Balancing Work and Family: The Role of High‐Commitment Environments

Berg, Peter; Kalleberg, Arne L.; Appelbaum, Eileen

doi:10.1111/1468-232x.00286

Cited by 206 publications

(189 citation statements)

References 14 publications

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“…The nature of the job, workplace environment, employee-friendly policies and organizational culture have a positive impact on WLB [19]. All employee-friendly policies that are beneficial to employees, increase job satisfaction and organizational commitment.…”

Section: Introductionmentioning

confidence: 99%

Work-Life Balance and Job Satisfaction: An Empirical study Focusing on Higher Education Teachers in Oman

Agha¹,

Azmi²,

Adeeba³

2017

IJSSH

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Abstract-With increasing levels of stress, competition and insecurities in life, work-life balance issues have become extremely important. Employees are looking for ways that will help them balance between work and personal life effectively. Researchers have also identified that work-life balance leads to positive organizational outcomes.Although work-life balance has been a frequent subject of inquiry in the Western world, there have been no studies on work-life balance in the Sultanate of Oman. Human resources are being considered as vital for the realization of the 'Vision for Oman's National Economy: Oman 2020' laid by the Sultanate, and hence, a study on work-life balance is both timely and relevant. It needs to be understood that teachers are the cornerstone of the development of any society and hence their well-being is important. Therefore, the present study seeks to explore work-life balance and its relation to job satisfaction of teachers in the higher education sector in the Sultanate of Oman.Findings of the study revealed that while work interference with personal life and personal life interference with work had a negative relationship with job satisfaction, work and personal life enhancement had a positive relationship with job satisfaction. Thus, the findings of the present study corroborate with previous research evidence. Thus, we can safely conclude that work and personal life needs to be integrated and balanced by organizations through work-life balance initiatives.Index Terms-Work-life balance, job satisfaction, teacher satisfaction, sultanate of Oman, higher education. I. INTRODUCTIONWork-life balance (WLB) is about finding the right balance between work and life, and about feeling comfortable with both work and family commitments. Work-life balance is essentially the balance between three components, namely, paid work, unpaid work and personal time. There is no one accepted definition of what constitutes a WLB practice, the term usually refers to one of the following factors: organizational support for dependent care, flexible work options and family or personal leave [1].Reference

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Section: Introductionmentioning

confidence: 99%

Work-Life Balance and Job Satisfaction: An Empirical study Focusing on Higher Education Teachers in Oman

Agha¹,

Azmi²,

Adeeba³

2017

IJSSH

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“…Research on the effect of family-friendly employment practices provides key empirical support to this position (Berg, Kalleberg and Appelbaum, 2003). However, because the current policy debates in Britain frequently invoke the ill-effects of a long and rigid hours culture as the main raison d'être for working time flexibility, it will be instructive to investigate the scope and limitations of the flexitime solution.…”

Section: Résumé De L'articlementioning

confidence: 99%

“…As flexitime encourages employee control over scheduling, as well as the work process itself, it enhances the autonomy of employees to make work-related decisions independently and with a greater degree of confidence and trust (Bailyn, 1993;Atkinson and Meager, 1986). Delegation of authority in this way increases employee involvement as well as securing a better match between complementary organizational practices (Wood, de Menezes and Lasaosa, 2003;Berg, Kalleberg and Appelbaum, 2003). Furthermore, the degree of freedom afforded to an individual to schedule her work potentially enhances not just process outcome but also her ability to make opportune decisions about her needs.…”

Section: Flexitime and Decision Making Autonomymentioning

confidence: 99%

“…Organizations embracing flexitime work arrangements as part of a work-life balance package are likely to have dismantled many of the features of control-based organizational systems and introduced measures which provide better variety and control over the work itself (Berg, Kalleberg and Appelbaum, 2003;Wood, de Menezes and Lasaosa, 2003). This is based on the assumption that flexitime encourages employee control over scheduling, and provides the freedom to make work-related decisions more independently.…”

