Literature Review

A Systematic Literature Review of FIIB Business Review

1–16

Work-Life Balance Using ADO Model

2022 Fortune Institute of
International Business
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DOI: 10.1177/23197145221115530
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Rosy Singh1, Shalini Aggarwal1 and Shalini Sahni2

Abstract
This study systematically synthesizes the existing literature on work-life balance (WLB) over the last 16 years to determine the various
constructs associated with it using the Antecedents, Decisions and Outcomes (ADO) model for the WLB construct. It also identifies
research gaps and proposes a direction for future research. A rigorous systematic literature review (SLR) process as proposed by
Tranfield et al. (2003) is followed. Further, the study uses the PRISMA framework to select the 43 full-text articles relevant to the WLB
in business management. The review was conducted for the studies from 2004 to 2020, used only published articles, and excluded
books and conference proceedings. This review provides an organized view of the antecedents, decision processes and outcomes of
WLB in the business management domain. The analysis provides information on the most prolific authors and journals. This review
also found that the most productive institutions publishing WLB-related literature are based in India. This review contributes to the
literature by proposing a conceptual model that provides a theoretical understanding of WLB. It also provides essential insights into
how personal, household and organizational factors influence WLB.

Keywords
ADO model, PRISMA model, systematic literature review, work-life balance

Introduction personal and professional life is what matters most to the

Work-life balance (WLB) is defined as ‘satisfaction at
work and home with a minimum role conflict’ (Clark,
2000). While it is not easy to bring about changes for some
aspects of the matter, individuals can shape IT to a certain
degree by distinguishing between home domain and
workplace borders. It will help them achieve the desired
balance between the two ends and attain job satisfaction.
In WLB, the parity is between home life and work life.
Home life incorporates family, companions and self, and in
work life, occupation and vocation are considered. The
point to understand and ponder is that the family time that
interferes with work is uncritical because it is short in
length. However, organizational time that interferes with
family life is what matters (Reynolds, 2005). Here, we
should understand that the actual working hours impact the
employee attitudes, but the work-life imbalance is the
outcome of perceptions relating to work timings and work
pressures (Roberts, 2007). Good integration between
new generation (Buddeberg-Fischer et al., 2008). In the
same perspective, managerial decisions or informal
arrangements like family-oriented work policies also play
their role in balancing family and work (Burgess et al.,
2007; Poulose & Sudarsan, 2017). Jiang et al. (2004)
conducted a study on 135 bank employees and established
that stress burn out was irrespective of gender, age,
education and marital status. It was found that excess
workload leads to emotional exhaustion, role ambiguity
and role conflict.
In the past few years, there has been a change in the
working environment from a contemporary to a more
methodological approach that caused changes in the
aspirations and expectations of professionals. This
professional approach clubbed with demographic changes
in the workforce has created disequilibrium in the personal
life of employees and hence has become a matter of grave
concern for scholars and businesses because so many
women are now joining organizations in responsible

