This document discusses work-life balance and benefits that organizations provide to help employees balance their work and personal lives. It notes that work-life balance is now one of the most important workplace attributes for employees, second only to compensation. Common work-life benefits include childcare, elder care, flexible schedules, and telecommuting programs. Such benefits can help with employee attraction and retention, lower absenteeism, improve physical and mental health, and increase productivity both at home and work. However, managing a diverse workforce with varying needs and maintaining boundaries between work and personal life can also present challenges for organizations.
The document discusses achieving work-life balance through establishing priorities and managing stress. It begins by outlining the purpose and approach of a workshop on work-life balance. It then discusses the blurring lines between work and personal life and defines work-life balance as achieving a satisfactory level of involvement across multiple roles. The document also explores stress and its physical, emotional, and behavioral effects, as well as common stressors like work, family, and financial issues. Overall, it emphasizes the importance of determining priorities, setting boundaries, and using stress management techniques to maintain balance.
This document outlines an agenda for a presentation on achieving work-life balance. The presentation covers estimating time usage, defining work-life balance, the effects of imbalance, factors for a good life, dimensions of balance, organizational initiatives, and tips for reducing stress. It includes templates for estimating time spent on work and non-work activities. The presentation promotes properly prioritizing work, career, and lifestyle needs like health, family, and personal development.
This document discusses common myths about work-life balance and provides guidance on effective work-life balance programs. It addresses 10 common myths, such as the myths that work-life balance means an even 50/50 split of time between work and home, or that all employees benefit equally from work-life balance programs. The document emphasizes that effective programs consider employee and organizational needs, optimize flexibility and support, and are tailored to the unique context rather than just copying other companies. It warns that propagating the myths could lead organizations to implement misguided work-life balance programs.
The document discusses the challenges women in the IT industry face in balancing work and personal lives. As more women enter the workforce, they take on both professional roles as well as traditional homemaker responsibilities, putting pressure on them to balance multiple demands. This is made more difficult by long work hours, travel requirements, and an inability to shift domestic duties to partners. While companies offer some flexible work arrangements, women often still face career setbacks due to balancing work and family commitments. The document advocates for employers to implement more work-life balance policies and provisions to help support women professionals.
Work Life Balance Presentation Deck Linked Inwschopp
The document discusses work-life balance and provides tips for achieving it. It defines work-life balance as achieving balance across four areas: work, family, friends, and oneself. It then outlines the personal and business benefits of work-life balance, such as improved health, relationships, and productivity. Finally, it provides a five-step process for evaluating current roles and priorities to rearrange one's life and commitments to make time for important work and personal responsibilities.
The document discusses achieving work-life balance through establishing priorities and managing stress. It begins by outlining the purpose and approach of a workshop on work-life balance. It then discusses the blurring lines between work and personal life and defines work-life balance as achieving a satisfactory level of involvement across multiple roles. The document also explores stress and its physical, emotional, and behavioral effects, as well as common stressors like work, family, and financial issues. Overall, it emphasizes the importance of determining priorities, setting boundaries, and using stress management techniques to maintain balance.
This document outlines an agenda for a presentation on achieving work-life balance. The presentation covers estimating time usage, defining work-life balance, the effects of imbalance, factors for a good life, dimensions of balance, organizational initiatives, and tips for reducing stress. It includes templates for estimating time spent on work and non-work activities. The presentation promotes properly prioritizing work, career, and lifestyle needs like health, family, and personal development.
This document discusses common myths about work-life balance and provides guidance on effective work-life balance programs. It addresses 10 common myths, such as the myths that work-life balance means an even 50/50 split of time between work and home, or that all employees benefit equally from work-life balance programs. The document emphasizes that effective programs consider employee and organizational needs, optimize flexibility and support, and are tailored to the unique context rather than just copying other companies. It warns that propagating the myths could lead organizations to implement misguided work-life balance programs.
The document discusses the challenges women in the IT industry face in balancing work and personal lives. As more women enter the workforce, they take on both professional roles as well as traditional homemaker responsibilities, putting pressure on them to balance multiple demands. This is made more difficult by long work hours, travel requirements, and an inability to shift domestic duties to partners. While companies offer some flexible work arrangements, women often still face career setbacks due to balancing work and family commitments. The document advocates for employers to implement more work-life balance policies and provisions to help support women professionals.
Work Life Balance Presentation Deck Linked Inwschopp
The document discusses work-life balance and provides tips for achieving it. It defines work-life balance as achieving balance across four areas: work, family, friends, and oneself. It then outlines the personal and business benefits of work-life balance, such as improved health, relationships, and productivity. Finally, it provides a five-step process for evaluating current roles and priorities to rearrange one's life and commitments to make time for important work and personal responsibilities.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as prioritizing between career and personal life. It notes that balance looks different for everyone and will change over time based on life circumstances. Several principles for balance are outlined, including learning to simplify tasks, destress, take care of health, share responsibilities, and slow down periodically. Specific tips include saying no, delegating work, prioritizing tasks, exercising, spending time with family, and maintaining self-care activities. The document emphasizes that finding a perfect balance is rare and the nature of balance is unique to each individual.
The document discusses work-life balance and how it is important for both employees and organizations. It states that work-life balance means prioritizing between career and personal life. While it is different for everyone, dual career families and those with young children often experience more conflict. The document also notes that organizations that support work-life balance see benefits like lower turnover and higher job satisfaction. Both employees and organizations need to work together to achieve a good balance.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
Work-life balance refers to properly prioritizing work and lifestyle to allocate limited personal resources like time and energy. The document discusses common myths around work-life balance and provides solutions and benefits corporations and HR can provide to promote better balance. It explains that balance does not mean equal split but aligning how one allocates resources with personal goals. Competition, long hours, and globalization often cause imbalance, but setting boundaries, flexibility, and time off can help. Finding balance leads to greater productivity, health, and fulfillment at work and in relationships.
Work-life balance involves managing time and priorities between work and personal life to reduce stress. It is defined differently by individuals but generally means achieving satisfaction in both domains with minimal conflict. Benefits include increased employee health, morale, engagement, and retention as well as higher productivity and customer satisfaction. Determinants include individual personality type, family responsibilities, work demands, and social roles. Employers can support work-life balance through flexible policies, supportive management, and creating an environment where employees feel in control and supported.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
The document discusses work-life balance and its importance. It defines work-life balance as the ability to be productive at work while maintaining a happy home life with leisure time. It then discusses six components of achieving work-life balance: self-management, time management, stress management, change management, technology management, and leisure management. The document also discusses causes of imbalance like work pressure and stress, and consequences like health risks, absenteeism, and burnout. Finally, it discusses responsibilities of employers in helping employees achieve better balance through options like telecommuting, job sharing, and flexible scheduling.
The document discusses work-life balance and defines it as achieving meaningful daily achievement and enjoyment in work, family, friends, and personal life rather than an equal balance. It outlines consequences of poor work-life balance like increased stress, fatigue, and lost time. The document also compares work-life programs in the US and EU and provides tips for improving work-life balance like tracking time use, saying no, and nurturing oneself. Finally, it discusses the role of health managers in promoting work-life balance.
This document discusses work-life balance and its importance for employees. It defines work-life balance as supporting employees' efforts to divide their time between work and other aspects of their lives. The document then provides several statistics that show the desire many employees have for better work-life balance and more time with their families. It also discusses some of the negative impacts that can occur when work-life balance is lacking, such as increased stress, health issues, and higher turnover. The document then covers various sources of conflict that can arise between work and personal life and potential solutions to address work-life balance challenges.
This document discusses tips for balancing professional and personal life. It begins with an introduction defining work-life balance as effectively managing time between paid work and other important activities like family, hobbies, volunteering and education. It then covers components of professional and personal life like self-management and time management. The document also lists reasons it can be difficult to balance the two, such as demands from medical school or training, and provides tips for integrating personal life into one's schedule like coming home relaxed, eating with family and developing healthy routines.
In today’s’ stressful times, balancing between work and home can prove to be quite challenging. Constantly trying to fulfill demands at work and home can become challenging and lead to stress and dissatisfaction. And gradually, these negative elements take a toll on work performance and personal life.
This webinar goes over some helpful tips and tricks to balance your work and personal life without compromising on spending time with your loved ones.
The document discusses work-life balance and provides reasons for imbalance, solutions, and benefits. It defines work-life balance as meaningful daily achievement and enjoyment across work, family, friends, and self. Recent surveys found over 60% of respondents unable to balance personal and professional life due to competition, long hours, and international business. Suggested solutions include not overbooking time, prioritizing ruthlessly, learning to say no, and using technology. Benefits of work-life balance include feeling more rested, working more productively, improving relationships, and better health.
The document discusses work-life balance and provides tips to achieve it. It defines work-life balance as balancing workplace obligations with personal responsibilities. Recent research found that over 60% of respondents felt unable to balance their professional and personal lives. It then lists 10 tips for achieving work-life balance, including setting goals, practicing good time management, taking holidays, staying healthy, being passionate about work and life, and enjoying both work and life. The outcomes of achieving balance are said to include activities like going for walks or spending time with friends to reduce stress.
This psychology presentation discusses work-life balance. It defines work-life balance as properly prioritizing between work and personal life to achieve mental, physical, and emotional fulfillment. Maintaining balance is important to reduce stress and increase productivity for both individuals and companies. However, only 55% of respondents feel they have achieved balance due to factors like long work hours and family demands. The presentation provides solutions for individuals, such as setting clear priorities and maintaining a healthy lifestyle, and for management, like flexible work schedules. It concludes that achieving balance leads to benefits for both employees and employers.
As more skilled workers enter the global labor market and companies outsource jobs, employees feel increased pressure to work longer hours and take on more work to protect their jobs. Advances in technology allow people to work anywhere and be available around the clock. Employers commonly require overtime work which can negatively impact employees' physical and mental health as well as their personal lives by causing them to miss important family events. To achieve a better work-life balance, employees should track their time use, communicate clearly with their employers about scheduling needs, set boundaries between work and personal time, prioritize self-care, and leverage social support systems during stressful periods.
For our final project in Managerial Leadership, taught by Professor Harry Kraemer at the Kellogg School of Management, my team relied on primary (survey and interviews) and secondary (books, articles, prior research) sources to determine the benefits of work-life balance, how professionals view it, and what they are doing to implement it in their lives.
We surveyed 200+ Kellogg alums in various life stages and interviewed multiple professionals, from the CEO of Brunner Advertising to the author of Cinderella of Wall Street to gain additional perspective.
Please keep in mind that the survey we conducted was not rigorously designed nor were the respondents heavily screened. It was meant primarily to learn how current professionals are implementing life balance.
This document discusses work-life balance and achieving a better balance. It defines work-life balance as properly prioritizing career/ambition and health/family. Common causes of imbalance are long work hours, lack of boundaries between work and home, and advanced communication technology requiring constant availability. Symptoms of imbalance include exhaustion, absence from family events, and poor health. The document provides solutions such as allowing time off from work, reducing commute times, and learning to say no. Benefits of better balance include increased productivity, improved relationships, reduced stress, and a boosted sense of responsibility.
This document discusses work-life balance and contains 19 slides about the topic. It defines work-life balance as properly prioritizing between career/work and lifestyle factors like health, leisure, family and spiritual development. The document explores myths and realities about work-life balance, reasons for imbalance, solutions, and benefits of achieving balance such as better health, productivity and relationships.
According to surveys, four out of ten U.S. employees report their jobs as very or extremely stressful. Those in high-stress jobs are three times more likely to suffer stress-related medical conditions and twice as likely to quit. Women particularly report stress from conflicts between work and family responsibilities. The number of stress-related disability claims from American employees has doubled, and 75-90% of physician visits are related to stress, costing industries an estimated $200-300 billion per year. Maintaining a work-life balance through prioritizing responsibilities, limiting work hours, exercise, leisure activities, and social support can help reduce stress.
Managers are increasingly willing to sacrifice salary and career opportunities to maintain a good work-life balance. 56% would turn down a promotion to preserve their balance. Finding the right fit between personal ambitions and an employer's goals involves self-management, self-knowledge, self-coaching and learning. The document discusses balancing the physical, mental, emotional and spiritual aspects of work and life using a medicine wheel model. It provides tips in each area for maintaining balance, such as nutrition, exercise, stress management, emotional expression and spiritual practices like letting go.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as prioritizing between career and personal life. It notes that balance looks different for everyone and will change over time based on life circumstances. Several principles for balance are outlined, including learning to simplify tasks, destress, take care of health, share responsibilities, and slow down periodically. Specific tips include saying no, delegating work, prioritizing tasks, exercising, spending time with family, and maintaining self-care activities. The document emphasizes that finding a perfect balance is rare and the nature of balance is unique to each individual.
The document discusses work-life balance and how it is important for both employees and organizations. It states that work-life balance means prioritizing between career and personal life. While it is different for everyone, dual career families and those with young children often experience more conflict. The document also notes that organizations that support work-life balance see benefits like lower turnover and higher job satisfaction. Both employees and organizations need to work together to achieve a good balance.
This presentation suggests how to balance your work and life. What are the impacts of imbalance and how to ensure perfect balance between your office-work and family life.
This document presents information on work-life balance. It begins with an introduction defining work-life balance and discussing its importance. It then covers topics like stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Specific strategies discussed include prioritizing tasks, preventing burnout, and getting further employee engagement. The document also provides examples of work-life balance policies from companies like IBM and Accenture. It concludes that achieving work-life balance can increase productivity and improve mental and physical health.
Work-life balance refers to properly prioritizing work and lifestyle to allocate limited personal resources like time and energy. The document discusses common myths around work-life balance and provides solutions and benefits corporations and HR can provide to promote better balance. It explains that balance does not mean equal split but aligning how one allocates resources with personal goals. Competition, long hours, and globalization often cause imbalance, but setting boundaries, flexibility, and time off can help. Finding balance leads to greater productivity, health, and fulfillment at work and in relationships.
Work-life balance involves managing time and priorities between work and personal life to reduce stress. It is defined differently by individuals but generally means achieving satisfaction in both domains with minimal conflict. Benefits include increased employee health, morale, engagement, and retention as well as higher productivity and customer satisfaction. Determinants include individual personality type, family responsibilities, work demands, and social roles. Employers can support work-life balance through flexible policies, supportive management, and creating an environment where employees feel in control and supported.
This document provides an overview of work-life balance. It begins with an introduction that defines work-life balance and outlines its importance. It then discusses stress and work pressure, strategies to implement work-life balance, and the benefits of work-life balance for both individuals and organizations. Examples of work-life balance policies from companies like IBM and Accenture are also provided. The document concludes that achieving work-life balance can increase productivity, improve health, and enhance relationships.
The document discusses work-life balance and its importance. It defines work-life balance as the ability to be productive at work while maintaining a happy home life with leisure time. It then discusses six components of achieving work-life balance: self-management, time management, stress management, change management, technology management, and leisure management. The document also discusses causes of imbalance like work pressure and stress, and consequences like health risks, absenteeism, and burnout. Finally, it discusses responsibilities of employers in helping employees achieve better balance through options like telecommuting, job sharing, and flexible scheduling.
The document discusses work-life balance and defines it as achieving meaningful daily achievement and enjoyment in work, family, friends, and personal life rather than an equal balance. It outlines consequences of poor work-life balance like increased stress, fatigue, and lost time. The document also compares work-life programs in the US and EU and provides tips for improving work-life balance like tracking time use, saying no, and nurturing oneself. Finally, it discusses the role of health managers in promoting work-life balance.
This document discusses work-life balance and its importance for employees. It defines work-life balance as supporting employees' efforts to divide their time between work and other aspects of their lives. The document then provides several statistics that show the desire many employees have for better work-life balance and more time with their families. It also discusses some of the negative impacts that can occur when work-life balance is lacking, such as increased stress, health issues, and higher turnover. The document then covers various sources of conflict that can arise between work and personal life and potential solutions to address work-life balance challenges.
This document discusses tips for balancing professional and personal life. It begins with an introduction defining work-life balance as effectively managing time between paid work and other important activities like family, hobbies, volunteering and education. It then covers components of professional and personal life like self-management and time management. The document also lists reasons it can be difficult to balance the two, such as demands from medical school or training, and provides tips for integrating personal life into one's schedule like coming home relaxed, eating with family and developing healthy routines.
In today’s’ stressful times, balancing between work and home can prove to be quite challenging. Constantly trying to fulfill demands at work and home can become challenging and lead to stress and dissatisfaction. And gradually, these negative elements take a toll on work performance and personal life.
This webinar goes over some helpful tips and tricks to balance your work and personal life without compromising on spending time with your loved ones.
The document discusses work-life balance and provides reasons for imbalance, solutions, and benefits. It defines work-life balance as meaningful daily achievement and enjoyment across work, family, friends, and self. Recent surveys found over 60% of respondents unable to balance personal and professional life due to competition, long hours, and international business. Suggested solutions include not overbooking time, prioritizing ruthlessly, learning to say no, and using technology. Benefits of work-life balance include feeling more rested, working more productively, improving relationships, and better health.
The document discusses work-life balance and provides tips to achieve it. It defines work-life balance as balancing workplace obligations with personal responsibilities. Recent research found that over 60% of respondents felt unable to balance their professional and personal lives. It then lists 10 tips for achieving work-life balance, including setting goals, practicing good time management, taking holidays, staying healthy, being passionate about work and life, and enjoying both work and life. The outcomes of achieving balance are said to include activities like going for walks or spending time with friends to reduce stress.
This psychology presentation discusses work-life balance. It defines work-life balance as properly prioritizing between work and personal life to achieve mental, physical, and emotional fulfillment. Maintaining balance is important to reduce stress and increase productivity for both individuals and companies. However, only 55% of respondents feel they have achieved balance due to factors like long work hours and family demands. The presentation provides solutions for individuals, such as setting clear priorities and maintaining a healthy lifestyle, and for management, like flexible work schedules. It concludes that achieving balance leads to benefits for both employees and employers.
As more skilled workers enter the global labor market and companies outsource jobs, employees feel increased pressure to work longer hours and take on more work to protect their jobs. Advances in technology allow people to work anywhere and be available around the clock. Employers commonly require overtime work which can negatively impact employees' physical and mental health as well as their personal lives by causing them to miss important family events. To achieve a better work-life balance, employees should track their time use, communicate clearly with their employers about scheduling needs, set boundaries between work and personal time, prioritize self-care, and leverage social support systems during stressful periods.
For our final project in Managerial Leadership, taught by Professor Harry Kraemer at the Kellogg School of Management, my team relied on primary (survey and interviews) and secondary (books, articles, prior research) sources to determine the benefits of work-life balance, how professionals view it, and what they are doing to implement it in their lives.
