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Abstract

We cannot ignore the realities of the workplace today, which have produced more stress and made the lives of individuals more complex, extending beyond the physical boundaries of the organization. There is a need to adopt a well thought out work life balance (WLB) initiative that should be strategic, credible, and coherent with the business and HR policy framework at the firm level. It will surely enhance the corporate image as well as help in institutionalising a performance-based culture in the firm. WLB is a growing cause of concern for all stakeholders and it should be pursued religiously in order to seek a mutually beneficial solution for the organizations and the employees in the long run.
Dynamics of the Work Life Balance at the Firm Level: Issues and Challenges
Sami A. Khan
King Abdulaziz University, Saudi Arabia
Kakul Agha
Middle East College of Information Technology, Oman
We cannot ignore the realities of the workplace today, which have produced more stress and made the
lives of individuals more complex, extending beyond the physical boundaries of the organization. There is
a need to adopt a well thought out work life balance (WLB) initiative that should be strategic, credible,
and coherent with the business and HR policy framework at the firm level. It will surely enhance the
corporate image as well as help in institutionalising a performance-based culture in the firm. WLB is a
growing cause of concern for all stakeholders and it should be pursued religiously in order to seek a
mutually beneficial solution for the organizations and the employees in the long run.
INTRODUCTION
Life is becoming extremely challenging, and the social, economic, and technological changes have
added much burden to the working class. Organizations are presenting an increasingly demanding work
environment. Being responsive and dealing with global business are additional challenges that force
employees to work longer hours in a more demanding environment. The greatest challenge for them is to
strike a balance between the life at work and their personal lives. Consequently, organizations are striving
to adopt more comprehensive approach towards the workforce management that would address the work-
life needs of all employees (Harrington & Ladge, 2009). An expression of “work life balance (WLB)” is
currently a topic of debate and discussion amongst employees, employers, academicians, researchers,
government agencies, and the policy makers alike. The debate on adopting a work methodology that
would help employees balance the life and work has intensified in recent times (Doherty & Manfredi,
2006; Lockwood, 2003). A lot of contemporary research focuses on the strategies of improving the WLB
and discussions on how organizations should handle these issues in recent time across various sectors of
business. WLB programs are being heralded as an enlightened yet strategic weapon, and many firms want
to be seen as family-friendly organizations, as WLB programs enhance their organizational efforts to
recruit, retain, and motivate their most valued employees (Nord et al., 2002). It should not be just part of
the HR policies and programs; instead, it should form a part of the necessary cultural change and help
change the way we view careers and work (Harrington & Ladge, 2009).
Journal of Management Policy and Practice vol. 14(4) 2013 103
WORK LIFE BALANCE: ISSUES AND CHALLENGES
HRM and Work Life Balance
Human resource management (HRM) has become more proactive, strategic, and pervasive process
dedicated to the management of people at workplace (Beaumont, 1993; Becker et al., 1997; Khan, 2000,
2007; Mabey & Salaman, 1998; Saini, 2000). Our society has evolved over time and with the emergence
of the new knowledge and technology, it has taken a different shape. In modern times, organizations have
become part of the larger society. As such, they must be attuned to the demands of the society.
Organizations have also shown the capability to adapt to the demands of the emerging technologies by
attuning their workforce capabilities to deal with the reality. The approach to managing people has also
changed in response to other changes happening in our society and organizations at large. In managing
people, the emphasis has changed from compliance to commitment and consequently, the focus on
staffing, training, and work organization has undergone a transformation. Many developments are also
visible because of the demographic changes at workplace and more women joining the workforce. The
longevity of people has also added greater challenges for organizations, which are now able to employ
older workers productively. Their training and re-training are also challenging for many organizations.
Other issues, like the rising education levels in the society, higher standards of living, attitudes
towards the work, liberalization of the government policies to facilitate globalization, increasing
competition, and the emergence of the innovative technology have made organizations vulnerable to the
change in workplace. Consequently, the HR function had to integrate with the strategic demands of the
organization. Organizations are forced to become more equitable and engage workers productively and
satisfactorily. Going beyond childcare and employee assistant programs (EAP), the function of HR is
supposed to incorporate a host of work-life programs, which include employee recruitment, total reward
program, job design, diversity and inclusion, approaches to career advancement and leadership
development, employee relocation and travel policies, leave policies and corporate social responsibility
(Harrington & Ladge, 2009). In fact, HR has touched every aspect of a working person’s life and forced
organization to become more employees friendly and equitable. Malik et al. (2010) argued that WLB
enables employees to manage their work and non-work activities better. Based on this background, the
role of people management becomes paramount. The function of people management is to deal with these
challenges and help organization adopt and pursue a comprehensive WLB policies and programs at the
firm level, which can assist in creating and balancing the work and life domains of individuals, fostering
growth and equity at workplace. Dealing with work/life issues and the inherent dichotomy goes beyond
the workplace life.
What is Work Life Balance?
The editorial of People Management (2002) asserts that the WLB issues shall soon be part of the
employment debates. The discussion on the WLB is heating up internationally to an extent that the
organizations have initiated instituting policy on the balance of work and life. It appears that only two
factors, work and life, need to be considered when building policy, with childcare being the focal point.
However, is this true? Is this debate restricted to caring about the children and work only? Are the
practitioners and academicians really being pragmatic and able to carry out the debate in the best
direction? Is this discussion, so myopic as to suggest that a few policy changes will suffice? Alternatively,
is this debate merely the tip of an iceberg, ready to unleash a greater societal phenomenon? These
questions set out some of the premises to look at the dynamics of the WLB issue in the changing work
scenario. Despite its vagueness, it is also true that firms are adopting QWL programs and initiatives to
bolster their market image and encourage employee engagement. Fortune magazine has been identifying
better places to work for, reporting that in 2011, the top five companies in US were SAS, Boston
Consulting Groups, Wegmans Food Markets, Google, and NetApp. These companies were providing fat
paychecks, sweet perks, fun colleagues, and many more, making them dream workplaces (CNN Money,
2011).