1 Chandigarh University, Chandigarh, Punjab, India.

2 Koach Scholar, India.

Corresponding author:
Shalini Aggarwal, Chandigarh University, NH-95, Dyalpura Road, Ludhiana–Chandigarh State Highway, Sahibzada Ajit Singh Nagar, Chandigarh, Punjab
140413, India.
E-mail: shaliniaggar@gmail.com
2
positions. Simultaneously, due to the movement of people
in search of jobs to big cities, the conventional joint family
system suffered a setback, pushing the working couples to
tight corners (Lyness & Judiesch, 2014). The concept of
dual-earning families also impacts the WLB because of
women’s undefined family responsibilities by default
(Oláh et al., 2018; Rajadhyaksha & Bhatnagar, 2000). This
dual pressure situation has made life difficult for working
people because of their inability to manage both family and
professional needs efficiently.
In the same way, the internet has played a negative role
by diffusing the boundary between the workplace and home
because people are forced to remain connected with the
organization as desired by employers. Additionally, some
specific businesses require continuous connectivity beyond
working hours through the internet to establish contacts and
improve customer relations. These include the service sector
having multinational businesses whose customers are spread
across different time zones (NASSCOM Newsline, 2008).
As more and more employees are working from home, the
lines between ‘workspace’ and ‘homespace’ are bleak and
blurred, and the need for a considerate approach has
compounded. According to Hewitt’s Attrition and Retention
Asia Pacific Study (Hewitt Associates, 2006), there is a
stronger need to draw a thick line between work and family
because this change in environment is adversely telling upon
the family relations that need to be re-strengthened.
Moreover, due to the recent technological and economic
developments, employees at the global level are facing
significant stress owing to long and inflexible working
hours, lack of formal employment regulation and the limited
provision of family-friendly work policies (i.e., Chou &
Cheung, 2013; Poulose & Sudarsan, 2017). Employees’
mental health and well-being has emerged as a key
imperative for organizations (Keyes, 2006; Kowalski &
Loretto, 2017) . It is crucial to build and emphasize a WLB
that supports emotional and mental support for everyone
within and around the organization.
Against this background of changing trends in the roles
and setting up of a new normal among the workforce, it is
appropriate to review the construct of WLB using the
Antecedents, Decision Processes and Outcomes (ADO)
framework as the boundaries between personal life and
work have become blurred causing an imbalance. A closer
examination of the WLB is critical in light of the earlier
evidences that suggest that the pressures of the increasing
economic growth and the fierce competition for the last
few years have created the demand for WLB of employees
(Choi & Kim, 2017; Fujimura et al., 2014). The study
systematically reviews the literature on various aspects of
WLB such as household factors, organizational support
and individual factors, and highlights the results of the
same using the ADO framework
There has been an increase in empirical studies conducted
on the WLB. However, there is no comprehensive review of
WLB that provides information on the constructs associated
FIIB Business Review
with it. Therefore, there is a need to conduct construct-
specific research to better understand WLB issues and the
contextual factors underlying work-life experiences of the
employees. This will help the HR managers develop policies
that can improve employee well-being, which will further
improve organization performance. Thus, the main stimulus
for conducting a Systematic literature review (SLR) on the
subject of WLB is as follows: First, SLR helps create
research in a scientific, replicable and transparent manner.
Second, it provides the list of variables associated with
WLB, which led to a conceptual framework that highlights
the antecedents and outcomes of the previous studies, which
help scholars to identify the future scope of work in this field
(Khanra et al., 2020). Third, the study contributes by
proposing propositions for future research work.
Going forward, the existing literature on WLB has been
reviewed from 2004 to 2020 with the following research
questions:
1. How has WLB been affected due to extreme pressure
and globalization?
2. What are the key constructs associated with WLB?
3. What are the antecedents, decisions and outcomes
of WLB?
4. What are the future opportunities for research and
publication in the area of WLB?
The aforementioned research questions were used to refine
the search process for reviewing the articles. Based on the
earlier research questions, the study engages explicitly in
an SLR of WLB by analysing important academic databases
such as Scopus and Web of Science. The review was
conducted from 2004 to 2020, and a rigorous approach to
the Preferred Reporting Item for Systematic Reviews and
PRISMA model was adopted for finalizing the papers. The
study uses only published articles and excludes books and
conference proceedings.
Research Methodology
What, How and Where of Systematic
Review
To conduct a systematic review of WLB, articles from
SCOPUS and Web of Science were reviewed in this study.
One of the essential dimensions of WLB involves
minimizing role conflict between work and family roles
(Allen et al., 2000; Clark, 2000), therefore along with
WLB, the study also searched for the relevant studies with
key word ‘work-life conflict’. Thus, an exhaustive Boolean
search with combinations such as AND/OR was used along
with the keywords using the search string ‘work life
balance’, ‘work life’ and ‘work life conflict’.
The main objective of any SLR is to answer three main
questions—what do we know, how do we know, and where
we are heading to—which is achieved by integrating large
Singh et al. 3

volumes of information and further processing into Table 1.  Inclusion and Exclusion Parameters for Paper
comprehensive information by highlighting research gaps Selection
and future opportunities in the organizational settings (Paul
Inclusion Criterion Exclusion Criterion
& Criado, 2020). What do we know is answered by
consolidating all the information about the construct under • Articles related to • Papers from immunology,
management, psychology medicine genetics, molecular
study WLB. Within the time frame of 2004 until 2020,
and social sciences were biology, pharmacology and
Boolean search extracted 500 articles (300 from Scopus included. engineering were excluded,
and 200 from WOS). All the articles were screened • Academic journal papers, • Books, dissertations,
independently by all the authors; however, only those conference proceedings and
articles were considered where all the authors agreed to book reviews,
inclusion and exclusion criteria as mentioned in Table 1. A • Papers published in • Papers published a language
rigorous process of SLR as proposed by Tranfield et al. English other than English
(2003) is followed and is classified in three phases: (a) • Articles in press
planning, (b) conducting and (c) reporting the review is • Articles without abstract
followed and discussed in the following sections. Source: The authors.

Planning the Review

Following the previous literature, the two prominent
electronic publication databases, Scopus and Web of
Science database, extracted the relevant articles published
from 2004 till 2020. The base year was considered as 2004
as the leading publications often appeared in that particular
year while searching.
Conducting the Review
All articles were selected independently from both the
databases by all the authors and according to the specific
inclusion and exclusion criteria mentioned in Table 1
(Krippendorff, 1989). Using the key search terms, the
initial search provided 500 articles from Scopus (n) = 300
and WOS (n) = 200. A further search was limited to journal
articles written in English and related to management,
psychology and social science. Books, monologues,
conference proceedings, communication to editors and
book reviews were excluded, which yielded 200 articles.
These 200 articles were further screened for duplicacy,
relevancy and quality check using PRISMA model (Moher
et al., 2009). Additionally, three more studies were added
based on backward citations as they were relevant and
aligned to our objectives defined. The rigorous process of
a PRISMA protocol resulted in 43 articles for final review
and Figure 1 provides detail on how the number of articles
were reduced from 500 to 200 and further to 43.

