DR.

VISHWANATH KARAD MIT WORLD PEACE UNIVERSITY

FACULTY OF MANAGEMENTSCHOOL OF MANAGEMENT (PG)

Individual Assignment
BATCH 2022-2024

Title: RESEARCH ON WORK LIFE BALANCE

Name of student: Girija Kulkarni

Roll No: 1062220441
Division: VI
Course Name: Organization Behaviour
Submitted to: Dr. Moumita Sharma
Date of Submission: 6th Nov, 2022

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 INDEX

S.NO TITLE Pg. No

1 Introduction to topic 3

2 Study of Research Paper 4-12

3 Conclusion 13

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S.NO TITLE AUTHOR YEAR OF JOURNAL OF
PUBLICATION PUBLICATION
1) Work/Life Balance: Nancy R Lockwood 2013 The Society for Human
Challenges and Resource Management
Solutions
2) Making the link T. Alexandra 2009 Human resource
between work-life Beauregard management Review
balance practices and
organizational
performance
3) Modeling the Gwenith Fisher- 2003 Journal of Occupational
relationship between McAuley, Health Psychology
work-life balance and Jeffrey M. Stanton,
Jeffrey A. Jolton,
organizational
James Gavin
outcomes
4) WORK LIFE Steven Poelmans, 2008 The Oxford Handbook of
BALANCE- Barbara Beham, Organizational Well
Individual and Heather N Odle- Being. Oxford University
organizational Dusseau Press
strategies and
practices
5) The Role of Work- Ioan Lazăr 2010 European Research
Life Balance Codruţa Osoian, Studies
Practices in Order to Patricia Raţiu
Improve
Organizational
Performance
6) Impact Work-Life Hana Silaban, Meily International Journal of
Balance toward Job Margaretha 2021 Innovation and Economic
Satisfaction and Development
Employee Retention:
7) Work–Life Balance: 2020 Environmental Research
Weighing the Andrea Gragnano *, and Public Health
Importance of Work– Silvia Simbula and
Family and Work– Massimo Miglioretti
Health Balance.
8) Study on Work-Life Amit Verma 2022
Balance of a Female International Journal of
Employee in Indian Special Education
Industry-

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Introduction to the Topic
Work-life balance is about creating and maintaining supportive and healthy work environments,
which will enable employees to have balance between work and personal responsibilities and thus
strengthen employee loyalty and productivity. Numerous studies have been conducted on work-life
balance. According to a major Canadian study conducted by Lowe (2005), 1in 4 employees
experience high levels of conflict between work and family. If role overload is included, then close
to 60 percent of employees surveyed experience work-family conflict. Of all the job factors that
influence work-life conflict, the amount of time spent at work is the strongest and most consistent
predictor. The higher levels of work-to-family conflict reported by managers or professionals often
are a function of their longer work hours. Other reasons include: job security, support from one’s
supervisor, support from co-workers, work demands or overload, work-role conflict, work-role
ambiguity, job dissatisfaction, and extensive use of communication technology that blurs the
boundaries between home and work.
The balance between personal and professional life varies from person to person and the
organization where he or she is working. When an individual does not maintain a balance and
works too much in the organizational setting, this may cause him some medical, psychological and
behavioral consequences, as a result his or her productivity will also be low. Studies have shown
that work life stress is harmful to the employees. Late sitting and working too much can cause
imbalance in an individual's personal and professional life; however, there are some techniques to
manage the work life stress e.g., time management, task management, relaxation, flexible working
hours, working from home and exercise etc. Work life balance improves individual's health, job
satisfaction, commitment, involvement and reduces absenteeism and presenteeism (state of physical
presence but not productive). Despite of the progress in the betterment of maintaining work life
balance, there is still more to be done.
Nonetheless, the test of adjusting work and non-work requests is one of today's focal attentiveness
toward both people and organizations. Company needs to consider the wellbeing of their employees
to improve the efficiency and productiveness to gain profits. The aim of the present study is
twofold- it identifies and analyses why work life balance is important for employees as well as
employers.

