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PurposeThe purpose of this paper is to provide a reflection on the author's earlier paper published inGender in Management: An International Journal(formerlyWomen in Management Review) in 2000 titled "Do managerial men benefit from organizational values supporting work‐personal life balance?Design/methodology/approachThe paper is examined in the context of the author's research and writing program.FindingsThe 2000 paper built on the author's previous research and writing and informed their current research activities. In addition, the 2000 paper seemed to reflect emerging interest in work‐personal life balance or integration, as well as the experience of men at work, that was emerging at this time.Research limitations/implicationsGreater attention to the work and life experiences of men at work is warranted.Practical implicationsThe paper finds that men benefit from organizational values supporting work‐personal balance as do other studies involving managerial and professional women. These collective findings suggest that organizations would benefit by supporting both male and female managers and professionals in their efforts to lead more complete lives as employees and family members.Originality/valueThe paper indicates that a greater understanding of men's lives would benefit not only men but also women and employing organizations.

PurposeThis exploratory study examined backlash in the workplace. Backlash was operationalized by employee views on how much their employer had done to support the advancement of four designated groups (women, disabled, aboriginal people, racial/visible minorities): too much, about right, too little.Design/methodology/approachData were collected from 2,514 employees of a single financial services organization (1,962 women, 480 men) using anonymous questionnaires.FindingsThe majority of the sample thought their employer had done about the right amount. Women thought the firm had done less for women than men did; men thought the firm had done less for aboriginals than women did. Males more strongly endorsing backlash had longer company tenure and tended to be at lower organizational levels. Women and men endorsing backlash were then compared on a variety of work and organizational outcomes. Men believing the firm had done too much, and women believing the firm had done too little generally indicated less satisfying work and organizational outcomes.Research limitations/implicationsStudy needs to be replicated in other organizations using a different measure of backlash.Practical implicationsSuggestions for dealing with backlash are offered.Originality/valueExamines a relatively important but under‐researched subject.

Posits that work‐family issues have received research attention during the last two decades. Discusses work‐family conflict stating this usually involves lack of job and family satisfaction, with more inner‐family conflicts. States a number of companies have shown promise on the work‐family challenge.

This study, using a longitudinal design, examined the relationship of perceived organizational support (POS) and job satisfaction among hospital‐based nursing staff survivors of significant healthcare restructuring. In addition, the role of both restructuring processes and restructuring stressors in affecting POS, and the potential mediating role of POS in the relationship between both restructuring processes and stressors and job satisfaction, was considered. Data were collected from 393 respondents at two points separated by three years. Levels of POS were relatively low on both occasions and declined slightly over the three year period. POS and job satisfaction were found to have a bi‐directional relationship over time. Both restructuring processes and stressors had significant relationships with POS, positive and negative respectively. POS fully mediated the relationship between restructuring processes and job satisfaction and partially mediated the relationship between restructuring stressors and job satisfaction.