The Global Human Resource Management - Coursework Example

Work-life Balance in the Global Human Resource Management Introduction Employees form the basic ‘crux’ of any organisations. Theirs’ physical and mental state has to be kept at optimal levels, not only for the success of the organisation but also for the wellbeing as well as success of the employees themselves. To keep their physical and mental state at optimal levels, employees with the support of their organisations need to strike a fine balance between their professional as well as their personal life. However, organisations and also employees themselves could focus more on professional side, thereby sidelining their personal side. Employees could be ‘forced’ by the organisations to make maximal or even stressful physical and mental contributions as part of their work schedule, thereby negatively impacting the work-life balance. In certain cases, employees themselves could also push themselves with personal motives and also due to unstable work environments, disregarding their health. In the recent times, the need to maintain apt work-life balance is being strongly focused by the organisations and the employees themselves. Understanding how apt balance could not only optimize the employees’ personal side but also their work productivity, organisations are actualizing various initiatives in the work environment. Although, this introduction of various measures is widespread, when it comes to certain organisations in the non-Western or developing countries, there is a varied perspective. Due to specific cultural, economic and social factors, these differences occur. Thus, the focus of this report will be on how the changing nature of the workplace is having an effect on work-life balance in a global context, critically discussing and comparing, with two case studies, the range of work-life balance initiatives being followed in Western and non-Western countries, finally ending with recommendations. Work-Life Balance – Definition and Background Work-life balance is a concept which refers to how employees with the support of organisations can aptly balance or prioritize their work aspects like their professional career, ambitions, financial statuses, etc., with their lifestyle style aspects like their family, friends, health, leisure, etc. Clark (2000, p. 751) defines work-life balance as “satisfaction and good functioning at work and at home, with a minimum of role conflict.” Heathfield (2013) further expands on the above definition by stating, work-life balance has a concept “that supports the efforts of employees to split their time and energy between work and the other important aspects of their lives”, by making more or adequate time for “family, friends, community participation, spirituality, personal growth, self care, and other personal activities.” Groysberg and Abrahams (2014) provide definition from the perspective of employees by stating how they have to discover through hard experience that prospering in a business environment “is a matter of carefully combining work and home so as not to lose themselves, their loved ones, or their foothold on success.” On the other hand, Heathfield (2013) brings in the role of organisations in assisting the employees to find apt work-life balance. “Work-life balance is assisted by employers who institute policies, procedures, actions, and expectations that enable employees to easily pursue more balanced lives.” (Heathfield 2013). Thus, it is clear that work-life balance can be achieved by the employees, mainly with the support of organisations. Changing nature of the workplace and its effect on work-life balance in a global context Work-life balance as a key concept for employees as well as organisational wellbeing was first focused in UK in 1970s, with the concept and the related practices getting initiated in U.S. and then in other countries by 1980s. (Tanushree 2013). However, it was in 2000s, with organisational or industrial activity picking up steadfastly, and cases of stressed out employees being reported, that the concept of work-life balance was prominently implemented. Even then, there is a view that this concept is yet to make a strong imprint in non-Western developing countries. In the Western countries, this increased importance on work-life balance as part of organisational as well as employee functioning, and the resultant increased limelight on the concept can be seen from the figures regarding the usage of the phrase “work-life balance” in the media and business circles. That is, “a LexisNexis survey of the top 100 newspapers and magazines around the world shows a dramatic rise in the number of articles on the topic, from 32 in the decade from 1986 to 1996 to a high of 1674 articles in 2007 alone.” (Barker 2014). This stress on work-life balance has got accentuated in 2000s mainly because of the increasing work load, caused by not only the increasing business opportunities throughout the world but also because of the unstable global economic environment. That is, with globalization and technology opening up ‘doors’ of many developing countries, organisations from Western countries are entering into more markets, thereby negatively impacting the work-life balance. “Global competition, together with growing consumerism, rapid advances in technology and changes in the family as an institution are impinging upon and impacting the ‘time – money squeeze’ between family-caring