The paper "Motivation Is Not Independent of an Employee’ s Work Environment or Personal Life" is a perfect example of management coursework. Modern-day working life and its related pressures have meant that there are many that just do not have time to address their personal goals or to make time for them outside the scope of work. The reasons many believe could be traced to company practices like long working hours, take-home assignments, paltry vacations, travel demands, and the occasional weekend e-mails from bosses (Harvard Business School Publication, 1992). This has meant that most employees are having to push back against relentless encroachments on their personal time and are seeking ways to balance the two sides of their lives.
This does, however, one cannot accomplish single-handedly. What this means that cases such as this would require complete support and collaboration from employees. It might appear at the first thought that providing an employee with a concession in the sense that his workload would be reduced, would be costly to the company (Cousey, 2002). After all, if the company was to announce that it would be cutting back on overnight travels to employees would have more evenings at home; the ability of the company to coordinate far-flung activities or meet with customers in distant cities might be impaired.
It was however observed recently in the much talked about Harvard Review article where it was stated that there is a small but growing breed of managers who operate under the assumption that work and personal life are not competing but complementary ones. Increasingly though, employers have found that helping workers with the creation and maintenance of a balanced lifestyle between their home and work lives is the key to the retention of the best employees (Smith and Mazin, 2004).
It has been found that through alternative work and scheduling arrangements and other life and family-friendly programs, employers that help employees in the reduction of stress and in them gaining personal satisfaction reap the benefits of a more loyal, motivated, and productive workforce. These programs can make a company more desirable to prospective employees and have been shown to decrease absenteeism among executives. If one was to define the process of work-life balance from the perspective of the manager, one would find that it is the maintenance of a balance and through responsibility sharing at the workplace as well within the home environment.
This would help the employee view the benefits of working in conditions in an overall help to their life in both the domains of his existence-the workplace and the home (Bardoel, Tharenou and Moss, 1998). The concept of work-life balance stands in direct contrast to the concept of work/life conflict which is again defined as a form of inner role conflict in which the role pressures from the work and other life domains, such as family are mutually incompatible in some respects, therefore, making participation in one role being in direct confrontation with the other (Cierri, Holmes, Abbott and Petit, 2002).
In this scenario, the participation in one aspect of the relationship means that some sort of difficulty would develop in the other aspect of one’ s life. Conflict in the personal life would automatically then spill over to the professional as well, reducing the levels of output productivity that would characterize an individual’ s work.