ABSTRACT
Today’s organizations have more than a passing interest in retaining their productive employees. Company estimates put turnover costs, including recruiting and selecting, at about $10,000. An additional 2% of an employee’s salary goes to training (Van Buren & King, 2000). Especially in lean times, organizations cannot afford to lose those employees on whom they rely most. To compete for qualified employees, many organizations have continued to offer nonjob benefits that help them attract and retain these top performers. These benefits include both work–family and/or work–life employee accommodations. Although many organizations offer these programs, the promised benefits do not always materialize. Many researchers and organizations speculate as to the reasons for the shortcomings of the programs, although some evidence suggests that the strongest predictor of the efficacy of these programs is how they are implemented and supported throughout all levels of organizational management (Nord, Fox, Phoenix, & Viano, 2002).
