Work Life Balance
Abstract
Work life balance is an important issue that has been engaging the attention of research scholars, theoreticians, and practicing professionals alike. The increase in the number of dual-working couples and the ascendance of women to higher positions, and to professions traditionally regarded as male bastions, are two important factors that have contributed to increasing work life imbalance. Several studies have shown that work life balance has a direct bearing on organizational performance. It is, therefore, important for organizations to promote better work life balance among their employees. The factors that contribute to improved work life balance have been discussed extensively in literature on the subject. The steps taken by organizations and governments towards this end have also been fairly well documented. Within the work situation, organizations can improve work life balance by offering greater flexibility in terms of place and time of work to the employees, and by providing support and facilities to take care of some of the personal issues such as child rearing. In respect of issues that are rooted outside the work situation, the employer can provide better support, counseling and facilities, and encourage two-way communication. Visibility of management support to the issues and availability of such support, when needed, are two important determinants of the efficacy of such support in mitigating work life imbalance arising from non-work related issues. The literature survey shows that there is scope for an integrated study that takes a comprehensive perspective of the issue. Work Life Balance
Work life balance refers to a harmonious and satisfying life that includes work, play and love. It means different things to different people, but a common thread is that being out of balance can cause serious trouble to a person both in personal and professional life. For organizations, good work life balance can enhance productivity and
Work life balance is an important issue that has been engaging the attention of research scholars, theoreticians, and practicing professionals alike. The increase in the number of dual-working couples and the ascendance of women to higher positions, and to professions traditionally regarded as male bastions, are two important factors that have contributed to increasing work life imbalance. Several studies have shown that work life balance has a direct bearing on organizational performance. It is, therefore, important for organizations to promote better work life balance among their employees. The factors that contribute to improved work life balance have been discussed extensively in literature on the subject. The steps taken by organizations and governments towards this end have also been fairly well documented. Within the work situation, organizations can improve work life balance by offering greater flexibility in terms of place and time of work to the employees, and by providing support and facilities to take care of some of the personal issues such as child rearing. In respect of issues that are rooted outside the work situation, the employer can provide better support, counseling and facilities, and encourage two-way communication. Visibility of management support to the issues and availability of such support, when needed, are two important determinants of the efficacy of such support in mitigating work life imbalance arising from non-work related issues. The literature survey shows that there is scope for an integrated study that takes a comprehensive perspective of the issue. Work Life Balance
Work life balance refers to a harmonious and satisfying life that includes work, play and love. It means different things to different people, but a common thread is that being out of balance can cause serious trouble to a person both in personal and professional life. For organizations, good work life balance can enhance productivity and
References: Blyton, P., & Jenkins, J. (2007). Key Concepts in Work. London: Sage Publications. International Labor Office. (2012). Stress Prevention at Work Checkpoints. Geneva: International Labor Office.