**3.3 Motivation**

Home-centred women seek for jobs with fewer responsibilities, to ease combining of dual role [36]. Initiatives 3–5 (**Table 2**) represent examples how to raise fairness of the wage gap, in case home-centred employees indeed would strive to lower their efforts.

Stereotypes assume that home-centred women have lower mobility - they less often agree on business trips or reallocation [37]. They are associated with higher absenteeism - increased amount of sick leaves [35]. In both cases, employees heavily rely on the informal childcare facilities and institutes: baby-sitters, nurses, friends or relatives [38], and companies are not willing to cover the costs because of costcut strategies [17]. Women with childcare commitments also much often refuse from personal sick leaves, preferring to stay at work despite health concerns [35]. This is a result of the additional maternal burden, especially in case of a divorce.

Maternity is also the key reason why employees refuse from the work connectivity - applying information and communication technologies to be potentially available for work around clock despite their location or time [39]. Home-centred women tend to build sharp boarders between these two areas of their life. Otherwise, "two shifts"- based social gender contract plays negative role in women's health. 35% of full-time female employees assume 100% of the housework and 60% do at least 75% responsibility [40]. Additionally, 28% of full-time working mothers assume 100% responsibility for the kids, and 56% assume at least 75% [40]. This leads to work detachment: disconnecting mentally and emotionally from job-related issues. The extreme example of work detachment for employers is long maternity leave with a refuse from work connectivity, especially that women opting for a relatively large family might eventually withdraw from the labour market [41], or return only to part-time work [42]. Another issue is a need of daily micro-breaks firstly associated with breast-feeding, later with arrangement of child-related activities. However, there is positive effect of most types of micro-breaks for productivity of individuals with lower general work engagement [43], which is a key characteristic of this HRM system, suggesting spreading this practice to all employees.

"Maternity penalty" is an inalienable part of this HRM system, as these employers heavily rely on the labour market. Women with childcare commitments initially have lower level of ambitions towards the expected wage level, they rarely bargain for wage increase or gaining additional resources [41]. Motherhood wage gaps and biased decision-making are less evident within formalized personnel arrangements, collective bargaining agreements and formal personnel policies imposed by the human resources departments, because they reduce managers' ability to indulge personal biases [11]. However, such initiatives, as gender blinding in short-listing candidates or introducing rating against criteria prior to interview turned to be less effective, as they only masked existing discrimination at the work-place, postponing its evidence to the next stages. Flexible working or providing increased parental leave are already culturally associated with female gender, and do not neutralize

discrimination. Thus, privileges aiming at supporting all employees who want to work long hours or flexibly, or promoting career breaks to men might ease inclusion of employees with childcare commitments.
