Employees Work-life Balance Confer Benefits to the Organization - Coursework Example

Do Human Resource Policies Designed to Improve Employee’s Work-life balance Confer Benefits to the Organization? Name: Course: Institution: Date: Do Human Resource Policies Designed to Improve Employee’s Work-life balance Confer Benefits to the Organization? Introduction Employees often experience challenges between work and personal life in the process of pursuing the quality of their lives. This means that for any organization to succeed in the achievement of its goals there must be a successful balancing work life and family life. Historically it was argued that the balance between work and life issues of an employee was considered as personal (Beauregard & Henry 2009, p. 13). As the needs of employees continued multiplying the management of different organizations decided to provide additional benefits to their employees as part of the motivational factors. These benefits included the provision of on-site childcare services, maternity leave paid by the organization (Bird 2006, p. 23). The current environmental and value changes among employees have necessitated an increase in the need for work-life balance among employees and this has resulted in the provision of more support for the employees by the employers considering the underlying benefits (De Cieri et al 2005, p. 91). There is evidence among researchers that the development of a proper work -life balance aimed at creating and maintaining a supportive and healthy work environment is one way by which employees can have a balance between the work place and personal responsibilities thereby strengthening employee loyalty and productivity (Greenhaus & Beutell 1985, p. 76). Of all the factors that influence the levels of productivity of any organization, longer hours of working will only be considered productive if there is a balance with their lives away from work. This paper will address the impact off work-life balance on organizational growth by addressing ways through which an organization can create a comfortable work-life environment, the essence of maintaining a healthy work-life among employees, the essence of such a relationship in improving employee productivity and loyalty and how the reorganization can ensure that the time spent at work ensures maximum output among employees. How organizations can create a balanced work-life environment Employers’ policies and practices of balancing work-life environment within organizations are often used as a means of attracting and retaining high quality workforce. Work-life that an organization creates often comprise officially sanctioned practices of programs by an organization that are designed to assist employees with techniques on how the can assist employees with integration of the work that employees are paid to execute with other essential life roles such as education, family , leisure (Beauregard & Henry 2009, p. 15). Work life policies, for instance, often include flexibility in timing and the amount of work that is to be accomplished. These are considered achievable when the policies focus on job sharing, telework and leave of absence (Bird 2006, p. 24). Other strategies that an organization can apply to ensure that it provides a perfect environment characterized by a balance in work-life is through direct provision of care giving and health benefits. Such policies will ensure comfort among employees considering that organization will be providing all the necessary support to the children or the elderly and to extent domestic partners (Ryan & Kossek2009, p. 298). Through work-life policies, the employers can ensure a balance by providing monetary and informational assistance for non-work responsibilities. These include the provision of vouchers to the employees or the provision of referral services (Premeaux et al 2007, p. 706). Such policies, according to social exchange theory provide a platform for enhancing the association between employees and the organization. This theoretical view asserts that an organization can only be considered successful if the employers and the employers are committed towards the realization of organizational goals (Beauregard & Henry 2009, p. 18). Social exchange is considered a success if both parties, employer and employees, value the terms of their relations on the basis of mutual trust and reciprocity. In addition, social exchange is also considered a success when the employees perceive the efforts of their organization as playing an essential role in improving their social well-being (Ryan & Kossek2009, p. 299). In addition, this relationship is strengthening when employees realize that the organization’s contribution surpass all that was promised (Yasbek 2004, p. 13). These employees will be willing to strengthen their social exchange relationship by putting more efforts in the realization of organizational goals (Premeaux et al 2007, p. 706). This is because employees often have an intention of repaying the efforts of their organization by improving on productivity. The ability of the employer to recognize work-life challenges faced by their employees will play a definitive role in the improvements of eventual results. This is because the employees will also recognize the results of the employer’s efforts leading the employees to have an obligation towards contributing to organizational growth (Perry-Smith et al, 2002, p. 1108). The effects of maintaining a healthy work-life among employees An introduction of work-life balance in an organization and practices has an impact on the attitudes and perceptions of employees. Job satisfaction, commitment to the organization and turnover intentions are some of the effects that an organization may experience through an introduction of such a balance (Bird 2006, p. 25). Factors such as direct or indirect absenteeism, costs related to the replacement of a valuable employee among other factors are considered essential in understanding the essence of establishing a work-life balance (Ryan & Kossek2009, p. 300). Despite the relative complexity in evaluating work-life practices, due to difficulties arising from the calculation of costs and benefits of varied strategies, there is a possibility of using specific policies in understanding the possible impact of any work-life balances (Hughes & Bozionelos 2007, p. 146). Reduced cost is considered as major impact of balanced work-life especially those costs related to a reduction of absenteeism and turnover. This is because high rates of absenteeism and high rates of turnover are often an indication that there is low morale and stress among employees. A reduction of absenteeism is therefore considered essential in the reduction of costs an organization (Meyer