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Work/Life Balance Challenges and Solutions
Introduction:
The issue of work/life balance is becoming more and more prevalent among employers and workers
both within and outside of workplaces. Human resource managers look for ways to boost employee
morale, retain workers who have vital organizational knowledge, and stay up with workplace
changes in today's fast-paced culture. This article offers human resource professionals’ historical
context, information, and potential work-life balance solutions for businesses and workers alike.
Work-life balance is made more difficult by three factors: ageing workforce, personal lives and
family values, and global competition. This article presents the viewpoint that human resource
professionals can help their organizations take advantage of these characteristics by utilizing
work/life initiatives to acquire a competitive advantage in the market.
Literature review:
Initiatives to promote work-life balance are not just a US phenomenon. Global communities of
workers likewise desire flexibility and control over their professional and personal life. However,
the research and polls described in this article focus on work/life balance in the United States. The
phrase "work-life balance" can indicate many different things. It can imply different things to
various groups, and the interpretation is frequently influenced by the conversation's context and the
speaker's point of view. This study demonstrates a compensating relationship between work-to-
family and family-to-work psychological interference. Particularly, the mutual influence of support
from two domains (spouse and employer) is substantial. The belief that such programs provide a
favorable return on investment affects an employer's commitment to work/life initiatives. The best
place to start is to consider five key areas: 1) employee time saved; 2) employee retention; 3)
increased motivation and productivity; 4) absenteeism; and 5) decreased health care costs and
stress-related illnesses. In our society, finding a work-life balance will likely always be difficult.
Four trends related to work/life balance have been identified and are covered below: new research,
eldercare, work/life balance in the relief world, and total life planning. The human resource
professional will be more equipped to inform management and collaborate closely with employees
if they are aware of these developments.
Conclusion:
Work/life programmes, especially in tough economic circumstances, have the ability to
considerably raise employee morale, lower absenteeism, and preserve organisational expertise. It is
the responsibility of the human resource professional to comprehend the crucial concerns
surrounding work/life balance and support work/life programmes in today's global economy, where
businesses are under pressure to save costs. Work/life programmes provide a win-win situation for
employers and employees, whether it be for workers whose family members or friends are called to
serve their country, single mothers trying to raise their children and make a living, Generation X
and Y workers who value their personal time, couples juggling dual-career marriages, or companies
losing crucial knowledge when employees leave for other opportunities.

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Making the link between work-life balance practices and organizational
performance
Introduction:
According to many firms, the benefits of work-life policies include attracting better candidates and
reducing work-life friction among current employees. Workers to improve organizational
performance In order to determine the many ways in which organizational work-life practices may
affect organizational performance, this paper reviews the research. The empirical evidence
regarding the relationship between work-life behaviors and organizational performance at both the
individual and organizational level of analysis is evaluated using a wide range of studies from a
variety of disciplines. By integrating the literature in this way, we gain crucial new insights into the
moderators and mediators of the relationship between work-life practices and organizational
performance. We also get new research topics that may help us better understand how (or if) this
relationship exists.
Review of Literature:
The results of a number of studies reviewed in this paper appear to suggest that work-life balance
practices do not necessarily influence levels of employee work-life conflict, but instead improve
organizational performance via other routes, such as reduced overheads in the case of employees
working from home, improved productivity among employees working at their peak hours, or
social exchange processes arising from perceptions of organizational support. This paper examines
the literature to identify the various ways in which organizational work-life practices may influence
organizational performance. Using a wide range of studies from a variety of disciplines, the
empirical support available for the link between work-life practices and organizational performance
at both the individual and organization level of analysis is reviewed. Integrating the literature in this
fashion provides us with important new insights regarding potential moderators and mediators of
the link between work-life practices and organizational performance, and suggests new research
questions that may further enhance our understanding of how this link operates. First, the paper will
focus on individual-level explanations for the link between work-life practices and organizational
performance, such as reduced work life conflict, improved job-related attitudes and perceived
organizational support, and use of practices. The paper concludes by discussing the future of work-
life balance practices, analyzing inadequacies in current research, and identifying directions for
future research.
Conclusion:
In Conclusion work-life balance practises reveals two things. One, such methods do not always
result in lower levels of employee work-life conflict Because of worries that adopting work-life
practices may lead to less prospects for growth or a view that the employee is less dedicated to the
company, employee take-up may be limited. There may or may not be less work-life conflict for
employees who apply these strategies. In order to reduce conflict, the existence of supportive
managers and organisational climates may be at least as vital as their importance.

