Barriers and measurement of work/life balance of managers and other employees

Mladenović, Milica; Krstić, Bojan

doi:10.5937/esd2101023m

Cited by 6 publications

(3 citation statements)

References 9 publications

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“…In the application of managers' work/life balance practices and benefits inside and outside the company, there may be certain obstacles, such as lack of finances, time, motivation or prioritization of work/life balance by managers (Mladenović & Krstić, 2021a). On the other hand, managers who achieve work/life balance can experience positive effects at work, such as better communication, a higher level of commitment, motivation and productivity, and lower level of stress, absenteeism and turnover (Haar & Roche, 2010), as well as positive effects in their private life, such as more time spent with family members, better physical and mental health, and a higher level of happiness, satisfaction and quality of life (Cinamon & Rich, 2010).…”

Section: Discussion Of the Effects Of Manager's Work/life Balancementioning

confidence: 99%

Conceptualization of index methodology for measuring manager's satisfaction with their job, private life and work/life balance

Mladenović,

Krstić,

Simonović

2023

Ekonomika

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In the era of knowledge economy, company's competitive advantage is mostly created by skills and knowledge of its employees, especially managers as the most significant segment of company's human intellectual capital. The subject of this paper is manager's work/life balance and possibility of its measurement. Balanced and satisfied managers represent a good foundation for achieving company's goals. The paper will present certain subjective factors and company factors that can affect manager's work/life balance. Within these factors, various practices and benefits for establishing manager's work/life balance can be distinguished, depending on whether they are created by companies and offered to their managers, or they are designed and implemented by managers themselves outside the company. The purpose of this paper is presenting the conceptual model of interdependence of manager's job satisfaction, manager's private life satisfaction and manager's work/life balance satisfaction, which includes dimensions of each of these types of manager's satisfaction that managers can assess through a questionnaire. Based on this model and managers' grades, the result of this paper is reflected in the created index methodology for calculating the values of indices of the mentioned types of manager's satisfaction, which can be applied at the level of the individual manager as well as at the level of the company, and it can also be used for comparing the values of determined satisfaction indices by managers, by years and between companies.

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Section: Discussion Of the Effects Of Manager's Work/life Balancementioning

confidence: 99%

Conceptualization of index methodology for measuring manager's satisfaction with their job, private life and work/life balance

Mladenović,

Krstić,

Simonović

2023

Ekonomika

Self Cite

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“…As in most cases, this type of research can be conducted by respondents completing questionnaires i.e. by rating certain statements on a 5-point Likert scale (Mladenović & Krstić, 2021a).…”

Section: Negative (Inter)relationship Between Work and Private Life O...mentioning

confidence: 99%

Interrelationship Between Work and Private Life of Employees - Conflict or Balance?

Mladenović¹,

Krstić

2021

FU Econ Org

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Contemporary companies consider work-life balance a crucial topic. Higher work pressure, longer working hours and more families with both working parents have made balancing work and private life even more difficult. The paper addresses this interrelation and highlights two research questions regarding the type of relationship (positive or negative) that exists between work and private life of employees. These questions are answered based on the analysis of various previously conducted empirical research studies. Findings reveal both negative and positive interrelationship between employees' work and private life. The contributions and conclusions of this paper can be extremely relevant for a company to comprehend how important the creation of work-life balance initiatives is for increasing job satisfaction of its managers and other employees, as well as for developing the reputation of a desirable employer.

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“…For example, transactional leaders work in their companies respecting rules, regulations, procedures, norms while transformational leaders tend to change an organizational culture by understanding it and harmonizing it with a new vision, supplemented by shared assumptions, values and norms (Bass, 1985). Modern companies have to develop an organizational culture that supports the establishment of work/life balance of employees and managers (Mladenović & Krstić, 2021). Effective organizations need strategic thinking as well as the creation of organizational culture by their leaders.…”

Section: Introductionmentioning

confidence: 99%

The specific role of transformational leadership in the organizational culture of service organizations

Sokolović¹,

Katić²,

Grubić-Nešić³

et al. 2022

Anali Ekon fak Subotica

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Transformational leadership links creative thinking, persistence and energy, intuition and the sense for people's need for organizational culture. It strives for innovation and expresses the sense for vision and meaning. Literature analysis in this field is followed by the research that examines transformational leadership and its coherence with an organisational culture in the international service company operating in Serbia. The participants in his research have perceived the role culture as primary, particularly the culture of rules and procedures. This culture is suitable to people that expect security at work, which could be the main goal in the particular company, having in mind that work instability and insecurity have been a common denominator in the past three decades. However, if a company wants to be innovative, it would have to put more effort into transformational leadership that could not be thoroughly examined in this study. Suggestions for further investigation are given at the end of this study, lack of instruments for investigations are pointed out, with an idea for improvements.

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Barriers and measurement of work/life balance of managers and other employees

Cited by 6 publications

References 9 publications

Conceptualization of index methodology for measuring manager's satisfaction with their job, private life and work/life balance

Conceptualization of index methodology for measuring manager's satisfaction with their job, private life and work/life balance

Interrelationship Between Work and Private Life of Employees - Conflict or Balance?

The specific role of transformational leadership in the organizational culture of service organizations

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