Caregivers of family elders have diverse needs, many of which are not being met sufficiently. The purpose of this study was to analyze the congruency between family policy and the needs of family caregivers. Based on the rational policy model, a normative policy analysis of the economics of family caregiving, both its costs and benefits to individual families, corporations, and to society, was provided. A dynamic theoretical framework incorporating the social ecological perspective, role theory, and life course approach, was used to critique the effectiveness of Family and Medical Leave Act (FMLA) of 1993 (P.L. 103-3) and the National Family Caregiver Support Program (NFCSP) of 2000 (Title III-E and Title VI-C). Combined, FMLA and NFCSP are effective in meeting the wide range of informal caregivers' financial, training, and support needs. The workplace-related policies of FMLA speak more to the financial assistance - albeit minimal - and work environment-structural components of caregiver support, while NFCSP pertains more to the training and supportive aspects of family caregiving support. However, workplace policies in support of family caregivers should be more individualized and current caregiver support programs should be expanded to align more closely with the needs of employees and citizens. / Master of Science

No description available.

No description available.

The Family and Medical Leave Act (FMLA) has had significant influence on both for-profit and nonprofit employers since it was enacted in 1993. Because nonprofit organizations often have more limited resources than for-profit organizations, implementing family and medical leave policy mandates can be problematic. Arts-related nonprofit organizations often have even fewer resources available yet must still ensure legal compliance and market competitiveness while continuing to focus on meeting their missions. Even if a smaller nonprofit organization is not subject to the FMLA, it is subject to other federal, state, and local employment laws, and the organization must decide whether to offer unpaid or paid family and medical leave, perhaps styled after the FMLA. The purpose of this qualitative study was to understand how those who conduct human resource functions in nonprofit arts organizations would perceive governmental prompting toward providing FMLA and paid leave in relation to their ability to meet their missions. This question was explored through the lens of nudge theory and involved interviews with nine HR professionals from nonprofit arts organizations. Data were analyzed using Bazeley and Jackson's bucket coding and Yin's explanation building processes. The results of the study indicated that HR professionals perceived little to no effects of the FMLA on their nonprofit arts organizations' ability to meet their missions. The social change implications of this study involve providing insights to policymakers that could inform decisions about family and medical leave mandates or nudges toward a desired outcome regarding these leaves of absence in the nonprofit sector.

American businesses have confronted a changing world economy marked by increasing competition , technological innovation, and instability. Many more women have entered the labor force. Many families' caregiving needs are now being met by family members who also are holding down jobs. This, in turn, has fueled the rising need among employees for workplace policies that enable them to meet the often competing demands of job and home. In 1993, Congress passed the Family and Medical Leave Act (FMLA of the Act) to provide a national policy that supports families in their efforts to strike a workable balance between the competing demands of the workplace and the home. The objective of this study is to examine the amount of FMLA lost time at one particular company in order to determine a demographic and job characteristic profile of employees who take time away from their jobs for reasons that are protected by the Act.