We surveyed 200+ Kellogg alums in various life stages and interviewed multiple professionals, from the CEO of Brunner Advertising to the author of Cinderella of Wall Street to gain additional perspective.
Please keep in mind that the survey we conducted was not rigorously designed nor were the respondents heavily screened. It was meant primarily to learn how current professionals are implementing life balance.
This document discusses work-life balance and achieving a better balance. It defines work-life balance as properly prioritizing career/ambition and health/family. Common causes of imbalance are long work hours, lack of boundaries between work and home, and advanced communication technology requiring constant availability. Symptoms of imbalance include exhaustion, absence from family events, and poor health. The document provides solutions such as allowing time off from work, reducing commute times, and learning to say no. Benefits of better balance include increased productivity, improved relationships, reduced stress, and a boosted sense of responsibility.
This document discusses work-life balance and contains 19 slides about the topic. It defines work-life balance as properly prioritizing between career/work and lifestyle factors like health, leisure, family and spiritual development. The document explores myths and realities about work-life balance, reasons for imbalance, solutions, and benefits of achieving balance such as better health, productivity and relationships.
According to surveys, four out of ten U.S. employees report their jobs as very or extremely stressful. Those in high-stress jobs are three times more likely to suffer stress-related medical conditions and twice as likely to quit. Women particularly report stress from conflicts between work and family responsibilities. The number of stress-related disability claims from American employees has doubled, and 75-90% of physician visits are related to stress, costing industries an estimated $200-300 billion per year. Maintaining a work-life balance through prioritizing responsibilities, limiting work hours, exercise, leisure activities, and social support can help reduce stress.
Managers are increasingly willing to sacrifice salary and career opportunities to maintain a good work-life balance. 56% would turn down a promotion to preserve their balance. Finding the right fit between personal ambitions and an employer's goals involves self-management, self-knowledge, self-coaching and learning. The document discusses balancing the physical, mental, emotional and spiritual aspects of work and life using a medicine wheel model. It provides tips in each area for maintaining balance, such as nutrition, exercise, stress management, emotional expression and spiritual practices like letting go.
Worklife Balance And Organizational Commitment Of Generation Y Employeesguesta4bb5b
This document is a thesis that examines the worklife balance and organizational commitment of Generation Y employees in a selected IT firm in Metro Manila. It includes an introduction that provides background on trends in the modern workplace like flexibility and high employee turnover. It also discusses the different generations currently in the workforce. The study aims to determine the worklife balance and organizational commitment of Gen X and Y employees, compare the two generations, and identify the effects of worklife balance on organizational commitment. The literature review covers topics on worklife balance, organizational commitment, and turnover intentions in relation to Generation Y.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
This document discusses work-life balance and provides tips for achieving it. It begins by defining work-life balance as properly prioritizing between career/work and personal life/health. It then discusses various demands on personal resources like time and energy, and how to allocate them between work and non-work. Several studies and statistics are presented about dissatisfaction with work-life balance and its impacts. The remainder of the document provides many suggestions for improving balance, including time management, flexibility, self-care, prioritizing tasks, saying no, establishing boundaries, and organizational policies around leave, flexible schedules and childcare.
1. Employees slightly disagreed that there was procedural justice within the company.
2. There was no difference in perceptions of procedural justice between female and male employees or among white, black, and Hispanic employees.
3. There was a positive relationship between perceptions of procedural justice and organizational support.
The document provides information about Whole Foods Market, the largest supermarket chain specializing in organic foods. It discusses Whole Foods' industry definition, activities, drivers, performance metrics, business locations, barriers to entry, competitors, introduction, SWOT analysis, values, competitive strategies, corporate and store structure, recruitment, training, development, performance management, team control, compensation, on-site HR, and succession planning.
This document summarizes a PhD research study on work-life balance issues facing older workers in the fire and rescue service. The study examines the impact of organizational and legislative policies on work-life balance. It involves comparing perceptions of work-life balance across gender, roles, ranks, and locations. The methods include questionnaires sent every few weeks and interviews with both retired and current employees to understand their views on work-life balance, factors influencing their decisions to join and remain in the fire service, and the support provided by their organization. Preliminary findings indicate that many workers already work longer than their contracted hours, and spending cuts could worsen work-life balance. Poor management and unsupportive policies also increase work-family conflict.
This document discusses the topic of quality of work life (QWL). It defines QWL as efforts to improve working conditions, work content, safety, security, wages and benefits to enhance employee satisfaction and organizational effectiveness. QWL aims to improve life both at and outside of work by making jobs less routine and more rewarding. The concept of QWL originated after the industrial revolution as mechanization reduced the importance of human factors and led to issues like job dissatisfaction. Strategies to improve QWL discussed in the document include self-managed work teams, participative management, better worker-supervisor relationships, recognition programs, and organizational health programs. The role of the HR department is to help implement these strategies to retain talent
Presentation given by Greet Vermeylen, Senior Programme Manager, European Foundation for the Improvement of Living and Working Conditions (EUROFOUND) on the occasion of the EESC LMO conference on 'Towards a better work-life balance' (Brussels, 24 September 2014).
The document discusses the strategic role of human resources management (HRM). It describes HRM as managing people to drive organizational performance and achieve strategic goals. The document outlines the evolution of HRM from scientific management to its current strategic role. It also discusses factors like technology, government regulations, and globalization that influence HRM policies and practices. Finally, it examines how HRM has become more professionalized with competency standards, certification programs, and codes of ethics.
This document summarizes research findings about work-life balance. It discusses how work-life balance is about prioritizing work and lifestyle factors like family and health. The research found that balance looks different for everyone and varies over time, with no perfect standard. It also explores flexible work arrangements like flex time, telecommuting and part-time work. The document then outlines a primary research study that surveyed 60 professionals about their work-life balance experiences and preferences. Key findings were that most prefer flexible hours, and job sharing and working from home occasionally were popular options. The document concludes with two case studies, one on Motorola's job sharing program, and another on health promotion initiatives at IKEA.
Manpower planning is an important part of business planning that aims to ensure the right number and type of employees are available at the right time. It involves forecasting future human resource needs and developing strategies to meet those needs. Manpower planning can be done on a macro level for national economic development or on a micro level for individual organizations. It is affected by factors like working hours, production processes, and employee performance and productivity. Benefits of effective manpower planning include facilitating recruitment, developing employees, reducing costs, and improving business and industrial relations.
