Work-Life Balance Policies: An Effective Way of Managing People in Organizations - Essay Example

Work-Life Balance Policies: An Effective Way of Managing People in Organizations I. Introduction The notion of wok-life balance is founded on the need of individuals to balance their jobs with other life activities that are significant to them (Hyman & Summers 2004). The objective of this paper is to discuss the direct outcomes of work-life balance policies in human resource management (HRM) and employer awareness of employee satisfaction with their work-life balance, and also the indirect and direct influences of work-life balance policies and practices of employee satisfaction. The primary goal of this paper is to demonstrate that work-life balance policies contribute to the effective management of people in organizations. Researchers of work-life policies have had a great deal of success in persuading both individuals and organizations to acknowledge the value of attaining better balance in their lives. Work-life imbalance is unfavorable to the effectiveness and efficiency of organizations and individuals. At the core of the problem of work-life balance is the growing complexity of contemporary lifestyles. In several ways, people have limitless work and life opportunities. Even though these opportunities have generated more alternatives, they have as well generated greater insecurity (Kossek & Lambert 2005). Fascinatingly, the current technological developments that have led to significant industrial advancement could have resulted in organizational systems that facilitated greater work-life balance, provided with the inherent resilient character of technology. However, a great deal of contemporary research indicates that the new information society has generated more complexity and even more insecurity in people’s lives (Murphy & Cooper 2000). Hence, work-life balance policies are at present becoming increasingly essential in effective human resource management. II. Nature and Transformation of Work-Life Balance Policies in HRM There is much evidence to propose that the number of work hours is linked to the degree of work-life conflict employees are prone to experience, particularly the extent of time-based variance, which is described as taking place when “devoting time to the demands in one domain consumes time needed to meet the demands of the other domain” (Kossek & Lambert 2005: 42). Current empirical evidence indicates that increased number of work hours creates increased level of work interruptions and the lower the psychological wellbeing of the employees (Beaujot & Anderson 2007). In a research on the interaction between health and number of work hours, Sparks and her associates likewise discovered that there is as well a significant correlation between number of hours working and the experience of health-associated consequences. Therefore, clearly increased number of work hours can have a detrimental effect for employees in their other important life activities. Likewise, the feeling that an individual is working under severe time pressure, or what is referred to as ‘time famine’ (Kossek & Lambert 2005: 44), can generate sentiment of overwork, which can result in tension and job discontent, hence inferior employee effectiveness and efficiency. The most widespread types of work-life balance alternatives in order to avoid the problems of job dissatisfaction due to number of work hours are time off in lieu, flexi-time, compressed working hours and staggered hours. Other work-life balance options are self-rostering, working from home, tele-working, job-sharing and flexible retirement plans (Walker 2007). Furthermore, the increased employment of single parents and dual-earner couples has forced organizations to facilitate employees stabilize their work and life commitments. Broad work-life imbalances have unconstructive effects to the security and satisfaction of employees. Also, job applicants are becoming more discerning of organizations’ dedication to work-life balance as a prerequisite for employment (Hyman & Summers 2004). It is also important to note the significance of understanding that choices regarding how much time to dedicate to work against other life activities are commonly made in a structured work setting that could punish employees for not being absent at work or for being unavailable to work during off hours. This reality obviously adds to the possibility of work stealing time previously allocated for other life activities. It can also be assumed that this inclination for work to steal into time provided for other life activities is worsened by the reality that individuals have a somewhat inadequate awareness of the passage of time (Hayman 2005). Work could in fact expand virtually without employees noticing it. In short, it could demand conscious attention to the decisions that employees make to prevent work from enlarging and stealing into time that they could have, in the past, aimed to allocate to other life activities. Moreover, because of work expectations and social pressure, maintaining on fixed schedules or maintaining on eliminating time for other life activities commonly will not be perceived constructively (Beaujot & Andersen 2007). Another interesting domain for human resource managers rests in evaluating discrepancies in the tempo of activities between the work and other life areas. For instance, work is expected to be fast-paced, constructing the belief that jobs will be completed promptly. Research indicates that individuals who aim to work at a faster pace view interacting with individuals who aim to work at a slower pace disappointing. When employees who are career-focused go home after a long day at work, they could feel it difficult to adjust their pace to complement the slowness of home life, and they could sense the experience very disappointing (Murphy & Cooper 2000). It would be challenging to examine whether there were discrepancies across various forms of employments in the disappointment and stress levels that employees feel when they go home. This issue will be very helpful in the effective management of people in an organization. III. Case Studies on Work-Life Balance Policies This section will discuss the effect of work-life balance policies on the organizational and employee performance in three countries, namely, New Zealand, Canada and the United States. New Zealand The two features that primarily control the necessity for work-life balance policies in New Zealand involve the evolving workforce and workplace in the country. As confirmed by the New Zealand Department of Labor, empirical evidence demonstrates that work-life balance is becoming more and