Work--life conflict: Is work time or work overload more important?

Abstract

Work time in the form of long hours or control over work scheduling (flexibility) dominates much of the debate, and organisational policies and interventions, around sustaining a healthy work-life relationship. In this study we challenge this assumption, and argue instead for the importance of the quantity of work (work overload). Using data collected in a national Australian study, we found that work overload was the strongest predictor of full-time employees' work-life conflict. Work hours, their fit with preferences, and control over work scheduling also demonstrated small to moderate associations with work-life conflict. This study indicates that time-based work-life policies, procedures and interventions are necessary, but not sufficient, for addressing work-life conflict. Effective management of work overload, with its potential to contribute to emotional strain/exhaustion and long work hours, should be considered as a keystone strategy to support a healthy work-life relationship.Time is a prominent feature of work-life discussions, policies and strategies, particularly around issues of long work hours and flexibility in work scheduling. In this paper we question whether a time-based approach to work-life issues is sufficient to guide effective policies and interventions. Instead we argue that addressing issues of workload, work overload in particular, should

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