Figure 1. PRISMA Flow Diagram

Source: Authors’ work.
4 FIIB Business Review

Reporting Table 3.  Journal of Publication

The study follows an ADO framework-based analysis to Name of the Journal Articles Published
report the results and provides bibliographic information Gender in Management: An International 11
based on publication trends, top listed journals, research Journal
methods used and the context of the studies. International Journal of Hospitality 2
Management
South Asian Journal of Global Business 2
Results Research
Journal of Management Development 2
Classification and Analysis of the Literature Applied Ergonomics 1
Gaceta Sanatoria 1
This section includes 43 selected research studies based on
Ecological Economics 1
publication year, journal title, location of study, type of
Equality, Diversity, and Inclusion: An 1
research and data and statistical techniques (Appendix). International Journal
Thus, it will be expedient to understand the literature Facilities 1
available on WLB in this context. Industrial and Commercial Training 1
International Association of Applied Psychology 1
Year of Publication
International Journal of Educational 1
Table 2 shows the distribution of articles published from Management
2004 to 2020. It can be seen that there has been an International Journal of Organizational Analysis 1
increasing interest in this topic, mainly in the past decade. International Journal of Sociology and Social 1
From 2004 to 2013, a few studies were conducted on WLB. Policy
Journal of Asia Business Studies 1
The increasing number of studies conducted after 2013
Journal of Business Research 1
elucidates that WLB is given more importance now in The Social Science Journal 1
society. Journal of Family Business Management 1
Journal of Publication Journal of Global Responsibility 1
Journal of Managerial Psychology 1
The literature was analysed through the important journals Journal of Organizational Behavior 1
in this area. Results revealed that the dataset of 43 articles Journal of Vocational Behavior 1
is spread over 30 journals (Table 3). Gender in Management: Personnel Review 1
An International Journal is the most-cited journal with 11 Qualitative Research Journal 1
publications, followed by South Asian Journal of Global Research in Personnel and Human Resources 1
Business Research, International Journal of Hospitality Management
Research in Social and Administrative 1
Management and Journal of Management Development
Pharmacy
with two citations each. The remaining journals had only Science Direct 1
one article to their credit. Stress and Health 1
Country of Research Papers The British Journal of Sociology 1
The Joint Commission Journal 1
Figure 2 notes the names of the countries from where the
Source: The authors.
sample data have been obtained. The classification showed
that 23 studies have been conducted in India, which is the most studies use quantitative data (31 studies) followed by
highest, followed by the United States with nine studies. qualitative study with 10 papers and conceptual study with
The remaining countries have one paper to their credit. two.
Type of Study Types of Data Used
The author has classified the studies under three categories: Table 5 shows that the majority of the study is conducted
qualitative, quantitative and conceptual. Table 4 shows that using the primary data source. Only one research paper
uses secondary source of data.
Table 2.  Year of Publication
Publication House
Year No of Articles Year No. of Articles studied Most of the papers in the study are from the Emerald
2004 2 2015 4 database followed by Elsevier, which has nine papers
2010 1 2016 7 (Figure 3). Wiley Publication has six papers in the study
2011 4 2017 5 and one paper is from Science Direct.
2012 1 2018 4
2013 1 2019 7 Statistical Techniques/Methods
2014 6 2020 1 Table 6 defines the statistical techniques used in this paper.
Source: The authors. The analysis provides information about the most popular
Singh et al. 5

Figure 2. Country of Sample Data

Source: Authors’ own work.

Table 4. Types of Study and widely used techniques in this area of research. Table 6
gives the frequency of statistical techniques used in the
Types of study No of Papers
selected research articles, and it shows that regression
Qualitative 10 analysis is the most popular and frequently used technique.
Quantitative 31 Structural equation modelling is another technique
Conceptual 2
preferred by the researchers.
Source: The authors.
Context
Table 5. Types of Data Context defines the sector in which the studies have been
conducted. From Table 7, it can be analysed that eight studies
Types of Data No of Articles
have been conducted in general, which is not specified to
Primary 42 any industry but is based on working professionals. The next
Secondary 1 highest score is given to the hospitality industry (7), followed
Source: The authors. by working women (7). Five studies are conducted in the IT

