Ifrei West Africa

©IESE Business School -Barcelona -2012 Page 1
IESE
Family-Responsible environment(FRe) Index
for theWorld and West Africa
Prof. Nuria Chinchilla
Prof. Mireia Las Heras

In collaboration with:
Florence Lokossou

The Corporate Sponsors of the International Center for Work and Family

Principal Objetive
To show the impact of family-responsible policies, practices and leadership on your health, your
commitment to loyalty, your intention to leave to the company, and your satisfaction.

Overall Model for the Study
The Country
Legislation
Culture and
values
TheIndividual
Individual characteristics
Responsibility and role at
home
Policies
Work Environment
Supervisor
Culture
YourFREnvironment Organizational Individual
Impact on Results

Model FRe (Family-Responsible environment)
EnriquecedoraContaminante
BC
AD
EnrichingContaminating
BC
AD
DiscrecionalSystematic
A. Environment that systematically facilitates work-
family balance
B. Environment that occasionally facilitates work-
family balance
C. Environment that occasionally hinders work-
family balance
D. Environment that systematically hinders work-
family balance

IFREI Study Framework
A. FR Policies
1. Flexibilitywith Time andSpace
2. FamilySupport
3. Information
4. Maternity/PaternityLeave
C. FR Culture
B. FR Supervisor
1. EmotionalSupport
2. InstrumentalSupport
3. PolicyManagement
4. RoleModel
Impact on Results
1. Intentionto Leave
2. Loyalty
3. Commitment
4. PerceivedOrganizational
Support
Organizational Individual
FR Environment
Individual Characteristics
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Job Preferences D. Transition
Styles
1. OverallHealth
2. Family↔ Work
Enrichment
3. Satisfactionwith
Work/FamilyBalance

Worldwide IFREI Study:
In progress in 22 countries
Nueva
Zelanda
SOUTH AMERICA
Argentina
Brazil
Chile
Colombia
Ecuador
Peru
Venezuela
NORTH AND
CENTRAL AMERICA
Canada
CostaRica
El Salvador
Guatemala
Mexico
AFRICA
Kenya
Nigeria
WestAfrica
ASIA
China
Philippines
EUROPE
Germany
Italy
Netherlands
Portugal
Spain
AUSTRALIA
New Zealand
Methodology: quantitative
Instrument: structured questionnaires
Period: 2010-2011

Participation in the Worldwide IFREI Study
Women: 2161/ 40%
Womenwith children:
54%
Womenwithout children:
46%
Men: 3288/ 60%
Menwith children:66% Menwithout children: 34%
Womenwithout management
responsibility:48%
Menwith managementresponsibility:
61%
Menwithout managementresponsibility:
39%
Womenwith managementresponsibility:
52%
60%
40%
49%
51%
71%
29%
60%
40%
With children
Without children
With children
Without children

IFREI study in West Africa
With children
Without children
With children
Without children
Women: 44%
Womenwith children:
74%
Womenwithout children:
26%
Men: 56%
Menwith children:92% Menwithout children: 8%
Womenwithout management
responsibility:25%
Menwith managementresponsibility:
80%
Menwithout managementresponsibility:
20%
Womenwith managementresponsibility:
75%
N= 92
83%
17%
62%
38%
97%
3%
80%
20%

BC
AD
Employees’ Perception of their Work Environment
 10% perceive that their environment
systematically facilitates work-family balance
 29% perceive that their environment occasionally
facilitates work-family balance
hinders work-family balance
systematically hinders work-family balance
10%
29%49%
12%

BC
AD
Employees’ Perception of their Work Environment
 3% perceive that their environment systematically
hinders work-family balance
systematically hinders work-family balance
WEST AFRICA
3%
19%48%
36%

