Sectors being studied | No. of papers | (%) |
---|---|---|
General population | 29 | 40.2 |
Education services | 11 | 15.2 |
Health care services | 7 | 9.7 |
Financial services (banking and insurance) | 6 | 8.3 |
Managers | 5 | 6.9 |
IT services | 4 | 5.5 |
Hotel management | 2 | 2.7 |
Government employee | 2 | 2.7 |
Women | 2 | 2.7 |
Manufacturing | 1 | 1.3 |
Others | 3 | 4.1 |
Table 1 List of papers included in the review
Adame-Sánchez , C. , Caplliure , E.M. and Miquel-Romero , M.J. ( 2018 ), “ Paving the way for competition: drivers for work-life balance policy implementation ”, Review of Managerial Science , Vol. 12 No. 2 , pp. 519 - 533 , doi: 10.1007/s11846-017-0271-y .
Ahuja , M. and Thatcher , J. ( 2005 ), “ Moving beyond intentions and towards the theory of trying: effects of work environment and gender on post-adoption information technology use ”, MIS Quarterly , Vol. 29 No. 3 , pp. 427 - 459 .
Allan , C. , O'Donnell , M. and Peetz , D. ( 1999 ), “ More tasks, less secure, working harder: three dimensions of labour utilization ”, Journal of Industrial Relations , Vol. 41 No. 4 , pp. 519 - 535 , doi: 10.1177/002218569904100403 .
Alvesson ( 2002 ), Understanding Organizational Culture , Sage Publications , London . 10.4135/9781446280072
Bacharach , S.B. , Bamberger , R. and Conely , S. ( 1991 ), “ Work-home conflict among nurses and engineers: mediating the impact of stress on burnout and satisfaction at work ”, Journal of Organizational Behavior , Vol. 12 No. 1 , pp. 39 - 63 , doi: 10.1002/job.4030120104 .
Bailey , T.R. ( 1993 ), “ Discretionary effort and the organization of work: employee participation and work reform since Hawthorne ”, Teachers College and Conservation of Human Resources , Columbia University .
Bardoel , E.A. ( 2006 ), “ Work-life balance and human resource development ”, Holland , P. and De Cieri , H. (Eds), Contemporary Issues in Human Resource Development: An Australian Perspective , Pearson Education , Frenchs Forest, NSW , pp. 237 - 259 .
Berg , P. , Kalleberg , A.L. and Appelbaum , E. ( 2003 ), “ Balancing work and family: the role of high - commitment environments ”, Industrial Relations , Vol. 42 No. 2 , pp. 168 - 188 , doi: 10.1111/1468-232X.00286 .
Bird , J. ( 2006 ), “ Work-life balance: doing it right and avoiding the pitfalls ”, Employment Relations Today , Vol. 33 No. 3 , pp. 21 - 30 , doi: 10.1002/ert.20114 .
Bourdeau , S. , Ollier-Malaterre , A. and Houlfort , N. ( 2019 ), “ Not all work-life policies are created equal: career consequences of using enabling versus enclosing work-life policies ”, Academy of Management Review , Vol. 44 No. 1 , pp. 172 - 193 , doi: 10.5465/amr.2016.0429 .
Brough , P. , Timm , C. , Driscoll , M.P.O. , Kalliath , T. , Siu , O.L. , Sit , C. and Lo , D. ( 2014 ), “ Work-life balance: a longitudinal evaluation of a new measure across Australia and New Zealand workers ”, The International Journal of Human Resource Management , Vol. 25 No. 19 , pp. 2724 - 2744 , doi: 10.1080/09585192.2014.899262 .
Callan , S.J. ( 2008 ), “ Cultural revitalization: the importance of acknowledging the values of an organization's ‘golden era’ when promoting work-life balance ”, Qualitative Research in Organizations and Management: An International Journal , Vol. 3 No. 1 , pp. 78 - 97 , doi: 10.1108/17465640810870409 .
Crawford , W.S. , Thompson , M.J. and Ashforth , B.E. ( 2019 ), “ Work-life events theory: making sense of shock events in dual-earner couples ”, Academy of Management Review , Vol. 44 No. 1 , pp. 194 - 212 , doi: 10.5465/amr.2016.0432 .
Dave , J. and Purohit , H. ( 2016 ), “ Work-life balance and perception: a conceptual framework ”, The Clarion- International Multidisciplinary Journal , Vol. 5 No. 1 , pp. 98 - 104 .
Denstadli , J.M. , Julsrud , T.E. and Christiansen , P. ( 2017 ), “ Urban commuting – a threat to the work-family balance? ”, Journal of Transport Geography , Vol. 61 , pp. 87 - 94 , doi: 10.1016/j.jtrangeo.2017.04.011 .
Downes , C. and Koekemoer , E. ( 2012 ), “ Work-life balance policies: the use of flexitime ”, Journal of Psychology in Africa , Vol. 22 No. 2 , pp. 201 - 208 , doi: 10.1080/14330237.2012.10820518 .
Dumas , T.L. and Perry-Smith , J.E. ( 2018 ), “ The paradox of family structure and plans after work: why single childless employees may be the least absorbed at work ”, Academy of Management Journal , Vol. 61 No. 4 , pp. 1231 - 1252 , doi: 10.5465/amj.2016.0086 .
Ehrhardt , K. and Ragins , B.R. ( 2019 ), “ Relational attachment at work: a complimentary fit perspective on the role of relationships in organizational life ”, Academy of Management Journal , Vol. 62 No. 1 , pp. 248 - 282 , doi: 10.5465/amj.2016.0245 .
Emre , O. and De Spiegeleare , S. ( 2019 ), “ The role of work-life balance and autonomy in the relationship between commuting, employee commitment, and well-being ”, The International Journal of Human Resource Management , Vol. 32 No. 11 , pp. 1 - 25 , doi: 10.1080/09585192.2019.1583270 .
Fontinha , R. , Easton , S. and Van Laar , D. ( 2017 ), “ Overtime and quality of working life in academics and non-academics: the role of perceived work-life balance ”, International Journal of Stress Management , ( in Press ).
Fontinha , R. , Easton , S. and Van Laar , D. ( 2019 ), “ Overtime and quality of working life in academics and non-academics: the role of perceived work-life balance ”, International Journal of Stress Management , Vol. 26 No. 2 , pp. 173 , doi: 10.1037/str0000067 .
Galea , C. , Houkes , I. and Rijk , A.D. ( 2014 ), “ An insider’s point of view: how a system of flexible working hours helps employees to strike a proper balance between work and personal life ”, The International Journal of Human Resource Management , Vol. 25 No. 8 , pp. 1090 - 1111 , doi: 10.1080/09585192.2013.816862 .
Greenhaus , J.H. and Kossek , E.E. ( 2014 ), “ The contemporary career: a work–home perspective ”, Annual Review of Organizational Psychology and Organizational Behavior , Vol. 1 No. 1 , pp. 361 - 388 , doi: 10.1146/annurev-orgpsych-031413-091324 .
Groysberg , B. and Abrahams , R. ( 2014 ), “ Manage your work, manage your life ”, Harvard Business Review , Vol. 92 No. 3 , pp. 58 - 66 , available at: https://hbr.org/2014/03/manage-your-work-manage-your-life
Haar , J.M. and Roche , M. ( 2010 ), “ Family-supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction ”, The International Journal of Human Resource Management , Vol. 21 No. 7 , pp. 999 - 1014 , doi: 10.1080/09585191003783462 .
Haar , J.M. , Sune , A. , Russo , M. and Ollier-Malaterre , A. ( 2019 ), “ A cross-national study on the antecedents of work-life balance from the fit and balance perspective ”, Social Indicators Research , Vol. 142 No. 1 , pp. 261 - 282 , doi: 10.1007/s11205-018-1875-6 .
Hughes , R. , Kinder , A. and Cooper , C.L. ( 2018 ), “ Work-life balance ”, The Wellbeing Workout , pp. 249 - 253 , doi: 10.1007/978-3-319-92552-3_42 .
Jackson , L.T. and Fransman , E.I. ( 2018 ), “ Flexi work, financial well-being, work-life balance and their effects on subjective experiences of productivity and job satisfaction of females in an institution of higher learning ”, South African Journal of Economic and Management Sciences , Vol. 21 No. 1 , pp. 1 - 13 , doi: 10.4102/sajems.v21i1.1487 .
Jenkins , K. and Harvey , S.B. ( 2019 ), “ Australian experiences ”, Mental Health in the Workplace , pp. 49 - 66 . Springer , Cham .
Jensen , M.T. and Knudsen , K. ( 2017 ), “ A two-wave cross-lagged study of business travel, work-family conflict, emotional exhaustion, and psychological health complaints ”, European Journal of Work and Organizational Psychology , Vol. 26 No. 1 , pp. 30 - 41 , doi: 10.1080/1359432X.2016.1197206 .
Johari , J. , Yean Tan , F. and TjikZulkarnain , Z.I. ( 2018 ), “ Autonomy, workload, work-life balance, and job performance among teachers ”, International Journal of Educational Management , Vol. 32 No. 1 , pp. 107 - 120 , doi: 10.1108/IJEM-10-2016-0226 .
Jones , R. , Cleveland , M. and Uther , M. ( 2019 ), “ State and trait neural correlates of the balance between work-non work roles ”, Psychiatry Research: Neuroimaging , Vol. 287 , pp. 19 - 30 , doi: 10.1016/j.pscychresns.2019.03.009 .
Kalliath , T. and Brough , P. ( 2008 ), “ Work-life balance: a review of the meaning of the balance construct ”, Journal of Management & Organization , Vol. 14 No. 3 , pp. 323 - 327 , doi: 10.1017/S1833367200003308 .
Kar , S. and Misra , K.C. ( 2013 ), “ Nexus between work life balance practices and employee retention-the mediating effect of a supportive culture ”, Asian Social Science , Vol. 9 No. 11 , p. 63 , doi: 10.1016/j.soscij.2019.03.008 , doi: 10.5539/ass.v9n11p63 .
Kiburz , K.M. , Allen , T.D. and French , K.A. ( 2017 ), “ Work-family conflict and mindfulness: investigating the effectiveness of a brief training intervention ”, Journal of Organizational Behavior , Vol. 38 No. 7 , pp. 1016 - 1037 , doi: 10.1002/job.2181 .
Mushfiqur , R. , Mordi , C. , Oruh , E.S. , Nwagbara , U. , Mordi , T. and Turner , I.M. ( 2018 ), “ The impacts of work-life balance (WLB) challenges on social sustainability: the experience of nigerian female medical doctors ”, Employee Relations , Vol. 40 No. 5 , pp. 868 - 888 , doi: 10.1108/ER-06-2017-0131 .
Perrigino , M.B. , Dunford , B.B. and Wilson , K.S. ( 2018 ), “ Work-family backlash: the ‘dark side’ of work-life balance (WLB) policies ”, Academy of Management Annals , Vol. 12 No. 2 , pp. 600 - 630 , doi: 10.5465/annals.2016.0077 .
Phillips , J. , Hustedde , C. , Bjorkman , S. , Prasad , R. , Sola , O. , Wendling , A. and Paladine , H. ( 2016 ), “ Rural women family physicians: strategies for successful work-life balance ”, The Annals of Family Medicine , Vol. 14 No. 3 , pp. 244 - 251 .
Powell , G.N. , Greenhaus , J.H. , Allen , T.D. and Johnson , R.E. ( 2019 ), “ Introduction to special topic forum: advancing and expanding work-life theory from multiple perspectives ”, Academy of Management Review , Vol. 44 No. 1 , pp. 54 - 71 , doi: 10.5465/amr.2018.0310 .
Ratliff , N. ( 1988 ), “ Stress and burnout in the helping professions ”, Social Casework , Vol. 69 No. 1 , pp. 147 - 154 .
Singh , S. , Singh , S.K. and Srivastava , S. ( 2020 ), “ Relational exploration of the effect of the work-related scheme on job satisfaction ”, Vilakshan – XIMB Journal of Management , Vol. 17 Nos 1/2 , pp. 111 - 128 , doi: 10.1108/XJM-07-2020-0019 .
Srinivasan , T. and Sulur Nachimuthu , G. ( 2021 ), “ COVID-19 impact on employee flourishing: parental stress as mediator ”, Psychological Trauma: Theory, Research, Practice, and Policy. Advance Online Publication , doi: 10.1037/tra0001037 .
Thilagavathy , S. and Geetha , S.N. ( 2020 ), “ A morphological analyses of the literature on employee work-life balance ”, Current Psychology , pp. 1 - 26 , doi: 10.1007/s12144-020-00968-x .
Turanlıgil , F.G. and Farooq , M. ( 2019 ), “ Work-Life balance in tourism industry ”, in Contemporary Human Resources Management in the Tourism Industry , pp. 237 - 274 , IGI Global .
Waters , M.A. and Bardoel , E.A. ( 2006 ), “ Work-family policies in the context of higher education: useful or symbolic? ”, Asia Pacific Journal of Human Resources , Vol. 44 No. 1 , pp. 67 - 82 , doi: 10.1177/1038411106061510 .
Yadav , V. and Sharma , H. ( 2021 ), “ Family-friendly policies, supervisor support, and job satisfaction: mediating effect of work-family conflict ”, Vilakshan - XIMB Journal of Management , doi: 10.1108/XJM-02-2021-0050 .
Zheng , C. , Kashi , K. , Fan , D. , Molineux , J. and Ee , M.S. ( 2016 ), “ Impact of individual coping strategies and organizational work-life balance programmes on australian employee well-being ”, The International Journal of Human Resource Management , Vol. 27 No. 5 , pp. 501 - 526 , doi: 10.1080/09585192.2015.1020447 .