104 Journal of Management Policy and Practice vol. 14(4) 2013
The term work-life balance in its present format was first coined in 1986, although work/life
programs existed as early as in 1930s (Gambles et al., 2006). Kanter (1977) in his much acclaimed book,
“Work and Family in the United States: A Critical Review and Agenda for Research and Policy,” argued
about the importance of the work and life balance issues in organizations and exhorted the academicians
to further probe and research this topic to address the interests of the society at large. WLB debate has
been global in nature. Critics disagree with claims that the WLB is a phenomenon observed in the United
States only while the other parts of the world have declined to understand and accept this concept fully. In
fact, the WLB is a global phenomenon and influences the organizations worldwide. Contemporary
research has been carried out in the Europe and UK as well as other countries, which supports its global
relevance. Gambles et al. (2006) included seven countries, including UK and USA, in their research on
three different generations of women who showed signs of experiencing WLB challenges. The
researchers suggested that difficulties men and women experience when combining paid work with other
parts of life that can no longer be considered as purely personal, familial, employer-based, or even
national issues, these are global in nature and attract global attention. Similarly, Fine-Davis et al. (2004)
compiled a comparative data on the policies related to workplaces in France, Italy, Denmark, and Ireland
(Fine-Davis et al., 2004). In a recent research conducted by Singh et al. (2012) on Indian Millennial and
the meaning of workplace, the WLB was one of the five most important themes of the work attributes
besides freedom to take initiative, experiment, and express views; performance-based recognition; equity
and fairness; and learning and development among the new generation of the workforce. It is imperative
to note that WLB is a global phenomenon experienced by all workers. It crosses the boundaries of age,
gender, profession, job-grade, job-hierarchy, and leadership/supervision roles, and the like. In fact, it is
another societal phenomenon representing the global workforce and encompassing people of all nations.
Work Life Balance and its Constituents
WLB has been referred to by many names, such as flexible working (Dex & Smith, 2002), family
friendly policies (Dex, 2003; Roper et al., 2003; Bond et al., 2002, Lockwood, 2003), work-life
reconciliation by the European Commission (see also, ECPESS, 2009), dependent care and employee
assistant program (Harrington & Ladge, 2009), etc., and it seems its nomenclature has been evolving.
Some researchers have taken a narrow view whereas others have considered a wider perspective. Work
life balance includes flexible working schedules, based on Taylor’s view (Taylor, 2005), whereas Latham
(2006) covers under its umbrella the paid and unpaid-time off, health and well being, childcare, and even
skill development and technology related issues. The initial research on the WLB focussed on building
terminology that would explain the meaning of work and family. A host of definitions have provided
various meanings of the WLB. Lockwood (2003) presented WLB as the “push and pull between work and
family” and a situation of “conflict amongst two”. He prescribed that employees are in a state of dilemma
to manage the work and home responsibilities. Furthermore, the researcher is of the view that employers
have addressed this issue by providing flexibility and autonomy at the workplace and by adopting family-
friendly programs and policies in this regard (Lockwood, 2003).
Work Life Balance and Women Employees
As discussed earlier in this paper, women issues have always played a crucial role in the
implementation of the WLB. Women have made significant contribution to WLB but their ratio in
workforce has remained low; in addition, their male counterparts still occupy most management positions
(Helfat et al., 2006; Powell, 1999). Researchers have concluded that the progression to senior positions is
still difficult due to the invisible barrier termed as “glass ceiling” (Powell & Butterfield, 1994). Although
several European companies have taken giant leaps to overcome the disasters of “glass ceiling” over the
last decade (Staub, 2007), the male-effect of the glass ceiling is still visible in other parts of the world.
Owing to the pressure from the public and other related organizations as well as due to the fear of missing
the competitive edge that could be possibly gained by having women in the top managerial positions,
many organizations have adopted the concept of the WLB. Burke (1994; 1994a) and Cassell (1997)
informed that many companies in 1990s had launched the WLB programmes in order to promote the
Journal of Management Policy and Practice vol. 14(4) 2013 105
career advancement of the female workforce. In fact, these days, a large number of organizations are
using the WLB initiatives and programmes to attract, retain, and motivate talent at workplace.
Females are expected to possess nurturing, caring, and listening skills, taking up a mothering role
(Maddock & Parkin, 1993). The debate has been heating up, as women are expected to take care of the
household chores and children, as well as provide a comfortable and cosy homely environment. However,
the males are expected to be independent to bear the lead roles in the family. Hence, a clear demarcation
of skill requirements in the society is shown, resulting in a societal phenomenon of male dominated
workplaces, with a large population of women not being the bread-winners, but alternatively taking up the
household jobs (Cinamon & Rich, 2002; Fredriksen-Goldsen & Schlarlach, 2001). Plantenga and Hansen
(1999) found that in European countries, women spend approximately four times as much time as men on
tasks related to caring and nurturing. Additionally, Hakim (2003) suggested that some women are
interested in retaining their primary responsibility in relation to the household and childcare. This conflict
in itself leads to a self-directed debate on the strategies of gender-equity based workforce and varying
roles and contribution of the males and the females at the workplace and home.