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Modeling the relationship between work-life balance and organizational
outcomes
Introduction:
The purpose of this study was to determine whether employees' ideas about striking a balance
between work and personal life are associated with workplace stress, job satisfaction, reasons for
considering quitting their jobs, and plans to actually quit. Based on information gathered from
surveys of managers and fitness instructors, our findings revealed that a lack of a healthy work-life
balance is a potential source of work-related stress, is linked to a number of negative outcomes, and
is linked to a few reasons why employees may decide to leave their jobs.
Review Literature:
Work/life balance, overall job strain, job satisfaction, and turnover intentions were generally
supported by this paper. Findings provide evidence to support the notion that having a lack of
work/life balance is an occupational stressor that leads to strains, according to the authors. Turnover
intentions are a good predictor of an individual's actual behavior, and more closely related to actual
behavior than thoughts about quitting, according to the theory of reasoned action. Using turnover
intentions as the criterion variable in the second study represents a conceptual improvement over
the first study for predicting employee turnover. Work/Life Balance 16 suggests that the effect of
work/life balance on work-related reasons for leaving is mediated by job satisfaction. Work/life
balance is a potential stressor for employees throughout the developed world. Future research
should examine the intra-individual stability of work/life as a predictor of future job strain and job
satisfaction. A limitation was the reliance on turnover intentions rather than actual turnover as a
criterion variable of interest.
Conclusion:
In developed nations around the world, employees may experience stress due to a lack of work-life
balance. Given the 20-year decrease in real wages, the parallel growth in two-earner households,
and the pervasiveness of the "extended" work week, it seems practically likely that many employees
will continue to struggle to balance demanding job, family responsibilities, and other non-work
obligations. Helping employees manage their stress is required as long as they continue to juggle
several responsibilities that put a strain on the resources available. Our research indicates that,
although some organizations create and use stress reduction interventions, it may be beneficial to
create broadly conceived time management training, where instructors and curricula directly
confront and address the need for integrated consideration of work and nonwork commitments.