Allen , T.D. ( 2012 ), “ The work and family interface ”, in Kozlowski , S.W.J. (Ed.), The Oxford Handbook of Organizational Psychology , Vol. 2 , Oxford University Press , New York, NY , pp. 1163 - 1198 .
Bell , A.S. , Rajendran , D. and Theiler , S. ( 2012 ), “ Job stress, wellbeing, work-life balance and work-life conflict among Australian academics ”, Electronic Journal of Applied Psychology , Vol. 8 No. 1 , pp. 25 - 37 .
Biron , M. ( 2013 ), “ Effective and ineffective support: how different sources of support buffer the short–and long–term effects of a working day ”, European Journal of Work and Organizational Psychology , Vol. 22 No. 2 , pp. 150 - 164 , doi: 10.1080/1359432X.2011.640772 .
Carlson , D.S. and Kacmar , K.M. ( 2000 ), “ Work-family conflict in the organization: do life role values make a difference? ”, Journal of Management , Vol. 26 No. 5 , pp. 1031 - 1054 , doi: 10.1177/014920630002600502 .
Clark , S.C. ( 2000 ), “ Work/family border theory: a new theory of work/family balance ”, Human Relations , Vol. 53 No. 6 , pp. 747 - 770 , doi: 10.1177/0018726700536001 .
Daipuria , P. and Kakar , D. ( 2013 ), “ Work-Life balance for working parents: perspectives and strategies ”, Journal of Strategic Human Resource Management , Vol. 2 No. 1 , pp. 45 - 52 .
Gregory , A. and Milner , S. ( 2009 ), “ Editorial: work-life balance: a matter of choice? ”, Gender, Work & Organization , Vol. 16 No. 1 , pp. 1 - 13 , doi: 10.1111/j.1468-0432.2008.00429.x .
Hirschi , A. , Shockley , K.M. and Zacher , H. ( 2019 ), “ Achieving work-family balance: an action regulation model ”, Academy of Management Review , Vol. 44 No. 1 , pp. 150 - 171 , doi: 10.5465/amr.2016.0409 .
Adame-Sánchez , C. , Caplliure , E.M. and Miquel-Romero , M.J. ( 2018 ), “ Paving the way for coopetition: drivers for work–life balance policy implementation ”, Review of Managerial Science , Vol. 12 No. 2 , pp. 519 - 533 , doi: 10.1007/s11846-017-0271-y .
Adame , C. , Caplliure , E.M. and Miquel , M.J. ( 2016 ), “ Work–life balance and firms: a matter of women? ”, Journal of Business Research , Vol. 69 No. 4 , pp. 1379 - 1383 , doi: 10.1016/j.jbusres.2015.10.111 .
Adame-Sánchez , C. , González-Cruz , T.F. and Martínez-Fuentes , C. ( 2016 ), “ Do firms implement work–life balance policies to benefit their workers or themselves? ”, Journal of Business Research , Vol. 69 No. 11 , pp. 5519 - 5523 , doi: 10.1016/j.jbusres.2016.04.164 .
Ahuja , M. and Thatcher , J. ( 2005 ), “ Moving beyond intentions and towards the theory of trying: effects of work environment and gender on post-adoption information technology use ”, MIS Quarterly , Vol. 29 , pp. 427 - 459 .
Alam , M. , Ezzedeen , S.R. and Latham , S.D. ( 2018 ), “ Managing work-generated emotions at home: an exploration of the ‘bright side’ of emotion regulation ”, Human Resource Management Review , Vol. 29 No. 4 , doi: 10.1016/j.hrmr.2018.12.002 .
Alexandra , B.T. ( 2014 ), “ Fairness perceptions of work−life balance initiatives: effects on counterproductive work behaviour ”, British Journal of Management , Vol. 25 , pp. 772 - 789 .
Allan , C. , O'Donnell . M. and Peetz , D. ( 1999 ), “ More tasks, less secure, working harder: three dimensions of labour utilization ”, Journal of Industrial Relations , Vol. 41 No. 4 , pp. 519 - 535 .
Allen , T.D. ( 2001 ), “ Family-Supportive work environments: the role of organisational perceptions ”, Journal of Vocational Behavior , Vol. 58 No. 3 , pp. 414 - 435 .
Antonoff , M.B. and Brown , L.M. ( 2015 ), “ Work–life balance: the female cardiothoracic surgeons perspective ”, The Journal of Thoracic and Cardiovascular Surgery , Vol. 150 No. 6 , pp. 1416 - 1421 , doi: 10.1016/j.jtcvs.2015.09.057 .
Barber , L.K. , Conlin , A.L. and Santuzzi , A.M. ( 2019 ), “ Workplace telepressure and work life balance outcomes: the role of work recovery experiences ”, Stress and Health , Vol. 35 No. 3 , doi: 10.1002/smi.2864 .
Beckman , C.M. and Stanko , T.L. ( 2019 ), “ It takes three: relational boundary work, resilience, and commitment among navy couples ”, Academy of Management Journal , Vol. 63 No. 2 , doi: 10.5465/amj.2017.0653 .
Bell , A.S. , Rajendran , D. and Theiler , S. ( 2012 ), “ Job stress, wellbeing, work-life balance and work-life conflict among Australian academics ”, Electronic Journal of Applied Psychology , Vol. 8 , pp. 25 - 37 .
Bird , J. ( 2006 ), “ Work life balance: doing it right and avoiding the pitfalls ”, Employment Relations Today , Vol. 33 No. 3 , pp. 21 - 30 .
Boiarintseva , G. and Richardson , J. ( 2019 ), “ Work-life balance and male lawyers: a socially constructed and dynamic process ”, Personnel Review , Vol. 48 No. 4 , pp. 866 - 879 , doi: 10.1108/PR-02-2017-0038 .
Brescoll , V.L. , Glass , J. and Sedlovskaya , A. ( 2013 ), “ Ask and ye shall receive? The dynamics of employer‐provided flexible work options and the need for public policy ”, Journal of Social Issues , Vol. 69 No. 2 , pp. 367 - 388 , doi: 10.1111/josi.12019 .
Brough , P. , Timm , C. , Driscoll , M.P.O. , Kalliath , T. , Siu , O.L. , Sit , C. and Lo , D. ( 2014 ), “ Work-life balance: a longitudinal evaluation of a new measure across Australia and New Zealand workers ”, The International Journal of Human Resource Management , Vol. 25 No. 19 , pp. 2724 - 2744 .
Brown , H. , Kim , J.S. and Faerman , S.R. ( 2019 ), “ The influence of societal and organizational culture on the use of work-life balance programs: a comparative analysis of the United States and the Republic of Korea ”, The Social Science Journal , doi: 10.1016/j.soscij.2019.03.008 .
Buffardi , L.C. , Smith , J.S. , O’Brien , A.S. and Erdwins , C.J. ( 1999 ), “ The impact of dependent-care responsibility and gender on work attitudes ”, Journal of Occupational Health Psychology , Vol. 4 No. 4 , pp. 356 - 367 .
Callan , S.J. ( 2008 ), “ Cultural revitalisation: the importance of acknowledging the values of an organization’s ‘golden era’ when promoting work-life balance ”, Qualitative Research in Organizations and Management: An International Journal , Vol. 3 No. 1 , pp. 78 - 97 .
Cannizzo , F. , Mauri , C. and Osbaldiston , N. ( 2019 ), “ Moral barriers between work/life balance policy and practice in academia ”, Journal of Cultural Economy , Vol. 12 No. 4 , pp. 1 - 14 , doi: 10.1080/17530350.2019.1605400 .
Chernyak-Hai , L. and Tziner , A. ( 2016 ), “ The ‘I believe’ and the ‘I invest’ of work-family balance: the indirect influences of personal values and work engagement via perceived organizational climate and workplace burnout ”, Revista de Psicología Del Trabajo y de Las Organizaciones , Vol. 32 No. 1 , pp. 1 - 10 , doi: 10.1016/j.rpto.2015.11.004 .
Cho , E. and Allen , T.D. ( 2019 ), “ The transnational family: a typology and implications for work-family balance ”, Human Resource Management Review , Vol. 29 No. 1 , pp. 76 - 86 .
Clark , S.C. ( 2000 ), “ Work/family border theory: a new theory of work/family balance ”, Human Relations , Vol. 53 No. 6 , pp. 747 - 770 .
Crawford , W.S. , Thompson , M.J. and Ashforth , B.E. ( 2019 ), “ Work-life events theory: making sense of shock events in dual-earner couples ”, Academy of Management Review , Vol. 44 No. 1 , pp. 194 - 212 .
Daipuria , P. and Kakar , D. ( 2013 ), “ Work-Life balance for working parents: perspectives and strategies ”, Journal of Strategic Human Resource Management , Vol. 2 , pp. 45 - 52 .
Dave , J. and Purohit , H. ( 2016 ), “ Work life balance and perception: a conceptual framework ”, The Clarion- International Multidisciplinary Journal , Vol. 5 No. 1 , pp. 98 - 104 .
Dhanya , J.S.1. and Kinslin , D. ( 2016 ), “ A study on work life balance of teachers in engineering colleges in Kerala ”, Journal of Chemical and Pharmaceutical Sciences , Vol. 9 No. 4 , pp. 2098 - 2104 .
Divine , L.M. , Perez , M.J. , Binder , P.S. , Kuroki , L.M. , Lange , S.S. , Palisoul , M. and Hagemann , A.R. ( 2017 ), “ Improving work-life balance: a pilot program of workplace yoga for physician wellness ”, Gynecologic Oncology , Vol. 145 , p. 170 , doi: 10.1016/j.ygyno.2017.03.389 .
Downes , C. and Koekemoer , E. ( 2012 ), “ Work-life balance policies: the use of flexitime ”, Journal of Psychology in Africa , Vol. 22 No. 2 , pp. 201 - 208 .
Eagle , B.W. , Miles , E.W. and Icenogle , M.L. ( 1997 ), “ Inter-role conflicts and the permeability of work and family domains: are there gender differences? ”, Journal of Vocational Behavior , Vol. 50 No. 2 , pp. 168 - 184 .
Ehrhardt , K. and Ragins , B.R. ( 2019 ), “ Relational attachment at work: a complementary fit perspective on the role of relationships in organizational life ”, Academy of Management Journal , Vol. 62 No. 1 , pp. 248 - 282 , doi: 10.5465/amj.2016.0245 .
Emre , O. and De Spiegeleare , S. ( 2019 ), “ The role of work–life balance and autonomy in the relationship between commuting, employee commitment and well-being ”, The International Journal of Human Resource Management , Vol. 32 No. 11 , pp. 1 - 25 , doi: 10.1080/09585192.2019.1583270 .
Feldman , D.C. ( 2002 ), “ Managers' propensity to work longer hours: a multilevel analysis ”, Human Resource Management Review , Vol. 12 No. 3 , pp. 339 - 357 , doi: 10.1016/S1053-4822(02)00064-5 .
Forsyth , S. and Debruyne , P.A. ( 2007 ), “ The organisational pay-offs for perceived work-life balance support ”, Asia Pacific Journal of Human Resources , Vol. 45 No. 1 , pp. 113 - 123 , doi: 10.1177/1038411107073610 .
Galea , C. , Houkes , I. and Rijk , A.D. ( 2014 ), “ An insider’s point of view: how a system of flexible working hours helps employees to strike a proper balance between work and personal life ”, The International Journal of Human Resource Management , Vol. 25 No. 8 , pp. 1090 - 1111 .
Greenhaus , J.H. , Collins , K.M. and Shaw , J.D. ( 2003 ), “ The relation between work–family balance and quality of life ”, Journal of Vocational Behavior , Vol. 63 No. 3 , pp. 510 - 531 .
Gregory , A. and Milner , S. ( 2009 ), “ Editorial: work–life balance: a matter of choice? ”, Gender, Work & Organization , Vol. 16 No. 1 , pp. 1 - 13 .
Groysberg , B. and Abrahams , R. ( 2014 ), “ Manage your work, manage your life ”, Harvard Business Review , Vol. 92 No. 3 , pp. 58 - 66 .
Gumani , M.A. , Fourie , M.E. and Blanch , M.J.T. ( 2013 ), “ Inner strategies of coping with operational work amongst SAPS officers ”, SA Journal of Industrial Psychology , Vol. 39 No. 2 , pp. 1151 - 1161 , doi: 10.4102/sajip. v39i2.1151 .
Haar , J. and Roche , M. ( 2010 ), “ Family-Supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction ”, The International Journal of Human Resource Management , Vol. 21 No. 7 , pp. 999 - 1014 .
Haar , J.M. , Sune , A. , Russo , M. and Ollier-Malaterre , A. ( 2019 ), “ A cross-national study on the antecedents of work–life balance from the fit and balance perspective ”, Social Indicators Research , Vol. 142 No. 1 , pp. 261 - 282 , doi: 10.1007/s11205-018-1875-6 .
Haider , S. , Jabeen , S. and Ahmad , J. ( 2018 ), “ Moderated mediation between work life balance and employee job performance: the role of psychological wellbeing and satisfaction with co-workers ”, Revista de Psicología Del Trabajo y de Las Organizaciones , Vol. 34 No. 1 , pp. 29 - 37 , doi: 10.5093/jwop2018a4 .
Hill , E.J. , Hawkins , A.J. , Ferris , M. and Weitzman , M. ( 2001 ), “ Finding an extra day a week: the positive influence of perceived job flexibility on work and family life balance ”, Family Relations , Vol. 50 No. 1 , pp. 49 - 65 .
Hirschi , A. , Shockley , K.M. and Zacher , H. ( 2019 ), “ Achieving work-family balance: an action regulation model ”, Academy of Management Review , Vol. 44 No. 1 , pp. 150 - 171 .
