The paper "Impact of Work-Life Balance on Employee and Organizational Performance" is an outstanding example of management coursework. According to Eikhof, Warhurst & Haunschild (2007, p. 326), the present economic conditions have been blamed for resulting in longer working hours, intense stress and income loss in the places of work all over the globe. Because of this, currently, employees are challenged to create a sense of balance between family and work-life (Pedersen & Lewis 2012, p. 469). Individuals are overburdened by the careers that are demanding, slow economic growth and demanding families among others.
This has left employees with limited time for family time and leisure, hence resulting in increased stress. It most cases, women are highly affected by both work and family demands compared to men. Even though men also face the same fate, women face a more intense schedule both at home and at the place of work. However, in Australia, significant changes in lifestyle and relationship between family and work life in the recent years have resulted to an increased number of women making into the labor force (Balnave et al 2009).
The Overloads and Pressures and work demands bring the question the work commitment and organizational performance. In light of that, this essay investigates the impact of work-life balance on employee and organizational performance in managing. Work-life balance is defined as the concept of the appropriate prioritizing between work or career and lifestyle consisting of pleasure, leisure, family, health and spiritual development or meditation (Pedersen & Lewis 2012, p. 471). It is a reality that career and family life is inseparable; both operate together and a line of separation of work and family life cannot be created.
Smith & Elliot (2012, p. 681) argues that as times change, social arrangement and working patterns are in continuous change and organizations are anticipated to operate and offer better services in 24 hours arrangement. Owing to the fact that people run of the organization, they are required to devote their time and work for longer hours to provide services which as a result affect their personal life and results to work-life imbalance. Therefore, a manager and an employee need to strike a work-life balance to make employees feel valued, motivated, and their rights respected (Moore, Johns & Johnson 2006, p. 71).
This will make them ready to work to improve the performance of the organization. The main goal of work-life balance can be said to be a success with pleasure. If a person continues working at their place of work but does not enjoy the work, happiness and satisfaction cannot be realized. Success can be perceived as the drive of life whereas enjoyment acts as the energy that propels that motive. Pedersen & Lewis (2012, p. 469) contends that today, there are tighter deadlines because of stiff competition and employees’ responsibility is not just to meet the set deadline but also to provide a quality product or service.
Owing to this work demands it becomes very difficult to keep up family life. It turns out to be very tricky to have both mind and body engagement. To evade such cases, one must always attempt avoiding this work-life imbalance. The shift from work-life imbalance to work-life balance has clear gains to employees and the entire organization. A balanced sense of work ensures an increase in the efficiency and productivity of employees (Balnave et al 2009).
For a manager to ensure that the organization remains effective, they must encourage work-life balance. This can be done through the introduction of flexible work practices such as flexi-time, working from home and job sharing among others. According to Eikhof, Warhurst & Haunschild, (2007, p. 306), flexible work practices are work agreements that allow workers to remain productive at work and still satisfy family demands. Recent research involving 16000 managers across the globe demonstrated that flexible work practices enhance productivity, performance and also employee contentment (Balnave et al 2009).
Not just does the choice of working remotely increase output it also actually has to do with the manner in which the employees feel. Balnave et al (2009) state that in the services and consultancy industry, 86 percent of participants admitted that Flexi arrangements had made them feel satisfied, more energized and motivated— in a nutshell, led to higher performance.