The research paper on work life balance pdf case for work-life balance practices, as espoused by many organizations, rests on attracting better applic
The research paper on work life balance pdf case for work-life balance practices, as espoused by many organizations, rests on attracting better applicants and reducing work-life conflict among existing employees in order to enhance organizational performance. This review of the literature provides some evidence for the claim regarding recruitment, but there is insufficient evidence to support the notion that work-life practices enhance performance by means of reduced work-life conflict.
We suggest that the business case may therefore need to be modified to reflect the number of additional routes by which work-life balance practices can influence organizational performance, including enhanced social exchange processes, increased cost savings, improved productivity, and reduced turnover. The impact of these processes may, however, be moderated by a number of factors, including national context, job level, and managerial support. The importance of further research into the effects of these practices is discussed. Check if you have access through your login credentials or your institution. A stubbornly high rate of underemployment persists as more than five million Americans are working part-time for economic reasons. The daily timing of these underemployed workers schedules can often be irregular or unpredictable.
This both constrains consumer spending and complicates the daily work lives of such workers, particularly those navigating through nonwork responsibilities such as caregiving. Not only are many of this type of underemployed worker, by definition, scheduled for fewer hours, days, or weeks than they prefer to be working, the daily timing of their work schedules can often be irregular or unpredictable. This variability of work hours contributes to income instability and thus, adversely affects not only household consumption but general macroeconomic performance. About 10 percent of the workforce is assigned to irregular and on-call work shift times and this figure is likely low. Add to this the roughly 7 percent of the employed who work split or rotating shifts and there are about 17 percent of the workforce with unstable work shift schedules. Six percent of hourly workers, 8 percent of salaried workers, and 30 percent of those paid on some other basis work irregular or on-call shifts. By income level, the lowest income workers face the most irregular work schedules.