responsibilities and the demands of work.” (Ghai 2014, p.1). Although, those entering organisations are recruiting more local employees, the existing as well as the new employees is facing heavy workload due to these increasing business opportunities. (Syed and Kramar 2012). On the other hand, the economic downturn among the Western countries in the late 2000s, and the resultant threat of layoffs also negatively impacted work-life balance. “Today, however, work is likely to invade your personal life — and maintaining work-life balance is no simple task. This might be especially true if youre concerned about losing your job due to restructuring, layoffs or other factors.” (Mayo Clinic 2012). When all these aspects negatively affect the work-life balance, it will result in physically as well as mentally stressed and even hurt employees, and that is forcing the organisations in Western countries to initiate constructive steps. That is, when the employees spend the majority of their days and even nights on work-related activities and clearly feel that they are neglecting the other important components of their lives including their family, passions, etc., then it will directly result in stress and unhappiness. (Heathfield 2013). When stress and unhappiness results, it will firstly affect the employees mental and even physical wellbeing. Stressed out employees are shown to have increased blood pressure and are prone to health hazards like heart attack, strokes, etc., which could not only diminish their contribution to the organisation but more importantly could put their lives in peril. (Mayo Clinic 2012). Likewise, stress and resultant dissatisfaction and de-motivation could affect the employees’ work productivity and even their ability to think clearly — which could take a toll on your professional reputation or lead to dangerous or costly mistakes. (Mayo Clinic 2012). In addition, it can importantly harm relationship of the employees with their spouses, children, parents, friends, etc., thereby deteriorating their mental peace. All these threats are pushing the organisations to take steps to maintain apt work-life balance. While focusing on the definition of work-life balance, there are contrary perspectives regarding how achieving that balance could vary from employee to employee and importantly from country to country. That is, as mentioned earlier, there is a view that organisations and because of that the employees in non-Western developing countries provide more importance to work than their personal life, thereby negatively impacting work-life balance. “Case studies reveal that for most Asians in responsible positions as well as other employees – be they Japanese or Indians – work is worship. Family comes second.” (Chandra 2012, p.1048). That is, due to their culture of mainly focusing on work, personal as well as familial financial commitments, job insecurities, etc., they primarily focus on work more than their family and other personal aspects. Organisations operating in certain sectors in these non-Western countries for their part also imbibe the principle of work first then personal self, unlike the organisations in Western countries. (Talwar 2006). This point was further validated by Chandra (2012, p.1048), who stated, “In some companies, it is not uncommon to propagate the following philosophy: country first, company second and self third”. Although, differences exist between Western countries and non-Western developing countries regarding work-life balance, in the recent times, there are positive changes in the way organisations in those non-Western countries view work-life balance. Critical discussion of the range of work-life balance initiatives using the two case studies As being discussed above, many organisations in the Western countries have been introducing and following various work-life balance initiatives particularly from 2000s. Although, the organisations in non-Western countries are lagging in this aspect, organisations operating in certain sectors like IT and also MNCs operating there are incorporating it aptly. Organisations particularly in UK have been initiating quite number of unique as well as constructive steps to actualize optimal work-life balance, and as mentioned in the article, Id like to teach the Office to Sing by Hannah Prevett, organisations are setting up music rooms. That is, when the employees of the law firm Norton Rose were asked what initiative they would like to have in their new headquarters, as part of work-life balance initiative, they opted for a music room. In this music room, the employees are provided with various musical instruments, and they can learn those instruments through a tutor by paying only half the cost of tuition. In addition, “for employees who would rather exercise their vocal cords than learn to play a musical instrument, theres the company choir.” (Prevett 2014). As far as work-life balance is concerned, this initiative gives the employees, who may be working hard throughout the day, a good outlet or option to relax and refresh for few hours, as they pursue their life passions. This is what Deirdre Walker, head of dispute resolution at Norton Rose, had to say regarding the music room, “I learnt the piano and found its a great way to take some quiet time for yourself to do something very different during a busy day.” (Prevett 2014). The other key benefit of this initiative of music room is, it can positively