CARE for a CARE

 

Employee Well-Being and the mediating role of Work-Life-Balance

Employee well-being and life satisfaction has gained relatively a massive popularity as a concept and is increasingly recognized as a strategically crucial factor for organizations globally. It affects organizational performance, productivity and overall organizational culture (Kashyap et al., 2016). Gone are the days where employees were only keen on the monetary benefits alone when seeking jobs. The work-life balance programs offered by companies are key desirable parameters for job seekers. This situation has influenced to an extent where the concept is not seen as a concern only from an employee’s perspective but also from the organizations side as well. Their ability to attract, retain and manage talent is highly dependent on this crucial factor ( Grant et., 2007). This truly is a paradigm shift.

Employers today, are more focused on creating that equilibrium when it comes to a favorable work culture for both the employer and employee. This is achieved using various strategic approaches. From a strategic point of view, investing in employee well-being can lead to reduced absenteeism, lower turnover rates, and enhanced job satisfaction, all of which contribute to a more stable and productive workforce ( Harter et al., 2002). Moreover, organizations that prioritize the well-being of their employees often report higher levels of innovation, customer satisfaction, and competitive advantage (Seligman & Csikszentmihalyi, 2000).

Furthermore, the importance of work-life balance and well-being is understood by its impact on organizational reputation. Companies well known for their favorable environments tend to attract and retain top talent, reinforcing a cycle of success and sustainability ( Edmans, 2012).

Work-Life Balance as a crucial factor for Well-being

Work-Life Balance is defined to be a state of equilibrium where the demands of both an individual’s job and personal life are equal (Kashyap et al., 2016). The quality of an individual’s life in its simplest form can be stated as deriving from and influenced by the quality of work and visa-versa. A higher quality of life does thus has a direct impact on the employee’s motivation to work committed and become better with continuous growth. Similarly, the quality of work a person is engaged in has a direct impact on his/her psychological well-being.

Causes of imbalance in work-life balance  

Imbalances in work-life balance can arise from various factors, each contributing to the strain between professional obligations and personal life. These factors are multifaceted, ranging from organizational culture and work demands to individual choices and societal expectations.

 

Organizational Culture and Practices:** An organizational culture that prioritizes work over personal life can lead to imbalances. Long work hours, high job demands, and limited flexibility can exacerbate work-life conflict. Thompson, C.A., Beauvais, L.L., & Lyness, K.S. (1999) discuss how the lack of supportive work-family policies and a culture that promotes long working hours without considering employees' personal time can significantly hinder work-life balance.

 

Technological Advancements:** The rise of digital communication technologies has blurred the boundaries between work and home, making it difficult for employees to disconnect from work. Mazmanian, M., Orlikowski, W.J., & Yates, J. (2006) explore how constant connectivity can lead to the expectation of being available 24/7, thus invading personal time and contributing to work-life imbalance.

 

Job Demands:** High job demands, including excessive workload and tight deadlines, can lead to longer working hours, thereby impeding on personal life. Bakker, A.B., & Demerouti, E. (2007) describe how the demands-resources model explains the stress caused by excessive job demands, which can spill over into one's personal life, disrupting work-life balance.

 

Individual Factors:** Personal ambition, work ethic, and societal norms can also play a significant role in work-life imbalance. Employees who internalize a strong sense of duty or have high career aspirations may voluntarily choose work over personal time, at times leading to self-imposed work-life conflict. Eby, L.T., Casper, W.J., Lockwood, A., Bordeaux, C., & Brinley, A. (2005) discuss how individual differences and personal choices impact work-family balance.

Societal Expectations:** Societal norms and expectations regarding gender roles and work ethic can contribute to work-life imbalance. For instance, women often face the dual burden of work and family responsibilities, leading to greater work-life conflict. Hochschild, A.R. (1997) highlights the "second shift" that working mothers often face, managing both career and household duties, which exacerbates work-life imbalance.

Conclusion

Organizations should establish strategical methods to identify these causes leading to lost of a work-life balance at work and come up with amicable solutions and comprehensive approaches to mitigate such. The era where the employer was looking at a worker as just a  worker has long gone through a transformation. This has now raised awareness on the fact that if employees are healthy and hearty with a  higher standard of overall life satisfaction in terms of both work and non-work related, then can the organization be more productive and efficient and end up sustaining business outcomes. 

 

References

 Bakker, A.B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.

Edmans, A. (2012). The link between job satisfaction and firm value, with implications for corporate social responsibility. *Academy of Management Perspectives*, 26(4), 1-19.

Eby, L.T., Casper, W.J., Lockwood, A., Bordeaux, C., & Brinley, A. (2005). Work and family research in IO/OB: Content analysis and review of the literature (1980–2002). Journal of Vocational Behavior, 66(1), 124-197.

Grant, A. M., Christianson, M.K., & Price, R. H. (2007). Happiness, health, or relationships? Managerial practices and employee well-being trade-offs. Academy of Management Perspectives, 21(3), 51-63.

Harter, J. K., Schmidt, F. L., & Keyes, C. L. (2002). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies. In C. L. Keyes & J. Haidt (Eds.), *Flourishing: Positive psychology and the life well-lived* (pp. 205-224). Washington, DC: American Psychological Association.

Hochschild, A.R. (1997). The Time Bind: When Work Becomes Home and Home Becomes Work. Metropolitan Books.

Kashyap, S., Joseph, S. and G.K, D. (2016) (PDF) employee well-being, life satisfaction and the need for work-life balance, ResearchGate. Available at: https://www.researchgate.net/publication/311322121_Employee_Well-Being_Life_Satisfaction_and_the_need_for_Work-Life_balance (Accessed: 11 April 2024). 

Mazmanian, M., Orlikowski, W.J., & Yates, J. (2006). Ubiquitous email: Individual experiences and organizational consequences of BlackBerry use. The Academy of Management Proceedings.

Seligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction. *American Psychologist*, 55(1), 5-14.

Thompson, C.A., Beauvais, L.L., & Lyness, K.S. (1999). When work-family benefits are not enough: The influence of work-family culture on benefit utilization, organizational attachment, and work-family conflict. Journal of Vocational Behavior, 54(3), 392-415.