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IFREI 1.5 Summary

CFR Environments - World

10% perceives that their environment systematically provides personal-family-work integration
29% perceives that their environment occasionally provides personal-family-work integration
49% perceives that their environment occasionally hinders personal-family-work integration
12% perceives that their environment systematically hinders personal-family-work integration


Employees who say they have time and space CFR policies

Employees who say they have family support policies


Employees who say they have maternity and paternity leave beyond the legal minimum

Employees say they are informed of CFR policies

Perceptions of the supervisor

Perceptions of supervisor’s support - World

* The graphs show the percentage of employees who say they receive excellent support from their supervisor (rating 6-7 on a 1-7 scale, with 7 being excellent).

Perceptions that the supervisor is an excellent role model

* The graph shows the percentage of employees who say their supervisor is an excellent model. (Score 6-7 on a 1-7 scale, with 7 being excellent).


CFR Organizational Culture

Respect for colleagues who take parenthood leave

Expectations respecting work load and working hours   

* The 1-2 means that colleagues are not bothered by the leaves. Therefore, it is a CFR culture.

Coping strategies

Coping strategies describe the methods that people adopt to overcome challenges and fulfill with everything they have committed to at home and at work.


Plan and prioritize


Search for social support

Work Preferences


Transition styles

The transition styles describe how people make the mental shift from one situation to another ("be at home" to "be at work", and vice versa) going through physical and / or psychological boundaries.

There are three basic styles:


The concern about the future ambit begins before the person is physically gone from their current situation.


The concern about the destination begins when the person actually arrives.


The concern for the environment does not start until the person has been physically present in it for a while.

The impacts on organizational performance

Intention to leave the company


The greater the CFR is, the lower employee's intention to leave the company. .




Perception of organizational support


Bond due to lack of alternatives

The level of commitment relates to the cost of leaving the company or to the lack of alternatives.


The greater the bond due to lack of alternatives, the worse its quality.


Bond due to professional development 

Employee commitment is based in the perception that there are opportunities to suit their professional and personal growth.


CFR facilitates the perception of opportunities and  the perceived value of the company.


Emotional bond

The commitment is manifested as a personal duty and obligation to the company.


The grater the CFR, the greater the emotional bond.


The impacts on individual performance

Family-work enrichment


Work-family enrichment



Satisfaction with work-family balance


  • Iberdrola
  • FABRE Foundation
  • GAES
  • Marie Curie Actions