Hofmann , V. and Stokburger-Sauer , N.E. ( 2017 ), “ The impact of emotional labor on employees’ work-life balance perception and commitment: a study in the hospitality industry ”, International Journal of Hospitality Management , Vol. 65 , pp. 47 - 58 , doi: 10.1016/j.ijhm.2017.06.003 .
Hughes , D.L. and Galinsky , E. ( 1994 ), “ Gender, job and family conditions, and psychological symptoms ”, Psychology of Women Quarterly , Vol. 18 No. 2 , pp. 251 - 270 .
Jensen , M.T. ( 2014 ), “ Exploring business travel with work–family conflict and the emotional exhaustion component of burnout as outcome variables: the job demands–resources perspective ”, European Journal of Work and Organizational Psychology , Vol. 23 No. 4 , pp. 497 - 510 , doi: 10.1080/1359432X.2013.787183 .
Jiang , H. and Shen , H. ( 2018 ), “ Supportive organizational environment, work-life enrichment, trust and turnover intention: a national survey of PRSA membership ”, Public Relations Review , Vol. 44 No. 5 , pp. 681 - 689 , doi: 10.1016/j.pubrev.2018.08.007 .
Johari , J. , Yean Tan , F. and TjikZulkarnain , Z.I. ( 2018 ), “ Autonomy, workload, work-life balance and job performance among teachers ”, International Journal of Educational Management , Vol. 32 No. 1 , pp. 107 - 120 , doi: 10.1108/IJEM-10-2016-0226 .
Johnston , D.D. and Swanson , D.H. ( 2007 ), “ Cognitive acrobatics in the construction of worker–mother identity ”, Sex Roles , Vol. 57 Nos 5/6 , pp. 447 - 459 , doi: 10.1007/s11199-007-9267-4 .
Kalliath , P. , Kalliath , T. , Chan , X.W. and Chan , C. ( 2018 ), “ Linking work–family enrichment to job satisfaction through job Well-Being and family support: a moderated mediation analysis of social workers across India ”, The British Journal of Social Work , Vol. 49 No. 1 , pp. 234 - 255 .
Kalliath , T. and Brough , P. ( 2008 ), “ Work–life balance: a review of the meaning of the balance construct ”, Journal of Management & Organization , Vol. 14 No. 3 , pp. 323 - 327 .
Kim , H.K. ( 2014 ), “ Work-life balance and employees’ performance: the mediating role of affective commitment ”, Global Business and Management Research: An International Journal , Vol. 6 , pp. 37 - 51 .
Kowitlawkul , Y. , Yap , S.F. , Makabe , S. , Chan , S. , Takagai , J. , Tam , W.W.S. and Nurumal , M.S. ( 2019 ), “ Investigating nurses’ quality of life and work‐life balance statuses in Singapore ”, International Nursing Review , Vol. 66 No. 1 , pp. 61 - 69 , doi: 10.1111/inr.12457 .
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Funding: This research did not receive any specific grant from funding agencies in the public, commercial or not-for-profit sectors.
Conflict of interest: The authors declare that they have no conflict of interest.
Data availability: The data that support the findings of this study are available on request from the corresponding author.
Compliance of ethical standard statement: The results reported in this manuscript were conducted in accordance with general ethical guidelines in psychology.
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IZA Discussion Paper No. 13504
35 Pages Posted: 29 Jul 2020 Last revised: 19 May 2022
Institute for Employment Research (IAB); Institute for the Study of Labor (IZA)
University of Hannover; IZA Institute of Labor Economics
Working remotely can complement and sometimes completely substitute conventional work at the workplace of the company. Until the COVID-19 crisis the share of remote workers was relatively low and empirical investigations show inconsistent results. The recent work has highlighted a dramatic shift toward working from home The objective of this contribution is to empirically analyze the relationship between working remotely and job satisfaction on the one hand, as well as between working remotely and work-life balance on the other hand, based on three waves of the German Linked Personnel Panel.Our control variables are personality traits, skills, employment and job characteristics. We present average effects and demonstrate under which conditions remote work is advantageous for employees. Work-life imbalance may be induced by job-related causes. A private life can reduce work-life balance under specific conditions, namely, if remote work takes place outside of contracted working hours and during the first phase of remote work. On average, remote work has no significant impact on work-life balance, which is conditioned by private interests.However, the termination of remote work causes a clear imbalance. In contrast, the introduction of remote work increases job satisfaction, although only temporarily. When we compare employees working from home with those who want to work at home, we find that the former are happier. If we consider remote workers only, our results reveal that job satisfaction is higher, and work-life balance is not worse under a strict contractual agreement than under a nonbinding commitment.
Keywords: work-life balance, telecommuting, remote work, effects on employees, job satisfaction, COVID-19
JEL Classification: J22, J29, M54, M55
Suggested Citation: Suggested Citation
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Work-life balance in the zimbabwe retail sector: testing a job-engagement and job-satisfaction model, work-life balance satisfaction in crisis times: from luxury to necessity – the role of organization's responses during covid-19 lockdown, virtual work intensity, job satisfaction, and the mediating role of work-family balance: a study of employees in germany and china, job satisfaction and work-life balance of workers of a manpower agency in a highly urbanized city, co-creation as a tool to overcome cross-cultural differences in educational experiences.
16 references, a cross – cultural study of job satisfaction and organizational commitment of bank employees of iran and india, relationship between work-family conflict and job satisfaction: the moderating effect of gender and the salience of family and work roles, a cross-cultural study: work stress as mediator between job satisfaction and intention to quit, an investigation of country differences in the relationship between job satisfaction and turnover intentions, work -life conflict and job and family satisfaction of legal practitioners in sri lanka, teachers’ collective efficacy, job satisfaction, and job stress in cross-cultural context, job satisfaction and social rewards in the social services, the relation between work-family balance and quality of life, a meta‐analytic examination of the relationship between job satisfaction and subjective well‐being, impact of technostress on job satisfaction and organizational commitment : a thesis presented in partial fulfillment of the requirements for the degree of master of management (management) at massey university, auckland, new zealand / ian hyslop, related papers.
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Even though studies on work-life balance and family-supportive supervisor behaviors are prevalent, there are few studies in the SME setting, and the implications are yet unexplained. Thus, the study examines the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and the moderating role of family-supportive supervisor behaviors. We have developed a conceptually mediated-moderated model for the nexus of work-life balance and job performance. We collected data from SMEs and employed SEM-PLS to test the research hypothesis and model. Empirical results demonstrate that work-life balance positively influences job satisfaction and performance. Our empirical findings also revealed that job satisfaction partially mediates the relationship between work-life balance and job performance. We also found that when FSSB interacts with work-life balance and job satisfaction, it moderates the relationship between work-life balance and job performance and job satisfaction and job performance. Hence, our findings provide exciting and valuable insights for research and practice.
Keywords: Indonesia; family-supportive supervisor behaviors; job performance; job satisfaction; work-life balance.
Copyright © 2022 Susanto, Hoque, Jannat, Emely, Zona and Islam.
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Female employees less satisfied, job switchers happiest
Pandemic concerns, persistent inflation, burnout and more have wreaked havoc on employee well-being in recent years—but thanks to gains in pay, benefits and work/life balance, workers are actually happier than they have been in decades.
New data out from The Conference Board, a research organization, shows that overall job satisfaction among U.S. workers—particularly those who recently changed jobs—hit its highest levels on record last year. Overall, 62.3 percent of U.S. workers were satisfied in 2022—up from 60.2 percent in 2021 and 56.8 percent in 2020 and the highest level recorded since The Conference Board started conducting its annual job satisfaction survey in 1987.
"With unemployment at record lows, it's a seller's market for labor, and U.S. workers are reaping the rewards," said Eren Selcuk, senior economist at The Conference Board.
The Conference Board's annual survey , which asked workers about 26 components of their jobs, including work/life balance, health benefits, leave policies, retirement plans, workload and leadership—finds that every aspect of work has improved since the previous year's survey. The largest jump from 2021 to 2022 was work/life balance, which grew 5.8 percentage points to reach 60.1 percent in 2022.
Caitlin Duffy, director in the Gartner HR practice, said she's not surprised that job satisfaction has increased over the past few years, as the COVID-19 pandemic "had a seismic impact on the dynamics of the talent market."
"As organizations have shifted toward more remote-work models and adoption of hybrid/remote jobs became more mainstream, employees gained unprecedented access to expanded opportunities," she said. "Many were no longer constrained by geographic availability of open roles and had the freedom to pursue jobs in a wider range of locations, which increased the probability of finding a role that best fit their interests and preferences."
The data comes as employers make advances in efforts to boost employee satisfaction. Employees have reeled from social and health stressors in the past few years, and employers are working to keep them put as many employees left for other opportunities in 2021 and 2022.
In tandem with rising employee expectations, employers have turned to more mental health benefits, flexible schedules, remote work opportunities and bigger pay increases. Recent data from consulting firm Mercer , for instance, found that employers are shelling out bigger pay boosts to employees in 2023 than they have in years.
Allan Schweyer, principal researcher of human capital at The Conference Board, said the results "reveal that once workers are paid competitively, a strong workplace culture is the most important factor for keeping workers."
"Leaders gain the most by offering flexible, hybrid work arrangements and by emphasizing work experience and culture factors such as interesting work, reasonable workloads and opportunities for career growth," he said.
However, The Conference Board's survey reveals a significant happiness gap between men and women in the workplace. Women are significantly less satisfied than men across almost all 26 job satisfaction components surveyed, with large gaps appearing in job security, promotion policy, bonus plans, and compensation and benefits, including pay, sick day policy, vacation policy and health plans. This means, the report's authors wrote, that "firms need to be more conscious and intentional about achieving pay equity and addressing gender gaps across numerous other factors of satisfaction."
Some of the findings from The Conference Board appear to be good news for organizations—but they run in contrast to other recent reports. Benefits firm MetLife, in its annual employee benefits report out in March, found that while overall job satisfaction increased year over year to 69 percent in 2023 from 66 percent in 2022, job satisfaction registered its second-lowest score in a decade. MetLife also found that employees' satisfaction with their benefits fell to 61 percent in 2023, down from 64 percent in 2022, reaching its lowest point in the past decade. MetLife's survey of some 2,840 benefits leaders and 2,884 full-time employees also revealed sharp declines in employees' overall well-being, particularly in financial and mental health.
Missy Plohr-Memming, senior vice president for national accounts sales and group benefits at MetLife, told SHRM Online in March that one likely reason for the decline in benefits and jobs satisfaction is higher employee expectations in the wake of significant financial and mental health struggles. "While employers have made efforts to expand their benefits offerings, they simply have not been able to meet employees' evolving expectations quickly enough," she said.
Job changes may account for some of the stark difference. The Conference Board, in its findings, highlighted and surveyed workers who switched jobs recently. Workers who voluntarily left their organizations and found new jobs since the pandemic began were the most satisfied among all workers, the survey found.
Compared to workers who had not left for another job, workers who had recently moved to another organization experienced significantly higher satisfaction—a difference in the double digits in percentage points—in aspects such as pay, bonuses, educational and job training programs, and mental health benefits. That's likely a result of the tight labor market, which has left employees able to leave for higher pay, better perks and more desired working arrangements.
Record-high inflation is leaving the majority of employees dissatisfied with their pay despite rising salaries, Duffy noted, so it makes sense that some employees who left for a significant pay boost at other organizations might feel more satisfied with their jobs.
It's also important to note that The Conference Board survey of 1,680 workers was conducted in November 2022. Since that time, layoffs and benefits cuts have been become increasingly common as recession fears grow.
"Looking ahead, the short recession that many anticipate in 2023 may temporarily ease labor shortages," The Conference Board's report noted. "We see some signs of softening labor markets with job openings and voluntary quits declining over the last few months after record highs in March 2022. Declining worker mobility could reduce job satisfaction in the coming 12 to 24 months. In the medium and long term, however, changing demographics and restricted immigration will likely expand skill and talent shortages."
The proliferation of artificial intelligence in the workplace, and the ensuing expected increase in productivity and efficiency, could help usher in the four-day workweek, some experts predict.
Learn how Marsh McLennan successfully boosts staff well-being with digital tools, improving productivity and work satisfaction for more than 20,000 employees.
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Perengki susanto.
1 Department of Management, Universitas Negeri Padang, Padang, Indonesia
2 BRAC Business School, BRAC University, Dhaka, Bangladesh
3 Faculty of Economics and Management, National University of Malaysia, Bangi, Malaysia
Md asadul islam, associated data.
Data will be provided by the first author upon request.
Even though studies on work-life balance and family-supportive supervisor behaviors are prevalent, there are few studies in the SME setting, and the implications are yet unexplained. Thus, the study examines the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and the moderating role of family-supportive supervisor behaviors. We have developed a conceptually mediated-moderated model for the nexus of work-life balance and job performance. We collected data from SMEs and employed SEM-PLS to test the research hypothesis and model. Empirical results demonstrate that work-life balance positively influences job satisfaction and performance. Our empirical findings also revealed that job satisfaction partially mediates the relationship between work-life balance and job performance. We also found that when FSSB interacts with work-life balance and job satisfaction, it moderates the relationship between work-life balance and job performance and job satisfaction and job performance. Hence, our findings provide exciting and valuable insights for research and practice.
