Work/family ideas that break boundaries
Article Abstract:
Los Angeles Department of Water and Power (DWP) has established the Work Family Services to cater to the problems and requirements encountered by employees of the company. One aspect of the service is the Fathering Program that provides support counseling to fathers belonging the firm's approximately 8400 male employees and enjoys a high level of employee participation. The program was established in response to a 1983 study that showed that a productivity value of $1 million was being lost annually due to child care problems encountered by the employees. It was also established that the male segment of the personnel also required family counselling and assistance. An 18-month pilot program was then established. Another laudable program is the beeper-alert service which provided employees experiencing family emergencies a means of contacting their families.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1992
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Loans help laid-off employees find new careers
Article Abstract:
The Tennessee Valley Authority's (TVA) decision to downsize was followed by the establishment of the Employee Transition Program. The program was designed to help displaced employees learn new skills for other jobswithin the organization or find employment outside TVA. Those participating in the program are provided their own PCs and trained to use a wide variety of software packages. They have access to a reference library, resume preparation information, interview rooms, various office equipment, and counselors. TVA also developed the course 'Coping with the Stress of the Job' which workers scheduled to be laid-off are required to take. Furthermore, TVA set up the Small Business Loan Program to help qualified displaced employees start their own businesses.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1992
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24-hour employees
Article Abstract:
Progressive companies have accepted that their employees have lives outside the workplace, and that pressures exerted by those outside lives can place demands on employees while at work. Companies must take a broader, or 'life-cycle' approach to their employees and adjust their personnel practices accordingly if they are to attract and retain high-quality workers. A life-cycle view of employees means that companies react to employees' changing needs throughout their lives. The ideas that companies have been testing include new forms of flex time, sabbaticals, and phased retirement. Some companies have even contracted with service companies such as banks, dry cleaners, and barber shops to establish retail outlets when they design or relocate their offices.
Publication Name: Personnel Journal
Subject: Human resources and labor relations
ISSN: 0031-5745
Year: 1991
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