Part 5 of 5: What are the Current and Future Implications for a “Work-Life Balance?”

Today we’re continuing our special series of posts on Work-Life Balance. We hope you find the series insightful and thought-provoking.

What are the current and future implications for a “Work-Life Balance?” See the articles below to see what management researchers have to say.

Frank L. Giancola, HR Researcher and Writer, published “Can the Work-Life Movement Regain Its Balance?” in the September/October 2011 issue of Compensation & Benefits Review.

The work–life discipline has been in a period of transformation in recent years for two reasons—no growth in the prevalence of major work–life programs and a decline in the number of work–life specialists. To reinvigorate the field, work–life leaders have changed its signature term, charter and organizational change strategies. The transformation’s success is doubtful because of disagreement over a central premise, a vast and disjointed charter that infringes on other human resources disciplines, and movement into the field by a stronger rival. It will survive, but in a smaller form, based primarily on the concept of workplace flexibility.

Karen J. Crooker, University of Wisconsin–Parkside, Faye L. Smith, Emporia State University, and Filiz Tabak, Towson University, published “Creating Work-Life Balance: A Model of Pluralism across Life Domains” in the December 2002 issue of Human Resource Development Review.

This article develops a theoretical framework that explains how life complexity and dynamism affect work-life balance. The authors explain the moderating effects of munificence and accessibility of resources in one’s life as well as the personality differences and individual value systems on the relationship between life complexity/dynamism and work-life balance. The analysis leads to implications for future research and practice.

Paula J. Caproni, University of Michigan, published “Work/Life Balance: You Can’t Get There From Here” in the June 2004 issue of the Journal of Applied Behavioral Science.

In this article, I contend that the well-intentioned discourse of work/life balance in the popular and scholarly press actually may undermine women’s and men’s attempts to live fulfilling lives. Drawing on feminist and critical perspectives, as well as my own efforts to find “balance” in a two-career family with two children under the age of 4, I illustrate (a) how the work/life discourse reflects the individualism, achievement orientation, and instrumental rationality that is fundamental to modern bureaucratic thought and action and (b) how such discourse may further entrench people in the work/life imbalance that they are trying to escape.

Michael Lane Morris and Susan R. Madsen published “Advancing Work-Life Integration in Individuals, Organizations, and Communities” in the November 2007 issue of Advances in Developing Human Resources.

The problem and the solution. Working adults report they experience greater challenges today in their ability to be productive employees, experience personal and interpersonal health and wellbeing, and make meaningful contributions as citizens to their respective communities. By better understanding work–life theory and research, human resource development professionals can contribute to the strategic development of policies, practices, programs, and interventions that appear to alleviate or ameliorate demands fostering greater work–life integration. Integration is a solution representing a holistic strategy including effective and efficient coordination of efforts and energies among all stakeholders sharing interest and benefits from workers being able to fulfill their personal,work, family, and community obligations.

Thank you for your continued interest in our themed week: “Work-life Balance!”

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This entry was posted in Work-Family Conflict and tagged , , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

1 thought on “Part 5 of 5: What are the Current and Future Implications for a “Work-Life Balance?”

  1. Pingback: Women and Work-Life Balance « Management INK

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