The importance of Small and Medium Enterprises (SMEs) in the global and national economies is worth mentioning, considering their role in creating employment and contributing to GDP. According to a World Bank (2020) survey on SMEs, the sector accounts for 90% of businesses and 50% of jobs globally. According to the report, this sector contributes more than 40% of GDP and creates 70% employment in developing economies. The SME sector is rapidly expanding in Indonesia, and around 63 million SMEs operate ( Surya et al., 2021 ). Of those, 62 million are classified as medium-sized firms, and 0.75 million are classified as small businesses. SMEs are divided into four categories: household businesses with 1–5 workers; small and medium businesses with 6–19 workers; medium-sized companies with 20–29 workers; and large companies with more than 100 workers ( Badan Pusat Statistik, 2020 ). More importantly, the sector contributes 61.07% of the country’s total GDP and provides 97% of the entire employment ( ILO, 2019 ; Kementerian Koperasi dan UKM Republik Indonesia, 2019 ; Pramono et al., 2021 ).
Given the importance of SMEs in the economy, it is necessary to maintain and sustain the sector’s human resource performance. A strand of the literature highlighted that firm-specific factors and the environment impact employee performance. Another strand of the literature highlighted that the performance of an employee could be influenced by cognitive factors, such as individual quality ( Luthans et al., 2007 ), supervisor support, work-life balance ( Talukder et al., 2018 ), cognitive abilities, personality ( Kanfer and Kantrowitz, 2005 ), leadership, and family supportive supervisor behaviors ( Walumbwa et al., 2010 ; Wang et al., 2013 ; Kim et al., 2015 ). Although all these factors are important determinants, the current study argues that work-life balance and family supportive supervisor behavior are more important than employees’ involvement in every possible business activity of SMEs.
In the SME world, the working hours are different from those in larger firms. SMEs demand longer hours from employees. Therefore, it is difficult for employees to balance work and personal life. Some of the time, they also failed to maintain social and personal life due to high engagement and stress at work. The entanglements between work and family are a significant source of psychological discomfort for employees ( Cegarra-Leiva et al., 2012 ; Lamane-Harim et al., 2021 ). This could lead to job dissatisfaction and poor job performance. Hence, the employee turnover and the intention to quit. On the other hand, Haar et al. (2014) stated that WLB has a positive impact on one’s achievements, including performances. Similarly, increased job satisfaction impacts performance ( Luthans et al., 2007 ; Walumbwa et al., 2010 ). Positive job satisfaction will increase employee capacity, which, if appropriately managed, will have a good impact on the employee’s job performance ( Luthans et al., 2007 ).
However, in the competitive market, being a small team, the SMEs may not be able to afford to lose their skilled and knowledgeable employees as they are involved in product innovation and product sales. In order to facilitate work-life balance, SMEs indeed need to deploy the WLB’s supportive culture. Lamane-Harim et al. (2021) suggest that practices or the introduction of WLBSC could influence job satisfaction and organizational commitment. These factors ultimately determine employee performance in SMEs and their sustainability (e.g., Cuéllar-Molina et al., 2018 ). In the practices of WLBSC, family-supportive supervisor behaviors could play an important role, as family-supportive supervisor behaviors are expected to influence outcomes related to one’s performance ( Wang et al., 2013 ). In previous studies, supportive family supervisor behaviors were associated with job satisfaction and job performance ( Greenhaus et al., 2012 ; Wang et al., 2013 ; Heras et al., 2021 ). Past studies also suggest the mediating role of work-life balance supportive culture in SMEs. However, since the work-life balance supportive culture is a contextual factor and a new introduction into the working environment, it is expected to increase or decrease the extent of the relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. It also raises the question of how moderation affects the existing relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. However, past studies have not investigated the moderating role of family-supportive supervisor behaviors (e.g., Greenhaus et al., 2012 ; Wang et al., 2013 ; Heras et al., 2021 ; Lamane-Harim et al., 2021 ).
Past studies on work-life balance have primarily focused on large firms. Several other studies have recommended more studies of this topic in SMEs ( Lavoie, 2004 ; Cegarra-Leiva et al., 2012 ). Recently, Lamane-Harim et al. (2021) have researched work-life balance and WLBSC on Spanish SMEs. Furthermore, most research analyzing the relationships between WLBSC and employee outcome has been conducted in the United States. Moreover, national culture can also affect the intensity of the link between WLB practices and their effects on employee outcomes ( Spector et al., 2007 ; Poelmans et al., 2005 ; Cegarra-Leiva et al., 2012 ; Lucia-Casademunt et al., 2015 ; Ollier-Malaterre and Foucreault, 2017 ; Putnik et al., 2020 ; Kelley et al., 2021 ). Thus, the current study fills the research gap by examining the moderating role of family-supportive supervisor behaviors on the relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. To fulfill these objectives, a review of the literature is carried out. The research hypotheses are developed, which are examined in an empirical study with a sample of employees of Indonesian SMEs in an industrial sector. The implications arising from the investigation are given in the final part. Henceforth, the current study will be beneficial to the SME sector in Indonesia alongside the literature.
Social exchange theory.
According to the Social Exchange Theory (SET) ( Blau, 1964 ), social exchange relationships rest on the norm of reciprocity ( Gouldner, 1960 ). The theory argues that when one party provides a benefit to another, the recipient tends to reciprocate the favor by offering benefits and favorable treatment to the first party ( Coyle-Shapiro and Shore, 2007 ). In an organizational behavior context, the social exchange theory is frequently used to explain the formation and maintenance of interpersonal relationships between employees and employers regarding reciprocation procedures ( Chen et al., 2005 ; Rawshdeh et al., 2019 ). The theory explains why employees choose to be less or more engaged in their jobs ( Lee and Veasna, 2013 ) and how the organizational support system influences subordinates’ creativity ( Amabile et al., 2004 ) and other positive behavior.
Past studies have argued that when management provides benefits to employees, employees tend to feel indebted to the organization and make more substantial efforts to ensure its well-being and achieve its goal ( Eisenberger et al., 2001 ; Vayre, 2019 ). Several studies found evidence in the work-life balance literature that when organizations or supervisors care about their employees’ personal and professional well-being, employees tend to reciprocate by helping them achieve their goals through improved performance ( Campo et al., 2021 ). Therefore, based on the social exchange theory, this study argues that when organizations take care of the balance between employees’ personal and professional lives, employees’ perceived positive feelings increase their job satisfaction, and they are more inclined to reciprocate the favor through high job performance ( Talukder et al., 2018 ). In such circumstances, the supervisor’s formal and informal support further increases employees’ perceived positive feelings toward the job and strengthens the relationship between work-life balance, job satisfaction, and job performance. We present a conceptual model in Figure 1 , which illustrates the expected causal relationship among study variables.
Conceptual research model.
Employee job performance refers to an employee’s expertise in carrying out their duties in a way that helps the organization achieve its goals ( Luthans et al., 2007 , 2008 ; Nohe et al., 2014 ; Moonsri, 2018 ). It is also defined as an individual’s productivity compared to their coworkers on a variety of job-related behaviors and results ( Babin and Boles, 1998 ; Aeknarajindawat and Jermsittiparsert, 2020 ). Performance is determined by the quality and quantity of work completed as part of an employee’s assigned responsibilities. Employee performance directly influences an organization’s financial and non-financial outcomes ( Anitha, 2014 ). Thus, organizations need high-performing employees to achieve their corporate goals, vision, and mission and gain a competitive advantage ( Thevanes and Mangaleswaran, 2018 ).
A business must have a persistent competitive advantage in the SME context with many competitors to compete with other companies in the same industry. While job stress has been shown to have a significant negative impact on employee performance, work overload, lack of work-life balance, management style, and job insecurity are some of the factors that contribute to increased job stress ( Naqvi et al., 2013 ). Since SMEs need employees to work longer hours, it is possible that SMEs’ employees lack a healthy balance between work and family life, thereby impacting their job performance. Organizations are increasingly focusing on implementing a variety of HR practices and strategies, including work-life balance, on increasing employee job performance, as work-life balance is seen as one of the most important factors influencing job performance ( Thevanes and Mangaleswaran, 2018 ). Previous research found ample evidence that work-life balance is essential to increasing employee job performance ( Preena, 2021 ). Therefore, the role of work-life in influencing SME employees’ job performance should be determined to ensure the industry’s survival.
Work-life balance refers to balancing one’s professional work, family responsibilities, and other personal activities ( Keelan, 2015 ; Kerdpitak and Jermsittiparsert, 2020 ). It refers to an employee’s sense of a balance between work and personal life ( Haar et al., 2014 ). It represents how people fulfill or should fulfill their business and personal obligations so that an overlapping situation is avoided ( Konrad and Mangel, 2000 ). The changing work patterns and the pressing demand for domestic chores have had an adverse impact on people’s work, social, and family lives ( Barling and Macewen, 1992 ). Therefore, researchers suggested that the human resource management of an organization should develop effective policies such as adequate mentoring, support, flexible working hours, reducing workload, and many others that can reduce employees’ work-life conflict ( Cegarra-Leiva et al., 2012 ) and positively influence their satisfaction ( Allen et al., 2020 ) and performance ( Hughes and Bozionelos, 2007 ).
Work-life balance is one of the most important issues that human resource management should address in organizations ( Abdirahman et al., 2020 ). Regardless of their size, organizations should ensure that employees have adequate time to fulfill their family and work commitments ( Abdirahman et al., 2020 ). A flexible working environment allows employees to balance personal and professional responsibilities ( Redmond et al., 2006 ). Organizations that ignore the issue of work-life balance suffer from reduced productivity and employee performance ( Naithani, 2010 ). Indeed, employees with a healthy work-life balance are generally grateful to their employers ( Roberts, 2008 ). As a result, they put forth their best effort for the company as a gesture of gratitude, resulting in improved job performance ( Ryan and Kossek, 2008 ). Thus, a high work-life balance employee could be highly productive and an excellent performer ( French et al., 2020 ). Thus, based on these discussions and research findings, we developed the following hypothesis:
Previous researchers have argued that satisfaction and success in family life can lead to success and satisfaction at work Victoria et al. (2019) . Employees who are pleased with their personal and professional achievements are more likely to achieve the organizational goal ( Dousin et al., 2019 ). While the work-life conflict has been shown to have a negative impact on employee job performance and satisfaction ( Dousin et al., 2019 ), work-life balance has been found to improve employee satisfaction and job performance in various industries and countries ( Mendis and Weerakkody, 2017 ; Thevanes and Mangaleswaran, 2018 ; Victoria et al., 2019 ; Obrenovic et al., 2020 ; Rini et al., 2020 ; Preena, 2021 ). It is documented that medical doctors’ job satisfaction and performance are influenced by their perceptions of flexible working hours and supportive supervision ( Dousin et al., 2019 ). Besides, there is ample empirical evidence that job satisfaction can positively influence employee job performance ( Krishnan et al., 2018 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). Based on the above research findings, the following hypotheses have been developed:
Job satisfaction refers to the positive attitude felt by an employee toward the company where they work ( Luthans et al., 2007 ; Tschopp et al., 2014 ). It combines cognitive and affective responses to the disparity between what an employee wants and what they get ( Cranny et al., 1992 ). Previous research has often linked a person’s job satisfaction with their behavior at work ( Crede et al., 2007 ). It is argued that employees would be more committed to their jobs if they found them satisfying and enjoyable ( Noah and Steve, 2012 ). Employee job satisfaction is influenced by an organization’s commitment to work-life balance, and satisfied employees are more likely to invest their time and effort in the development of the organization ( Dousin et al., 2019 ) in exchange for the support they received ( Krishnan et al., 2018 ; Abdirahman et al., 2020 ). Previous research found that employee work-life balance increases employee job performance by positively influencing psychological well-being ( Haider et al., 2017 ). Dousin et al. (2019) found that job satisfaction mediates the relationship between employee work-life balance and job performance in a medical context. Since work-life balance has been seen as an influencer of job satisfaction ( Victoria et al., 2019 ) and job satisfaction influences employee job performance ( Dormann and Zapf, 2001 ; Saari and Judge, 2004 ; Crede et al., 2007 ; Luthans et al., 2007 ; Tschopp et al., 2014 ; Krishnan et al., 2018 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). Thus, based on the above research findings, this study offers the following hypothesis:
Hammer et al. (2009) define family-supportive supervisor behaviors (FSSB) as the emotional, instrumental, role-modeling, and creative work-family management supportive behaviors that the supervisors provide to ensure employee effectiveness and satisfaction on and off the job. It refers to an employee’s perception of their supervisor’s positive attitude toward them ( Clark et al., 2017 ). Supervisory support could be formal or informal ( Achour et al., 2020 ). It is critical in developing flexible work arrangements ( Suriana et al., 2021 ).
Supervisory supportive behavior is very important for ensuring work-life balance and achieving organizational goals. It has been shown to reduce work-family spillover ( García-Cabrera et al., 2018 ) by increasing employee job satisfaction autonomy and reducing work pressure ( Marescaux et al., 2020 ). The flexibility and independence generated by FSSB help to reduce work-family conflict ( Greenhaus et al., 2012 ) by increasing employees’ control over their work ( Marescaux et al., 2020 ) and allowing them to strike a balance between their work and family life ( Heras et al., 2021 ). Employees who believe their managers care about their personal and professional lives are more likely to improve their performance and meet supervisory objectives ( Rofcanin et al., 2018 ). In a university-based study, Achour et al. (2020) showed how supervisory support positively moderates the relationship between a female academic’s work-family demands and perceived well-being. Kim et al. (2017) show that supervisory support can strengthen the relationship between deep acting and job performance, exacerbating the negative relationship between surface acting and job performance. Therefore, this study argues that, in an organization, when work-life balance is valued, supervisory support might influence employees’ positive perception, and the effect of work-life balance strategies and job satisfaction on job performance will be greater.
