Quality of life: Obstacles, advice, and employer assistance

Abstract

This exploratory study examines obstacles working professionals face in their efforts to enhance quality of life including a discussion of the advice and employer assistance they desire. Based on a discursive formations' framework, research findings emerged with implications for organizations including the importance of: a) clarifying expectations for employees, b) addressing employees' desire for various types of advice, c) acknowledging obstacles that are internally-based, and d) understanding employees' perceptions of work environments. A category of general-life issues (which bridge work and non-work domains) also emerged from the data.

Employee preferences for work-life benefits in a large New Zealand construction company

“…The concept of work-life balance has evolved in response to a changing culture where work has become more demanding of both sexes and free time has become less available, in turn increasing pressures in both domains causing endemic work-life imbalance (Dallimore & Mickel 2006;Lewis, Gambles & Rapoport 2007;Families and Work Institute 2008). Rates of employment have increased for women and remained constant for men resulting in less time available outside of work.…”

“…Moreover, work-life balance is multi-faceted and can be addressed on multiple levels (De Bruin & Dupuis 2004). Whilst some think it is an individual issue, others believe it is a responsibility for organisations to address, or believe it should be addressed and/or regulated by government, while some believe it is a shift in societal norms that is needed (Dallimore & Mickel 2006;Lewis, Gambles & Rapoport 2007;Kossek, Lewis & Hammer 2010). Purportedly, work-life research has not significantly helped improve the array of work-life balance issues that are faced by employees and employers today, and there is arguably a lack of theory and model development, a lack of exploratory research, and hence a lack of understanding of why certain relationships exist (Eby et al 2005).…”

“…Utilisation is dependent not only on availability, but also on other issues, such as organisational support. The difference in uptake is possibly due to the perceived level of supportiveness of the workplace culture for using such policies (De Cieri et al 2005;Dallimore & Mickel 2006;Brough et al 2008). People often do not use benefits because they feel that usage may have a negative effect on their career path; therefore it is key that management communicate and make clear their objectives and expectations (Thornthwaite 2004).…”

“…A large body of research (Eaton 2003;De Cieri et al 2005;Dallimore & Mickel 2006;Smith & Gardner 2007;Kossek et al 2010) shows that if an organisation wants to provide effective and usable work-life benefits, it is extremely important to ensure that the organisational culture, managers and supervisors show support for such initiatives. Employee perception of organisational support for an individual's worklife balance has been related to increased job satisfaction and reduced work pressure, both of which reduce leaving intention (Forsyth & Polzer-Debruyne 2007).…”

Factores Laborales De Equilibrio Entre Trabajo Y Familia: Medios Para Mejorar La Calidad De Vida

“…Medidas como la flexibilidad de horarios, servicios de asistencia en labores domésticas, permisos laborales y, en general, beneficios organizacionales, han mostrado un incremento en los niveles de bienestar y satisfacción en los trabajadores (Hall, 1990;Greenhaus & Parasuraman,1999;Frye & Breaugh, 2004;Lapierre & Allen, 2006). Dallimore & Mickel (2006) señalan que existe evidencia suficiente para que se creen e implementen políticas organizacionales integradoras de la vida personal y profesional, ya que ello produce beneficios tanto para el trabajador -menor nivel de estrés y presión, más control en el trabajo, mayor tiempo para la familia-como para la empresareduciendo ausentismo, incrementando la productividad-, etcétera.…”