Williams (2002) described the “unbending” nature of the gender transformed into the family-work
system for domesticity. This type of system requires undivided attention for the family responsibilities to
develop “ideal type” of workers. This type of an idealised worker generally ends up with marginalisation
problem in the market place, unable to commit completely to the workplace or family requirements
(Appelbaum et al., 2002). Alternatively, Pleck (1997) argued that the women tend to juggle multiple work
and family requirements and demands, even though at times this may intervene and affect their work life,
whereas the men deal with the work related issues at the cost of family and personal lives. This implies
that the women carry the ability to handle work and life issues in a far more balanced fashion in
comparison to the men in the society. Or rather, it would be appropriate to say that most men tend to
focus primarily on work and not on the other aspects of life. In this way, the stress related to these non-
work aspects is lower for men compared to women. Moreover, more studies have addressed women
issues in relation to the WLB and only few have focused on the men. Does this imply that the men do not
need to balance their work and life in the organization? This statement may not successfully stand the test
of time, as WLB is a phenomenon not confined to the bounds of gender and hence it is applicable to the
working population. Parasuraman and Greenhaus (2002) are of the view that no attempts have been made
to understand the work life issues amongst single-earner mothers and fathers, childless employees,
blended families, grandparents raising grandchildren and families with shared custody of children. It is
important to consider all segments of the society who are part of the workforce in the contemporary time.
The rise in the nuclear families and single parents in the society has helped escalate the need for the WLB
discussions. The concentration of such families is going to be higher in time to come in modern day
organization.
WORK LIFE BALANCE: NEED FOR A BROADER FRAMEWORK
We cannot ignore the realities of the workplace today, which has produced more stress and made the
lives of individuals more complex, extending beyond the physical boundaries of the organizations. We are
living in a virtual world today, and most organizations are becoming networked, global, and diverse. All
these pursuits of organizations are throwing new challenges for its members. It warrants organizations to
go beyond the traditional approach of the WLB and adopt a wider perspective. There are many other
issues, which have also reinforced the WLB concept to make it more pervasive in that regard. Today,
organizations consist of diverse employees belonging to the different age groups, genders, educational
qualifications, cultures, nationalities, beliefs, and work experiences. There is a need to adopt WLB
initiative, which is all-inclusive in its nature and consider all the stakeholders of the workplace. This kind
of approach will be more relevant when addressing the concerns of the employees and employers alike,
and it will help organization engage the employees more effectively.
Organizations need to play a positive and constructive role in reinforcing a healthy work climate
devoid of role conflict or its lesser effect on their employees. Friedman and Greenhaus (2000) argued that
106 Journal of Management Policy and Practice vol. 14(4) 2013
the dominant work and life roles for most employed women and men in the contemporary society could
either help or hurt each other’s role. Thus, there is a strong need for the organizations to provide
widespread WLB benefits to all instead of adopting a myopic approach for select segments of the
workforce. Many changes have also happened in the perception of work amongst the existing workforce
in the recent time. They measure work with the output and tend to depend on the technology. In the last
decade, the importance of the family life and beyond-work social support groups has been on a rise. The
onset of the internet and communication technologies has also accentuated the demand for the WLB
issues. Many diverse skill sets, cultural differences, nationalities, and languages can be seen in a single
organization of the cotemporary time. This is primarily due to the globalization and the
internationalization of the workforce. It has also added creativity as well as conflict in the organization.
Diversity, as mentioned above, is a well-known management concept being studied and
acknowledged as a factor that helps bring about the development of individuals and foster creativity at the
workplace. Fineman (1999) found that the new social contract comprises diversity and work/life
initiatives as core values in the organization today. This adds another dimension to the discussion on the
WLB, implying that the WLB is no longer an individual phenomenon but is applicable to all people
within the workforce in the organization. In order to get a win-win situation, a balance of the diverse
workforce that promotes employee commitment, improves productivity, and reduces turnover, employee
conflicts, and unethical business practices, needs to be sought. Hence, the concept and discussion on the
WLB has come as a respite for managing the diversity of the workforce.
Flexibility at the workplace is an important issue when discussing the work life balance. Flexibility at
the workplace definitely helps maintain the balance amongst people at the workplace. The Whitehall
Study I and II (Council of Civil Services Union, 2004) attempted to investigate the relationship between
work, stress, and health. The Whitehall Study II suggested that flexible work hours, better leave
arrangements, and reduction in work-related commuting by encouraging work from home could help
balance work and personal lives of the employees. This would be a worthwhile investment and have long-
term implication for the organizational excellence. Galinsky et al. (2001) opined that the costs of creating
WLB is increasing sharply for the employers in terms of providing health care, retention, productivity,
safety, recruitment, and personal satisfaction. There is a commitment requirement on the part of the
organization, and a long-term strategy needs to be drawn not a piecemeal approach to fully appreciate the
efficacy of a WLB initiative.
People are working longer hours to survive the onslaught of globalization and to deal with the
demands of the workplace. This trend is pervasive. Many have raised the concern about the working
hours (Basso, 2003; Bunting, 2004; Schor, 1991). Schor (1991), in his book The Overworked American
presented the state of the problem of the working class in the US, which is highly overworked. Bunting
(2004) in his work Willing Slaves described the working realities in the UK and presented the view that
the work in not just ruling but ruining the lives of the people. In fact, it has been a subject for many
protests and campaigns against its evil effect. People are now talking about the quality of life and phrases
like, “work less, live better” are doing the round. “Work less, live better” (Fagnani & Letablier, 2004) is
the French campaign aimed at reducing the working time in the French organizations. It is widely
believed that the reduction in time spent at the workplace can lead to a better balance in the work and life.
A convenient approach that has been widely practiced in this context is “flexible working
arrangements”. According to Pollitt (2003), the UK Building Society Nationwide and its employees
recorded substantial benefits by using the concepts like job flexibility and the WLB initiatives. The
company offers part time work, flexible hours, work from home policy, compressed workweek, job
sharing, annualised hours, term time, and shift work. Employees can further buy one to five days of
additional holidays. Leave policies have been framed to enable the employees to take time off for
handling their personal responsibilities and other interests beyond work. Various policies related to the
flexible working arrangements have been adopted and altered to suit the expectations of the employees.
Home working policy also enables the employees to feel comfortable about the completion of work.