The current study has adopted a quantitative approach to determine the causal relationship of a phenomenon or problem-solving understudy to see how far the influence of exogenous variables extends to endogenous variables. The current study has also developed and distributed structured questionnaires to around 600 employees who work in SMEs in Indonesia.
To obtain and collect data, the study employed a non-probability method, namely purposive sampling. Purposive sampling is limited to certain types of people who can provide the desired information, maybe because they are the only ones who have it, or perhaps they fit the criteria set by the researcher ( Sekaran and Bougie, 2017 ). The selected sample is employees who work in SMEs that already have an employee recruitment system, have supervisors, and are married. The sample size was taken as many as 400 samples with consideration of the adequacy of the sample statistically to get a power of 0.8 with an alpha of 0.05. The sample was repeated at least five times until 20 items were observed ( Hair et al., 2015 ). The demographic profile of the respondents is presented in Table 1 . The majority of the respondents were male (57%), aged 26–35 (50.5%), had one child (30%), were senior high school graduates (42.5%), and had 2 to 10 years of experience (43.2%). Furthermore, measurements and variables are presented in Table 2 . The construct measurement items are reflective in nature.
Characteristics of respondents.
Respondents | Frequency | Percent (%) |
Male | 228 | 57% |
Female | 172 | 43% |
16–25 | 116 | 29% |
26–35 | 202 | 50.5% |
36–50 | 62 | 15.5% |
51–70 | 20 | 5% |
9 | 1 | 0.2% |
7 | 1 | 0.2% |
6 | 4 | 1.0% |
5 | 7 | 1.8% |
4 | 22 | 5.5% |
3 | 27 | 6.8% |
2 | 103 | 25.8% |
1 | 120 | 30.0% |
0 | 115 | 28.8% |
Primary school | 4 | 1% |
Junior high school | 10 | 2.5% |
Senior high school | 170 | 42.5% |
Diploma | 90 | 22.5% |
Bachelor degree | 126 | 31.5% |
<1 | 72 | 18% |
1–2 | 101 | 25.2% |
2–10 | 173 | 43.2% |
>10 | 54 | 13.5% |
Summary for convergent validity and internal consistency reliability.
Constructs/Items | LF | CA | ρ | CR | AVE |
( ) | 0.897 | 0.897 | 0.936 | 0.830 | |
I have enough time for my family and friends | 0.911 | ||||
I have enough time to carry out personal matters | 0.904 | ||||
I have enough time to fulfill my personal interests | 0.918 | ||||
( ) | 0.820 | 0.830 | 0.893 | 0.735 | |
My supervisor makes me feel comfortable talking to him/her about my conflicts between work and non-work | 0.812 | ||||
My supervisor demonstrates effective behaviors in how to juggle work and non-work issues | 0.879 | ||||
My supervisor works effectively with employees to creatively solve conflicts between work and non-work | 0.879 | ||||
( ) | 0.907 | 0.913 | 0.925 | 0.607 | |
My job is like a hobby to me | 0.788 | ||||
My job is usually interesting enough to keep me from getting bored | 0.820 | ||||
I feel that I am happier in my work than most other people | 0.848 | ||||
I like my job better than the average worker does | 0.842 | ||||
I find real enjoyment in my work | 0.853 | ||||
( ) | 0.888 | 0.891 | 0.918 | 0.690 | |
I meet formal performance requirements of the job | 0.714 | ||||
I fulfill responsibilities specified in the job description | 0.758 | ||||
I engage in activities that can positively affect my performance evaluation | 0.709 | ||||
I perform tasks that are expected of me | 0.814 | ||||
I can make constructive suggestions to the overall functioning of my work group | 0.831 | ||||
I encourage others to try new and more effective ways of doing their jobs | 0.805 |
LF = Loading’s factor; CA = Cronbach’s Alpha; ρ A = rho_A; CR = Composite Reliability; and, AVE = Average Variance Extracted.
We employ the Partial Least Square (PLS) method to test hypotheses, considering variables’ direct, indirect, and total effects. PLS was chosen because the method of solving structural equation modeling (SEM) with PLS, which in this case fits the research objectives, is more appropriate than other SEM techniques. PLS is an analytical method that is not based on many assumptions ( Hair et al., 2015 ). Finally, we employ PLS-SEM because of its applicability and effectiveness in both exploratory and confirmatory research and prediction ( Chin and Dibbern, 2010 ; Ringle et al., 2012 ). To cope with missing values, we consider the mean replacement strategy ( Wesarat et al., 2018 ). The parameters of the measurement and structural models are computed in accordance with the recommendations of Hair et al. (2014) . Hypothesis testing is done by looking at the p -value generated by the inner model. This test is carried out by operating bootstrapping on the SmartPLS 3.0 program to obtain the relationship between exogenous and endogenous variables.
The measurement model has been evaluated in this study based on internal consistency, construct validity, and instrument reliability. The composite reliability can be used to assess the reliability of a variable’s indicators. With its indicators, there is a latent loading factor value. The loading factor is the path coefficient that connects the latent variable to the indicator. If an indicator has a composite reliability value greater than 0.6, it can fulfill reliability requirements. Cronbach’s alpha needs to be taken into account in the reliability test using the composite reliability approach. If a value has a Cronbach’s alpha value better than 0.7, it is deemed to be consistent ( Hair et al., 2014 ). Convergent validity testing reveals the average variance extracted value (AVE), which should be greater than 0.6 Hair et al. (2014) . The discriminant validity test is carried out by examining the value of the cross-loading factor and the criterion of the heterotrait-monotrait correlation ratio (HTMT). The HTMT ratio should not exceed 0.85 ( Henseler et al., 2015 ). Finally, the multi-collinearity test focuses on determining if there is a relationship between exogenous variables. The tolerance and variance inflation factor (VIF) values are used to analyze the extent of collinearity. A VIF value of less than 10 indicates the presence of a collinearity-free indicator. Multi-collinearity is not an issue in our study as we used reflective measuring items.
The results of convergent validity and composite reliability are presented in Table 2 . We have observed that Cronbach’s alpha values for the construct lie between 0.820 and 0.907, which are above the cut-off value of 0.6, and all latent variables had Cronbach’s alpha values above 0.7. So, it can be concluded that the construct of our study has met the reliability criteria. Additionally, the indicator loadings range between 0.709 and 0.918, which has been presented in Figure 2 , suggesting good content validity. Furthermore, the AVE value of our study variable is more than 0.50, indicating that convergent validity has been established. Furthermore, the results of discriminant validity are presented in Table 3 . From the Fornell-Lacker Criterion in Panel A of Table 3 , we noted the square roots of the AVE values (bold) are higher than the latent construct correlation. We also found that the HTMT ratio in Panel B of Table 3 between variables was less than 0.85. Henceforth, the Fornell-Lacker Criterion and HTMT ratio indicates the discriminant validity of the construct. In panel C of Table 3 , the correlation between constructs is less than 0.90, showing no multicollinearity issue in the model ( Pallant, 2011 ; Hair et al., 2013 ).
Result of structural model.
Discriminant validity and latent variable correlation.
Constructs | FSSB | JP | JS | WLB |
Family Supportive Supervisor Behaviors (FSSB) | ||||
Job Performance (JP) | 0.431 | |||
Job Satisfaction (JS) | 0.521 | 0.573 | ||
Work-Life Balance (WLB) | 0.545 | 0.388 | 0.421 | |
Family Supportive Supervisor Behaviors (FSSB) | 1.000 | |||
Job Performance (JP) | 0.493 | 1.000 | ||
Job Satisfaction (JS) | 0.605 | 0.629 | 1.000 | |
Work-Life Balance (WLB) | 0.637 | 0.425 | 0.471 | 1.000 |
Family Supportive Supervisor Behaviors (FSSB) | 1.000 | |||
Job Performance (JP) | 0.431 | 1.000 | ||
Job Satisfaction (JS) | 0.521 | 0.573 | 1.000 | |
Work-Life Balance (WLB) | 0.545 | 0.388 | 0.421 | 1.000 |
The square roots of the AVE values (bold) are higher the latent construct correlation.
Once the measurement model had met all the thresholds, the next step was to test the structural model. The r-square (reliability indicator) for endogenous components can be used to evaluate the structural model. The goal of variance analysis (R2) is to identify how exogenous variables affect endogenous variables. Figure 2 shows that R 2 of 0.44 of job performance indicates that work-life balance, family-supportive supervisor behaviors, and job satisfaction explain 44 percent of the job performance variable, while the remaining 56 percent is explained by outside factors. Job satisfaction’s R 2 of 0.304 indicates that work-life balance, family-supportive supervisor behaviors, and job performance explain 30.4 percent of the job satisfaction variable. In contrast, the remaining 69.6 percent is explained by components other than those explored in this study. The R 2 of the endogenous variables job performance and job satisfaction in our study model is greater than 20%, indicating a good model ( Hair et al., 2014 ).
For Hypothesis testing, resampling with bootstrapping can be used to compute the statistical t value. This study considered 5,000 sub-sample for bootstrapping and a two-tail significance level with biased correction. The empirical results for hypothesis testing are presented in Figure 2 and Table 4 . Our hypotheses are supported by the empirical results at the significance level of 5%.
Results for direct effects, mediating effect, and moderating effect.
Relationships | Std-Beta | STDEV | T Statistics | -Values | 95% BCa Confidence Interval | Decisions | |
Lower | Upper | ||||||
Age→ Job Performance (JP) | 0.057 | 0.059 | 0.879 | 0.380 | –0.074 | 0.157 | NA |
Education→ Job Performance (JP) | 0.044 | 0.043 | 1.057 | 0.291 | –0.037 | 0.133 | NA |
Gender→ Job Performance (JP) | 0.012 | 0.039 | 0.321 | 0.748 | –0.063 | 0.087 | NA |
Number of children→ Job Performance (JP) | 0.037 | 0.062 | 0.681 | 0.496 | –0.071 | 0.167 | NA |
H1: Work-Life Balance (WLB)→ Job Performance (JP) | 0.152 | 0.051 | 3.007 | 0.003 | 0.056 | 0.256 | Supported |
H2: Work-Life Balance (WLB)→ Job Satisfaction (JS) | 0.187 | 0.063 | 2.956 | 0.003 | 0.062 | 0.307 | Supported |
H3: Job Satisfaction (JS)→ Job Performance (JP) | 0.401 | 0.051 | 7.761 | 0.000 | 0.294 | 0.492 | Supported |
Family Supportive Supervisor Behaviors (FSSB)→ Job Performance (JP) | 0.133 | 0.057 | 2.289 | 0.022 | 0.012 | 0.238 | Supported |
Family Supportive Supervisor Behaviors (FSSB)→ Job Satisfaction (JS) | 0.405 | 0.055 | 7.297 | 0.000 | 0.294 | 0.511 | Supported |
H4: Work-Life Balance (WLB)→ Job Satisfaction (JS)→ Job Performance (JP) | 0.075 | 0.028 | 2.639 | 0.008 | 0.024 | 0.134 | Supported |
H5: WLB × FSSB to JP→ Job Performance (JP) | 0.235 | 0.047 | 5.046 | 0.000 | 0.141 | 0.324 | Supported |
H6: JS × FSSB to JP→ Job Performance (JP) | 0.206 | 0.063 | 3.253 | 0.001 | 0.080 | 0.323 | Supported |
Significant at the level of 0.05.
Theoretical implications.
Employees who have a poor work-life balance suffer from reduced productivity and low employee performance ( Naithani, 2010 ). In contrast, employees with a healthy work-life balance have improved job performance ( Roberts, 2008 ; Ryan and Kossek, 2008 ). In this regard, our findings demonstrate that the direct effect of work-life balance on job performance is significant with a coefficient of 0.152 (T-statistic of 3.007), suggesting a positive relationship between work-life balance and job performance. These empirical results also suggest that the employee’s job performance will also increase with a higher work-life balance. The respondents in the study also commented on their readiness to be flexible at work when needed, and they underlined that they are not ready to sacrifice their personal lives for work. Thus, the empirical findings lend strong support to our hypothesis H1. Our results are in line with the social exchange theory that a balanced proportion of time given by an employee to work-life and life-outside of work will make the employee more productive ( Brough et al., 2008 ; Roberts, 2008 ; Ryan and Kossek, 2008 ; Hofmann and Stokburger-Sauer, 2017 ). In support of the WLB and performance nexus, French et al. (2020) and Haar et al. (2014) stated that a high work-life balance also makes individuals yield to their higher job performance. Therefore, SMEs need to create a work-life balance supportive culture in the organization in order to bring out employees’ best performances, which could lead to better firm performance. The fact is that the entanglements between work and family are a significant source of psychological discomfort for employees ( Cegarra-Leiva et al., 2012 ), which causes poor performance. Additionally, Lamane-Harim et al. (2021) suggested that WLB could lead to better employee outcomes in Spanish SMEs. As a result, both employees and employers must work together to foster a work-life balance-supportive culture in the organization, which is especially difficult in the SME sector.
According to Victoria et al. (2019) , satisfied and prosperous family life could lead to success and satisfaction at work. Therefore, the importance of work-life in employee job satisfaction is indicated in the literature ( Dousin et al., 2019 ). Concerning that affirmation, this study’s evidence demonstrates that the effect of work-life balance on job satisfaction is significant with a coefficient of 0.187 (with a T-statistic value of 2.95), which is indicative of a positive relationship between work-life balance and job satisfaction. This finding implies that with a higher work-life balance, the job satisfaction of employees will also increase. Henceforth, the current results are strongly supported by hypothesis H2. These findings are in line with Haar et al. (2014) ; Dousin et al. (2019) , and many others. Their studies also found that work-life balance has a positive effect on job satisfaction; namely, the higher the work-life balance, the higher the job satisfaction of employees. Flexible working hours, given autonomy, and company policies that support the creation of a balance between work and personal life will lead to higher job satisfaction ( French et al., 2020 ). Feeney and Stritch (2019) stated that family-friendly policies and a culture of family support are essential in generating a healthy work climate. Henceforth, job satisfaction will increase. Additionally, creating a family-supporting culture, flexible working hours, and autonomy could not be done in the SME industry as the working environment is different from that of large organizations. However, suppose SMEs take the initiative to create some sort of flexible working hours and give some autonomy depending on their position inside the company. In that case, the employees could be more satisfied, especially if the primary intention is to increase employee productivity and performance. In support of this statement, our findings have found a positive influence of job satisfaction on job performance.
