Based on interviews, research workshops, and discussions with corporate executives throughout the United States, this study investigated increased diversity in family structure and its impact on corporate personnel policies, employee benefits and services, and the attitudes of management. Part I provides a backdrop of recent trends in the family composition of the work force; an overview of companies particularly receptive to family-suppportive programs; and some general observations about how changes in corporate policies are initiated, implemented and evaluated. Part II focuses on personnel policies, benefits and services: how they are being affected by new labor-force constituencies; how some are becoming more family supportive; and how employers are reacting to these trends. The study findings suggest that family-supportive human resource programs are more likely to be adopted by companies that have relatively high proportions of young, female, technically skilled, and/or nonunion workers, and firms that reflect a family origin, a consumer orientation, or a strong sense of social responsibility. In most situations, corporate motives for responding to the family needs of workers tend to be more pragmatic than philosophical. A majority of the new programs and services currently being offered by corporations appear to have found only limited application within their host firms. (RH)