Family-Responsible Environment:
Policies

FR Policies
A. FR Policies
1. Time and Location Flexibility
2. FamilySupport
3. Information
4. Maternity/Paternity Leave
C. FR Culture
B. FR Supervisor
Impact on Results
1. Intention to leave
2. Loyalty
3. Commitment
4. Perceived Organizational
Support
FR Environment
1. Overall Health
2. Family↔ Work
Enrichment
3. Satisfaction with
Work/Family Balance
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
1. Emotional Support
2. Instrumental Support
3. Policy Management
4. Role Model

FR Policies
Telecommuting:workingpartorfull-timefromhome orsomeplace
outsidethecompany
Workingpart-timeorjob-sharing
Flexiblehours
Time andLocation Flexibility
 Professionalcounseling
 Personalcounseling
Professional andFamily Support
Easyaccesstoinformationaboutthework-familybalance
Seminars,workshopsandinformationsessionson work-familybalance
Family-Friendly Services
 Childcarecenterattheworkplace
 Childcaresubsidy
Family-Friendly Benefits

FR Policies:
Time Flexibility
MenWestAfrica
MenWorldwide
WomenWorldwide
WomenWestAfrica
14%
25%
33%
6%
15%
23%24% 25%
29%
13%
16%
25%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Part-timework Compressed work week Jobsharing
WEST AFRICA
14%
25%
33%
14%
12%
8%
23%
25%
28%
8%
21%
15%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Trabajo atiempo parcial Semanacomprimida Trabajo compartido

FR Policies:
Time and Location Flexibility
MenWestAfrica
MenWorldwide
WomenWorldwide
WomenWestAfrica
36%
60%
25%
43%
32%
58%
21%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Flexible work hours Tele-commuting
WEST AFRICA
36%
59%
16%
36%
32%
57%
18%
38%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Teletrabajo Horario flexible

FR Policies:
Family Support
6%
20%
40%
5%
35%
54%
13%
22%
44%
12%
22%
53%
0%
10%
20%
30%
40%
50%
60%
70%
Childcare center at work Subsidy for childcare Permission to leavedueto a
family emergency
MenWestAfrica
MenWorldwide WomenWorldwide
WomenWestAfrica
WEST AFRICA
6%
20%
40%
4%
12%
18%
12%
22%
44%
3%
8%
23%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Guardería Subsidio para cuidado de niños Excedenciapara cuidar
deunfamiliar

Supervisor

FR Supervisor
Impact on Results
1. Intention to leave
2. Loyalty
3. Commitment
Support
1. Overall Health
2. Family↔ Work
Enrichment
Work/Family Balance
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
B. FR Supervisor
4. Role Model
FR Environment
C. FR Culture
A. FR Policies
2. FamilySupport
3. Information

FR Supervisor:
Supervisors Showing Excellent Emotional Support
Global West Africa
Women
Men
31%
35%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
12%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

FR Supervisor:
Employee Perception of the Supervisor’s Excellent Emotional Support
The graphicshows the percentage of employees whoreceive excellent emotional support from their supervisor. (score of6-7
on a scale of1-7, 7 being excellent)
MaleManagerFemaleManager
FemaleNon-ManagerMaleNon-Manager
Global West Africa
30%
41%36%
31%
9%
10%
14%

FR Supervisor:
Supervisors Showing Excellent Instrumental Support
Global West Africa
Women
Men
44% 44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
17% 16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

FR Supervisor:
Employee Perception of the Supervisor’s Excellent Instrumental Support
The chart shows the percentage ofemployees whoreceive excellent instrumental support fromtheir supervisor. (score of 6-7
on a scale of1-7, 7 being excellent)
Global West Africa
40%
50%45%
45%
18%
10%
19%

FR Supervisor:
Supervisors Showing Excellent Policy Management
Global West Africa
Women
Men
43% 44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
15%
22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

FR Supervisor:
Employee Perception of the Supervisor’s Excellent Policy Management
The chart shows the percentage ofemployees whoreceive excellent policy management support from their supervisor.
(score of6-7 on a scale of1-7, 7 being excellent)
Global West Africa
39%
51%46%
44%
23%
20%20%
14%