Job satisfaction and job performance are widely studied relationships in HRM and organizational contexts. Most studies have discovered a positive relationship between job satisfaction and job performance ( Dormann and Zapf, 2001 ; Saari and Judge, 2004 ; Crede et al., 2007 ; Luthans et al., 2007 ; Tschopp et al., 2014 ; Krishnan et al., 2018 ; Jermsittiparsert et al., 2019 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). As expected, in the current context of the study, we also found that the effect of job satisfaction on job performance is significant, with a coefficient of 0.401 (with a T-statistic value of 7.761). Hence, the current empirical findings lend strong support to H3 that job satisfaction will increase job performance. Therefore, in line with the extant studies, we also argue that SMEs should attempt to keep employees satisfied with their jobs so they can generate their best performance. The organizational theory suggests that perceived job satisfaction makes employees more committed toward their jobs, hence better output. In the SME case, work–life balance and a supportive culture could play an important role in making employees more committed and satisfied, which will increase job performance. Our hypothesis rectifies this assertation that H3 work-life balance has positive effects on job satisfaction.
In their study, Haider et al. (2017) have discussed how work-life balance increases employee job performance via influencing psychological well-being. Job satisfaction is one of the main components of psychological well-being at the workplace. Therefore, on the mediating role of job satisfaction, our findings demonstrate that the relationship between work-life balance and job performance is mediated by job satisfaction (with a coefficient of 0.075 and a T-statistic value of 2.64). Since there is a direct relationship between work-life balance and job performance, it can be concluded that the mediation is a partial mediation rather than a full one. Thus, our hypothesis H4 is accepted. The current empirical findings also support the past empirical studies, as Dousin et al. (2019) found the mediation role of job satisfaction between employee work-life balance and job performance in a medical context. Hence, our findings imply that work-life balance improves job performance by increasing job satisfaction.
Family supportive supervisor behaviors (FSSB) in the organization are about work-family spillover ( García-Cabrera et al., 2018 ) by boosting employee job satisfaction autonomy and minimizing work pressure ( Marescaux et al., 2020 ). Hence, it has been able to increase job satisfaction and performance. In this regard, although we do not hypothesize the direct effect of family-supportive supervisor behaviors, our findings confirm that FSSB positively influences job satisfaction and performance. Therefore, the existence of FSSB is essential to improve employees’ job satisfaction and job performance. Hence, these findings agree with the past studies that present a positive influence of FSSB on job satisfaction and job performance ( Rofcanin et al., 2018 ; Talukder et al., 2018 ; Campo et al., 2021 ). Henceforth, these findings confirm the assertion of social exchange theory and organizational support theory that supervisors’ formal and informal support further increase employees’ attitude toward the job, which improves job satisfaction and job performance ( Talukder et al., 2018 ).
Furthermore, our empirical results indicate that the interaction between FSSB and work-life balance positively affects job performance (with a coefficient of 0.235 and a t-statistic of 5.04). These findings suggest that when FSSB interacts with work-life balance, it attenuates the link between work-life balance and job satisfaction and job performance. As a result, the current findings provide significant support for our hypothesis H5. Kim et al. (2017) discovered that supervisory support could increase the link between deep acting and work performance. On the other hand, Alias (2021) suggest that supervisory support cannot moderate the relationship between flexible work arrangements and employee performance. Our findings, however, offer evidence that contradicts the assertion of Alias (2021) , in which we demonstrated that there could be moderating effects on the relationship between work-life balance and job performance. Hence, our finding adds novel evidence in the area of work-life balance and job performance. Again, these findings reinforce the need for a work–life balance supportive culture in the organization, as it could facilitate supervisory actions to a certain degree in supporting employees’ family and personal life.
Based on hypothesis H5, we concurred on the moderating impact of FSSB on the link between job satisfaction and job performance. We evaluated the moderating influence of FSSB on this relationship. The current study’s empirical findings indicate that the interaction effects of FSSB and work satisfaction on job performance are relatively positive (with a coefficient of 0.206 and a t-statistic of 3.25). These findings suggest that when FSSB interacts with work-life balance and job satisfaction, it moderates the link between work-life balance and job satisfaction and job performance. Hence, the current empirical results verify our claim and offer substantial support for Hypothesis H6. The interaction effects are reasonably sensible in that when employees are satisfied and believe that they will receive the required support from their boss while coping with family or personal concerns. As a result, when the level of belief and job satisfaction rises, so does the level of job commitment and engagement, resulting in higher job performance. In this regard, the current study contributes to the body of evidence on the FSSB’s moderating effects on job satisfaction and performance.
In support of the WLB-performance nexus, several studies have indicated that an excellent work balance also leads to more extraordinary job performance. Thus, SMEs must foster a work–life balance-friendly culture to bring out the best in their employees, which may contribute to improved business/firm performance. In reality, the entanglements between work and family are a major source of psychological distress for employees, resulting in poor performance. Henceforth, the implementation of various WLB practices is suggested for Indonesian SMEs, particularly those not required by regulation or legal minimum to fulfill the needs of all employees. Furthermore, we also recommend that firms should provide separate WLB practice alternatives for men and women because the impacts of WLB on job satisfaction are varied, as suggested by Lamane-Harim et al. (2021) . Furthermore, family-supportive supervisor behaviors are important for promoting employees’ performance. Therefore, firms and supervisors provide some support to employees to handle and overcome family-related issues. In this regard, our findings emphasized the need to establish a work–life balance supportive culture in the firm as it might assist supervisory activities in supporting workers’ family and personal life to a different extent. In addition, managers may gain useful knowledge to create efficient job systems to improve job performance in SMEs, taking into account the relevance of work-life balance, family supportive supervisor behaviors, and job satisfaction. Individuals in SMEs can increase job performance by balancing their work and personal life. The impact of SMEs on employee work-life balance and performance is a fascinating topic. As a result, work-life balance will have a bigger impact on the organization’s overall performance.
We propose that this research be expanded into a longitudinal study in the future, providing a greater grasp of the issue. However, the findings may not be generalizable, and the results must be interpreted in light of the evolving context and economic conditions in which the study was done. Additionally, future studies should look into religiosity as a moderator of the relationship between WLB and job satisfaction and performance. It’s important to think about becoming a moderator since employees who have a strong understanding of religion and put it into practice have a good sense of self-control. It could have a different effect when attempting to explain the link between work-life balance and job performance. Stress and anxiety are one of the most essential factors to consider when attempting to explain the link between WLB and job performance. Many employees may feel stressed and anxious about their professional and personal development while working in SMEs. As a result, as moderators in this association, it may be an important aspect to investigate in future research. Finally, future research should look at deviant behavior as a result of work-life balance and job satisfaction. Employees with a poor work-life balance and dissatisfaction are more likely to engage in deviant behavior.
Author contributions.
All authors listed have made a substantial, direct, and intellectual contribution to the work, and approved it for publication.
The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.
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After the Great Resignation comes the Great Renegotiation. Over the past two years, millions of people and organizations around the world were forced into hybrid virtual work, many for the first time. Survey after survey has shown that employers eagerly hope their employees will return to the office as soon as possible. Employees ? Not so much , for reasons including health, family, and the work–life balance. Now, vaccines and therapies hold out the promise of normalizing life under the coronavirus and its variants, but employees increasingly hold more bargaining chips in a great debate now underway over the future of workplace models.
This research effort surveyed 1,345 respondents across three continents (North America, Europe, and Australia) in November 2021. We defined hybrid as including both hybrid models of work (a mix of virtual and on-site) and fully virtual work: both models do not require a full-time, on-site presence and have implications for the way organizations and managers create an inclusive workplace with fewer to no in-person interactions.
The research focuses on respondents whose roles currently allow hybrid work. To ensure that the experiences reported were tied to workplace contexts, it excluded a small group of participants who were unemployed longer than 18 months. A variety of industries, job levels, and social identities were represented. Given the complex nature of racial identity, only US survey participants were asked to identify their race, to ensure that the racial categories presented were relevant and appropriate for the respondents.
We believe organizations also have an opportunity to redefine hybrid work in the context of frontline roles, such as machinists and surgeons, that are typically fully on-site. We will explore these topics in future research.
Our latest research reinforces the idea that hybrid 1 Our definition of hybrid work combines the responses our survey sample expressed toward hybrid and virtual work—terms for models that do not require a full-time presence in the office and are frequently conflated and rapidly evolving in most organizations today. work is here to stay. More than four out of five survey respondents who worked in hybrid models over the past two years prefer retaining them going forward (see sidebar, “Our methodology”). At a time when organizations are plagued by burnout, mental-health issues, and record numbers of employees leaving their jobs, leaders who see in-person work as a return to normality must confront just how strongly employees feel about flexible workplace models and their growing leverage to pursue them. We found that more than two out of three employees who prefer hybrid models say they are likely to look for other opportunities if asked to return fully on-site. Despite such popular support, the experience of employees with hybrid work during the pandemic has varied widely in key areas, such as a sense of inclusion and the work–life balance. For some traditionally underrepresented identities, this variability is exacerbated.
As employers work to refit existing workplace models, they face a classic risk/reward choice. Hybrid work has the potential to offer a higher level of flexibility, a better work–life balance, and a more tailored employee experience. These can have a disproportionately positive impact on diversity, equity, and inclusion (DEI) efforts , as well as on performance. Hybrid work also has the potential to create an unequal playing field and to amplify in-group versus out-group dynamics, which can flip those advantages to the liabilities side of the ledger. For workplaces already challenged to diversify and retain employees, adopting ill-conceived hybrid work models could instead speed departures, decrease inclusion, and harm performance.
Make no mistake: tapping the benefits of a more inclusive hybrid work culture is difficult, delicate work. There’s scant evidence of companies that have mastered the challenge. What’s more, the practices needed to take it on can feel nebulous and elusive, especially for leaders who have never worked in a truly inclusive culture themselves. In this article, we share research that illuminates the dynamics that underlie efforts to build inclusion in a diverse, hybrid workforce and the three critical inclusion practices—work–life support, team building, and mutual respect—that leaders should treat as priorities.
Even before the pandemic, workers craved fluidity: in 2019, our research found that work–life flexibility was the number-one issue employees raised. As the economy navigates the reopening of offices in this next phase of the pandemic, executives often conflate “hybrid” with “flexibility,” especially the location of work. Moreover, today’s hybrid working models were not the product of measured strategic planning but, often, of desperate triage efforts spliced together when disaster struck. Some organizations forced into remote work addressed attrition, isolation, and mental-health woes better than others, but these ill effects remain prevalent across the business landscape, particularly for some traditionally underrepresented groups .
This reality obliges leaders to design better models. True flexibility must go beyond location to include the different preferences and needs of an increasingly diverse employee workforce. It demands a sharp focus on the reasons people have been leaving jobs, often without new job offers in hand: work–life balance and flexibility loom large, but employees also yearn for a greater sense of belonging and of feeling appreciated. Finding the sweet spot between hybrid work and strong inclusion can make an organization a highly attractive place to work but requires leaders, at all levels, to listen, to coach, and to think of flexibility not as an end point but as a set of evolving expectations, with regular adjustments, perhaps down to the level of individual employees.
Despite the variability of hybrid work, employees appear hooked on it and unwilling to let it go. In our survey, 75 percent of all respondents said that they prefer a hybrid working model (Exhibit 1). Only 25 percent said they prefer to be fully on-site.
Of employees currently working in a hybrid model, 85 percent want it retained going forward. This strong preference appears across industries, geographies, and demographic boundaries.
Some traditionally underrepresented groups demonstrated an even stronger preference for hybrid work.
For managers sensitive to the importance of inclusion and diversity, such examples highlight another possible dividend from hybrid work models. Consider, for example, the employee who may be hiding a disability, gender identity, or sexual orientation to avoid the stigma that can come with declaring it. Research shows that efforts to conceal such identities may take a toll on an employee’s well-being and performance. 3 K. P. Jones and E. B. King, “Managing concealable stigmas at work: A review and multilevel model,” Journal of Management , 40(5), 2014. Ideally, employees would be comfortable sharing these identities with colleagues, and organizations would provide the inclusive environment in which they could. When they do not, however, hybrid work environments can relieve some of the strain.
Our research also explored the respondents’ willingness to leave jobs because of work models. For employers battling widespread, rising attrition and an increasing labor shortage as employees quit jobs, even without another offer in hand , such insights could help stanch the talent outflow. Of those who prefer hybrid work, 71 percent say they are likely to look for other opportunities if it is not available where they work now.
These were among the groups that prefer hybrid work and said they were likely to leave if it wasn’t available:
These undercurrents of employee identity, tenure, and experience can make the task of shaping inclusive work environments a daunting one. Some companies are aggressively trying to bring employees back on-site, while others experiment with a range of flexible options. At the extreme, some executives even talk of a need to scale work model personalization, tailoring it to an individual employee’s professional and personal context. To date, the idea of shaping an inclusion approach to an “n of 1” is largely uncharted territory (and so is simultaneously scaling protocols, norms, and ways of working to suit an organization’s shared goals). Managing hybrid teams inclusively to evolving employee expectations will be a proving ground for leaders to demonstrate that they have the leadership skills and methods— such as managing to outcomes and emphasizing social compacts—that can deliver effective solutions.