Figure 3. Number of Papers in Various Databases

Source: Authors’ own work.
6 FIIB Business Review

Table 6.  Statistical Techniques industry and for students as well. The manufacturing
industry, police and members of the parliament each have
Techniques/Methods No of Articles %
one study to their credit.
ANOVA 1 2
Correlation 3 7
Mann–Whitney U-test 2 2 Antecedents, Decisions and
Regression analysis 23 57 Outcomes of WLB
Structural equation modelling 11 27
t-statistics 3 5 This section synthesis and integrates the information
Total 43 100 retrieved by doing a systematic literature review of WLB
Source: The authors. construct associated with personal factors, household
factors, organizational factors and social factors that leads
to various types of positive and negative outcomes by
Table 7. Context
using antecedents, decisions and outcomes of WLB
Context Number (ADO) model (Figure 4).
Hospitality industry 7
IT sector 5 WLB and Personal Factors
Working women 7
Academician 3 Demographic factors: The life of a person is usually divided
Banking sector 2 between the two inseparable ends of family and work, and it is
Managers 2 not easy for them to keep both ends balanced. This challenging
Manufacturing industry 1 situation is the prime cause of the issue of WLB (Md-Sidin
Parliamentarians 1 et al., 2008). Personal factors that have been studied in the past
Police 1 are gender, age, education level, marital status, parental status
Working professionals 8 and family responsibility. It could also be the product of
Union workers 1
personality, age and gender in particular, whereas marital
Students 5
Total 43
status also contributes to some extent (Gunkel, 2007). Studies
have revealed that single employees face more minor issues of
Source: The authors.
WLB and are more satisfied than married employees (Lindfelt
et al., 2018). Other factors such as priorities of life, citizenship