et al 2002, p. 34). Enhanced organizational image considering its ability to retain desirable employees is considered as an essential impact considering the improvement to the reputation of the organization in the public domain (Wayne et al 2004, p. 109). Such reputation positions the organization high above other competitors considering its ability to retain and attract highly qualified employees (Hughes & Bozionelos 2007, p. 149). The availability of a work-life balance as part of organizational policies therefore plays an important role as an evaluation criterion buy potential employees. An effective work-life balance can also ensure an increase in productivity and performance among employees. An improvement in the dedication of individual employees, who are satisfied by the motivational benefits provided by the organization, can translate into the success of the entire organization (Meyer et al 2002, p. 37). Customer service for example is often considered as an essential indicator in measuring the level organizational productivity and individual employees’ performance (Roehling et al 2001, p. 141). Organizations that offer effective work-life balance practices can realize higher ratings in terms of customer relations considering that much of the employees’ focus is on the ability to realize organizational goals. In addition, such success also improves the relationship between the management and the employees (Perry-Smith et al, 2002, p. 1109). This is because the employees will perceive the management as an essential player in ensuring progress of their life in relation to non-work affairs, while at the same time focusing on the vision and mission statements of the organization (Hughes & Bozionelos 2007, p. 148). How work-life balance enhances employee loyalty and maximizes output The theory of attitude- behavior asserts that an individual’s attitude towards work is shaped by his or her beliefs on different aspects of working conditions. This theory provides a rationale that explains the mediating role of affective commitment. Individuals, according to this theory, form attitudes towards work and this can lead to the development of intention and behavior (Greenhaus & Powell 2006, p. 75). Individual attitudes among employees are essential in as measurement criteria for evaluation work-life balance in an organization. Favorable attitudes among employees have an association with favorable behavior (Hughes & Bozionelos 2007, p. 146). An organization where the human resource management policies on work-life balance are considered favorable to employees will result in positive response and this is observable by the attitudes by which employs engage themselves in organizational responsibilities (Greenhaus & Powell 2006, p. 75). This theory asserts that it is the responsibility of organizations to develop work-balance policies and programs as a means of securing the affective commitment of the employees in the organization considering that such a commitment is essential in improving their attitudes towards the organization (Greenhaus et al 2003, p. 510). In addition, these programs and policies are also likely to influence employees emotionally, and enhance the feeling that the organization cares for their wellbeing. It is the responsibility of the department of human resource to ensure that all other departments are supportive of the programs and policies to enable employees to feel comfortable while using these programs (Felstead et al 2002, p. 62). Organizations that have women employees are believed to be more likely to have numerous work-life policies. This is based on the fact that females often have numerous commitments in relation to their employments and family life (Ryan & Kossek2009, p. 296). According to the tenets of adverse theory, organizations that have more attractive work-life balance policies and programs will often attract individuals with greater demand for those policies and programs (Greenhaus et al 2003, p. 511). More generous maternity leave policies will attract more women who are expectant or those who are planning to have babies. An organization must therefore develop effective programs and policies of work-life balance that are definitive of the type of workforce that they intend to attract (Felstead et al 2002, p. 59). When employers and their organizations develop human resource policies aimed at streamlining work-life balance, there is often a significant reduction of stress among employees and in the workplace. This not only minimizes discomfort among employees but it also ensures the creation of a safe, healthy and secure workplace (Premeaux et al 2007, p. 707). Conclusion Numerous studies and theories have indicated the presence of an association between work-life balance policies and programs with a reduction in absenteeism among employees and an improvement in the levels of productivity within an organization. It is the responsibility of the management to ensure that the policies developed towards the well-being of employees help in the reduction of stress problems that are related to non-work needs to ensure an increase in organizational productivity. References Beauregard, T.A. and Henry, L.C. 2009. Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 19: 9-22. Bird, Jim. 2006. Work-Life Balance Doing it Right and Avoiding the Pitfalls. Employment Relations Today, Vol. 33, no. 3 De Cieri,, H., Holmes, B., Abbott, J. and Pettit, T. 2005. Achievements and challenges for work- life balance strategies in Australian organisations. International Journal of HRM, 16(1): 90-103. 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Perry-Smith, J.E. and Blum, T.C. 2000. Work-life human resource bundles and perceived organizational performance. Academy of Management Journal, 43(6): 1107-1117 Premeaux, S. F., Adkins, C. L., & Mossholder, K. W. 2007. Balancing work and family: A field study of multi-dimensional, multi-role work-family conflict. Journal of Organizational Behavior, 28, 705-727. Roehling, P. V., Roehling, M. V., & Moen, P. 2001. The relationship between work-life policies and practices and employee loyalty: A life course perspective. Journal of Family and Economic Issues, 22 (2), 141-170. Ryan, A. M., & Kossek, E. E. 2008. Work-life policy implementation: Breaking down or creating barriers to inclusiveness? Human Resource Management, 47(2), 295-310. Wayne, J. H., Musisca, N., & Fleeson, W. 2004. Considering the role of personality in the work-life experience: Relationships of the big five to work-life conflict and facilitation. Journal of Vocational Behavior, 64(1), 108-130. Yasbek, Philippa. 2004. The Business Case for Firm-level work-life balance policies: A Review of the Literature. Labour Market Policy Group, Wellington.pp. 12-15 Read More