Amid this flux and experimentation, we believe that widespread employee support for hybrid work suggests that to navigate the present time of transition, leaders should first tap more deeply into their employees’ preferences, needs, and expectations. This requires, at a minimum, setting guidelines and encouraging managers to collect employee feedback regularly as part of experiments with new, agile approaches. Leaders can then incorporate the results into several sound inclusion practices that our research points to as a strong foundation for an inclusive hybrid workplace.
Data are useful to understand the working-model preferences of an organization’s different demographic groups. We also know that the way managers and teams behave day-to-day is the most powerful determinant of the individual employee experience. Regardless of working model, inclusive organizational cultures that foster trust and a sense of support increase retention, collaboration, and job satisfaction (Exhibit 2).
Improving diversity and representation in a sustainable way is difficult without inclusion— embracing, supporting, and enabling employees to make meaningful contributions. Without an inclusive environment, even an organization with a diverse employee population will probably struggle to improve its long-term performance. The widespread adoption of hybrid work has complicated the struggle to build and maintain such cultures.
Without an inclusive environment, even an organization with a diverse employee population will probably struggle to improve its long-term performance.
To test the workplace models that employees desire, our research asked them which scientifically validated inclusion practices they want their organizations to work hardest to improve as part of a hybrid work model. Remarkably, a clear consensus emerged across all demographic groups 4 For example, across racial and ethnic groups, sexual orientation, gender identities, age, and caregiving status. around three areas:
These practices underpin fundamental employee preferences that we have seen time and again in studying workplace inclusion: agency, autonomy, empowerment, and support for employees to do their best work. It’s important to note that the way different groups and individuals experience these practices can vary widely, complicating implementation. For example, work–life support could mean parental leave for some employees struggling with caregiving chores, and for others it could mean more flexible hours to pursue personal passions. Nonetheless, during the pandemic, survey respondents working in hybrid models saw improvements in these areas, and we believe leaders should consider them the backbone of any inclusive hybrid work model, backed by better communication and role modeling (Exhibit 3).
The pandemic has prompted employees to broadly reassess their work–life trade-offs. This reassessment has fueled resignations and a search for organizational cultures that emphasize well-being and more purposeful work. Nearly 60 percent of our survey respondents working in hybrid models ranked work–life support in the top inclusion practices they want their organizations to improve—the highest percentage across the 17 inclusion practices we measured. In other words, employees are clamoring for greater acknowledgment and support for their myriad demands, responsibilities, and interests outside work.
At an organization-wide level, nearly half of the respondents recommended prioritizing policies that support flexibility—including extended parental leave, sick leave, flexible hours, and work-from-home policies. Some respondents highlighted the value of paid time off for newly recognized celebrations, such as Juneteenth, or unexpected occurrences, like COVID-19 sick days.
Many if not most companies are also experimenting with semipermanent policies on flexible locations. For example, one tech company now allows employees to work up to four weeks each year remotely from any location within their current country. A consumer goods company adopted a “work from wherever” policy, permanently giving employees the flexibility to work from a location of their own choice (assuming steady performance). Employers are also experimenting with traditionally on-site roles. One Asian consumer goods company reimagined its retail model and cross-trained sales associates as social-media influencers, allowing them to split their time between on-site and virtual work.
Management support is also critical for employees who want more accommodating work–life policies. Small actions play a huge role in how safe employees feel when they exercise these benefits, and when they assess whether a benefit change is more than mere lip service. One powerful signal: managers who model flexibility and support the various work–life options, especially in a hybrid model. Colleagues also play a role in reinforcing a culture of work–life support when they validate acceptable behavior: employees can encourage one another to use mental-health benefits, leave policies, and other ways of setting healthier boundaries between work and personal life. The effect on workplace culture can be dramatic when colleagues hear peers share their ideas and experiences in the journey toward work–life balance or when they crowdsource solutions to common challenges. Newer colleagues often find this especially helpful.
Our survey respondents placed team building behind work–life support as a priority inclusion practice in the hybrid workplace. As much as employees value its flexibility and benefits, it can also promote isolation, especially when team cohesion is lacking. Some research suggests that remote work can also lead to more static and siloed collaboration . In light of such effects, half of our survey respondents not surprisingly assigned great importance to intentionally building stronger teams.
Effective team builders foster trust, collaboration, and healthy conflict. Respondents recommended three ways to help achieve these goals: encouraging employees to know one another and how they get work done, creating buddy systems, and coaching employees through effective conflict management. To build psychological safety and deep connections in teams, leaders must embed team-building activities and norms in the organization’s ways of working.
Team events where everyone feels welcome can also help build bonds in ways that make employees feel close and valued. To stage these events effectively, it is necessary to dig into details: dietary restrictions, comfort with alcohol, event timing, accessibility needs, types of activities, and more. Moreover, managers should be mindful of how much they ask employees to sacrifice their “off” hours—requests that can diminish team cohesion rather than contribute to it.
Respondents also highlighted the importance of integrating new team members in hybrid work environments. Some managers do so by setting up discussions, whenever a new member joins the team, to discuss working styles, preferences, and roles across the group. One pharmaceutical company formalized a peer “buddy” process by having an experienced colleague connect twice each week with the new hire to address common questions. One financial-services organization set up weekly coffee chats among new hires and company representatives to break down silos.
In hybrid work, in-person interactions are fewer and communication outside real time is more common. As a result, it can be harder to feel connected to colleagues and easier for miscommunication to occur. Our survey respondents may have had such experiences in mind when they pegged mutual respect as one of the three priority inclusion practices. We define mutual respect as demonstrating genuine concern for the well-being of all employees and a commitment to treat one another fairly and respectfully. Coaching such behavior can be difficult at times, but our respondents had suggestions for how to encourage it.
First, create norms that encourage employees to view one another as human beings, not merely coworkers. Inquire about each employee’s preferences and boundaries for working styles and communication. For hybrid work, this is likely to include some experimentation with mixing different types of meetings, when (and when not) to bring employees together on-site, and resetting team norms about when to check in.
A check-in should be more than just a review of upcoming to-dos, our respondents noted. Make it easy for employees to share personal updates, both positive and negative (for example, “What else is going on in your world? How are you?”). This is a critical way to express care and appreciation for employees as they navigate complex work–life boundaries in hybrid work. One manager we talked to has a habit of saying, “I’m not a mind reader. Please tell me what is going on so we can work through it together.”
Second, foster a culture that encourages employees to learn with and from one another. Reframe mistakes as opportunities to identify what can be improved. Such efforts might include training employees on how to adopt a “ growth mindset ” that encourages teamwide development. Managers should also encourage two-way feedback to let employees voice what is going well and what could use improvement. Whatever the form of feedback, everyone should feel comfortable sharing both positive and negative observations.
Finally, respondents noted, celebrate and amplify employee contributions and create an environment that regularly recognizes such moments. Seek out achievements (such as well-organized events or team members who coached peers) that many traditional reward and recognition systems take for granted. One medical-services company started a “shout-outs” channel on its internal messaging app to let employees recall times when colleagues excelled or made exceptional contributions as teammates. It then periodically highlighted these moments again during all-group meetings.
Empowered employees who have tasted the benefits of hybrid work seem determined to retain them. Employers now face a risk/reward moment to reimagine a more flexible, inclusive hybrid work model that dovetails with an organization’s diversity, equity, and inclusion efforts. This will not be easy work. But for leaders who show the sensitivity, creativity, and humility needed to shape a new hybrid work model, there could be dramatic gains in performance, organizational cohesion, and improved employee wellness, engagement, and retention.
Bonnie Dowling is an expert associate partner in McKinsey’s Denver office, Drew Goldstein is a solution associate partner in the Miami office, Michael Park is a senior partner in the New York office, and Holly Price is a knowledge expert in the Houston office.
The authors would like to thank Shannon Cheng, Ruth Imose, Vidya Mahadevan, and Brooke Weddle for their contributions to this article.
This article was edited by Bill Javetski, an executive editor in the New Jersey office.
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Updated: Jun 12, 2023, 5:29am
Key remote work statistics, remote work by industry and occupation, remote work by demographics, remote work preferences (surveys, sentiment, etc.), benefits and challenges of remote work, remote work trends.
The paradigm of traditional workspaces has undergone a seismic shift thanks to the Covid pandemic. As a result, remote work has emerged as a dominant trend, requiring human resources departments to pivot faster than ever before. In this comprehensive analysis, we present the most recent remote work statistics that are shaping the professional world and working environments across the nation.
As we navigate through the ever-evolving world of post-pandemic work in 2023, several key remote work statistics stand out. They not only offer insight into the current state of remote work but also provide a glimpse into its future.
Currently, 12.7% of full-time employees work from home, illustrating the rapid normalization of remote work environments. Simultaneously, a significant 28.2% of employees have adapted to a hybrid work model. This model combines both home and in-office working, offering flexibility and maintaining a level of physical presence at the workplace [1] .
Despite the steady rise in remote work, the majority of the workforce (59.1%) still work in-office [1] . This percentage underscores the fact that while remote work is on an upswing, traditional in-office work is far from obsolete.
Looking ahead, the future of remote work seems promising. According to Upwork, by 2025, an estimated 32.6 million Americans will be working remotely, which equates to about 22% of the workforce [2] . This projection suggests a continuous, yet gradual, shift towards remote work arrangements.
Interestingly, workers’ preference for remote work aligns with this trend. A staggering 98% of workers expressed the desire to work remotely, at least part of the time [3] . This overwhelming figure reflects the workforce’s growing affinity towards the flexibility, autonomy and work-life balance that remote work offers.
From the employers’ perspective, the acceptance of remote work is evident as well. A remarkable 93% of employers plan to continue conducting job interviews remotely [4] . This indicates a willingness to adapt to virtual methods and signals the recognition of remote work as a sustainable option.
About 16% of companies are already fully remote, operating without a physical office [5] . These companies are pioneers in the remote work paradigm, highlighting the feasibility of such models and paving the way for others to follow.
It’s evident that some industries and job roles are more geared towards remote work than others. Understanding these trends helps us predict the direction remote work will take in the future.
The computer and IT sector leads as the top industry for remote work in 2023 [6] . This aligns with the fact that tasks in this sector are often digital in nature, requiring only a reliable internet connection.
Other industries aren’t far behind. Marketing, accounting and finance, and project management have embraced remote work, using digital tools and platforms to ensure work continuity. The medical and health industry has also seen a shift towards remote work, primarily driven by the rise of telehealth services and the digitization of health records.
Even sectors such as HR and recruiting and customer service, traditionally reliant on physical offices, are experiencing the benefits of remote work. Virtual collaboration tools have enabled these industries to operate effectively, irrespective of location.
Shifting the lens to the most sought-after remote job roles, accountant tops the list in 2022. This showcases how traditional office functions, such as accounting, can successfully adapt to a remote format.
Other prominent remote job postings include executive assistant, customer service representative and senior financial analyst. These roles, although diverse, can all be performed effectively with the right technology, without the need for a physical office.
Recruiters, project managers, technical writers, product marketing managers, customer success managers and graphic designers also feature prominently on the list of remote roles. The wide variety of these roles signifies the expanding scope of remote work across different fields.
These industry and occupation-specific statistics highlight the widespread acceptance of remote work. With the evolution of digital tools and changing work norms, remote work is no longer a niche concept but a growing trend spanning various fields.
A closer look at the demographics of remote work in 2023 offers fascinating insights into who is embracing this work model and how it’s affecting their livelihoods.
The age group most likely to work remotely are those aged 24 to 35 [7] . Within this demographic, 39% work remotely full time and 25% do so part time. This suggests that the younger workforce values the flexibility and autonomy offered by remote work, which could have implications for businesses looking to attract and retain this talent group.
Education also plays a significant role in remote work accessibility. Those with higher levels of education have a better chance at remote work. This could be a consequence of the qualities of roles that necessitate postgraduate qualifications, which usually involve cognitive labor that can be done anywhere.
A higher percentage of men work remote than women.
In terms of gender, there is a higher percentage of men who work from home than women. Specifically, 38% of men work remotely full time, and 23% part time. Comparatively, 30% of women work remotely full time, and 22% part time. These figures suggest a gender gap in remote work, highlighting the need for more inclusive remote work policies to ensure equal opportunities.
Remote work also seems to have a positive impact on earnings. Remote workers, in comparison, make an average of $19,000 more than those in the office [1] . Remote workers make an average of $74,000, while in-office workers typically have an average salary of $55,000.
Those who opt for a hybrid work model report the highest average salary at $80,000. This may be attributed to the flexibility and balance that hybrid work offers, enabling workers to maximize their productivity and potentially take on more responsibilities.
These demographic insights serve as a snapshot of the current remote work landscape. Understanding these patterns can help employers design remote work policies that cater to their workforce's needs and preferences, while also bridging any gaps in accessibility and pay.
As remote work becomes more prevalent, it’s important to understand workers’ sentiments towards this evolving model. Surveys and studies offer revealing insights into workers’ preferences and how remote work impacts their lives.
One of the most compelling statistics indicates that 57% of workers would consider leaving their current job if their employer stopped allowing remote work [6] . This figure underscores the value that workers place on the flexibility and autonomy associated with remote work.
Productivity is another significant factor that influences workers’ remote work preferences. Thirty-five percent of remote employees feel more productive when working fully remotely [8] . This could be due to reduced commute times, fewer in-person distractions or the ability to design a work environment that suits their needs.
Sixty-five percent of workers desire to work remotely all the time, highlighting the popularity of this work model [6] . At the same time, 32% prefer a hybrid schedule, which combines the best of both worlds—flexibility from remote work and collaboration opportunities from in-office work.
When it comes to work-life balance, a crucial aspect of employee well-being, remote work seems to be making a positive impact. Seventy-one percent of remote workers stated that remote work helps balance their work and personal life [9] . However, it’s important to acknowledge that 12% reported that it hurts their work-life balance, indicating that remote work may not suit everyone.
Understanding these preferences is vital for organizations as they design their remote work policies. The goal should be to harness the benefits of remote work—such as increased productivity and improved work-life balance—while addressing potential drawbacks to ensure a positive remote work experience for all employees.
Embracing remote work comes with its own set of benefits and challenges, impacting both employees and employers in various ways. Understanding these aspects can help in creating effective strategies for managing remote work.
69% of remote workers report increased burnout from digital communication tools.
However, the transition to remote work is not without its challenges. Sixty-nine percent of remote workers experience increased burnout from digital communication tools [10] . The constant stream of digital communication can lead to mental fatigue, underscoring the need for proper work boundaries and digital wellness strategies.
Another challenge associated with remote work is the lack of face-to-face interaction. Surveys of remote workers report finding it harder to feel connected to their coworkers [9] . Yet, 37% feel that remote work neither hurts nor helps with connection to coworkers. This highlights the need for effective communication and team-building strategies in a remote setting.
While the challenges are noteworthy, remote work also offers significant financial benefits for employers. Research shows that employers can save $11,000 per employee when switching to remote work [11] . These savings come from reduced costs associated with office space, utilities and other resources.
In essence, while remote work offers tangible benefits including flexible hours and cost savings, it also presents challenges such as digital burnout and reduced social connection. Employers and employees need to work together to maximize the benefits while effectively addressing the challenges to create a healthy and productive remote work environment.
The shift towards remote work has brought several notable trends to the forefront, shaping how companies and employees approach this model of work.
The use of monitoring software is one trend that’s gained traction. As many as 60% of companies now rely on such tools to track remote employees [12] . While these tools can aid productivity and accountability, they also pose privacy considerations, highlighting the need for transparency and consent in their use.
Cybersecurity has also become a major concern for businesses. A significant 73% of executives perceive remote workers as a greater security risk [13] . This concern stresses the need for robust security protocols and employee education about safe digital practices in a remote work setting.
Another trend that showcases the preference for remote work is the willingness of employees to accept financial trade-offs. A surprising 32% of hybrid workers state they would consider a pay cut to work remotely full time [14] . This reflects the high value workers place on the flexibility and autonomy remote work provides and could potentially impact how companies structure compensation in the future.
Each of these trends provides valuable insights into the evolving dynamics of remote work. As we continue to adapt to this new work landscape, understanding these trends will be crucial in shaping effective remote work policies and practices.
Visit our hub to view more statistic pages .
Katherine Haan is a small business owner with nearly two decades of experience helping other business owners increase their incomes.
The demand for dental hygienists is increasing, with about 16,400 openings projected each year. And with progressive changes in consumer needs, policies, and regulations, dental hygienists have the opportunity to practice with a great deal of autonomy and expertise.
For those interested in pursuing a career in oral health, dental hygiene is an intriguing choice, offering numerous benefits, career options, and opportunities for personal growth.
Whether you’re ready to submit your application or merely exploring the career as one of your many options, read on to discover what opportunities await you in the field of dental hygiene.
Dental hygienists derive immense satisfaction from their role in enhancing oral health and overall well-being. This satisfaction stems from the tangible impact dental hygienists make in patients’ lives through preventive care, education, and therapeutic interventions.
Additionally, the demand for dental hygienists is expected to increase rapidly, creating numerous job opportunities. Projected to grow seven percent from 2022 to 2032 , dental hygiene is a career with increasing opportunity.
Why the increase in opportunity? The correlation between oral health and overall health, combined with initiatives to improve access to dental hygiene services, is expected to increase the demand for preventive dental care, including the services offered by hygienists.
In addition to the intrinsic rewards of the profession, dental hygienists enjoy favorable financial prospects and job stability, ranking among the most well-compensated healthcare professions, with competitive salaries up to $118,400 once you’ve locked in some experience and expertise. Plus, benefits like vacation, sick leave, and retirement contributions differ by employer and might be accessible exclusively to full-time employees.
To access these job opportunities, your studies should include an emphasis on practical skills and experiential learning so you’re set up for success after graduation.
Apart from the benefits of being a dental hygienist discussed previously, the role encompasses a broad spectrum of responsibilities , including a versatile skill set and adaptability to meet the dynamic needs of patients and healthcare environments. In addition to cleaning teeth and educating about oral health, dental hygienists have various important responsibilities that contribute to maintaining good oral hygiene and overall well-being.
To complete this myriad of tasks and responsibilities, hygienists must demonstrate high levels of expertise in their own fine motor function, visual and auditory observation, and communication and critical thinking skills to effectively manage dental equipment, assist patients, and provide effective dental hygiene treatment.
Excellence in dental hygiene involves lifelong learning and professional development beyond initial education. In fact, the field offers many opportunities for advancement over a long career.
For example, while specific tasks that hygienists perform and how much supervision they need from a dentist can vary from state to state, some states permit hygienists with extra training, sometimes known as dental therapists, to perform certain procedures like removing baby teeth and fitting temporary crowns.
The field offers opportunities for dental hygienists to pursue further education to expand their scope of practice, specialize in niche areas, or assume leadership roles within the profession.
What to look for in a dental hygiene program.
So, when you get serious about selecting a dental hygiene program, it’s important to consider several key factors that will contribute to your success and satisfaction. Researching a dental hygiene program involves evaluating accreditation, clinical experience, curriculum, faculty expertise, facilities, support services, class size, job placement rates, continuing education opportunities, and work-life balance.
Let’s explore the work-life balance and support to ensure a more manageable and enjoyable journey.
Goodwin understands that students have busy lives, so we take into account the demands of balancing education with personal and professional obligations. Goodwin University prioritizes student well-being by offering flexible scheduling options and comprehensive support services . From counseling to wellness programs, students receive holistic support to manage stress, maintain good health, and achieve optimal work-life balance.
Central to ensuring the quality and integrity of dental hygiene education is accreditation by recognized accrediting bodies such as the Commission on Dental Accreditation (CODA). Accreditation not only enhances job prospects but also underscores graduates’ commitment to upholding industry best practices and standards of care.
The accredited dental hygiene program at Goodwin University adheres to strict education and training standards, boosting graduates’ confidence in their abilities and licensure eligibility and ensuring that they meet the highest standards of education and training in the field.
So, the benefits of being a dental hygienist clearly extend far beyond financial rewards, encompassing intrinsic satisfaction, career growth, and professional recognition. Aspiring dental hygienists can begin their journey with confidence, knowing they are well-prepared for success in a field that provides personal fulfillment and professional growth .
Get started today with Goodwin.
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commitment, professional satisfaction and work-life balance are 50.9%, 35.0% and 1.80%, respectively. It can be verified that onl y two of the endogenous variables -
Concerning that affirmation, this study's evidence demonstrates that the effect of work-life balance on job satisfaction is significant with a coefficient of 0.187 (with a T-statistic value of 2.95), which is indicative of a positive relationship between work-life balance and job satisfaction. This finding implies that with a higher work-life ...
AND WORK-LIFE BALANCE FOR RESEARCH ADMINISTRATORS by Lisa E. Costan A thesis submitted to Johns Hopkins University in conformity with the requirements for the degree of Master of Science ... life may be negated by such factors as financial benefits, career advancement, and job satisfaction (Vatharkar, 2017). Ultimately, whether one has an ...
The impact of achievement motivation, job satisfaction and work-life balance among retail managers Jeremy Daniel Metz Follow this and additional works at: https://digitalcommons.pepperdine.edu/etd Recommended Citation Metz, Jeremy Daniel, "The impact of achievement motivation, job satisfaction and work-life balance among retail managers" (2018).
The purpose of this study is to investigate the relationship between work-life balance (WLB) and job stress, job commitment and job satisfaction. ... "The relationship between work-life balance and job satisfaction: moderating role of training and development and work environment", Journal of Advances in Management Research, Vol. 19 No. 2 ...
work-life balance and job satisfaction. This research study aims to investigate if work-life balance can predict levels of job satisfaction and levels of perceived stress in individuals who are working full-time jobs in Ireland across a wide variety of job sectors. This is a cross-sectional, questionnaire based study with a sample of 75 ...
Work-life balance and job satisfaction. Job satisfaction is the driving force for task accomplishment and employees' intention to stay (Brough et al., 2014). Employees' positive perception concerning their job enhances job satisfaction (Singh et al., 2020; Yadav and Sharma, 2021).
DOI: 10.2139/ssrn.3660250 Corpus ID: 225588926; Job Satisfaction and Work-Life Balance: Differences between Homework and Work at the Workplace of the Company @article{Bellmann2020JobSA, title={Job Satisfaction and Work-Life Balance: Differences between Homework and Work at the Workplace of the Company}, author={Lutz Bellmann and Olaf H{\"u}bler}, journal={SSRN Electronic Journal}, year={2020 ...
This paper examines work-life balance as a predictor of job satisfaction in the tertiary education sector. The structural equation model was used to quantitatively analyse cross-sectional data gathered from 476 employees of 8 tertiary institutions operating in the Greater Accra region of Ghana. The study concludes that workplace support has a ...
This section clarifies the central concepts of the thesis. 2.2.1 Work-life balance Work-life balance means the balance between working life and private life and how they ... to non-work-related outcomes such as family satisfaction and performance, life satisfaction and leisure satisfaction (Poulose & Sudarsan, 2017).
completing this thesis. His knowledge of the field and guidance has been invaluable. ... (2002) suggested that employee reports of affect at work can be used to measure job satisfaction and that affective experiences while on the job are also a cause of job _____ ... life satisfaction (Judge, 2000), decreased counterproductive work behaviors ...
The recent work has highlighted a dramatic shift toward working from home The objective of this contribution is to empirically analyze the relationship between working remotely and job satisfaction on the one hand, as well as between working remotely and work-life balance on the other hand, based on three waves of the German Linked Personnel ...
Remote Working and its Impact on Employee Job Satisfaction During COVID-19 A Thesis Submitted to the Faculty of the Department of Leadership Education College of Education ... Employees benefit from increased job satisfaction, job-related wellbeing, and work-life balance (Felstead & Henseke, 2017). Smith et al. (2018) notes increased ...
2.2. Consequences of Work-Family Balance: Job Satisfaction. Many studies have analyzed individual consequences of the different types of the work-life balance, and several meta-analyses have summarized the literature about the correlates of work-family conflict [29,30,31,32] and work-family enrichment [].Work-family conflict, in both directions, has been consistently found to be ...
Work life balance and job satisfaction among faculty at Iowa State University. Mukhtar, Farah. Iowa State University ProQuest Dissertations & Theses, 2012. 3548417. Explore millions of resources from scholarly journals, books, newspapers, videos and more, on the ProQuest Platform.
Abstract Objective: To determine the extent of and the relationship between Job Satisfaction (JS) and Work-Life Balance (WLB) across cultures. Methodology: European Social Survey (ESS) data 2012 were used to answer the research questions put forth. To organize and make meaning of the data, both descriptive and inferential statistics have been used. Mean scores and standard deviations of job ...
Thus, the study examines the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and the moderating role of family-supportive supervisor behaviors. We have developed a conceptually mediated-moderated model for the nexus of work-life balance and job performance.
The Work Life Balance Inventory Work life balance was measured with a 15 item scale adapted by Hayman (2005), originally developed by Fisher (2001).This broader approach is useful for organizations to assess the non-work domain of employees, as family may not be relevant to all employees. Moreover this scale also measures positive
Moreover, shorter working hours are preferred by employees as associated with good work life balance. On the other hand, most people in different organisations. are working longer than they prefer and this is associated with poorer work life interface. As a result, this could have a negative impact on job satisfaction.
The largest jump from 2021 to 2022 was work/life balance, which grew 5.8 percentage points to reach 60.1 percent in 2022. Caitlin Duffy, director in the Gartner HR practice, said she's not ...
Their studies also found that work-life balance has a positive effect on job satisfaction; namely, the higher the work-life balance, the higher the job satisfaction of employees. Flexible working hours, given autonomy, and company policies that support the creation of a balance between work and personal life will lead to higher job satisfaction ...
Start by setting small boundaries and expand from there. Learn more about how to set better boundaries at work. 5. Reflect, refine, repeat. Whatever actions you decide are needed to create a good work-life balance, though, you should be conscious of the fact that you will likely need to continue to refine it over time.
Despite the pandemic mindset shift toward increased work-life balance and more work-from-home flexibility, 50% of U.S. employees reported daily stress at work, and many said they felt worried, sad ...
Hybrid work has the potential to offer a higher level of flexibility, a better work-life balance, and a more tailored employee experience. These can have a disproportionately positive impact on diversity, equity, and inclusion (DEI) efforts, as well as on performance. Hybrid work also has the potential to create an unequal playing field and ...
Specifically, 38% of men work remotely full time, and 23% part time. Comparatively, 30% of women work remotely full time, and 22% part time. These figures suggest a gender gap in remote work ...
Let's explore the work-life balance and support to ensure a more manageable and enjoyable journey. Work-life balance and support services. Goodwin understands that students have busy lives, so we take into account the demands of balancing education with personal and professional obligations. Goodwin University prioritizes student well-being ...
Every aspect of employment is crucial, from job satisfaction to compensation, work-life balance to job security. To help you make an informed decision, we have compiled a list of the 24 best U.S ...