Overall, a positive satisfaction was found amongst workers. Pollitt in his study found that over the past
three years, statistical figures show that a substantial percentage of the employees have returned after the
Journal of Management Policy and Practice vol. 14(4) 2013 107
maternity leave, approximately 93%. The turnover rate has gone down from 17% to 9.7%. The
investigator also noted a 50% rise in the number of female part-time workers, 150% rise in home workers,
150% rise in term-time workers, and 200% rise in female employees working annualised hours (Pollitt,
2003). Thus, this study presents an overwhelming argument for adopting a flexible working arrangement
in the organization today. Telecommuting is proving to be a successful tool to manage the work and life
balance amongst the employees in this context, and many organizations are using the technology to
enable to complete the work related tasks.
In another study conducted at Hertfordshire County Council, it was found that the employers have
embedded the WLB issues in all their activities. Their strategy was based on four strands: LifeWISE,
HealthWISE, CareWISE, and Options. LifeWISE centres on promoting the concept of employees having
balanced lifestyles by incorporating flexibility at the workplace whereas HealthWISE focuses on helping
the employees adopt healthier lifestyles, catering to the fitness and personal well-being. CareWISE looks
into aiding the employees to maintain a balance in their parenting, caring, and work commitments
whereas the “Options” offers varied choice and flexibility to the employees at the workplace (Ezzedeen &
Swiercz, 2002). These trends are likely to be repeated in more organizations in time to come. Providing
WLB at the workplace is also associated with the image branding in the organization. One survey
conducted by a recruitment website for the UK Department of Trade and Industry found that the
prospective employees prefer flexible working hours to a better cash, company car, or gymnasium
facilities (Career Development International, 2003).
Going beyond the WLB concept, Ezzedeen and Swiercz (2002) coined an innovative term, CIW
Cognitive Intrusion of Work. They argued that the modern work has become knowledge based, fluid, and
intellectual. It has crossed the workplace boundary and overworked people, as they think about the work
most of the time and for many people, the work has become cognitively intrusive. The researchers
advocate that “cognitive intrusion of work” (CIW) is a phenomenon that comes from the cognitive
approach to the dynamics of work life. Overworked people think about their work and uncompleted tasks,
which intrudes on the non-work timings and non-work settings. They argue that the WLB has a positive
association with work-to-life conflict, work centrality, and burnout (Ezzedeen & Swiercz, 2002). In fact,
the WLB has emerged as a movement (Harrington & Ladge, 2009). Thus, it is now seen as important to
establish the work-life culture in organizations, which goes much beyond the typical WLB programs.
Harrington and Ladge (2009) presented seven perspectives, which need to be addressed for
institutionalising the work life culture in the organization. These are diversity and inclusion, health and
wellness, talent management, employee relations, corporate citizenship, total reward, and cultural change.
Thus, it is challenging for firms to benchmark and customize their WLB initiatives and efforts to get the
better return on the investment in this regard.
DEVELOPING A WORK LIFE BALANCE AT THE FIRM LEVEL
Today, it is necessary for organization to adopt a comprehensive WLB program. If it is designed and
adopted as part of the larger business strategy, it will add more value to the firm’s competitiveness. In the
past, firms have engaged in many discussions and initiatives to relate the quality of work life to the
productivity. WLB must be pursued as a strategy to increase the productivity and the competitiveness of
the firm. Providing WLB initiatives in an organized and strategic way can engage employees at a higher
level and lead to the benefits, which cannot be achieved with the supervisory gimmicks and quick fixes.
Organizations that want to use the WLB initiatives must attune their management philosophy and culture
to attain their goals. The participation and involvement of all stakeholders is the key and there must be a
consensus on the core issues needed to be addressed. Adopting a well thought out strategic WLB
initiative at firm level needs a supportive ambience involving all stakeholders (Burstein, 1987; Hall, 1989;
Harrington & Ladge, 2009; Nord et al., 2002). Taking a cue from the Burstein’s (1987) work, a
framework is being suggested for pursuing the WLB goals in tandem with the larger interest of the firm,
which can serve as a blue print for adopting and pursuing a comprehensive WLB strategy integrated with
the organizational goals and objectives of the firm. It can be summarised as follows:
108 Journal of Management Policy and Practice vol. 14(4) 2013
To develop a comprehensive WLB framework, it is mandatory to involve all stakeholders and
integrate the WLB initiatives across the organization. It must form an essential part of the HR
strategy being pursued in the organization. It can be linked with the employer branding and the
recruitment and retaining strategy of the firm.
It is essential to adopt the WLB initiatives, keeping in mind the organization culture and values of
the organization so that it can fit the norms and practices of the organization. The change process
must be smooth, consistent, and non-threatening.
CEO and the top managers have to play important role in establishing the sense of seriousness
and urgency for the WLB program. Involvement of line managers is the key and it is important
to establish their acceptance and readiness.
Organization must employ broad-based inclusion mechanisms to develop the efficacy of the
WLB program. It is also important to allow some time so that the incongruent elements of the
managerial culture can reach a state of readiness.
It is mandatory to devise the responsibility mechanism for all stakeholders and develop a
coordination mechanism to give the WLB program a forceful direction in the firm’s strategic
path.
HR has to play a catalyst role as the elements of the WLB program are introduced.
Communication is the key to engaging people effectively. It is highly recommended to publicize
the progress and efforts of the WLB. It is also necessary to provide information and resources to
create ownership for the success of the WLB among the employees.
It is necessary to develop metrics and the firm must design a system for reviewing, evaluating,
and updating its WLB initiative.
The last and most important aspect of adopting a WLB program is to institutionalize the efforts
and create an environment conducive to the WLB initiative. It is also recommended to revise the
HR policies to facilitate the right reinforcement to achieve the WLB goals.