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WORK LIFE BALANCE
Introduction:
Recently, executives and scholars have become interested in work-life balance. Nearly all people
with professional careers are interested in this topic. Its reflection on all facets of life contributes to
its vast appeal. People who believe that getting a job is the main goal in life turn their job into the
centre of their existence.
People must, however, complete numerous other tasks outside of their professions due to the little
time they have.Work-life balance is examined from an organisational perspective in this study. This
survey may provide working people a chance to think about their views on work-life balance and
give executives a fresh viewpoint. The ability of an individual to fulfil their obligations to their
family, their work, and other non-work-related responsibilities and activities is referred to as work-
life balance in this context. Job-life balance includes roles in various facets of life in addition to the
relationships between work and family responsibilities. In this study, the idea of work-life balance
is favoured because of its more wide links. Different academics have given different definitions of
work-life balance.
Literature review:
Work-life balance is influenced by a variety of factors in daily living. Here are the literary topics
that have the strongest connections to work-life balance. The most crucial factor in determining
work-life balance is an individual. The demands that one encounters in family life and that have an
impact on life balance can be summed up as the need for workload and time, expectations for
family roles, and assistance to be given to the spouse. The work environment has a greater impact
on the imbalance of work and life than the family environment. The institution where one works as
well as his job place demands on his time, effort, and mental capacity. Raising organisational
efficiency is one of the themes managers concentrate on while trying to make the organisation more
effective. Another is getting the staff's organisational loyalty to rise. An individual also has
obligations to certain social groupings to which he belongs, particularly in nations that stand out for
their cultural collectivism. People who feel that their social obligations and family obligations are
not being properly met naturally want to sacrifice their working hours and attend to their personal
requirements.
Conclusion:
Along with employment, there are many other components to life as a whole. The life balance,
which eliminates all imbalances, will be attained by those who have reached harmony in these
areas. One has achieved work-family balance if they are able to properly devote the necessary time
for each area of their lives and avoid carrying over their difficulties from one area to another.
Family-friendly corporate cultures and human resources initiatives have recently been on the
executive's agenda in an effort to lessen the detrimental effects of work-family conflict on working
people. The organisational plan includes job sharing, home working, and flexible work schedules
for both children and the elderly. Work-life balance is made possible by an organization's
supportive programmes for employees' families.

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 The Role of Work-Life Balance Practices in Order to Improve Organizational
Performance

Introduction:
Work-life balance practices are deliberate organizational changes in programs or organizational
culture that are designed to reduce work-life conflict and enable employees to be more effective at
work and in other roles. Organizations are increasingly pressured to design various kinds of
practices, intended to facilitate employees' efforts to fulfill both their employment-related and their
personal commitments. This article addresses the following questions: What does work life balance
mean? Why do organizations apply such practices? organizational performance and employee
engagement is an important paradigm.
Review of Literature:
In recent years, the term "work-life balance" has replaced what used to be known as work-family
balance. Work-family policies are practices that are meant to help employees better manage their
work and non-work times. The issue can be applies to any non-paid activities or commitments.
Work-life balance is the pursuit of meaningful achievement and enjoyment in everyday life,
according to Jim Bird, CEO of Worklifebalance.com. The primary way companies can
help facilitate work-life balance for their employees is through flexible working and reductions in
working time or family-friendly policies. Employers may provide a range of benefits related to
employees' health and well-being, including extended health insurance and personal days. Below
are the practices fall outside the scope of our current paper, but can be viewed as supporting
employees’ health, well-being, and work-life balance.
1. Flexi time allows employees, to determine (or be involved in determining) the start and end times
of their working day this can allow them to meet family or personal commitments.
2. A compressed work week is an arrangement whereby employees work longer shifts in exchange for
a reduction in the number of working days in their work cycle.
3. Job sharing is an arrangement which allows two (or sometimes more) employees to jointly fill one
fulltime job, with responsibilities and working time shared or divided between them.
Work-Life Policies as Strategic Human Resource Management Decisions-
Work-life balance policies have not been consistently found to be beneficial for job performance.
Perry-Smith and Blum (2000) say there is no strong evidence for the universalistic approach for
work-life policies. This means that some HR practices were more appropriate under specific
strategic conditions and less appropriate in other conditions. Delery and Doty, (1996) recognized
three theoretical modes that are utilized in strategic human resource management to explain mainly
financial performance.

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 Organizational outcomes and employees’ benefits of work-life balance practices.

Conclusion:
Employees are juggling greater obligations outside of work as a result of the collapse in the
traditional family, the growth in dual-career couples, and the number of single parents. The best
work-life balance strategies promote employees' autonomy and improve their ability to function
successfully both at work and in their personal lives. Employees are better equipped to balance
work and home obligations the more control they believe they have over their life. For both
employees and employers, a successful convergence of work and non-work components can be
beneficial. It improves productivity by lowering absenteeism, employee turnover, workplace stress,
and work-life conflicts.

