Work–life balance
In the intersection of work and personal life, the work–life balance is the equilibrium between the two. There are many aspects of one's personal life that can intersect with work, including family, leisure, and health. A work–life balance is bidirectional; for instance, work can interfere with private life, and private life can interfere with work. This balance or interface can be adverse in nature (e.g., work–life conflict) or can be beneficial (e.g., work–life enrichment) in nature.[1] Recent research has shown that the work–life interface has become more boundary-less, especially for technology-enabled workers.[2][3][4]
The role of organization and supervisor[edit]
Research has focused especially on the role of the organization and the supervisor in the reduction of WFC. Results provide evidence for the negative association between the availability of family friendly resources provided by the work place and WFC. General support by the organization aids the employees to deal with work family issues so that organizational support is negatively connected to WFC (Kossek, Pichler, Bodner, & Hammer, 2011).[29] Furthermore, Kossek et al. (2011) showed that work family specific support has a stronger negative connection with work family conflict. Interesting results by other researchers show that family friendly organizational culture also has an indirect effect on WFC via supervisor support and coworker support (Dolcoy & Daley, 2009).[30] Surprisingly, some research also shows that the utilization of provided resources such as child care support or flexible work hours has no longitudinal connection with WFC (Hammer, Neal, Newson, Brockwood, & Colton, 2005).[31] This result speaks against common assumptions. Also, the supervisor has a social-support function for his/her subordinates. As Moen and Yu (2000)[32] showed supervisor support is an indicator for lower levels of WFC. Further support for this hypothesis stems from a study conducted by Thompson and Prottas (2005).[33] Keeping in mind the support function, organizations should provide trainings for the supervisors and conduct the selection process of new employees. Similar as for organizational support, the meta-analysis by Kossek et al. (2011) showed that general supervisor is negatively connected to WFC. Again, work–family-specific supervisor support has a stronger negative connection with WFC. Aside from support by the organization and the supervisor, research points out a third source of work-place support: The coworker. The informal support by the coworker not only correlates with positive aspects such as job satisfaction, but is also negatively associated with negative variables such as WFC (Dolcos & Doley, 2009; Thompson & Prottas, 2005).
In terms of work–family enrichment, supervisors and organizations are also relevant, since they are able to provide with important resource (e.g., skills and financial benefits) and positive affect.
Research methods[edit]
A methodological review by Casper, Eby, Bordeaux, Lockwood, and Lambert (2007)[34] summarizes the research methods used in the area of work–family research from 1980 to 2003. Their main findings are that study samples do include diverse family types, and most research relies on surveys.
History[edit]
Lillian Moller Gilbreth established the philosophical basis for work-life balance.[35]