In recent time, CEOs and managers across the sectors and continents are of the view that the
companies offering better WLB add value to the company. Most of the organizations are striving hard to
attract and retain good employees and improve their image as a better employer. Bruce Chizen, ex CEO
of Adobe Systems opined in one of his interviews that it is prestigious for the company to be named in the
“Fortune’s list of 100 Best companies to work for in America.” Most of the CEOs are very proud,
delighted, and pleased to be recognized in that category (Ballou & Godwin, 2007). They look at this
investment as a wise investment, which is long term and adds value to their business strategies. Evidences
suggest that creating a high quality of work life increases an organization’s value and the market value
associated with the intellectual capital. The perceived attractiveness of the companies to the market and
its employees can lead to the higher stock prices, which cannot be achieved through increasing the
productivity alone. Increasing the quality of work life increases the quality of investment for its
stakeholders (Ballou & Godwin, 2007), which is beyond the limits.
There is no doubt that providing better WLB initiative reinforces the employee involvement and
engagement at the workplace. Ballou and Godwin (2007) summed up a long list of common benefits
provided by the Fortune’s 100 Best Companies to Work For. These are child-care resources and referral,
elder-care resource and referral, onsite ATM/Banking facilities, adoption aid, relocation services,
assistance with purchasing home, subsidized cafeterias, take-home meals, on-site child care, career
counselling, mentoring program, flextime, telecommuting, reduced hours of employment, 100 percent of
tuition reimbursement, paid educational sabbaticals, unpaid educational sabbaticals, compressed
workweek, job sharing, no-layoff policy, and stock options. The list can be of some help to the beginners;
although, it is important to benchmark WLB policy keeping in mind the organizational realities and its
environment.
Increasing evidence suggests that companies are attracting new employees by using the WLB as a
recruitment strategy. Price Waterhouse-Coopers, USA, Work/Life Balance Inc. Australia, the Department
Journal of Management Policy and Practice vol. 14(4) 2013 109
of Trade and Industry, Britain, and the Ministry of Social Development, Canada, have investigated the
WLB issue for the past decade through many surveys and studies. It has been found that the WLB is a
critical business issue for their client companies, and it has resulted in improved recruitment and retention
of the employees, higher level of the customer service, improved workforce productivity, increased job
satisfaction, and reduced employee absenteeism. Haley et al. (2005) found that the WLB serves as a
recruitment strategy and help employees enjoy better working relationships and improved self-esteem and
health. Employees find time to focus on what is important to them, and they have greater control over
their personal and professional life (Haley et al., 2005). These factors improve employee performance and
contribute to the production of better quality products and services in the firm.
It is quite evident that a sound WLB program reinforces a performance based work environment and
engages employees at the highest level. As discussed above, it is important to establish a WLB agenda
and reform that would be congruent with the interests of all stakeholders. Including them in the discussion
adds to the ownership of such initiatives. WLB should not be treated as a fad; instead, it should be
pursued as a strategy to build a positive work environment, which leverages the firm’s performance and
its image as an employer. To attract and retain employees, employer branding is a key issue today, and
many companies are using the WLB policies as a recruitment strategy. Johnson & Johnson, SAP, and
Whirlpool are some good examples in that regard (Haley et al., 2005). It is not surprising to note that the
WLB program helps organization build a performance-oriented culture, but the challenge lies in designing
a strategic and integrated WLB framework that would involve line managers and put in place a
mechanism to deal with the dynamics of the WLB program. Institutionalising a program goes through
many reforms and challenges, and the key managers have to take the responsibility to overcome the
conflict to establish the primacy of the WLB initiatives.
CONCLUSION
Work life balance has achieved a central position in the debate concerning the human resource
management and the management of people. It is not only the cause of concern for the organizations but
for the employees as well. Providing a conducive and positive work environment is one of the challenges
that the HR managers face these days. WLB is a growing cause of concern for all stakeholders and there
is a need to pursue it more religiously at the firm level in order to seek a mutually beneficial solution for
the organizations and the employees in the long run. The shift in the working patterns and changing
attitudes of the workforce need an in-depth analysis to generate a thorough understanding of the concept
and use of the WLB as a strategy so that does not pass like a fad but remain a constituent of the people
management policy framework. Adopting a strategic WLB framework at the firm level, as suggested in
this paper, will surely make the initiation of such effort in the right direction.
In today’s world, innovative work plans are a necessity. It is true that the organizations are facing the
fear of escalating costs related to the recruiting, training, developing, compensating, and retaining a
motivated workforce. This is definitely a cause of worry for the employers. Despite that, the importance
of the employees’ well being in the organization cannot be denied. Organizations are aim to become a
model employer by creating a workplace that would meet employees needs. In this kind of the
organizational reality, every HR department of small or big firms needs to understand the importance of
WLB and initiate a proactive approach towards institutionalizing a WLB program to increase the
satisfaction and commitment among their employees. It must include those benefits in its program, which
make the organization more attractive and help retain the most talented employees.
A comprehensive approach towards the workforce management and the WLB program that would
help build an all inclusive workplace, and develop a high performing work system (HPWS) is required.
Policy makers have to think more strategically in order to develop comprehensive, practical, and
workable business strategies that favour the employees as well as benefit the organizations. Ad-hoc and
quick fix solutions may trigger dissent, and backfire. There is a need for a well thought out, strategic,
credible, and coherent WLB initiative that would be consistent with the business and HR policy
framework adopted at the firm level. It will surely enhance the corporate image as well as help
110 Journal of Management Policy and Practice vol. 14(4) 2013
institutionalise a performance-based culture in the firm. HR department has to be proactive in determining
the efficacy of the WLB initiative by customizing the right fit and balance for their firms, which can
attract and retain good employees, a challenge that most companies face these days. The role of CEOs
and line managers is crucial for the success of any WLB/HR program. Garnering their support and
institutionalising a WLB program at the firm level will surely lead to the positive organizational
outcomes.
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... In the same vein, Khan and Agha (2013) posited that work-life balance includes practices that have the capacity to increase the autonomy and flexibility of employees in the process of balancing different requirements. Work-life balance also helps employees to split their time and energy wisely between work and other aspects of their lives. ...