impact the employees’ health. As discussed earlier, stressed employees could face grave health concerns and could also exhibit reduced productivity. However, initiatives like music room, gym, etc., in the organisation’s premises can go a long way in optimizing the health and thereby productivity of the employees. (Harzing and Pinnington 2011). For example, the law-firm Linklaters have providing music facilities as well as gym for its staff as part of a whole package of elevating health and thereby improving their productivity for the firm. “To make sure we feel balanced, we can go to the gym - or now theres the option of going to play the piano. Thats important for the firm, because it means the staff are going to be healthier and less stressed - more productive - and hopefully they will work here longer, too.” (Prevett 2014). The health benefit that could be incurred on the employees by the work-life balance initiative of music room has been strongly proven by scientific studies as well. John Sloboda, research professor at the Guildhall School of Music and Drama, stated that singing kind of effectively exercises employees’ lungs so they get more oxygen through, which in a way addresses the pleasure centre for the brain, thereby providing the employees an emotional high and also motivation to work harder. (Prevett 2014). When it comes to organisations in the non-Western countries, measures like music rooms are pretty rare. Although, organisations in various sectors particularly in the IT sector are providing gym and other sports facilities, music as a form of work-life balance is not being implemented as a regular feature. That is, certain IT organisations in India have been conducting musical workshops as well as musical events once in a week or once in a month, and so does not have a regular music room. For example, Indian IT major Tech Mahindra as part of their Josh programme has been conducting musical workshops and also salsa classes. (Chandra 2012).This difference regarding work-life balance initiatives is because organisations and its management in developing countries does not view initiatives like music room as a necessary feature, and instead could view it has a diversionary initiative, which could divert the employees from accomplishing their allocated tasks. Cooke and Jing (2009) validate this point by stating how their survey revealed that a majority of managers in non-Western developing countries are indifferent to Work-life balance issues, and crucially “seem to hold the view that work is important for both the organisation and the individual employees and that there is nothing wrong if family life needs to be sacrificed.” From the above analysis, it can be assumed that if organisations positively develop their workplace, and make it a favourable and also motivating place for the employees, then it can positively impact the work-life balance. However, the key point is, to make the actual physical workplace a great place to work, organisations have to create a ‘holistic’ connection to the employees’ ‘personal space’. This can be done, if the organisations and its leaders could provide a set of benefits to the employees, so it helps them to strike a fine balance regarding work-life. According to Carly Chynoweth in the article, The Heart must rule at Work, organisations instead of primarily focusing on money, should try to look it holistically, by providing the employees benefits like flexible working hours, maternity leave for the female employees, etc. Chynoweth brings out this point by quoting a successful entrepreneur, Steve Jones, who after surviving a train crash changed his outlook about life. He stated, “Up untill that point I separated my personal and business lives quite distinctly, he said. I almost had one set of values for personal and family life, and another for business, but after accident, I could not separate them. I have one holistic set of values.” (Chynoweth 2014). On those lines, organisations in Western countries are initiating some measures to aid in proper work-life balance. One of the measures is having flexible work hours. That is, instead of making the employees to slog out for a major part of the day at the organisation itself, they tend to keep the working hours shorter and also flexible. By this way, employees can go to home or other social places, where they can relax, enjoy and rejuvenate. However, in the case of non-Western countries particularly the Asian countries, “working long hours is often seen as a commitment to the job and so negotiating for shorter work hours is often perceived as sign of weakness.” (Chandra 2012, p.1045). Due to this tight work schedule, the employees may not have adequate time to spend time with family and friends, and could crash into the bed after they return from the workplace, thereby seriously damaging several of their life aspects. On the same lines, in the Asian cultures, usually fewer maternity befits exist (less than 14 weeks in South Asia) and provision for long career break with no pay and concept of paternity leave are rare. (Chandra 2012; Niranjan 2007). This is in contrast to the Western countries, where female employees have number of maternity benefits including the option of career break, where the working woman can rejoin her job after maternity period. Conclusions and Recommendations From the above analysis, it can be assumed that the concept of work-life balance is of utmost importance to the