Work Life Balance
In
organizations and on the home front, the challenge of work/life balance is
rising to the top of many employers’ and employees’ consciousness. In today’s
fast-paced society, human resource professionals seek options to positively
impact the bottom line of their companies, improve employee morale, retain
employees with valuable company knowledge, and keep pace with workplace trends.
Work-life
balance is defined here as an individual’s ability to meet their work and
family commitments, as well as other non-work responsibilities and activities.
Work life balance, in addition to the relations between work and family
functions, also involves other roles in other areas of life. Work-life balance
has been defined differently by different scholars. In order to broaden our
perspectives, some definitions will be presented. Greenhaus (2002) defined work
–life balance as satisfaction and good functioning at work and at home with a
minimum of role conflict.
Felstead et
al. (2002) defines work-life balance as the relationship between the
institutional and cultural times and spaces of work and non-work in societies
where income is predominantly generated and distributed through labor markets.
Aycan et al. (2007) confined the subject only with work and family and put
forward the concept of “life balance” with a more whole perspective.
Scholars
defined life balance as fulfilling the demands satisfactorily in the three
basic areas of life; namely, work, family and private. Work demands work hours,
work intensity and proportion of working hours spent in work. Additional work
hours subtract from home time, while high work intensity or work pressure may result
in fatigue, anxiety or otheradverse physiological consequences that affect the
quality of home and family life (White et al., 2003). It is also emphasized
that work-life balance is subjective phenomenon that changes from person to
person.
In this
regard, work-life balance should be regarded as allocating the available
resources like time, thought and labor wisely among the elements of life. While
some adopt the philosophy of ‘working to live’ and sees work as the objective,
others consider “living to work” and situated work into the centre of life.
References
Aycan Z., Kanungo R. N., Sinha J.B.P., (1999) “Organizational Culture and Human
Resource Practices-The Model of Culture Fit”, Journal of Cross Cultural
Psychology, 30(4), pp. 501-526,
Felstead, A., Jewson, N., Phizacklea, A.
and Walters, S. (2002) Opportunities to work at home in the context of
work–life balance. Human Resource Management Journal, 12,1, 54–76.
Greenhaus, J. H., & Beutell, N. J.
(1985). Sources of conflict between work and family roles. Academy of
Management Review, 10, 76–88
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