Fathers and work-life conflict in the Maltese banking sector

Abstract

The scope of this research is to identify the main factors which cause work-life conflicts for fathers holding a managerial role in the Maltese Banking Sector. This study is based on Acker’s Theory of Gendered Organisations and the notion of the Ideal Worker (1990). To accomplish the aim of this study, eight semi-structured interviews were carried out. The participants were fathers in a managerial role, working in the local banking sector and in seven different banks. The data was collected and analysed using the Thematic Analysis Approach (Braun and Clarke, 2006). This research identified four main factors which cause work-life conflict for these fathers. These are: 1) Work and family responsibilities 2) Cultural factors 3) Psychological factors 4) Financial Factors. From this research it transpired that although banks and the participants themselves, do not acknowledge the concept of the ideal worker, still they adhere to it, in some cases unknowingly. Moreover, gender stereotypes in relation to breadwinner status seem to hold their ground. Additionally, the concept of the ideal worker is further strengthened throughout the interviews. Participants expressed that the banks they work for, require their presence, with most of them working beyond their contracted hours. Furthermore, flexibility depends a lot on how these fathers interpret it. From the interviews it emerged that one cannot be a manager and use flexible work arrangements, however they have a certain amount of control over their work schedule. For some participants, this is not enough, whilst for others, this means that they have flexibility when they need it. Also, nearly all participants agreed that to be a manager, one must sacrifice his time and to a certain extent his flexibility. Implications emerging from this research show a certain mentality when coming to work-life conflicts and gender roles. This mentality does not aid in surpassing the hurdles already in place because of gender stereotypes. Moreover, these managers can act as gatekeepers to such changes.