Today we’re continuing our special series of posts on Work-Life Balance. We hope you find the series insightful and thought-provoking.
What are the current and future implications for a “Work-Life Balance?” See the articles below to see what management researchers have to say.
The work–life discipline has been in a period of transformation in recent years for two reasons—no growth in the prevalence of major work–life programs and a decline in the number of work–life specialists. To reinvigorate the field, work–life leaders have changed its signature term, charter and organizational change strategies. The transformation’s success is doubtful because of disagreement over a central premise, a vast and disjointed charter that infringes on other human resources disciplines, and movement into the field by a stronger rival. It will survive, but in a smaller form, based primarily on the concept of workplace flexibility.
Karen J. Crooker, University of Wisconsin–Parkside, Faye L. Smith, Emporia State University, and Filiz Tabak, Towson University, published “Creating Work-Life Balance: A Model of Pluralism across Life Domains” in the December 2002 issue of Human Resource Development Review.
This article develops a theoretical framework that explains how life complexity and dynamism affect work-life balance. The authors explain the moderating effects of munificence and accessibility of resources in one’s life as well as the personality differences and individual value systems on the relationship between life complexity/dynamism and work-life balance. The analysis leads to implications for future research and practice.
In this article, I contend that the well-intentioned discourse of work/life balance in the popular and scholarly press actually may undermine women’s and men’s attempts to live fulfilling lives. Drawing on feminist and critical perspectives, as well as my own efforts to find “balance” in a two-career family with two children under the age of 4, I illustrate (a) how the work/life discourse reflects the individualism, achievement orientation, and instrumental rationality that is fundamental to modern bureaucratic thought and action and (b) how such discourse may further entrench people in the work/life imbalance that they are trying to escape.
Michael Lane Morris and Susan R. Madsen published “Advancing Work-Life Integration in Individuals, Organizations, and Communities” in the November 2007 issue of Advances in Developing Human Resources.
The problem and the solution. Working adults report they experience greater challenges today in their ability to be productive employees, experience personal and interpersonal health and wellbeing, and make meaningful contributions as citizens to their respective communities. By better understanding work–life theory and research, human resource development professionals can contribute to the strategic development of policies, practices, programs, and interventions that appear to alleviate or ameliorate demands fostering greater work–life integration. Integration is a solution representing a holistic strategy including effective and efficient coordination of efforts and energies among all stakeholders sharing interest and benefits from workers being able to fulfill their personal,work, family, and community obligations.
Thank you for your continued interest in our themed week: “Work-life Balance!”