Figure 4.  ADO Framework for WLB

Source: The authors.
Singh et al. 7
and childcare arrangements also lead to WLB issues among
employees.
Personal growth: Singh et al. (2011) explain that values of
personal growth, self-fulfilment and community
development have explained a large number of variances
in WLB and physical ambience.
Subjective well-being: It is an important factor for
maintaining the WLB. Sun et al. (2019) reported that
employees want to have more leisure time, enjoy a slower
pace of life, control their own time and schedule, and do
what they enjoy.
Self-fulfilment: Mishra et al. (2014) explain that to enhance
their work-to-family enrichment, employees should try to
draw boundaries for work and family activities as done by
Indian professionals and to involve activities such as
volunteering for an NGO, effective time management,
scheduling, shopping and providing community facilities
like good day-cares that brings happiness and personal
growth (Rana & Quttainah, 2020).
Personal health and mental well-being: There has been
growing concern about working people’s personal health
and mental well-being due to excessive work pressure. Due
to the revolution in technology, there is a change in
management philosophy and a growing demand of
increased expectation from the workforce. Further, with
the coming of the internet, the distance between work and
family has been minimized. The employees have to work
continuously without breaks leading to stress, chronic
illness (Davenport et al., 2016). At this point, there is a
need for the employers to take care of the health issues of
their employees by providing flexible working hours and
supporting them in every aspect to achieve good personal
health and mental well-being.
WLB and Household Factors
Spouse support: This has a significant impact on
maintaining WLB as it refers to the cooperation and
support of the spouse in managing roles and responsibilities
in all domains of life (Dumas & Perry-Smith, 2018;
Kowitlawkul et al., 2019). Married couples where both
men and women are working need to show empathy with
each other and respect each other. Dividing the role and
responsibility at both ends would reduce the burden
(Gordon & Whelan-Berry, 2004). Spouses should help
each other in taking significant decisions of their life like
changing jobs; helping each other at difficult times at both
home and work will make life easier and happy.
Family factors: Although professional life and family are
two things, they are still closely linked together. It is the
family factors that directly impact the quality of work-life.
The family shapes the attitudes of the working members
toward their job roles, all the more in the case of female
employees. If family members support working women, it
leaves a motivating effect on them and hence their dedication
to their organizational roles and goals attain a higher degree
(Kang & Kochar, 2013). Finally, the efficiency is increased,
and absenteeism is reduced. The employee behaviour is
transformed from withdrawal to ownership.
The multiplicity of roles and responsibilities at two
fronts: Researchers have also established that the multiplicity
of roles and responsibilities at two fronts is responsible for
negative outcomes at both professional and family levels.
The proactive and active approach of managerial style can
have merits that prevail over demerits. With the advent of
globalization and technology, employers’ expectations have
increased towards the workforce. More work and aggressive
reactions are required from the workforce. At the same time,
managing home is also essential for taking care of their
parents and children. Here, it is essential to draw a thin line
between the two places of work and home (Nielson et al.,
2001). Otherwise, it might lead to work-family conflict
(WFC). Employers should design work-family enrichment
policies and flexible time to give employees time to spend
with the family. Moreover, spouse support also plays a
significant role to live happily and peacefully (Matilla-
Santander et al., 2019).
WLB and Social Factors
Culture: it defines the culture of a place or a society. This
culture shapes the outlook of the people living there. If a
society’s culture is strict and rigid, it creates trouble for the
people living in that environment. On the contrary, the
liberal attitude of society brings satisfaction and joy among
the employees (Mushfiqur et al., 2018). As a result, it can
be said that societal culture had a significant and consistent
influence on WLB policy usage and work-to non-work
self-efficacy in consideration of collectivism, power
distance and gendered norms (Brown et al., 2021).
Social support: Social support in the form of assistance
received from the neighbourhood and community in times
of necessity has a significant effect on WLB (Balkin et al.,
2018; Markwei et al., 2019).
Friends support: Consulting close acquaintances to get a
new perspective on one’s problems and to take a tough
decision (Dhanya & Kinslin, 2016) has a significant impact
on WLB (Kowitlawkul et al., 2019).
WLB and Organizational Factors
The support and cooperation received from the colleagues
and supervisors help the employees greatly balance
8
professional and personal life (Beauregard & Henry, 2009;
Haar et al., 2019. It is referred as supervisor and co-worker
support.
Organizational support: Fair and compassionate treatment
from an organization will boost the employee’s morale and
commitment (Robbins & Judge, 2017). Inspiring and
supporting employees would significantly impact their
feelings, either positively or adversely, in commitment
toward reaching organizational goals (Rajthilak et al., 2021).
Organizational reward policy: Responsibility toward
one’s organization is defined as commitment, and reward is
a tangible appreciation presented for one’s professional
contributions. The basis for a reward for the employees
depends on their grade of service, expertise, seniority and
duration of service (Azman et al., 2014; Eisenberger et al.,
2002).
Extrinsic and intrinsic rewards have been discussed in a
paper by Robbin and Judge (2017). According to them, reward
ranges from wages, bonuses, allowances and promotions to
affiliation with peers and superiors, acknowledgment,
appreciation, opportunities for self-development, physical
environment and the organization’s policies.
Organizational work culture: Often, work warrants the
employees to spend extra time at their workplace to complete
the designated task(s). This leads to demanding situations
from employees due to their additional commitment shown
to the organization. Employee-friendly policies and support
services as a concrete parameter to judge an organizational
work culture in nurturing a healthy WLB (Guest, 2002).
Work-family enrichment policies: Work-family
enrichment is a recent phenomenon that explains the
process where the experiences of one role improve the
quality of life in the other. Work-family positive spillover,
