Modelling Public Managers’ Awareness and Support for Work-Eldercare Balance

This chapter attempts to capture the mechanism shaping public managers' support for the work-eldercare balance, drawing on evidence indicating that a lack of such managerial support for combining paid-work with eldercare responsibilities results in intentions to resign, poor job performance, absenteeism and a low sense of well-being. Yet, little is known about public managers' support for public servants who struggle to reconcile work and eldercare. Using qualitative research design, this study investigates 20 public managers regarding their awareness, perceptions and supportive behaviors toward the work eldercare balance within the broader organisational setting and under the ‘Ageing in Place’ policy. The themes which emerged were identified as either direct and indirect support and classified under five categories—manager, team, organisational, social policy and family.