?
Women Men

67% of women said yes, somewhat
while only 50% of men said yes,
somewhat. One third of men feel
that their work time and location
does not make organizing family
life difficult compared with only
10% of women.
78% of women miss time at least once
in a while. 50% of men miss time at
least once in a while. 50% of men never
miss time compared with 22% of
women.
Running Head: The Role of Men 25


3. Does the organization for which you work allow you to adjust your starting and ending
times?
Women Men




4. How does your employer help you balance work and family duties?

Women Men







There is no significant difference between men and women in
being offered flex time. 2/3 of both women and men are
offered flex time.
More women have the opportunity for part-time work than
men. Only 20% of men have the opportunity to work part-
time compared with 41% of women. Extended leave is
offered at similar rates in both men and women. Men use it
slightly more than women. More men have the opportunity to
work at home. 60% of men have the option to work from
home compared with only 6% of women. 40% of women
have on-site child care offered to them compared with 0% of
men.
Categories:
1. Part-time work
2. Special Leave (to deal with family
emergencies, family problems, etc.)
3. Work at Home
4. On-Site Child Care
Running Head: The Role of Men 26


5. How often do you feel that the demands of your job interfere with your family life?
Women Men




6. In the last six months, have you missed work or left work early to care for a sick child or
family member? In the last six months, have you missed work or left work early because
of a lack of child care?
Women Men




Neither women nor men feel that the demands
of their job always interfere with their family
lives. Women feel slightly more interference
than men. 76% of women said often or
sometimes compared with 58% of men.
78% of women have left work early to
care for a sick child or family member.
33% of men have left work early to care
for a sick child or family member. There is
no significant gender difference in missing
work or leaving early due to a lack of child
care. 1/3 of both women and men said yes
and 2/3 of both women and men said no.
Running Head: The Role of Men 27


7. Would you be willing to leave your position and become a stay-at-home parent if it was
financially feasible for your family?
Women Men







8. Do you utilize flex time to help with family responsibilities such as childs doctors
appointments, school events, or extra-curricular activities?
Women Men





72% of women said yes. 27% of women
said no.
67% of men said yes. 33% of men said no.
Slightly more women said they would be
willing to be a stay at home parent,
although results are not statistically
significant.
Men are more likely to use flex time
intermittently. 25% of both women
and men use flex time more than
twice a month. Men are more likely
to use flex time than women. 92% of
men use flex time compared with
72% of women.
Running Head: The Role of Men 28

9. I feel that taking time off work to care for a family member would:
a. Reflect negatively on my performance review and/or advancement
opportunities.
b. Reflect negatively on the way my colleagues perceive me.
c. Not change the way my colleagues and managers perceive me.
d. Reflect positively on the way my colleagues and/or managers perceive me.
Women Men


71% of men and 72% of women feel that
taking time off would not change others
perceptions of them. 7% of men feel that
taking time off to care for a family member
would reflect negatively on their
performance review and/or advancement
opportunities. 11% of women feel this way.
22% of women feel that this leave would
reflect negatively on the way their
colleagues perceive them compared with
14% of men. 7% of men feel this leave
would reflect positively on them compared
with 5% of women. Although slight gender
differences are seen, they are not
considered statistically significant.