and at times work-family facilitation, fall under the rubric
of work-family enrichment. Usually, this process begins
when resources are generated in the originating role, that
us, a workplace that can be used in the receiving role, that
is, family (Career Research, 2020).
Semlali and Hassi (2016) propose that in designing
policies and organizational practices directed toward
improving WLB of employees, supervisors and the human
resource department should be more vested.
Flexible work options: Shanmugam and Agarwal (2019)
report that the provision of a flexible work system can
significantly reduce work-life conflict, decrease attrition
and improve job satisfaction (Jill et al., 2014; Singh &
Aggarwal, 2021). While researchers claim that flexible
work systems empower women in contributing to their
personal and professional lives meaningfully, Melo et al.
(2018) reported that this arrangement could have some
impact on the adoption of sustainable behaviours.
FIIB Business Review
Limiting official duty at home and long working hours:
Some strategies adopted by Members of Parliaments such
as prioritizing roles, limiting official tasks at home and
using social support to help them in managing their work
pressure have been discussed by Markwei et al. (2018).
Brauner et al.’s (2019) findings emphasize those
demanding work timings in general and at times particulars
in case of shift work and weekend work as a risk of poor
health and WLB. Well-designed shift schedules help in
protecting employees’ well-being.
Commuting time. It is the total time used to reach the
workplace from home. Though commuting negatively
influences WLB, commuting time and distance are not the
same for all employees (Denstadli et al., 2017). Employees
travel long distances to reach their workplace. They conceive
this time as unproductive (Denstadli et al., 2017). Others use
their time for thinking, relaxing and shifting gears mentally
(Mokhtarian & Salomon, 2001). Therefore, the perception
regarding commuting varies with individuals.
Decision Outcomes and Processes
Positive Outcomes of WLB
Well-being of employees and increased employee
productivity: WLB will yield many positive outcomes for
the employees such as well-being and increased
productivity (Jackson and Fransman, 2018), which in turn
benefit their respective organizations by leading to
increased organizational productivity (Singh & Aggarwal,
2020).
Job satisfaction: Employees having good WLB experi-
ence job satisfaction. There is a positive co-relation
between WLB and job satisfaction (Jackson & Fransman,
2018)
Organizational commitment: A key objective of the
WLB is to facilitate organizational commitment (Adame
et al., 2016; Emre & De Spiegeleare, 2019). The existence
of WLB benefits from the motivation, involvement and
creativity in the performance of the employees (Alegre &
Pasamar, 2018).
Employees with better WLB stay with the same
organization (Jiang & Shen, 2018). Moreover, WLB has a
positive predicting and contributing effect on the
employees’ subjective well-being (Cain et al., 2018;
Hoffmann-Burdzińska & Rutkowska, 2015).
Sustainable careers: A sustainable workforce is where
employees are not treated as primary resources. Employees
can be deployed to serve employers’ economic ends by
depleting their skills, talent and energies and in creating a
caring and supportive work environment for their well-being.
Employees are not to be given relentless schedules to execute
the tasks and excessive workload while providing them with
the necessary support and resources to recover during times
Singh et al. 9
of crisis (e.g., natural disasters and sickness). It will help to
avoid burnout, and employees are given time to compose
themselves to perform in the future. Sustainable human
resource management will ensure employees perform well in
their job and be creative, innovative and thereby flourish. It
will also develop positive social relationships at the
workplace, enhancing the organization’s performance,
including better cohesion among organizational members
and their viewpoints, commitment to a common goal, hope
for organizational success, resilience, sharing knowledge and
collaborative capacity. Enrichment of non-working roles can
improve job performance due to the added synergies
(Demerouti et al., 2010).
Negative Impact of WLB
Health problems: Adverse impact on individual
performance due to low energy levels and fatigue results
from low WLB (Rothbard, 2001). This imbalance in work-
life can negatively impact health due to stress and a
withdrawal tendency. In an organizational setup, such
people can influence the others and can harm the overall
productivity (Adams et al., 1996).
Work-family conflict: Work-to-family and family-to-
work conflicts being bidirectional (Netemeyer et al., 1996)
explains the effect of work due to family or the other way
around. Both situations are unacceptable due to the
different casual effects (Frone et al., 1995). WFC, by
definition, is an inter-role conflict where the pressures
from both domains (personal and professional) are
incompatible with each other (Greenhaus & Beutell, 1985).
There could be adverse effects in both family and the
organizational domains due to work-life imbalance, and
this can be majorly observed with women employees.
Studies present that WFC acts as a moderator between
circumstances at the workplace, home and the outcomes. It
also moderates between work, family role pressure and
personal well-being (Frone et al., 1995). Though the quality of
work and family life are distinct constructs, familial aspects
have a significant influence on the quality of work life.
Familial factors will positively impact work-life and employee
behaviour and attitudes that are nurtured over time.
The proposed model makes two important contributions
to the literature. First, we contribute to the literature by
systematically identifying antecedents of the WLB construct.
Most of the studies included in the review are from the
United States and India that has collectivist culture.
Therefore, our model is more suitable in the Asian context.
The generalizability of the model needs to be tested in other
cultures; there are differences in working policies, gender
roles and flexibility of working hours. Second, the model
contributes to the literature by summarizing the consequences
of WLB into significant categories of positive and negative
outcomes of WLB. These outcomes consider the various
social, personal, household and organizational factors that
characterize the experiences of employees majorly working
in the United States and India.
Discussion and Future
Research Agenda
This section reviews our analysis and highlights
opportunities for empirical and theoretical advancement of
the WLB literature.
Importance of Culture
The findings of the study show that WLB is more prominent
in India and the United States. In both countries, the culture
