The paper "Management, Work and Society" is a good example of management coursework. Work is when one is engaged in an active activity while non- work means one is not engaged in an active activity. Work and family are related in one way or the other. Sometimes one has to accomplish some duties in the office and therefore extend the normal office hours. As a result, the time to be with the family is absorbed by office work. At the same time job, transfers do occur regularly and one locates to a distant place away from his or her family and this makes the person lose valuable time to be with their family after work. In the span of the past two decades, almost everyone has been trying to undertake job responsibilities as well as family duties all at the same time.
In the United Kingdom, out of every ten married spouses, it is possible to find six of them undertaking career and job at the same time. This has also become the trend in the world at large when people are struggling to meet their needs in the harsh economic times the effect is that it has tremendously increased the number of employed married women while at the same time increasing the number of people working in more than one job while others are taking part-time jobs or even working overtime among others; resulting in the impact being felt in the family (Goldsen & Scharlach 2001).
This calls for a rational balancing between family and work. Which most people find challenging and tiresome. Another note is that with the introduction of new and modern technologies in communication has brought about family life interference from work.
The employees are connected to the employers and colleagues through communication devices twenty-four hours in a day, seven days in a week. In case of emergencies, the employees can be contacted anytime and anywhere through their personal phones, smartphones and the other communication devices. This interferes with their sleeping and holiday schedules very much a vital time they are supposed to be at home with family members. Then, it can be said that there is no definite time where the employee (s) can ultimately say that there are free from work for some employees carry work with them to their homes.
In the absence of clear working hours, employees who also telework are forced to sacrifice their family hours and work more. Teleworking for employee(s) requires that employees put strict measures in regard to work, which in most cases does not happen (Eby, Maher & Butts 2010). Forms of work-Family interferences There are three forms of work-Family interference. Time-based conflict, strain-based conflict and behaviour-based conflict. Time-based conflict occurs when the duties we undertake accumulates most of our leisure time.
Since no one can serve two masters the time left for the family is very little. There is no time left to attend a family dinner with family members or attend school meetings with teachers. Strain-based conflict causes mental instability. It includes pressure, exhaustion, despair, boredom and getting irritated easily. These factors cause overflow from work to non-work. Many working partners do not receive moral support and love from their spouses and siblings. This makes workers be less motivated to their work as mostly, they might tend to think about their families.
Behaviour-based conflict occurs when partners are not flexible to change how they behave when they are at work and when at home. Mostly in work, they are required to be belligerent, work under minimal supervision and meet the set goals. Also, some employees are in a senior position in their working premises sometimes exercise authority and power to other junior staffs and might transfer these behaviors at home (Goldsen & Scharlach 2001). When at home these working partners should be affectionate, lively and pay close attention to all the family members.
As an old saying stipulates that one is finally between a rock and a hard place due to inflexibility of behavior.
Eby, L.T., Maher, C.P. & Butts, M. M 2010 Intersection of Work and Family Life. United Kingdom: Emerald Group.
Goldsen, F. & Scharlach, A 2001 Families and Work: New Directions in the Twenty First Century. New York: Oxford University press.
Klein, A. & Brook, N 1998 Single Parent Resource. Belgium: Champion Press Ltd.
Sanchez, J. I., & Spector, P. E 2010 Cross cultural differences on work to family conflict and role satisfaction: Taiwanese British comparison. Online DOI: 10.1002/hrm.20334
Williams, J 2001 Unbending Gender: Why Family and Work Conflict and What to do about it. United Kingdom: Oxford University Press.