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Work—life initiatives and organisational change in a UK private sector company: a transformational approach?

Suzan Lewis and Janet Smithson

in Work, families and organisations in transition

Published by Policy Press

Published in print July 2009 | ISBN: 9781847422200
Published online March 2012 | e-ISBN: 9781447304326 | DOI: http://dx.doi.org/10.1332/policypress/9781847422200.003.0007
Work—life initiatives and organisational change in a UK private sector company: a transformational approach?

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This chapter discusses the UK private sector finance organisation which claims to have moved beyond the work-life policy implementation to address organisational culture change. A drive for culture change stems from the need to develop a single organisational culture and identity following mergers and acquisitions. The workplace policies and practices documented in this chapter are interpreted through a conceptual framework based on organisational learning theory and the concept of a dual agenda for change in which workplace policies aim to meet the complementary rather than conflicting needs of the organisation and its employees. This chapter questions how far a cultural change in this workplace signifies a form of transformational learning. The chapter ends by concluding that change is a complex and a dynamic process, with some transformational change taking place alongside some management resistance.

Keywords: UK private sector; work-life policy implementation; organisational culture change; workplace policies; workplace practices; organisational learning theory; cultural change; transformational learning

Chapter.  6916 words. 

Subjects: Marriage and the Family

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