provides a family-friendly environment and flexible work
practices (Kalliath et al., 2011; Pedersen et al., 2009).
Research around workplace practices in both India and the
United States has explicitly stressed the need for more
flexible work practices that encourage a better WLB. This
can be reasoned out with the fact that in the past few years,
there has been a change in the working environment from a
contemporary to more methodological approach that also
caused changes in aspirations and expectations of
professionals. There is a greater need to understand the WLB
as women have joined the workforce in the past three
decades (Mesmer-Magnus & Viswesvaran, 2005). As a
result, changing gender roles has generated a lot of interest
among scholars. This created a lot of imbalances at both the
home and professional front due to the demands of childcare
and elderly issues (Hill et al., 2004). Therefore, scholars
should look at the cultural aspects of both developed and
developing countries concerning individualism-collectivism
culture, power distance and gender egalitarianism.
Methodological Issues
Further, the study identifies that authors have majorly used
primary data to examine WLB and that there are very few
studies that have used secondary data, which further calls
for secondary research on the vast data available with the
organizations to examine the WLB of employees. Further,
the results highlighted that most studies have quantitative
data followed by qualitative study and two papers are
based on the conceptual study. Appendix 1 also shows that
the sample considered for the WLB research did not
include specific segments of the population, such as
individuals from low-income groups, generational cohorts
and self-employed. The study thus proposes to conduct
more qualitative studies, experimental studies and
ethnography studies to understand the hidden phenomenon
that has not been explored through survey methods. Future
research should focus on comparing generation X and Y as
both generations differ in their behaviours and have
different work choices (Twenge et al., 2010) that can have
a more significant impact on the success of an organization.
Antecedents and Outcomes of WLB
From the article, it can be inferred that the factors affecting
WLB include personal, household, organizational and
social factors. Personal factors include self-fulfilment,
10
subjective well-being and personal growth. Positivity in
the personal factors leads to positive outcomes of WLB. It
brings joy and happiness among the employees. The second
factor is the household factor. It includes spouse support,
family and relative support. If there is a support from
friend, relatives and society, it leads to positive WLB.
Similarly, society also plays a significant role in impacting
the WLB. If the society’s values are liberal, it leads to
happiness among the employees. A strict and rigid culture
in a society makes life difficult for the people. Organizational
factors includes reward policy, work-to-family enrichment
polices, flexible working hours, and limiting official duty
at home and long working hours. If an employee gets all
these facilities, it leads to the employees’ well-being and
enhances their productivity, leading to job satisfaction and
affective commitment.
Further, the proposed ADO model opens up various
avenues for future researchers for conducting cross-cultural
comparisons for examining the impact of various
antecedents on organizational and personal outcomes.
Additionally, sectoral comparisons can also be made to
understand the factors that can help organizational growth
through work-life practices.
Limitations of the Study
While our review identified a number of antecedents and
consequences of WLB, limited attention has been given to
the inter-relationships among these constructs. We also
identified various WLB decision factors such as
demographic factors, family support and spouse support
that may affect the relationship between WLB and its
consequences and that can act as mediator or moderator,
which the scholars can further test in the future studies.
Second, the review has considered WOS and Scopus
databases; scholars are suggested to include more databases
for more robust findings. Further, studies can be considered
with books, dissertations, conference proceedings and
book reviews, which are a limitation of the present article.
Appendix
# Name Context
1 Rajadhyaksha (2012) 12 HR managers of Indian
organization
 2 Baral and Bhargava (2011) 216 manufacturing and
information technology (IT)
sectors.
 3 Poulose and Sudarsan (2017) 182 nurses in the healthcare
sector
 4 Shanmugam (2017) 138 working mothers in the
IT sector
 5 Baral and Bhargava (2011) 485 managers in India
FIIB Business Review
Implications
Due to a radical shift in the employee’s workforce interests,
WLB has gained importance over the years (Kalliath &
Brough, 2008), and it has several policy and theoretical
implications. Policymakers should focus on employee’s
well-being as it has significant impact on their performance.
Therefore, policymakers should implement practices that
do not consider them as separate entities. Simultaneously,
managers in the organization must evaluate these practices
with respect to WLB of the employees.
Theoretically, the study will help the scholars to
understand how the WLB literature has been shaped and has
evolved since 2004. Furthermore, the scholars interested in
WLB can use this SLR to position their research by working
on the potential gaps discussed in this article and by
developing some research questions for future work. Third,
the present SLR on WLB helps the research community in
general and young scholars in particular to understand the
merits of this emerging theoretical framework in explaining
behavioural dimension related to WLB.
Overall, the study will further provide insight to the
organizations and society to incorporate the effective WLB
policies to generate affective commitment toward the
organization. Incorporating policies such as flexible
timings, flexible work options, giving adequate time for
family and helping employees have time for subjective
well-being and self-fulfilment will bring more satisfied
employees. It will hone their skills and capabilities and will
increase the dedication towards the organization, leading
to increased productivity and performance (Mesmer-
Magnus & Viswesvaran, 2005).
Declaration of Conflicting Interests
The authors declared no potential conflicts of interest with respect
to the research, authorship and/or publication of this article.
Funding
The authors received no financial support for the research,
authorship and/or publication of this article.
Household Family Organizational Qualitative/
Factors Factor Support Quantitative Country
Yes Yes Yes Qualitative India
yes Yes Yes Quantitative India
Yes Yes Yes Quantitative India
Yes Yes Yes Quantitative India
Yes Yes Yes Quantitative India
(Appendix conitinued)
Singh et al. 11

