The crucial impact of work-family issues on employee's well-being has been recognized and responded with a variety of research in field of organizational behavior. However, few studies examine the impact of how work-family practices affect productivity at firm-level. Following the research stream of strategic human resource management, we proposed that work-family may form the norm of reciprocity, which is a more sophisticated and more critical, internal social-structure component to enable organizational performance. We also examine the contingent effect, work-team structure - on the extent to which the work-family practices are appreciated by employees - and then create complementarities. We conduct a longitudinal study and utilize a data set of 204 Taiwanese public-traded firms to test our hypotheses. The results show that, contrary to our prediction, utilizing work-family practices does not have a significant positive impact on organizational productivity. However, the most important finding of this study is that there are synergies between work-family practices and work-team design on organizational productivity. Work-team design is an important situation in which the returns of work-family practices can be enhanced.
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT