**3. Theoretical findings**

#### **3.1 General overview**

Home-centred women share family values, being caring, sharing, non-competitive, communal, focusing on cohesion, family and children [25]. They prefer not to work unless they experience monetary concerns. For them university degree is a cultural capital [25]. They are very responsive towards social policies, but indifferent towards employees' incentives [25]. **Table 1** summarizes results of the other previously published findings, related to this category of personnel, which combine organizational and personal fit preferences.

Firms, which suit home-centred women with childcare commitments, adopt a "blinding" ideal [19], assuming that all employees are the same, or at least managers are aspired to treat everyone equally. Managers believe that any differences should not influence corporate culture or working process. Employers treat employees according to their merit - ability. Among key meritocratic principles are objectivity, fairness, reward for hard work, ownership over own progression [28]. It implies that job gets the most suitable candidate. However, as revealed later, instead valuing human capital, meritocracy rather depended on social capital – political behavior, and became a mean to justify the status quo [29]. Dominating assumptions create situation when the stuff is diverse, but the work is not [19]. By adding variance to the action plan, diversity irritates management as it interferes in a smooth work process or threatens to pull an organization away from its original track. Thus, the key change agents here are leaders truly inspired by fairness of equal treatment, who are able to push this vision through their top-down directives [19].

**Table 2** provides summary of previously published initiatives, suitable for better inclusion of such group of employees. The logic behind numbering of initiatives is explained below.

#### **3.2 Ability**

The first group of initiatives in the **Table 2** aims at defining particular list of attributes differentiating employees witch childcare commitments, enhancing beneficial for them stereotypes (Initiatives 1–2; **Table 2**). For example, there are stereotypes, assuming worsen of cognitive abilities during the prenatal stage of maternity [30, 31], called a "pregnancy brain" problem. However, previous research shows that changes of the cognitive abilities correlate rather with expectation of such changes both from the colleagues and from the employees [32]. These negative expectations might be replaced with positive, as women with childcare commitments are capable to demonstrate significant improvement of productivity because of the heightened perceptiveness, greater efficiency, resilience, increased motivation and improved social skills grounded on the emotional intelligence [33].

Furthermore, colleagues tend to "put a 'monstrous' spin on pregnancy" [34]. Decreased productivity is associated with uncontrollability of certain physiological aspects associated with the prenatal and post-natal periods of maternity: toxicosis, fatigue, breastfeeding facets, and periodic decrease in a short-term memory. These expectations are amplified due to the interpretation by colleagues and customers of visual physiological, emotional, intellectual changes: body proportions, shifts in interests and topics for informal conversations, which might cause unconscious "monstrophication" of young mothers [35]. On the other hand, employees who combine work with childcare commitments build faster relationships with colleagues and partners with similar experience [33].