This document discusses work study and line balancing for the garments industry. It begins by introducing work study, which involves systematically analyzing work to optimize efficiency. The basic tools of work study are then outlined as work measurement, method study, and time study. Line balancing is introduced as allocating machines and work to individuals according to a work sheet to optimize production. The document then provides details on various aspects of work study and line balancing, including objectives, processes, techniques, and applications to garment manufacturing and sewing. It concludes by outlining the sewing sequence and process for making a polo shirt.
This presentation is to tell you if YOU HAVE IDENTIFIED WHAT IS IMPORTANT? ARE YOU ARE MAKING IT HAPPEN? ARE YOU IN CONTROL and
ARE YOU ENJOYING EVERY STEP OF YOUR LIFE? If not, then how to do so by maintaining balance between work and life is what you get to master using this presentation.
Theories aim to explain phenomena through generalizations and models of reality. The theoretical framework of a study presents the theory that explains the research problem and serves as the basis for conducting the research. It helps the researcher identify variables and provides a framework for data analysis. Formulating a theoretical framework requires presenting authoritative theories, identifying key concepts and variables, and stating relationships between hypothesized variables, while assumptions provide an untested basis for developing theories and influencing the research process.
The document discusses work-life balance and presents information on its meaning, myths, reasons for imbalance, solutions, corporate perspectives, and HR solutions. It defines work-life balance as proper prioritization between career and lifestyle. Common myths addressed include the notions that work-life balance means an even 50-50 split of time and that only women desire it. Reasons for imbalance include competition in the global economy and long work hours required by international businesses. Solutions proposed are setting boundaries, prioritizing tasks, and using technology to optimize efficiency. The benefits highlighted are improved productivity, health, fulfillment and relationships.
The document describes a theoretical framework for a study examining the self-care ability of hemodialysis patients with end-stage renal disease. It involves collecting input data on patients' demographics and social support. A questionnaire and descriptive survey will be used to process the data, along with statistical analysis. The output will be an assessment of patients' self-care ability prior to treatment, to inform the development of a teaching plan to improve self-care. Tables and charts are presented to explain the statistical treatment and presentation of results.
The Field of Human Resource Management is developing very fast and every department of Human activity is realizing it’s important in the smooth functioning of the organization. Innovative techniques are developed to improve the culture at workplace so that the employees are motivated to give in their best to the organization as also to attain job satisfaction. Hence, it important implements the latest human resource practices in the organization.
The Latest Techniques in the field of Human Resource Development are Employees for Lease, Moon Lighting by Employees, Dual Career Group, Work Life Balance (flexi time & flexi work), Training & Development, Management Participation in Employees’ organization, Employee’s Proxy, Human Resources Accounting, Organizational Politics, Exit Policy & Practice, etc.
This project is about WORK LIFE BALANCE. A latest technique in the field of a human resource. To see how the organization is adopting the new trends in the HR field.
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This document discusses work-life balance and its importance for employee well-being and performance, specifically in the banking sector. It begins by defining work-life balance as an important human resources practice that allows for prosperity of employees by supporting their growth while also developing companies. The study aims to examine the relationship between work-life balance policies/programs and indicators of employee well-being and performance in the banking sector. It will evaluate different personal needs and priorities among various demographic groups to help design effective work-life balance policies for banking industry employees in India.
This document reviews factors that affect work-life balance. It discusses how organizations face pressure to improve performance in competitive markets and how empowering employees can positively impact outcomes. Maintaining work-life balance is important for employee well-being, health, and reducing stress. The literature review examines how job satisfaction, work stress, career growth, absenteeism, appreciation, and competitive work environments relate to work-life balance policies and practices. The document aims to provide an overview of work-life balance factors through a review of existing literature sources.
The study examined work life balance and employee performance in Nestle Nigeria Plc using an inferential statistics on a sample 312 respondents. Data collected were analysed using regression technique of the Ordinary Least Square OLS . Results revealed that all the four coefficients of the model task characteristics, knowledge characteristics, social characteristics and work context significantly influence employee performance in Nestle Nigeria Plc. In descending order, the individual coefficients of the model as revealed in the table showed that task characteristics, knowledge characteristics, social characteristics and work context have variously influenced the employee performance with 51.5 , 35.8 , 32.3 and 27.6 respectively. Based on the findings of this study, it was recommended that there is need for organizations to design programmes that will enhance task characteristics because it have been discovered to significantly improve employee morale, reduce absenteeism, and retain organizational knowledge. Organizations should also come up with programmes that will improve employees Knowledge characteristics, Social characteristics, and work context which have been found not to be significant and therefore suggest that attention should be given to these areas to improve affective commitment in organisations. More job autonomy should be given to low hierarchy group to help improve their job commitment. This was found to be one of the reasons they lack commitment. Management of organizations should conduct training programmes in relation to work life balance through which organization can improve the work life balance of their staff in the area of time management and personal effectiveness, effective work load management, personal and professional development training courses and life management training courses. Dibua, Emmanuel Chijioke | Nosike, Chukwunonso Joseph | Oburoh, Pamela Oritse-tsegbemi "Work-Life Balance and Employee Performance" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-5 , August 2021, URL: https://www.ijtsrd.com/papers/ijtsrd46367.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/46367/worklife-balance-and-employee-performance/dibua-emmanuel-chijioke
The document discusses work-life balance and programs various companies provide to support it. It defines work-life balance as properly prioritizing work and lifestyle to allocate limited resources according to personal and professional goals. Large companies like IBM, TCS, Shell, Zensar Technologies and Marico offer flexible work schedules, work from home options, leave policies, childcare assistance and stress management programs. Benefits of work-life balance include increased productivity, accountability, communication and morale for organizations, as well as fulfillment, health and leisure time for individuals. It concludes that a balanced lifestyle boosts responsibility and builds better relationships and confidence.
This document provides an overview of a project report on work-life balance of employees. It includes an introduction to key concepts of work-life balance such as definitions, history, causes of imbalance, and effects on individuals, families and businesses. It also discusses challenges faced by different groups in achieving balance and examples of flexible work arrangements. The document is composed of several chapters that cover the introduction, methodology, findings and conclusions of the study as well as annexures providing figures, questionnaires and bibliography.
