Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Review of Public Personnel Administration
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Newman, M.
Right arrow Articles by Mathews, K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Federal Family-Friendly Workplace Policies

Barriers to Effective Implementation

Meredith Newman

WASHINGTON STATE UNIVERSITY

Kay Mathews

UNIVERSITY OF KANSAS

Women's work experiences continue to be characterized by metaphors such as glass ceilings, glass walls, sticky floors, and trap doors (Guy, 1995) To what extent do the implementation of flexble workplace policies and personnel practices improve women's work experience? This article attempts to answer this question as it relates to the utilization of family-friendly workplace policies within federal cabinet-level departments The authors examine how the Clinton administration's family-friendly initiatives are being operationalized in several departments, companng and contrasting these efforts in varying settings The authors conclude that—progressive federal legislation notwithstanding— significant barriers remain to the widespread implementation of such policies

Review of Public Personnel Administration, Vol. 19, No. 3, 34-48 (1999)
DOI: 10.1177/0734371X9901900303
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 J Public Adm Res TheoryHome page
S.-Y. Lee and A. B. Whitford
Exit, Voice, Loyalty, and Pay: Evidence from the Public Workforce
J. Public Adm. Res. Theory., October 1, 2008; 18(4): 647 - 671.
[Abstract] [Full Text] [PDF]

Home page
 Review of Public Personnel AdministrationHome page
D. P. Moynihan and N. Landuyt
Explaining Turnover Intention in State Government: Examining the Roles of Gender, Life Cycle, and Loyalty
Review of Public Personnel Administration, June 1, 2008; 28(2): 120 - 143.
[Abstract] [PDF]

Home page
 Review of Public Personnel AdministrationHome page
G. E. Roberts
New Jersey Local Government Benefits Practices Survey
Review of Public Personnel Administration, December 1, 2001; 21(4): 284 - 307.
[Abstract] [PDF]