IMPACT OF WORK-LIFE BALANCE AND ORGANIZATIONAL PERFORMANCE

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INTRODUCTION

The goal of work-life balance, or WLB, is to always develop and maintain supportive and healthy working environments that allow employees to successfully juggle the demands of their paid employment with those of their personal and family lives. The ability of a person to maintain an appropriate level of involvement or “fit” between the various tasks that make up their life is the broadest definition of “work-life balance” (Hudson, 2005). It discusses the interaction between paid work and other pursuits including leisure time, personal growth, and unpaid work in families and communities. Job-family balance is “the amount to which an individual is equally-self involved and equally content with his or her work role and family role,” according to Greenhaus, Collins, and Shaw’s (2003) definition.

On the other hand, given that the emphasis in work-family balance is placed more on the linkages that exist between work and family, one may argue that the scope is more constrained than that of the former. Policies that were formerly referred to as “family-friendly” but are now extended outside the family are frequently described using the phrase “work life balance” as a more comprehensive expression. This is due to the fact that the term “work-life balance” originated in the 1980s.

It is a reference to flexible work schedules that allow both parents and those who aren’t parents to benefit from schedules that strike a balance between the demands of work and personal obligations (Redmond Valiulis and Drew, 2006). Achieving work-life balance depends on having a clear understanding of one’s professional and personal priorities. Contrary to common assumption, maintaining a healthy work-life balance does not include splitting one’s awake hours equally between work and other activities.
Prioritizing one’s job and lifestyle, which includes one’s health, pleasure, leisure, family life, and spiritual development, is necessary (Clark, 2009). The 1980s-developed idea of “work-life balance” is based on the notion that a paid employment and a personal life should be seen less as competing aims and more as necessary components of a full existence. Lewis (2008) claims that the way to do this is to put in place a system that is thought of as a two-way process that takes into consideration the needs of both the workers’ and employers’ requirements. The only way to achieve this objective successfully is in this method.

In order to engage businesses in this process, it is essential to show the advantages that can be attained through workplace policies and practices that support work-life balance. Furthermore, it is important to demonstrate the possibility for reducing the detrimental consequences that these policies and practices have on the operation of the organization. According to Clark (2009), “work-life balance” is the condition of being content and functioning well in both one’s professional and personal life, with few conflicts resulting from one’s various responsibilities. The ability to feel at ease with both one’s work and non-work duties and finding the ideal balance between one’s work and life (outside of work) are two key components of establishing work-life balance.

It’s not that most people have poor time management skills; rather, a large portion of their day simply does not belong to them, making it challenging for them to plan it in a way that is advantageous to both their professional and personal life. Without the assistance of a company, it can be difficult for a person to strike a healthy work-life balance. The ideal work-life balance for a particular person will alter over time, according to Bird (2010), who also asserts that having a work-life balance does not entail having an equal balance. Unquestionably, the proportions that today strike the ideal equilibrium for one person will be different for that same person tomorrow.

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