This document summarizes a research paper on work-life balance challenges and opportunities in Indian companies. It discusses trends pressuring employers to rethink people practices and how this generates potential to meet organizational and worker goals. It outlines work-life balance definitions and reviews literature on its importance. Challenges include long work hours, aging workforce, and technology advances. Benefits of work-life policies include improved employee retention, motivation, productivity and reduced absenteeism, which positively impact organizations. The document recommends organizations evaluate compensation, support employees, offer flexible policies and programs, and create an enabling environment to achieve work-life balance.
Work Life Balance in Organizational Framework:A Conceptual Studyprofessionalpanorama
A significant number of workers seem to have problems in finding the right
balance between family life and work life. This affects their personal
health, health of their families and organisations they work for. Striking a
right balance between work and life has become increasingly important to
organisation. This concept is also increased due to increase in number of
women in paid work. This encouraged the employers to adopt flexible
working arrangements such as job sharing, flexi time, compressed hours
and others to help their employees to achieve a better balance between
their work life and private life. The purpose of this paper is to establish
whether work life balance initiatives will improve individual and
organisational performance. The results of a number of studies reviewed in
this paper show the outcomes and the benefits of implementing work life
balance practices not only for employees themselves but also for their
families, organisation and society. In the end of the article researchers
propose several suggestions about the effectiveness of having work life
balance arrangements.
The document summarizes a seminar presentation on work-life balance given by Mr. Dhinda Mohammed Sharif to the Department of Management Studies at JNNCE, Shimoga. The presentation covered the introduction, definition, dimensions, reasons for and solutions to achieving work-life balance. It discussed individual, family, work and organizational factors that impact work-life balance as well as benefits and problems resulting from an imbalance. The presentation concluded with components and importance of achieving work-life balance for both individuals and organizations.
Instrument Development for Studying Work Life Balance Programs in Information...IOSR Journals
This document describes the development of an instrument to study work-life balance programs in the Indian information technology industry. The researchers constructed a questionnaire with four parts to measure independent variables that may impact work-life balance, including breadwinning status, quality of work life, influence of money and consumerism, and other interests. The instrument was designed specifically for the Indian context based on its unique social and cultural factors. It includes questions on demographics, work hours, work-life conflicts, benefits programs, work and family roles and demands. Experts validated the instrument and pilots tests and reliability analyses were conducted before use to ensure it would effectively collect relevant data for analyzing work-life balance in the target population.
This document provides an introduction and outline for a study on work-life balance of employees of GIDC in Vadodara, India. The study will be conducted by Gattu Phanikirtana for partial fulfillment of a Bachelor of Commerce degree. The introduction defines work-life balance and outlines its importance. It discusses the roles of gender, family, and technology in work-life balance. It also covers the consequences of imbalance, advantages and disadvantages of balance, and ways to achieve balance. The scope of the study is employees of GIDC in Vadodara. Upcoming chapters will include literature review, research methodology, data analysis, findings, conclusions, and recommendations.
IRJET- Relationship of Work-Life Balance with Occupational Stress among Femal...IRJET Journal
This study examines the relationship between work-life balance and occupational stress among 110 female personnel of the Central Industrial Security Force (CISF) in Delhi, India. A survey was conducted using measures of work-life balance and occupational stress. Results found a strong negative relationship between occupational stress and work-life balance, indicating that higher work-life balance is associated with lower occupational stress. The study suggests that understanding the relationship between these factors can help armed forces support female personnel in balancing work and personal life to reduce stress levels.
This document discusses work-life balance challenges faced by employees in India and potential solutions. It notes that while employees may earn high salaries, long work hours take a toll on their health and relationships. Maintaining balance is important for well-being and productivity. Younger employees and women often struggle the most with balancing responsibilities at home and work. The document examines initiatives by some companies to improve work-life balance and argues that both employers and employees must take steps to facilitate balance.
Mind Body Brain Conference: Workplace Wellness interventions case studySharon Longridge
Event: Mind Body Brain: 5th Positive Psychology and Wellness conference, Adelaide 2016
Presentation topic: Why Workplace Wellness Interventions Need to be Systems Based and Sector Wide. A Case Study from the Human Services Sector: Settlement Services
Presenter: Sharon Longridge
Link to program: http://media.wix.com/ugd/f8da9f_743925eb059846e1b404b007c7b20d09.pdf
This document discusses how workplace design can be used to promote employee well-being. It argues that traditional workplace design focused on functionality and productivity, but a new people-centric approach aims to support employees' physical and psychological health through elements like natural light, adjustable workstations, and varied work settings. Promoting well-being leads to benefits like lower absenteeism and higher engagement, creating a healthier and more productive workforce.
Work-life balance is an important part of workplace ethics that allows employees to effectively manage responsibilities at work and home without stress or negative impact. It supports physical, emotional, family, and community health. Achieving balance requires prioritizing work, health, relationships, self-care, and managing time well. Work-life balance benefits both employees and employers by improving retention of valuable staff, increasing productivity and motivation, and positioning the organization as an attractive place to work. For example, one organization saved over $300,000 by retaining employees who returned from parental leave due to flexible work arrangements.
This document discusses work-life balance and summarizes several research papers on the topic. It begins by defining work-life balance and outlining its positive and negative effects. It then reviews literature that has studied work-life balance among married women and dual-earner couples. The document also summarizes the objectives, methodologies, findings, and conclusions of the reviewed research. Overall, the research emphasizes the need for organizations to support work-life balance policies to improve employee satisfaction and performance.
This document discusses state legislation aimed at giving working families more flexibility. It outlines how workforce and workplace changes have made it harder to balance work and family responsibilities. This can negatively impact parents' health and finances as well as children's development. The document then discusses how a lack of flexibility also impacts employers through increased costs. It examines different types of flexible work policies that states have implemented, such as paid sick leave, education leave, flexible schedules, and telework. The document concludes by emphasizing the importance of caring for families and communities.
2. Introduction
Organizations today are designing benefits programs that provide employees with a
balance between their work and individual lives.
Employees today want more:
Flexibility Balance
Family
Friendly Job Sharing
Environments
3. Introduction Cont.
Work-life balance now ranks as one of the most important workplace attributes—
second only to compensation.