Section: Flexitime and Organizational Measures Of Discretion And Controlmentioning

confidence: 99%

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Employee and Organizational Impacts of Flexitime Work Arrangements

Eldridge

Nisar

2011

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There is evidence of heavy job demands and low control resulting in multiple negative consequences for employees and their families. Understandably, there is then a desire to move away from such practices and adopt more flexible organizational systems. In such environments, employees may be more in control of their workloads, and manage a better balance between life and work. Flexitime provides increased opportunity to fit other commitments and activities in with work, and make better use of their free time. As employees can choose their own start and finish times for the working day, they can take a little extra time off in a week. It is argued that creating such opportunities improve motivation and raises morale. This also allows for lower stress in the work place and greater enjoyment in the home. Consequently, employees experience increased performance in the work place and greater repertoire for marketing to new employers. Using WERS (The British Workplace Employee Relations Survey), the present study examines the nature of such relationships, and specifi cally explores the usage of flexitime and employee and organizational outcomes. WERS provides a useful set of information about work environment, job characteristics, and occupation, permitting researchers to conduct a more detailed analysis of individual employee behaviour. We develop our hypotheses based on the organizational behaviour literature that is concerned with exploring the nature of individual and organizational responses in challenging and stressful environments. Our results show a negative relationship between flexitime and job security. There is also no evidence of establishments with flexitime work arrangements having less stressed employees. Flexitime may however lead to increased employee participation in decision making as measured by employee discretion and team work. Our fi ndings thus stress the need to be cautious about how we build the case for the adoption of flexitime.Il existe des preuves à l'effet que les milieux de travail où les exigences sont très élevées et où les travailleurs exercent un faible contrôle sur leur travail entrainent de multiples conséquences négatives pour eux et leur famille. Naturellement, il y a alors un désir de s'éloigner de telles pratiques et d'adopter des politiques organisationnelles plus souples, permettant aux employés d'avoir plus de contrôle sur leur charge de travail et d'améliorer l'équilibre entre leur vie personnelle et professionnelle. Un horaire de travail flexible off re des possibilités accrues de meilleure organisation entre les engagements hors travail et les activités de travail et permet de faire un meilleur usage du temps libre. Comme les employés peuvent choisir leur propre moment de départ et d'arrivée pour la journée de travail, ils peuvent prendre un peu de temps supp...

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“…Others mainly focus on special practice areas such as flextime, telework (e.g. Lapierre and Allen, 2006;Madsen, 2003), dependents care (e.g., Berg, et al, 2003), and the positive influence of the practices mentioned above are mostly supported. However, efforts to integrate work-family practices and employee workfamily conflict have been sparse.…”

Section: Introductionmentioning

confidence: 99%

How do work-family balance practices affect work-family conflict? The differential roles of work stress

Chang

Zhou

Wang

et al. 2017

Front. Bus. Res. China

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This paper investigates the relationship between employees' perception of workfamily balance practices and work-family conflicts. It examines the role of challenge stress and hindrance stress as moderators. Based on survey data collected from 841 civil servants in Beijing, we found that perceived work-family balance practices may reduce work-family conflict, while challenge and hindrance work stresses were positively related to work-family conflict. In addition, challenge and hindrance stresses differentially moderated the relationship between perceived work-family practices and work-family conflict. When challenge stress is high then work-family balance practices will reduce work-family conflict. However, under high hindrance stress, work-family balance practices will serve to reduce work-family conflict less. More detailed analysis of the configurational dimensions of work-family balance practices (work flexibility, and employee and family wellness care) are also tested. This study provides additional insight into the management of work-family interfaces and offers ideas for future research.

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Balancing Work and Family: The Role of High‐Commitment Environments

Cited by 206 publications

References 14 publications

Work-Life Balance and Job Satisfaction: An Empirical study Focusing on Higher Education Teachers in Oman

Work-Life Balance and Job Satisfaction: An Empirical study Focusing on Higher Education Teachers in Oman

Employee and Organizational Impacts of Flexitime Work Arrangements

How do work-family balance practices affect work-family conflict? The differential roles of work stress

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