The return to work following the birth of a first child is often a period of time when new mothers are working towards mastering the tasks associated with caring for an infant and managing their workplace demands. New mothers may consider leaving their organization if they question their ability to either effectively perform their job or their parenting roles. Drawing from social support and social comparison theories, this seminar explores how supportive work environments shape new mothers’ turnover intention. Using a sample of 695 new mothers who had recently returned to work following the birth of their first child, Ladge finds evidence that perceived manager support and role models who portray work and family balance influence both job and maternal self-efficacies, which contribute to new mothers’ turnover intentions.
Speaker: Jamie Ladge, Associate Professor of Management and Organizational Development, D’Amore-McKim School of Business, Northeastern University
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By Women and Public Policy Program, Harvard Kennedy School
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The return to work following the birth of a first child is often a period of time when new mothers are working towards mastering the tasks associated with caring for an infant and managing their workplace demands. New mothers may consider leaving their organization if they question their ability to either effectively perform their job or their parenting roles. Drawing from social support and social comparison theories, this seminar explores how supportive work environments shape new mothers’ turnover intention. Using a sample of 695 new mothers who had recently returned to work following the birth of their first child, Ladge finds evidence that perceived manager support and role models who portray work and family balance influence both job and maternal self-efficacies, which contribute to new mothers’ turnover intentions.
Speaker: Jamie Ladge, Associate Professor of Management and Organizational Development, D’Amore-McKim School of Business, Northeastern University
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