Work/Life Benefits plans can include:
Childcare
Elder care
Flextime Schedules
Family Advocacy Programs
Telecommuting Programs
4. Section I: The Contemporary Importance
Attraction & Lower Rates of
Retention Absenteeism
Employer
Benefits
Physical and Increase
Mental Health Productivity
5. The Contemporary Importance Cont.
Employee Benefits
Reduced stress,
fewer health physical
and mental health Increase productivity at
problems home and work, healthier
family life, increase
overall quality of life
7. Section II: Key Issues
Working Population
Demographics
Keeping the Work
Separate
Managing
8. Working Population Demographics
2006:
92 million unmarried
and single (18% Singles alienated by
residents 18+)
traditional work/life
Almost ½ U.S.
programs
households lead by an
unmarried Shifting population
Rise in households
needs different kind
without minor of balance
children
9. Keeping the Work Separate
Increased Schedule Control Employee Stress Levels
Crossing work/home lines role conflicts
Brings into question Costs vs. Benefits of
schedule flexibility
10. Managing
Managing Traditional Teams
vs.
Managing Virtual Teams
Keeping team members engaged
Encouraging continued communication
Monitoring productivity and output
13. Bibliography
Bonewend, Larry. „The Work-Life Balance.” Youtube.com. 12 March 2007. Web. Oct 2011.
http://www.youtube.com/watch?feature=player_profilepage&v=H9brT4tU-sE
Brennan, Robert, et al. "The relationship of perceived flexibility, supportive work-life policies, and use of formal flexible
arrangements and occasional flexibility to employee engagement and expected retention." Community, Work & Family 11.2
(2008): 183-197. Academic Search Premier. EBSCO. Web. 13 Oct. 2011.
Brough, Paula, and Michael P. O'Driscoll. "Organizational interventions for balancing work and home demands: An
overview." Work & Stress 24.3 (2010): 280-297. Academic Search Premier. EBSCO. Web. 13 Oct. 2011.
Casey, Patrick R., and Joseph G. Grzywacz. "Employee Health and Well-Being: The Role of Flexibility and Work-Family
Balance." Psychologist-Manager Journal 11.1 (2008): 31-47. Academic Search Premier. EBSCO. Web. 13 Oct. 2011.
Eidson, Carl. “Six Strategies for Managing Telecommuters.” CIO.com. December 08, 2009. Wilson Learning. Web. 13 Oct.
2011. http://www.cio.com/article/510269/Six_Strategies_for_Managing_Telecommuters
Marsh, Nigel . “How to make work-life balance work.” Ted.com. Feb 2011. Web. Oct 2011.
http://www.ted.com/talks/nigel_marsh_how_to_make_work_life_balance_work.html
Nauert, Rick. “Too Much Work Flexibility Can Lead to Stress” Psychcentral.com. 30 Sept. 2010. University of Toronto.
Web. Oct 2011. http://psychcentral.com/news/2010/09/30/too-much-work-flexibility-can-lead-to-stress/18957.html
Neault, Roberta (2005). That Elusive Work-Life Balance!, National Consultation on Career.
http://www.natcon.org/archive/natcon/papers/natcon_papers_2005_e5.pdf
Pryles, Victor. “Work/Life Balance Is Just Good Business!” Business Performance Pty Ltd. 2010. Web. 13 Oct. 2011.
http://www.businessperform.com/articles/nature-work/work_life_balance.html
The Staff of the Corporate Executive Board. “The Increasing Call for Work-Life Balance” Bloomberg Businessweek. March
27, 2009. Web. 13 Oct. 2011..
http://www.businessweek.com/managing/content/mar2009/ca20090327_734197.htm?chan=careers_special
Wells, Susan J. “Are You Too Family Friendly?” SHRM.org. October 2007. HR Magazine, 52(10), p.1-7. Course Content.
Oct 2011. http://shrm.org/hrmagazine/articles/1007/1007cover.asp
15. Recommended Discussion Points
How might your ideas of success contribute to an unbalanced work/life? What informs them?
What cause effect relationships do you attribute to the increasing divorce rate in America in
regards to work culture?
Name other factors that you feel are linked to work life balance that have not been discussed
here.
Describe an ideal management system which facilitates balance for its employees.
What key experiences have you had managing your work/life? What were your “carrots”?
What were your “sticks”?
How might your core values affect your ideas of balance?
What was most interesting among the information presented?
Do you feel the current recession impacts the level of power that employees have to achieve
career and family balance?
The video suggests that there are professions which simply will not be conducive to work life
balance– Do you agree?
How might performance management and training systems be adapted to virtual teams?
Do you think that factors such as gender, age, race, career level, profession, etc effect the
possibility of achieving work life balance?
Editor's Notes
Organizations today are designing benefits programs that provide employees with a balance between their work and individual lives. Employees respond well to these programs because they value the flexibility. “In the current economic environment, work-life balance now ranks as one of the most important workplace attributes—second only to compensation”. (Staff of Corporate Executive Board 2009) For numerous years there has been an ongoing need for employers to provide flexibility in employees’ work schedules. Employees seem to want more flexibility, balance, job sharing and family friendly environments at work. Work/life benefits provide employees with a balance between work and their personal lives. A typical plan may include elder care, childcare, flextime work schedules, telecommuting programs, and other miscellaneous benefits. (Pryles) As the United States population becomes more diverse and family make-ups change employers must find ways to offer more diverse programs.
In today’s workplace employee work/life balance is an important issue for many employees and should be as important to employers. There are many employer benefits to provide work/life balances in the workplace. Employers need understand that an employee’s personal and work life are interconnected, overlap and influence each other(Brough and Driscoll, 292). By doing this employers can begin to develop work/life balance initiative that seek to aid employees in the struggle to manage the two. If an employee is at work and there are preoccupied by a sick child at home or other family obligations how can they be productive at work? If an HR practice can alleviate this distraction then the employee will be more productive while at work. In addition, the employee might have greater job commitment and satisfaction as a result of a more flexible work schedule or time off policy. In a study conducted by Patrick Casey and Joseph Grzywacz from the Wake Forest University School of Medicine, “An increase in perceived flexibility was associated with decrease in sickness absences and work related impairment and improved job commitment. Decreased flexibility over the year was associated with a significant increase in impairment and reduced job commitment” (42). Examples of workplace initiatives are: health and fitness centers, onside childcare, paid paternal leave spouse/partner benefits, part-time/flexible work hours, elder care and access to healthy living tools. Having these programs available is not enough employers must actively engage and educate employees on available work/life balance programs and develop a supportive work environment that manages the work experience and the development of employee engagement (Brennan et al., 185). It is also important for employers to educate employees on how to successfully self-manage their work/life balance practices.