more an issue for employers and employees in New Zealand. Employment, the workforce, and the workplace are evolving quickly. Five of the relevant explanations for this transformation involve more females and single parents entering the workforce; a significant portion of the portion copes with more than one employment; the labor force is aging and is turning out to be more varied; industries persist to contend internationally to hire experienced and skilled workers; and the work of New Zealanders is being transformed by technology (Department of Labor 2008). The two major work life balance difficulties for the people of New Zealand are individuals with inadequate employment or income and individuals who have extra work. Employment in major industries, such as mining, farming and fishing, are less abundant. Employment opportunities are increasing in the tertiary division, such as information and technology, financial services, hospitality and retail (Department of Labor 2008). A study conducted in New Zealand investigates work-life balance in a large local organization. Examination of company guidelines classified sixteen work-life balance programs presently being provided. Employees were reviewed to identify the level of their awareness and exploitation of presently provided programs. Variables affecting work-life balance program utilization and employee results for program use were examined (Smith & Gardner 2007). Younger employees and female employees made use of more work-life balance programs while employees revealing greater extents of management support, and seeing lesser time pressures and career damage made use of more work-life balance programs. No evidence was discovered for the contribution of coworker assistance of work-life balance program use. Program use was linked to lessened conflict between work and family life, and dedication to the organization were linked to purpose to turnover. The findings emphasize the value of organizational culture in facilitating an environment that is helpful of work-life balance and therefore use of programs that are provided by the organization (Smith & Gardner 2007). This investigation has determined how a large organization in New Zealand grants prospects for its employees to realize work-life balance, the extent to which the programs were utilized and who used which programs. Organizational environment and demographic variances influence the needs of employees for work-life balance programs and their eagerness to utilize them (Smith & Gardner 2007). The connection between organizational performance and work-life balance is an intricate subject and future studies need to investigate this further but this investigation has showed that an organizational culture that fosters work-life balance will determine whether programs are utilized, decreased discrepancies between the work and home sphere, and lead to employees who are dedicated and less probable to leave in pursuit of greener pastures. Canada In the current period, the textile industry of Canada has endured from shifting local economic conditions and intensifying global competition. Downsizing of organizations, higher efficiency through greater productivity, enhanced marketing strategies and refined product quality have taken place so as to cope with the demands of the economy; consequently, developments in technology and the industrial structure have been instigated which have resulted in transformations in the labor force. In spite of these alterations, there has been no empirical evidence described from the point of view of the employee, either in the wide-ranging perspective of the quality of life of an employee or the more explicit dimension of job satisfaction (Wilcock & Wright 2002). Quality of work life is made up of prospects for vigorous participation in team working agreements or analytical tasks that are of common advantage to employers and employees. It necessitates employee dedication to the organization as well as an environment where in this dedication can thrive. Fraction of the dedication to the organization is the diverse behaviors or value judgments of individuals to their occupations and to their overall work condition (Wilcock & Wright 2002). Quality of work-life balance initiatives existed in Southwestern Ontario’s knitwear sector of the textile industry, even though it was apparent that the possibility for more activity is also present. The findings of the study demonstrated the kind of activity presently in continuation and will work in directing companies involved in putting programs into effect. The findings indicate, though, that before designing a program, taking into account of several components should be made. Particular job factors varied in significance hinging on the occupational group. Taking into account of the significance and presence of each element is important to put off unsuitable initiatives and the related costs of their enforcement (Wilcock & Wright 2002). It is recognized that the employees of an organization reveal that organization’s public reputation. Negligible enhancement in the reputation of the textile sector can be anticipated until the divergence between the awareness and expectations of employees are acknowledged when work-life balance programming is embarked on. United States The study conducted on various organizations in the United States reported three primary arguments. First, the researchers claim that an organizational structure of a company, and modifications in that structure, have significant repercussions for work-life balance practices. Second, they speculate that organizational restructuring is not a continuous course of action but a repetitive, investigative process and that, in contrast to numerous reports of restructuring by organizations in the United States over the last two decades, restructuring has in several instances maintained internal labor markets or dissolved them just to reconstruct them, although normally in new structures. Lastly, they assert that even though employer-motivated reorganization prevails, and transformations in flexibility are generally collateral outcomes rather than objectives of reorganization, the reorganization was seen at times has improved employee-amiable flexibility, at times reduced it, making it problematic to take a broader view of the effect of restructuring (Kossek & Lambert 2005). The findings of the study were classified under four areas of corporate strategy, industry, labor supply and occupation. The researchers discovered that industry differentiations cut unusually on the flexibility of schedule than on the flexibility of career. For schedule flexibility, the major dissimilarity is