organisation, and more importantly to its employees as well as their family. What started has a ‘benign’ concept in 1980s, evolved into a major issue in 2000s gaining more definitions and perspectives. As improper work-life balance could make the employees stressed and unhappy, and that could gravely affect their physical and mental parts, the employees have to be extra careful. Furthermore, as the affected employees could under-perform, the resultant low productivity could negatively impact the organisation as well. Due to these problems, organisations particularly in Western nations are initiating measures to aptly manage it. However, the organisations in non-Western developing nations due to their inherent culture particularly organisational culture, different life priorities, etc., do not facilitate work-life balance. For example and as mentioned in the above discussed article, organisations in Western nations have initiated or initiating various initiatives like music rooms as part of work-life balance, and which have been providing immense benefits to the employees as well as the organisations. Although, organisations in non-Western countries are initiating some measures particularly ones in IT sector and MNCs, they are not doing it in a full-fledged manner. In addition, those organisations are not fully implementing measures like flexible work hours, maternity benefits to the female employees, etc., to the level of organisations in Western nations. Apart from the above mentioned work-life balance measures, few more measures could be implemented in organisations both in the Western as well as in the non-Western countries. The first recommendation is, the employees should be aware about their organisation’s working conditions including working hours, physical facilities and importantly the government legislations governing those conditions. That is, instead of blindly following organisations’ stipulated working conditions, they could study the organisational papers as well as related government documents, so they negotiate or even fight for their favourable working conditions. The second key recommendation is providing paid vacation packages. Although, this practice is already followed, instead of allowing restricted paid vacations mainly to the employee, organisation could provide an extended family vacation packages including their spouse and children at interesting locations. As the maternity leave is already prevalent in the Western countries, it should be encouraged further in non-Western countries. More importantly, paternity leave should also be encouraged for the male employees by giving them around 1 to 2 months paid holiday, so they can support their wives and share the parental duties in the initial period. The main point is, organisation should not follow ‘One size fits all’ strategy, because one strategy may not work in all organisation nor in different countries, and so, the key and basic recommendation is, organisation in cooperation with employees have to incorporate greater customizations in their work-life balance measures. References Barker, E., 2014. How to Achieve Work-Life Balance in 5 Steps. Available from http://time.com/43808/how-to-achieve-work-life-balance-in-5-steps/(accessed on July 10, 2014) Chandra, V., 2012. Work–life balance: eastern and western perspectives. The International Journal of Human Resource Management, Vol. 23, No. 5, March 2012, 1040–1056 Chynoweth, C., 2014. The Heart Must Rule at Work Too. The Sunday Times. Clark, S. C., 2000. Work/Family Border theory: a New Theory of Work/Family balance. Human Relations, Vol. 53, No. 6, pp. 747-70 Cooke, FF and Xing, X., 2009. Work-Life Balance in China: Sources of Conflict and Coping Strategies, NHRD Network Journal, Vol. 2, No. 3, pp. 18-28. Ghai, RK., 2014. Work Life Balance: An imperative balance. 8th International Conference on Cross-Cultural Practices & Issues in International Business Management, Mohali, Punjab, India Groysberg, B and Abrahams, R., 2014. Manage Your Work, Manage Your Life. Available from http://hbr.org/2014/03/manage-your-work-manage-your-life/ar/1(accessed on July 11, 2014) Harzing, A and Pinnington, A., 2011. International Human Resource Management. Sage. Heathfield, SM., 2013. Work-Life Balance. Available from http://humanresources.about.com/od/glossaryw/g/balance.htm(accessed on July 10, 2014) Mayo Clinic., 2012. Work-life balance: Tips to reclaim control. Available from http://www.mayoclinic.org/healthy-living/adult-health/in-depth/work-life-balance/art-20048134(accessed on July 11, 2014) Niranjan, AJ., 2007. YES : Indian Style of Management -Theory ‘i’ Management. Available from http://greathumancapital.wordpress.com/2007/01/31/yes-indian-style-of-management- theory-i-management/(accessed on July 12, 2014) Prevett, H., 2014. Id like to Teach the Office to Sing. The Sunday Times Talwar, C., 2006. Love and Spirituality in Management and Business. Available from http://www.businessballs.com/love.htm(accessed on July 10, 2014) Syed, J and Kramar, R., 2012. “Introduction: Making Critical Sense of Human Resource Management in a Globalized World.” In Kramar, R. & Syed, J. (Eds.), Human Resource Management in a Global Context: a critical approach, pp. 1-8. Palgrave Macmillan. Tanushree., 2013. Focusing on Employee Work Life Balance: A Study of Gas Authority of India Ltd. Available from http://www.gifre.org/admin/papers/gjcmp/focusing.pdf(accessed on July 10, 2014) Read More