... In essence, school-organisational culture reflects the distinctive ways teachers go about performing their jobs, and relating to others inside and outside the organisation. Khan and Agha (2013) posited that if teachers perceive that their organisational culture is employee-friendly, they will be highly motivated to go extra miles in accomplishing the educational goals. Organisational culture is synonymous with organisational policies. ...
... In another dimension, Irfan and Azmi (2014) conducted a study on work-life balance among students and discovered that balance was not established between workload distribution, leisure time and extra-curricular activities which engender academic excellence. In supporting this finding, Khan and Agha (2013) observed that organizations where there is sound work-life balance practices and policies experience better financial outcomes, lower rates of absenteeism, increased productivity, improved customer experience, improved recruitment and retention, reduced overloads, more motivated, satisfied and equitable workforce. Thus, proper work-life balance can be achieved when employees are able to have time to satisfy their family and societal needs after close of work. ...
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This study examined work-life balance and teacher engagement in private secondary schools in Rivers State. Three research questions and three hypotheses guided the study. The study adopted a correlation research design with a population of 7,143 teachers (2,676 males and 4,467 females) in all the 275 private secondary schools in Rivers State. The sample size of 714 teachers was drawn through proportionate stratified random sampling technique, which represents 10% of the population. Two self-designed instruments entitled: “Work-life Balance Questionnaire (WLBQ)” and “Teacher Engagement Questionnaire (TEQ)” were used for data collection. The instruments were in two sections – A and B. Section A consisted of the demographic factors while Section B contained the variables that were used to elicit information from the respondents. The Section B contained 20 items on Work-life Balance and 15 items on Teacher Engagement respectively. Face and content validities were ensured by experts in the relevant areas. The Cronbach’s Alpha reliability method was used to establish the internal consistency, and indexes of .79 for WLBQ and .83 for TEQ were established respectively. Research questions 1 and 2 were answered using simple regression while research question 3 was answered using multiple regression. Hypotheses 1 and 2 were tested with t-test associated with simple regression while hypothesis 3 was tested using ANOVA associated with multiple regression at 0.05 alpha level. The findings of the study revealed, among others, that work-life balance significantly and jointly predicted teacher engagement to a very low extent in secondary schools in Rivers State. Based on the findings, it was recommended, among others, that both employers and school managers should create flexible work environments that promote work-life balance for teachers so as to motivate them to perform optimally for the attainment of the educational goals.
... Several studies have addressed the impact of COVID-19 on gender equality (Alon et al. 2020a;Alon et al., 2020b;Galasso, 2020;Hupkau & Petrongolo, 2020) and on the care burden of women (Del Boca et al. 2020;Power, 2020). Moreover, considerable research has addressed women"s work-life balance in the labour market before and during COVID-19 (Del Boca et al., 2020;Delina& Raya, 2013;Gregory & Milner, 2009;Khan & Agha, 2013;Uddin, 2021;Woodward, 2007), particularly in the field of education (Palanivelu & Mujeeb, 2019;Toffoletti & Starr, 2016). However, little attention has paid to the Arab region, particularly in Saudi Arabia (Al-Alawi et al., 2021;Bahudhailah, 2019).Indeed, scant research has focused on the impact of remote work caused by COVID-19 on gender-role attitudes (Reichelt et al., 2021), and no studies have addressed this issue in the Arab region. ...
... Moreover, remote work can provide individuals with formalflexibility (such as reduced hours or alternative schedules) and informal flexibility (such as less or no administrative tasks) to deal withdaily work duties and life patterns (Kelliher & Anderson, 2010;Olson, 1989;Uddin, 2021). Hupkau & Petrongolo (2020), Powell & Craig (2015), and Khan & Agha (2013)added that remote work may save commuting time and effort, which could help balancethe professional and personal lives of employees. Indeed, the work-life balance of women may positively affect their commitment, motivation, production, and career advancement (Khan & Agha, 2013;Palanivelu & Mujeeb, 2019). ...
... Hupkau & Petrongolo (2020), Powell & Craig (2015), and Khan & Agha (2013)added that remote work may save commuting time and effort, which could help balancethe professional and personal lives of employees. Indeed, the work-life balance of women may positively affect their commitment, motivation, production, and career advancement (Khan & Agha, 2013;Palanivelu & Mujeeb, 2019). Hupkau & Petrongolo (2020) noted that work from home is largely possible in the education sector. ...
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... One of the most used terms is "family-friendly policies" (e.g., Bloom, Kretschmer, & Van Reenen, 2011;Dex & Scheibl, 1999;Feeney & Stritch, 2019;Perry-Smith & Blum, 2000;Remery, Van Doorne-Huiskes, & Schippers, 2003;Skinner & Chapman, 2013). However, "work-life balance initiatives" (e.g., Bardoel, De Cieri, & Mayson, 2008), "work-life balance strategies" (e.g., De Cieri et al., 2005), "work-life benefits" (e.g., Caillier, 2012), "work-life balance programs", (e.g., Kim & Lee, 2020;Konrad & Mangel, 2000;Perrigino, Dunford, & Wilson, 2018), "work-life balance initiatives" (e.g., Smith & Gardner, 2007) and "work-life balance practices" (e.g., Khan & Agha, 2013) has also been used. Additionally, some authors use the above-mentioned terms interchangeably (e.g., Eaton, 2003), possibly because sometimes practices such as flexible working arrangements are incorrectly used as an umbrella term for work-life balance practices. ...
... Findings could induce better HRM development in a wish to achieve better working conditions. It is important for organizations to ensure fit between organizational and HRM strategy and practices, and human resources could have a catalyst role in introducing such changes (Khan and Agha, 2013). ...