FR Supervisor:
Supervisors Who are Perceived as Excellent Role Models
Global West Africa
Women
Men
38%
42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7
17% 16%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

FR Supervisor:
Employee Perception of the Supervisor as an Excellent Role Model
The chart shows the percentage ofemployees whoperceive their supervisor as an excellent role model. (score of6-7 on a
scale of1-7, 7 being excellent)
Global West Africa
37%
46%39%
37%
18%
10%20%
17%

Organizational Culture
A. FRPolicies
1.Time andLocation Flexibility
2.Family Support
3.Information
4.Maternity/Paternity Leave
B.FRSupervisor
1.Emotional Support
2.Instrumental Support
3.Policy Management
4.Role Model
A. Coping
Strategies
B.Integration/
Segmentation
Preferences
C.Work
Preferences
D.Transition
Styles
C.FRCulture
FREnvironment Impact on Results
1.Intention to Leave
2.Loyalty
3.Commitment
4.Perceived
Organizational
Support
1.Overall Health
2.Family ↔ Work
Enrichment
3.Satisfaction with
Work/Family Balance

FR Organizational Culture
A. FR Policies
2. FamilySupport
3. Information
B. FR Supervisor
4. Role Model
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
C. FR Culture
FR Environment Impact on Results
1. Intention to Leave
2. Loyalty
3. Commitment
Support
1. Overall Health
2. Family↔ Work
Enrichment
Work/Family Balance

FR Organizational Culture:
Co-Workers Who Respect Extended Maternity or Paternity Leave
Global West Africa
The 1-2 signifies that co-workers arenot bothered by extended leaves. Therefore, it is an FR culture.
Women
Men
1-2
42% 42%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-71-2
18%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

Negative Consequences for the Career due to FR Behavior
Global West Africa
The 1-2 signifies that there areno negative consequences. Therefore, it is an FR culture.
Women
Men
18%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7 1-21-2
12% 10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

FR Expectations regarding Workload and Working Hours
Global West Africa
The1-2signifiesthattherearenoexpectationsregardingworkloadandhours.Therefore,itisanFRculture.
Women
Men
49%
51%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7 1-21-2
24%
31%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
6-7

Impact on Organizational Results
A. FR Policies
2. FamilySupport
3. Information
C. FR Culture
B. FR Supervisor
4. Role Model
FR Environment
A. Coping
Strategies
B. Integration/
Segmentation
Preferences
C. Work
Preferences
D. Transition
Styles
Impact on Results
1. Intention to Leave
2. Loyalty
3. Commitment
4. Perception of
Organizational Support
1. Overall Health
2. Family↔ Work
Enrichment
Work/Family Balance

Impact on Organizational Results:
Intention to Leave the Company
Undesired turnover has negative consequences that affect the morale ofthe other employees as well as the outcomes forthe company:
 Lower productivity
 Loss ofexpertise
 Deteriorated work environment and lack ofmotivation among the remaining staff
In addition, there aresignificant direct costs:
 Costsof recruitment fora replacement
 Costsof traininga new employee
 Costsof substitution while the vacant position is covered

The graphs “Impact on Organizational Results: Intention toLeave the Company”refer tothe following questions in the questionnaire:
Doyou agree with the following statements?
(1 =strongly disagree /7 =strongly agree)
 Iwould prefer another more ideal job than the one Ihave now
 If it was up to me, in three years Iwould notbe in this organization
 Ifrequently think ofquitting my job

Intention toleave
No intention toleave
The moreFR the environment is, less is the intention ofthe employee toleave.
AD C B
10%12% 49% 29%
2,2
2,8
3,6
4,6
1
2
3
4
5
6
7

Intention toleave
No intention toleave
AD C B
3%38% 48% 19%
3,2
4,0
4,3
5,0
1
2
3
4
5
6
7
WEST AFRICA

