Boundary management of employees’ non-work lives: effects on South African workers’ commitment

Abstract

Employees' lives are holistic, and are comprised of many roles, resulting in complex interactions between their work and non-work lives. Broadly speaking, organisational responses to this could include ignoring employees' non-work lives (separation), active involvement (integration), or creating flexibility and tolerance, thereby enabling employees to manage conflict (respect). This study investigates whether such response types impact differently on employee commitment. The findings suggest that a separation response decreases affective commitment, moderated by greater non-work involvement or role conflict. A respect response increases affective commitment, moderated by high non-work involvement, role conflict, "hindrance" coping or lower career commitment. Continuance and normative commitment were not affected. These findings suggest that managers might take a role in employees' non-work lives by creating flexibility and tolerance at work. However, managers should probably avoid implementing paternalistic approaches that attempt active involvement. JEL M14, M54

<img src="http://openjournals.net/files/pics/CEU.gif"/> The construction of work–life balance: The experience of Black employees in a call-centre environment

“…In line with Parkes and Langford's (2008) as well as Lee and Steele's (2009) broader perspectives on work roles versus nonwork roles (rather than the work versus family role), participants clearly indicated the importance of the self as an additional role in the work-life balance equation. A participant explained that balance is the opportunity to do what he wants to do in a period of time that he sets − giving himself personal space or breathing time:…”

“…The holistic experience of fulfilment or satisfaction is also emphasised by Lee andSteele (2009), andKirchmeyer (in Kalliath & describes it as achieving satisfying experiences in and across all life domains. In this regard a participant referred to work-life balance as achieving personal growth: 'I would say I view it as, you know, it contributes towards your personal growth.…”

“…Time management alone and the division of time are therefore no longer adequate in defining or addressing work-life balance (Roberts, 2007). Lee and Steele (2009) note that research is moving towards the recognition of potential enrichment or facilitation amongst multiple roles, which may buffer negative work-life balance experiences. From the data it is clear that although flexibility of work hours positively contributes to work-life balance, it is rather the quality of experience in different life spheres that is of value to participants.…”

“…Lee & Steele, 2009;Rost & Mostert, 2007;Van Aarde & Mostert, 2008) and also includes certain limitations such as a predominant focus on measuring negative (as opposed to positive) work-home interference (Mostert & Oldfield, 2009). It is worth mentioning that specific work has been done in the field of multiple roles, especially into how South African women in managerial positions integrate their multiple roles (Brink & De la Rey, 2001;Grzywacz et al, 2002;McLellan & Uys, 2009;Patel et al, 2006;Theunissen et al, 2003;Whitehead & Kotze, 2003).…”

“…International trends regarding employee and organisational wellness emphasise work-life balance (Grant-Vallone & Donaldson, 2001;Lewis & Cooper, 1995) and have directed a significant shift in the workplace towards work-life balance and quality of life (Parkes & Langford, 2008;Schreuder & Coetzee, 2006). As such, research and literature in the past decade reflect an increased interest in work-life balance issues internationally (Greenhaus et al, 2003; and in work-home interaction/interface in the South African work context (Lee & Steele, 2009;McLellan & Uys, 2009;Mostert & Oldfield, 2009;Van Aarde & Mostert, 2008).…”