1. Objectifs

Intentions :
This article investigates the practices concerning the Québec Parental Leave Insurance Program. «While [the] new paternity leave is [a] great realization, [author] have investigated the actual practices within firms and the second part of [this] paper will present some elements of this research in order to show how some elements still need to be followed as concerns the application of the paternity leave.» (p. 30)

2. Méthode

Échantillon/Matériau :
L’autrice analyse la législation concernant le Régime québécois d’assurance parentale. Elle se base également sur les résultats d’une étude de cas qualitative avec des avocats issue d’une de ses précédentes recherches.

Type de traitement des données :
Réflexion critique

3. Résumé

«[W]hile it must be recognized that employers rarely exert very strong pressure for people on leave to work or make themselves somewhat available to the employer, [this] research has found that it is still sometimes the case. This is more often the case for fathers than for mothers, [results show] that some men do not necessarily see it as an intrusion into their leave, some even find contact with the workplace rather welcome. If women are less likely to be subjected to such pressures, to shorten leave or to return to ''help'' at work, professional women and managers sometimes feel compelled to maintain contact with clients, at the risk of losing them and having to start from scratch on the way back. This is particularly the case in professional settings where clients are somehow attached to a person, such as in law firms, accountants or in certain executive positions. Thus, the leave associated with the QPIP has largely been accepted in Quebec, and that this is clearly an important advance, unique in North America, and even infrequent in Europe outside the Nordic countries. On the other hand, it should be noted that there is still sometimes resistance in the workplace, to get fathers to reduce the length of their leave or to move it at a time that is more suitable for the company.» (p. 39)