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The Impact Work-Life Balance toward Job Satisfaction and Employee
Retention:
Introduction:
Work-life balance means that employees are free to use their working hours flexibly and balance
their work with other commitments. By implementing work life balance programs in the company,
employees will not spend their time doing only their own job . This creates a balance that will make
employees happier and more satisfied to do their work life. Job satisfaction is an emotional attitude
that is pleasant and loves his job. Creating and maintaining employee job satisfaction is important
because satisfied employees give a positive influence on the company.
Literature Review:
Work-life balance (WLB) is one factor that influences employee commitment, job satisfaction and
organizational productivity. According to Lestari dan Margaretha, WLB gives employees
opportunities to balance their career work life and their personal life, and this situation will not lead
to job stress and fatigue in doing their works. Job satisfaction is a personal thing; everyone has a
different level, and leaders need paying attention to see the extent to which the company meets the
expectations of its employees. Employee retention is the main goal for organizations to keep their
employees. Retention of talented employees is an advantage for the company's ability to be
economically competitive.
Work life Balance and Job Satisfaction-
There is an influence between work-life balance and job satisfaction, according to Fisher et al.
(2003). According to Robbins and Coulter (2012), there are usually individual behaviors that can
create conflict and energy for ourselves at work and outside of work. Many companies have offered
programs to meet the needs of employees in creating a balance between life and work; these
programs include family-friendly benefits, flex time, job sharing, telecommunicating and others.
This statement is supported by research conducted by Qodrizana (2018) that showed WLB was
associated with job satisfaction.
Work-life Balance and Employee Retention-
Work-life balance has a positive impact on job satisfaction and employee retention, according to
research conducted by Too and Kwasira (2017) and Grag (2016). The companies need to increase
the use of work-life balance options such as flexible time, division of duties and taking breaks from
work so that employees can feel that the organisation facilitates their co-ordination in family and
professional work life.
Conclusion:
Work-life balance is not a new concept in human resource research. This study has shown evidence
that there is an influence between work life balance and job satisfaction as much as 8.3%. In
addition, this research has important implications for leadership in the company. For further
research, it is expected to deepen the variables in this study and expand the variables.

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Work–Life Balance: Weighing the Importance of Work–Family and Work–
Health Balance.
Introduction:
Work–life balance (WLB) has gained increasing popularity in the public discourse, but academic
knowledge around the concept is not as solid and extensive as the widespread use of the term would
suggest. Researchers have argued that WLB theoretical development has not kept pace with the
popularity of the concept. The present study focuses on the limited consideration given to the
heterogeneous nature of the contemporary labor force in the WLB literature. The family may not be
the most important part of the WLB in determining the positive outcomes of, for example, workers
with chronic diseases. Gragnano et al recently developed the concept of the work–health balance
(WHB), which is particularly relevant for elderly workers and those with a LSHPD.
Review of Literature:
Research directed at the work–life balance (WLB) has focused mainly on the work and family
domains. However, the current labor force is heterogeneous, and workers may also value other
nonworking domains besides the family. The aim of this study was to investigate the importance of
other nonworking domains in the WLB with a particular focus on health. Moreover, the importance
of the effects of the work–family balance (WFB) and the work–health balance (WHB) on job
satisfaction was investigated. Finally, we explored how the effects of the WFB and the WHB on job
satisfaction change according to worker characteristics (age, gender, parental status, and work
ability). This study involved 318 workers who completed an online questionnaire. The importance
of the nonworking domains was compared with a t-test. The effect of the WFB and the WHB on job
satisfaction was investigated with multiple and moderated regression analyses. The results show
that workers considered health as important as family in the WLB. The WHB explained more of the
variance in job satisfaction than the WFB. Age, gender and parental status moderated the effect of
the WFB on job satisfaction, and work ability moderated the effect of the WHB on job satisfaction.
This study highlights the importance of the health domain in the WLB and stresses that it is crucial
to consider the specificity of different groups of workers when considering the WLB.
Conclusion:
Researchers and practitioners should consider the health domain in addition to the family domain
when investigating the work–life balance. The health issue has emerged in the organizational
literature as a central topic. Our results indicate health as a fundamental domain that is as important
as the family dynamics. Overall, this study is relevant for the work–life balance literature because,
it is the first to consider the work–health balance. Moreover, it is one of the few studies that,
through moderation analyses, investigates how the effect of the work–life balance on a relevant
outcome change according to workers’ characteristics.