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The importance of managing work-life balance in organizations and its alignment with strategic human resource management (SHRM) has not been sufficiently researched, although most organizations struggle to manage the work-life balance of their employees. Scholars so far positioned the area of work-life balance as a very important task of the human resources department and pointed out the connection between SHRM and managing employees' work-life balance, but it is still unknown if there is a relationship between SHRM orientation and the status of organizational work-life balance practices. The main goal of this study is to examine the relationship between SHRM orientation and organizational work-life balance practices that are proven to have an impact on the work-life balance of employees. The data on SHRM orientation and work-life balance practices was collected in 115 large-sized Croatian organizations using the CRANET methodology. Findings suggest that SHRM orientation is related to analysed flexible working arrangements (flexi-time and working remotely/from home before and after the COVID-19 pandemic), and with paternity and parental options for leave. The study indicates that organizations more oriented toward managing human resources strategically have a stronger status of work-life balance practices.
... Individuals tend to devote more time to work and less to other elements of their lives, necessitating work-life balance (Khan & Agha, 2013). It's the ratio of a worker's job time to their personal and other critical demands (Direnzo, Greenhaus&Weer, 2015). ...
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This study investigated work-life balance and employees’ performance in some selected commercial banks in Delta and Bayelsa States, Nigeria. The correlational type of survey research design was adopted and the study’s population comprised all the employees of commercial banks with presence in Delta and Bayelsa States out of which seven were selected. 323 employees from the seven selected banks with branches in Abraka, Delta State and Yenizwe Gene, Bayelsa State formed the study’s sample. This research was successfully carried out and completed with the aid of a self-structured questionnaire. 323 copies were personally administered by the researcher to the target respondents and 229 copies were properly filled, scored, and found usable for analysis. The simple percentage, frequencies, charts, mean and standard deviation were used in presenting the respondents’ data on the research items while the Pearson Correlation was adopted for testing the formulated hypotheses. It was discovered that the work leave initiatives practiced among the banks concerns maternity, marriage; annual type, and sick leave. It was also found out that the extent to which the employees give and receive informal support at the workplace is high but the extent to which flexible work arrangements are adopted and wellness programs are organized was low. However, the results of the tested hypotheses indicated that no significant correlation exists between work leave initiatives, informal support practice, and employee performance while a statistically significant relationship was found between flexible work arrangements, wellness programs and employee performance. The researcher drew conclusions from these findings and recommended that adequate wellness schemes such as health insurance (HIS) should be set up by the management of commercial banks for every worker and little deductions be taken monthly from their remunerations in order to ensure that employees’ health are constantly monitored and checkmated by them. Keywords: Work-Life, Balance Practices, Delta and Bayelsa States, Health Insurance, Employees’ Performance.
... A host of pertinent literature on work-life balance explains interference between work and family-related lives. About job performance and attitudes and their impact on job satisfaction and organizational commitment [6,22,23]; the spillover and its impact in terms of reduced performance and work effort, increased absenteeism, and intention to quit the job [24][25][26][27][28]; heightened stress due to work and family imbalance and conflict [27,[29][30][31]. Cognitive problems related to low levels of agility and alertness and reduced concertation, and reduced overall health and energy have been well researched [32][33][34] studied about the organizational support for work-life balance of employees. ...
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This research paper aims to investigate the concept of technologically driven Cognitive Intrusion of Work (CIW) on family life and vice versa. Due to the current situation, people’s work-life balance is impacted by continuous usage of technology for work and personal purposes and is referred to as “technoference”. The primary motivation of this research is to establish the reliability and validity of the constructs, namely, work interference with personal life (WIPL); personal life interference with work (PLIW), and work personal life enhancement (WPLE) on work-life balance to study their link with work-life balance. To assess the unidimensionality of the scales, both exploratory and confirmatory factor analyses along with scale reliability and validity were performed. The research methodology was a cross-sectional design, and respondents were 641 higher education teachers. The findings established a good relationship between the three constructs and work-life balance, indicating that technologically driven cognitive intrusion of work impacts personal life and vice versa, i.e., cognitive intrusion of personal life happens at work impacting the work-life balance of individuals. The findings help to conclude that people are impacted by cognitive intrusion due to technology’s continuous influence in our day-to-day lives. The study is directly linked to contemporary organizations as they have increased their technology usage during work-from-home in the current pandemic times.
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Since human resources are assets to the organizations, it is important to draw attention to their work life balance aspect. It is highly important in the industrial sector where the employees have to devote a lion’s share of their time for work and are hardly striving to balance their work lives and personal lives. The Toiling Class theory propounded by late former minister Sri KM Mani, clearly points out the relevance of work life balance. According to this theory, there are two classes of working people which include ruling class and toiling class where the latter (toiling class) is prone to the exploitation of the former (ruling class). Such exploitation probably results in detrimental effect on the work life balance of the toiling class. The researcher aims to analyze the work life balance of industrial workers in Kerala. A convenient sample of 116 industrial workers working in different industries in Kozhikode, Malappuram and Ernakulam Districts of Kerala were selected as a part of the study. Average Score Analysis, Independent sample t test and One Way ANOVA are the statistical tools used by the researcher for analyzing the Work Life Balance problems of the respondents. The results of analysis showed that there is moderate to high existence of work life balance problems or work life imbalances among the respondents. Various concerns of work life imbalance incorporated from the previous studies have proved to be the effect on the employees in the present study also. The findings of the present study provide worthy suggestions to the researchers, academicians and policy makers to understand and consider the work life balance problems of the industrial workers in Kerala
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Chapter
