The paper "Human Resource Management and Employee’ s Work-Life Balance" is an outstanding example of management coursework. Studies in work-life balance have mostly advanced the notion that organisation that offer flexible working conditions have less stressed employees with the minimal workload and high levels of job satisfaction and organisation commitment. The organisation will, therefore, benefit from a workforce that is more productive and committed to the organisation's objectives. The benefits can only be realised if employees are facilitated to take advantage of the flexible benefits (Beauregard & Henry, 2009; Deery, 2008; Gregory, Milner, & Windebank, 2013). The work-life conflict has emerged as a major human resource issue that has far-reaching implications in the productivity and success of organisations.
Jobs and professional duties have become very demanding for the 21st-century worker. However, family and personal lives of the employees have remained an important part of employee lives that cannot be assumed by human resource practitioners (Greenhaus & Powell, 2006). Work-life balance policies have been in the recent past been advanced by researchers and policymakers as a practical approach to achieving employee satisfaction, motivation and productivity at work (Hobson, Delunas, & Kesic, 2001; Sturges & Guest, 2004).
There is little research evidence though, as to whether policies intended to improve employee’ s work-life balance confer benefits to the organisation. The main focus of this paper will be to highlight the arguments advancing the contention that work-life balance benefits the organisation. Contradicting views regarding the contention that work-life balance benefits an organisation will also be discussed in this paper. Talent management and retention One of the main responsibilities of human resource managers in organizations today is the maintenance of a stable and talented workforce.
Managing talent in organizations is directly linked to the strategic management in organizations since the people within an organization play an important role in strategy implementation (Deery, 2008). While research on employee retention strategies has largely focused on factors such as job satisfaction, job design and remuneration, work-life balance is emerging as a critical factor in the retention of highly talented employees. The business environment today has become more competitive and demanding than it was five decades ago (Pocock, Charlesworth, & Chapman, 2013). Globalization and technological development in different sectors has opened new markets and competition for businesses (Lewis, Gambles & Rapoport, 2007).
According to (Gregory et al, 2013) balancing between personal life and professional duties is becoming very difficult for employees due to the changing nature of organizations and the business environment. When there is a conflict between personal life and professional life, an employee is likely to develop job dissatisfaction and ultimately consider leaving the organization (Deery, 2008). If the employee decides to stay and handle the tough balancing act between personal life and professional life, he/she is likely to cause conflict with family members.
The demanding professional situation will definitely have a negative impact on both professional and personal aspects of employees’ lives as noted by De cieri, Holmes, Abbott, & Pettit (2005). Organizations can benefit greatly in retaining talented and experienced employees if they develop policies that promote work-life balance amongst their employees. If employees have adequate time and support to attend to their personal affairs, they will be more satisfied with the quality of life they have and develop greater job satisfaction (Greenhaus & Powell, 2006).
An employee will most likely stay with an organization that guarantees greater emphasis on work-life balance. With improved retention rates, an organization will minimize the costs involved in the recruitment and training of new employees. The organization will also be able to develop and grow an effective organizational culture with employees that develop a close attachment to the business (Emslie, & Hunt, 2009).