(Appendix conitinued)

Household Family Organizational Qualitative/

# Name Context Factors Factor Support Quantitative Country
 6 Agarwal and Lenka (2015) Women entrepreneurs Yes Yes Yes Conceptual India
 7 Shanmugam and Agarwal (2019) 203 Indian IT sector Yes Yes Yes Quantitative India
 8 Shah and Rajadhyaksha (2016) 628 young employees Yes Yes Yes Quantitative India
 9 Uppalury and Racherla (2014) 105 senior women executives Yes Yes Yes Qualitative India
from major metropolitan
cities in India
10 Majumdar et al. (2011) 100 working women, Yes Yes Yes Quantitative India
home-based working women
11 Doble and Supriya (2011) 612 Indian students Yes Yes Yes Quantitative India
12 Jill et al. (2014) 210 copreneurs with Yes Yes Yes Quantitative USA
businesses
13 Thakur et al. (2018) 266 working women. Yes Yes Quantitative India
14 Nayak et. al. (2016) 158 healthcare employees Yes Yes Yes Quantitative India
15 Ganesh and Ganesh (2014) 307 bank employees Yes Yes Yes Quantitative India
16 Rathi Barath (2013) 148 police personnel Yes Yes Yes Quantitative India
17 Brown et al. (2020) 258 professional women Yes Yes Yes Qualitative The US.
18 Singh et al. (2011) 312 MBA- and non-MBA Yes Yes Quantitative India
graduates and Indian and
non-Indian
19 Warren (2004) 10,000 female employees Yes Yes Yes Quantitative USA
20 Jain and Bhatt (2015) 239 students of business Yes Yes Quantitative India
schools
21 Mishra et al. (2014) 24 middle management Yes Yes Yes Qualitative India
segment of consulting, IT and
FMCG firms in India
22 Shastri et al. (2019) 13 women entrepreneurs Yes Yes Yes Qualitative India
23 Semlali and Hassi (2016) 415 IT professional women Yes Yes Yes Qualitative Morocco
24 Priyadarshini et al. (2016) 212 professor of college Yes Yes Yes Qualitative India
25 Markwei et al. (2018) 10 female parliamentarians in Yes Yes Yes Qualitative Ghana
Ghana
26 Paul et al. (2019) 345 Indian manufacturing Yes Yes Yes Qualitative India
industry
27 Ng et al. (2016) Different generation Yes Yes Yes Conceptual Hong Kong
paper
28 Rastogi & Chaudhary (2017) 496 employees working in Yes Yes Yes Quantitative India
diverse nature of
organizations in India
29 Sun et al. (2019) 36 hospitality and tourism Yes Yes Yes Quantitative USA
entrepreneurs
30 Brauner et al. (2019) 13,540 BAuA Working Yes Yes Yes Quantitative German
Time Survey—A nationally
representative survey of the
German workforce
31 Hofmann and Stokburger (2017) 2,219 hotel industry Yes Yes Yes Quantitative Austria
32 Melo et al. (2018) 191 hotel owner Yes Yes Yes Quantitative UK
33 Santander et al. (2019) 13,683 European Union Yes Yes Yes Quantitative European
worker
34 Lyness and Judiesch (2014) 40,921 managers in 36 Yes Yes Yes Quantitative USA
countries
35 Karkoulian Srour and Sinan 320 Lebanese banking sector Yes Yes Yes Quantitative Lebanese
(2016) employees
36 Smeltzer et al. (2017) Academic administrators Yes Yes Yes Quantitative
37 Lindfelt et al. (2018) 811 faculty member Yes Yes Yes Quantitative USA
38 Pookaiyaudom (2015) 65 international programme Yes Yes Yes Quantitative Bangkok
students
(Appendix conitinued)
12 FIIB Business Review

(Appendix conitinued)

Household Family Organizational Qualitative/

# Name Context Factors Factor Support Quantitative Country
39 Haar et al. (2014) 1,416 employees from seven Yes Yes Yes Quantitative Malaysian
distinct populations Chinese,
New Zealand
Maori, New
Zealand
European,
Spanish,
French and
Italian
40 Barber et al. (2019) 663 adults with various full- Yes Yes Yes Quantitative USA
time jobs
41 Direnzo et al. (2015) 367 college-educated Yes Yes Yes Quantitative USA
employees
42 Gordon and Whelan-Berry 744 working women’s Yes Yes Yes Quantitative USA
(2004)
43 Davenport et al. (2016) Practitioner and expert Yes Yes Yes qualitative Australia
employees
Source: The authors.

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16 FIIB Business Review

About the Authors

Rosy Singh is an Assistant professor at Chandigarh University. She has a working experience of more than
15 years. She has presented various papers in conferences. She can be reached at rosysingh23@gmail.com

Shalini Aggarwal, alumni of IIM Ahmedabad, is an Associate Professor of Finance at Chandigarh University
and has about 18 years of experience. She has published 40 papers and five case studies, out of which six
papers including case studies have been published in Scopus index and ABDC listed journals. She has
authored two edited books of Taylor and Francis (under process). Further, she has contributed towards book
chapter in a Taylor and Francis book entitled Crowdfunding in Financial Acumen. She has completed three
minor research funded projects. She has taken guest lectures in various renowned institutes in India and
chaired session in various conferences and seminars. She has eight copyrights in her name. She can be reached at
shaliniaggar@gmail.com

Shalini Sahni is a research consultant and trainer at Koach Scholar. She has over 15 years of experience in
academia and corporate. She is an international certified PPA Thomas and emotional quotient trainer. She
has also conducted MDPs for companies like Parle-G and Mancer Consulting. She has published papers in
ABDC category, Scopus and WOD indexed journals. Her areas of interest include human resource
management, organizational behaviour, conflict resolution in teams, organizational justice and workplace
diversity issues. She examines these issues for public and private organizations and is also interested in
gender issues at the workplace. She can be reached at shalinisah75@gmail.com