between service industries that should provide direct service to a customer and manufacturing industries that can supply products and service businesses. Manufacturing industries more commonly implement full-time shifts, standard and normal schedule, while service industries more frequently require shifts on weekends, and irregular or erratic schedules adjusted to changes in customer demand and normally in opposite connection to work schedules of consumers (Kossek & Lambert 2005). In financial services, indicating the issue on labor supply, this inclination toward irregular schedules is regulated somewhat by the necessity to draw the interest and retain experienced and skilled employees. In the context of career flexibility, one portion of the division is defined by businesses wherein vast female labor forces have resulted in a substantial participation of females in managerial positions. In these industries that are feminized, the researchers discovered, on one part, career pathways into management that contain vertical mobility in a permanent geographic position and provide more resiliency around the needs of the family. On the other part, in industries with a tremendously male labor force, management career pathways more commonly necessitate geographic transfer, probably pressuring families (Kossek & Lambert 2005). IV. The Role of Work-Life Balance Policies in Effective Managing of People In relation to the case studies discussed the following advantages of work-life balance policies in successful human resource management have been formulated. In order to embark on an effective work-life balance initiative, it is important to evaluate the organization’s present work guidelines and practices. Next, it is important to discuss with the employees to become aware of their expectations and perceptions, and more significantly what they necessitate in terms of support in work-life balance. Afterwards, it is essential to design initiatives to deal with as many of those necessities as realistic. Open and direct communication is important, as well. If employees are not aware of the guidelines and initiatives that the organization has formulated, or the culture fails to assert utilizing them, insignificant results will be realized. Organizations may train managers in techniques for dealing with the problems stemming from work-life balance policies. For instance, employees working outside the office or on flexible work schedules can demand particular support. Moreover, it is essential for the organization to study its benefit and retirement plans. Organizations should take into account phased retirement programs to draw the interest and retain older employees. Motivating part-time employments and job sharing can boost the availability of employees by involving younger and older employees who desire to work on a compressed schedule. Ultimately, it is imperative to model the practices and attitudes that the organization supports. If the manager refuses to become involved, few employees will (Murphy & Cooper 2000). Work-life balance initiatives can influence the bottom line constructively. The objectives of an excellent work-life balance initiative include lessened absenteeism, decreased turnover, improved productivity, lessened overtime expenditures and customer retention. For lessened absenteeism, studies reported that spontaneous absence is increasing, and the reasons normally are personal stress and family obligations. The organization could counteract this tendency with flexible scheduling or discover means to make it more convenient for workers to come to work when there is a family problem (Lewison 2006). For the issue of decreased turnover, offering different work scheduling or arrangements has been confirmed successful in retaining skilled employees (Lewison 2006: 45): Aetna slashed its turnover rate in half by allowing employees to return part-time after family leave for childbirth or adoption. The result was a 90% retention rate for leave-takers after five years, and an annual savings of more than $1 million in recruiting and hiring costs. In terms of improved productivity, it was discovered that stress relief commonly leads to boost in productivity. Recently, when Hewlett-Packard’s financial services reduced its workweek, it virtually doubled its accomplished call dealings daily (Lewison 2006). In terms of lessened overtime expenditures, it was reported that flexible scheduling frequently lessens both pressure and overtime. Schedule alters work specifically well in business that necessitate presence across numerous time zones. And lastly, when employees give out high-quality service, it aids customer retention (Hyman & Summers 2004). V. Conclusion Adjusting to present needs appeals for more special work-life initiatives; the ability of an organization to effectively manage its people through work-life benefits spells effectiveness and efficiency. The rapid changes in both the public and private domains call for the consideration of employee satisfaction through supporting them in balancing their work and other life activities. Effective management of people, as been reiterated in various management studies, is impossible if the people themselves are not motivated. And one proven way to foster motivation in the organization is through effective work-life balance policies. References Beaujot, R. & Andersen, R. (2007), ‘Time-Crunch: Impact of Time Spent in Paid and Unpaid Work, and its Division in Families’, Canadian Journal of Sociology , 295+. Hayman, J. (2005), ‘Psychometric Assessment of an Instrument Designed to Measure Work Life Balance’, Research and Practice in Human Resource Management , 85-91. Hyman, J. & Summers, J. (2004), ‘Lacking Balance? Work-life employment practices in the modern economy’, Personnel Review , 418-429. Kossek, E. E. & Lambert, S.J. (Eds.). (2005), Work and Life Integration: Organizational, Cultural and Individual Perspectives, Mahwah, NJ: Lawrence Erlbaum Associates. Lewison, J. (2006), ‘The Work/Life Balance Sheet So Far: Bottom Line Create a Good Program and Communicate its Important to Your Managers’, Journal of Accountancy , 45+. Murphy, L. R. & Cooper, C.L. (2000), Healthy and Productive Work: An International Perspective, London: Taylor & Francis. Smith, J. & Gardner, D. (2007), ‘Factors Affecting Employee Use of Work-Life Balance Initiatives’, New Zealand Journal of Psychology , 3+. Walker, K. H. (2007), ‘Making the Federal Government Work for Women: The Federal Government is Taking Steps to Accommodate Employee Flexibility and Work-Life Balance, but It Needs to Do More’, The Public Manager , 63+. Wilcock, A. & Wright, M. 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