For an employee managing work with a personal life is a constant tug of war. “As many individuals juggle several significant life roles (e.g., parent, spouse, child, worker, student, community member), role conflict has contributed to work-life imbalance” (Neault, 1). Issues at home can cause distractions at work, affect one’s mood, emotional and physical stress, low levels of job satisfaction, depression and high blood pressure. Work/life balance practices offered by companies can help employees not only manage their work environment but their home life as well. When children or a family is sick it can allow you to work from home or take the day off without it counting toward your absenteeism rate. It can allow an employee to find day care options and backup care when schools are closed for non-observed work holidays. “From an employee standpoint, flexibility presumably allows individuals to meet work-related responsibilities while maintaining a satisfying personal life” (Casey and Grzywacz, 31). Successfully managing work and home can increase an employee’s overall quality of life. By alleviating the stress associated with balancing work and home obligations an employee will have more free time to focus on performing well at work and maintaining healthy relationships at home. It is beneficial for an employee to exercise control and make decisions that are beneficial for themselves when it comes to work/life conflicts without retaliation from the workplace. Fear of retaliation in the workplace can cause stress at work and home. In addition to the many personal benefits work/life programs can provide they can also influence an employees decision of where they should work. If an employer offers greater work/life programs one might be more interested in working there even if it the firm is offering a lower base salary.
Shifts in the demographics of the workforce are calling for changes to work/life programs to accommodate the growing single/unmarried population (Wells) Increase in schedule control has been found to increase stress levels for employees, creating issues for telecommuters (Nauert) Work/life programs allow more employees and teams to work virtually calling for new managing techniques to keep teams successful (Eidson)
An increase in divorce rates has shifted the population towards marrying later in life and living a single, working life longer than traditionally was the case in the U.S. The American workplace has been centered around the family and working parents for decades but with this new shift in demographics, the traditional characteristics of the workplace are no longer accommodating the employees. Traditional work/life programs have focused on childcare conflicts, school events and sick children which won’t be the case for the majority if the workforce continues to shift towards a single, unmarried majority. Wells recognizes this building issue not only in the slight of the single workforce but also in the absence of the parental workforce. Traditional accommodations for working parents often leave incomplete workloads to the singles who are assumed to have nothing of importance in their lives outside of work. This leads to stress, overworking and unhappy workers. In order to keep the workforce productive and happy in the workplace, work/life programs are going to need to be balanced out to accommodate the single workers and ensure they are treated with the same amount of flexibility that married employees are.
A study conducted by the University of Toronto explored the extent to which an employee’s level of control over their schedule related to their stress levels. Ultimately, the study found that higher levels of schedule control, meaning the more flexibility an employee has with their schedule, the higher their stress levels tended to be. This stress resulted from the blurring of work and home lines when employees were increasing the amount they were working from home to accommodate family responsibilities. They would have trouble keeping their work and family roles separate because of the freedom to work whenever they needed to and this often lead to shirking family responsibilities and damaging relationships. Work life would bleed into home life and create role conflicts. These role conflicts lead to higher stress levels which can ultimately result in sickness and health related problems. These are implications that employers need to address when offering telecommuting or flexible work arrangements. Their employee’s health and home lives must be kept in mind and encouraged to be kept separate.
Virtual teams have the potential to outperform traditional working teams when managed effectively according to an MIT study conducted in 2009. The key to this finding is that the teams must be managed effectively which means very different management techniques than are used with physical teams. Virtual teams are generally a result of globalization and cross-work site teams, however, work/life programs allowing for telecommuting contribute to the increase of these teams. With one or more team member working virtually, members must be kept engaged and committed to reaching the common goals of the team. Disengagement is often a problem when a member is not available for physical meetings or creating personal relationships with other members because of the physical distance. Another related concern is maintaining constant communication between all team members. Telecommuters may not always continue to work the same 9-5 schedule as their work-site counterparts. This creates conflict when scheduling meetings, conference calls and deadlines. Ensuring that there is constant communication within the team through channels such as instant messaging and virtual chatting can keep issues from arising and communication lines open. Lastly, managers must be concerned with the output and productivity of virtual team members. It is much more difficult to manage those team members who cannot be physically monitored while working. This can create tension between members if there is a perceived difference in output and eventually impact the end goals. Employers looking to increase flexible working arrangements and telecommuting must address the differences in managing techniques that these arrangements require and ensure that teams remain as effective if not more after the switch.
Work/life balance is an extremely important element to life for everyone. An imbalance either way will compromise your work performance, home relationships, mental health or all of the above. Every person needs to be given some degree of flexibility in their work arrangements regardless if they have a part-time retail position or are a full-time executive. It has been engrained in the American culture that, once of out school, work dictates life and 9 to 5 becomes the framework around which life is shaped. We don’t think this necessarily fits with the world of today. Employers need to reevaluate the jobs their employees are doing to decide whether a 9 to 5 schedule is mandatory. There are many jobs where a shift from 9-5 to 10-6 or half day home/ half day in the office wouldn’t make too much of a difference as long as the work is being done. Especially in a world where so many organizations are going global, certain jobs may call for collaboration across time zones that may require a different schedule to accommodate all parties. In sum, there is more and more need for flexibility in the workplace and We think that if employers want to provide a satisfying and attractive work environment, then they will need to start building flexibility into their employees’ schedules.We think that work life programs are valuable assets to both employers and employees. We see it a great tool for retracting and recruiting talent and as way for employees to balance their work and personal lives. We think that its valuable because it makes employees more productive by reducing stress. It also can help drive health care costs by lowering risks such as high blood pressure. We see this issue becoming more and more important to the future workforce.Efforts to facilitate balance for employees should not stop at the availability of programs but also must include the integration of those opportunities into the company culture. Otherwise, the notions of ownership and paying dues may remain at odds in the practice of work/life balance. Ownership demands that the employee prioritize in a balanced way and then communicate those priorities to the company or that he/she utilize the systems in place for employee benefit. However, if the culture is not consistent, there still may be the expectations that one pay dues (such as long hours, more frequent/ menial assignments) as a manner of proving interest, competence, work ethic, or gaining respect. This may be more common if senior coworkers paid dues early in their own careers. If company wide access to work life programs is not promoted and accessible for every level of employee then it will not work as a real benefit that the company provides. And the increasing demands on employees dictates that companies which are unable to provide these programs will not engage top talent.