Perceived Organizational Support
The graphs “Impact on Organizational Results: Perceived OrganizationalSupport” refer tothe following questions in thequestionnaire:
Doyou agree with the following statements?
(1 =strongly disagree /7 =strongly agree)
 When Ihave a problem, the organization tries tohelp me
 The organizationis sincerely concerned about my well-being
 The organizationtakes my opinion seriously
 The organizationis concerned about my overall satisfaction at work

Perceived Organizational Support Depending on the Environment
Manager
Non-Manager
5,9
5,3
4,4
3,4
6,0
5,4
4,5
3,5
1
2
3
4
5
6
7
ABCD AD C B
10%12% 49% 29%

Perceived Organizational Support Depending on the Environment
Manager
Non-Manager
AD C B
5%15% 59% 22%
5,6
4,2
3,7
4,4
5,5
4,6
3,8
1
2
3
4
5
6
7
ABCD
WEST AFRICA

Impact on Individual Results:
Satisfaction with Work/Life Balance
The person is satisfied with how he orshe is managing work andfamily responsibilities.
This variable refers tothe level of satisfaction that the person has with how he or she divides his orher attention between workand
family. Itis also the satisfaction with how both domains, the familial andprofessional, fit toform a balanced framework that the person
likes.
This satisfaction is facilitated, in large part,by the resources that the company provides a person todotheir job in an independent and
flexible manner. In this way, he orshe can contribute professionally withoutit negatively affecting his orher family life.

The graphs of “Impact on Individual Results: Satisfaction with Work/Life Balance” refer tothe following questions in the questionnaire:
Please tell us how satisfied you arewith the following aspects ofyourlife
(1 =Very dissatisfied /7 =Very satisfied)
 The wayIdivide my time between work and personal orfamily life
 The wayIdivide my attention between work and home
 The waymy personal and family life fit together
 Myability tobalance the needs of yourjob with those ofmy personal orfamily life
 The opportunity tobalance my job and look after my duties at home

FemaleManager
FemaleNon-Manager
MaleManager
MaleNon-Manager
Low Commitment
High Commitment
5,7
5,2
4,7
4,3
5,6
5,1
4,7
4,1
5,5
5,3
4,6
3,9
5,5
5,1
4,6
3,9
1
2
3
4
5
6
7
ABCD

Low Commitment
High Commitment
FemaleManager
FemaleNon-Manager
MaleManager
MaleNon-Manager
5,4
4,1
3,3
4,5
5,1
4,34,3
6,8
4,3
4,0
5,45,2
4,4
1
2
3
4
5
6
7
ABCD
WEST AFRICA

Partners (I/II)
IAE
UniversidadAustral
Argentina
Work& FamilyFoundation
Canada
Universidadde la Sabana
Colombia
Universidadde losAndes
Chile
InstitutoSuperiorde
Empresa
Brazil
La Empresa y laFamilia
CostaRica
InstitutodeDesarrollo
Empresarial
Ecuador ELIS
Italy
Universidad
delIstmo
Guatemala
FundaciónEmprepas
El Salvador
Universityof Macau
China
PolitecnicoMilan
Italy

Partners (II/II)
Strathmore
BusinessSchool
Kenya
Eramus University
Rotterdam
Netherlands
Lagos
BusinessSchool
Nigeria
TheUniversityof
Waikato
New Zealand
Universidad
Pan-Americana
Mexico
EscueladeDirección
Universidadde Piura
Peru
Escolade
Direcçãoe Negócios
Portugal
Edenred
Spain
UniversidadMonteávila
Venezuela
Universityof Asiaand
the Pacific
Philippines

IESE
Family-Responsible environment(FRe) Index
for theWorld and Nigeria
Prof. Nuria Chinchilla
Prof. Mireia Las Heras

Ifrei West Africa

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