Digital communication technologies allow organizational members to work independent from time and space (cf. Khan and Agha, 14(4):103–114, 2013: 16). Using this new freedom carefully is advisable, since new expectations on availability may develop interactively (cf. Entschew and Suchanek, 2017: 312; Sydow et al., 2009: 700). The potential development of a self-reinforcing impulse of accelerated communication and an implicit availability demand may lead to a new organizational norm of permanent availability (cf. Entschew and Suchanek, 2017: 312–313; Menz, 2017: 22). This issue became more relevant than ever due to the Covid-19 pandemic. As a result, more and more people work from home using digital communication technologies. For some organizational members, compliance with such demands implies inter-role conflicts since it collides with other commitments (e.g., family responsibilities, community work, recreation, hobbies and leisure). Inter-role conflicts (organizational role vs. family role vs. community role vs. recreational role etc.) occur if there are role expectations placed upon a human such that compliance with one role makes compliance with the other role difficult (cf. Katz and Kahn, 1978/1966: 204). A problem occurs if an organization becomes greedy and (implicitly) requests undivided commitment of its organizational members (cf. Coser, 1974: 4–7). Powerful leaders may drive this: ‘[…] if the leader gets greedy, demanding the same level of urgency every day, the energy will fizzle and performance will sink, despite employees’ heroics’ (Bruch and Menges, 2010: 6). Organizational members potentially become hyperincluded. Hyperinclusion describes the main determination of one’s life through one institution demanding (excessive) role expectations (cf. Erfurt Sandhu, 2014: 176, 188). Accordingly, all other roles of one’s life comply with these (work) demands (e.g., one’s residence, selection of friends, leisure activities). Due to the (potential) development of such scenario, the recommendation of this paper is to institutionalize training on digital literacy as well as on moral discernment in organizations. Training managers and employees to responsibly deal with new freedom through digital communication allows sustainably making use of the advantages, which these technologies offer.KeywordsDigital CommunicationPermanent AvailabilityHyperinclusionMoral Discernment
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It is a reality that competition, globalization and continuous change in the market and technology are the main movers and shakers for this reason. The technological transformation specially the IT revolution, technological change in manufacturing technology, faster life cycle of the product, emerging global market, intense competition and rising importance and awareness of customers have exacerbated this process of change. Restructuring, reengineering and downsizing are the buzzwords today. Companies are trying hard to sustain their competitive advantage despite their technical supremacy and attraction. In most of these organisations, the adoption of lean and mean structure is commonplace and they are cutting their employees and managerial levels to increase their pace of learning and responsiveness. People are being perceived as a strategic resource in the organisation and the belief that satisfied employees create satisfied customers and satisfied customers create the market share has accentuated in the recent time.
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Since the crisis of the mid-1970 companies began to push for longer hours in every dimension (daily, weekly, monthly, annual and lifelong). At the same time unemployment and extreme forms of job insecurity grew as a result of ‘neoliberal policies’, ending with zero hours contracts and various kinds of work placement and internship. This article questions the causes of this global, dramatic, twofold waste of work capacities, of vital human energies that involves and affects hundred of millions of working women and men, and comes to the conclusion that this unbearable social contradiction can only be overcome by relaunching the struggle for the drastic and generalized shortening of the working day. ‘Work less so that everyone works, and then everyone can work less – only for social necessary tasks’: this is the only perspective that can allow us to respond to the crisis of capitalist civilization and its growing overproduction of useless, harmful, anti-social and anti-ecological commodities, dismantling piece by piece the social, sexual and international division of labour erected over the centuries by the capitalist mode of production.
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How human resource management professionals view organizational change and their roles in it matters because those perceptions serve as a foundation for how they define their roles and as a boundary for what they might see as possible. Despite the importance of understanding these perspectives, few studies have explored human resources professionals’ views of organizational change and their roles in it. Data from 547 human resources professionals across a wide range of industries and organizational levels reveal the perception of top-leader involvement in 80 percent of successful changes. The data also suggest that human resources professionals hold numerous roles in change efforts, including those of ‘change agent’ and ‘consultant.’ Additionally, the data revealed that most human resource management professionals tended to view successful organizational change as primarily occurring in a top-down, hierarchical manner. A minority – yet potentially consequential – portion of the respondents viewed their role in organizational change as limited or not very important. We discuss these findings in light of relevant theoretical frameworks of organizational change, offering practical and scholarly implications.
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We've come a long way since the book The Organization Man first introduced the -"ideal" two-person career: a full-time male breadwinner and a stay-at-home wife. What typified the '50s good life is in stark contrast to contemporary reality: in the USA 63% of all married women with children under six years old are in the workforce and 40% of all workers are part of a dual-earner couple. This book offers a new lens for viewing the real struggles that business professionals - particularly women - face in their daily battle to find ways of "getting a life" and "having it all." Based on a study that surveyed more than 800 business professionals, this volume will help readers understand and deal with the effects of gender, professional culture, and social expectations, on the evolving roles of men and women in crafting an integrated life. In this look at how work and family affect the lives of men and women trying to manage the complexities of modern living, the authors argue that it is critical to learn how to manage the boundaries between work and family, to handle ambiguity, to manage multiple tasks simultaneously, and to build networks of support at work and in the community. The book offers a prescription for success that requires that all parties - individuals, employers, and society - clarify what is important, recognize and support the whole person, and continually experiment with new ways to achieve meaningful goals.
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Many regard the ways in which paid work can be combined or 'balanced' with other parts of life as an individual concern and a small, rather self-indulgent problem in today's world. Some feel that worrying about a lack of time or energy for family relationships or friendships is a luxury or secondary issue when compared with economic growth or development. In the business world and among many Governments around the world, the importance of paid work and the primacy of economic competitiveness, whatever the personal costs, is almost accepted wisdom. Profits and short term efficiency gains are often placed before social issues of care or human dignity. But what about the impact this has on men and women's well being, or the long-term sustainability of people, families, society or even the economy? Drawing from interviews and group meetings in seven diverse countries - India, Japan, the Netherlands, Norway, South Africa, the UK and USA - this book explores the multiple difficulties in combining paid work with other parts of life and the frustrations people experience in diverse settings. There is a myth that 'work-life balance' can be achieved through quick fixes rather than challenging the place of paid work in people's lives and the way work actually gets done. As well as exploring contemporary problems, this book attempts to seed hope and new ways of thinking about one of the key challenges of our time.