Abstract
In a 1951 Fortune article, an IBM executive described his company’s pro-family policy. According to this policy, wives and children of “company men” should be included in the life of the corporation by the provision of country club facilities, picnics and parties, and special children’s clubs (Whyte, 1956). Then, the “work-family problem” was viewed primarily in terms of the conflict between the excessive work hours of career-oriented corporate men and the emotional needs of their wives and children. Corporations typically provided social resources for family members (Hill, 1970; Kimmelman, 1969; Whyte, 1956), and beyond that there was little acknowledgment that work could have a profound impact on family life and that family life could likewise have an impact on work.
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Hughes, D., Galinsky, E. (1988). Balancing Work and Family Lives. In: Gottfried, A.E., Gottfried, A.W. (eds) Maternal Employment and Children’s Development. Springer Studies in Work and Industry. Springer, Boston, MA. https://doi.org/10.1007/978-1-4899-0830-8_8
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