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A Study on Work-Life Balance of a Female Employee in Indian Industry-
Introduction:
Everyone needed time for themselves, their families, their friends, and other necessities. A female
employee spends practically all her time working and takes away our time with friends and family.
Working women can access limited time. In the current competitive environment, everyone is
working really hard and doesn't have enough time to complete both their individual and family
demands. The work-life balance is a rarity in working people's lives, particularly for professional
women. Although times have changed from the situation where the male family member was
exploited for profit and the female stayed at home, a woman still has to look after the home and
work at the same time, even if times have changed.

Review of Literature:
Gutek Pleck et al. (1980) found that the majority of employees struggled to balance their work and
personal lives. Frone etal. (1992) suggested that workload and work-stress impact the family life if
there is distress in work it leads to family conflicts and vice versa. Williamsand Alliger (1994)
conclude that consequences of bitter feeling take place both from to personal-life and from
personal-life to job. and motivated employees is becoming more and more important to meet the
emerging
Work-life balance is a crucial factor for every female employee to achieve success. In the modern
era, it is essential especially for females as they play a dual role. The Research Paper depicts the
direction of work-life arrangement for the female employee in the Indian industry.
Conclusion:
The study's findings differed from those of a previous study conducted in an Indian sector.
According to the findings, measuring females' work-life balance solely on the basis of employee
and job-related characteristics is insufficient. We indicate that future studies should cover both sides
of relatives and the work-lifestyles of a person are important. Blow-by-blow making plans and
private endeavors could make a person's lifestyle balanced. previous study conducted in an Indian
sector. However, any conclusions drawn from the findings of this study should be approached with
caution, as the communicator appears to be indecisive in responding to the questionnaire. Despite
the cover-up, we discovered that the average score for the bulk of the items assessed for work
satisfaction, work-stress, and job-related factors only ranges from 2.0 to 3.6 (on a scale of 1 to 5)
satisfaction. It is done whilst a person experiences gladly together along with her non-public
lifestyles in addition to running lifestyles.

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Conclusion
Work-life balance remains an issue that requires considerable attention from society. The changing
nature of the global economy, where organizations often operate on a 24/7 schedule and
technological advances have made it possible for an employee to be always connected, has ushered
the work-life balance issue into the forefront of the minds of many
The work-life programs incorporated at organizations provide the flexibility and support that help
individuals navigate through the increasing complexities of modern life that encompass various
priorities, including dual-earning families, childcare, and elder care to name a few. However, there
is an apparent under-utilization of these programs (Rodbourne, 1996; Spinks, 2004). It is up to the
employer and the employee to work together to facilitate the acculturation of work-life balance into
the organization. As, working longer hours does not necessarily contribute to decreased job
security, but does contribute to decreased work-life balance. Additionally, lower work-life balance
is correlated with increased dissatisfaction at work. The disadvantages of having dissatisfied
employees should be a motivating factor behind the acculturation process. Although work-life
balance may be viewed as a utopian dream, society must not fail to respond to the needs of
individuals when dealing with complex issues arising from work and the rest of life, especially
among individuals further along in their lives and careers. With the many problems associated with
stress, including issues of health and well-being and decreased productivity, society would be wise
to foster an environment that proactively engages individuals to reflect on their choices and
priorities. Individuals who seek balance to maintain health and harmony may lead fuller and more
productive lives, which could potentially benefit all aspects of society and business.

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