Work-Life Balance
The objective of this research is to examine how business managers should deal with the work-life balance issues of their employees. This will be accomplished by conducting a review of the literature in this area of study and will include previous studies and reports of an academic and professional peer-reviewed nature.
The present economy has made the survival of businesses a challenging pursuit with climbing costs of labor not to mention the operating expense for a business. However, flexibility is a primary characteristic of the business that will survive the present economic slump. In addition to the present state of the economy a report published by the Society for Human Resource Management and specifically the 'Workplace Forecast' relates that 57% of human resources professionals "agreed that there will be an increased demand for work-life balance in the coming years." (Avats, 2010, p.1) In a separate study reported by the Society for Human Resource Management it is related that difficulty, relating to work-life balance was the culprit of 41% of the problems with employee retention.
I. Flexible Working and Work-Life Balance
Avats (2010) relates that the terms 'flexible working' and 'work-life balance' are interpreted differently by different individuals. Flexible working generally means "a way to ensure staff availability at the right times to meet customer demand" to the employer while work-life balance to the employee means "freedom to pursue outside interests, whether leisurely pursuits, education, or family commitments, and to schedule work around these activities." (Avats, 2010, p.1) Because of these different conceptual views of what is really meant by these terms there is reported to be "a daily battle of managing the conflicts between staff preferences and business need." (Avats, 2010, p.1)
The solution according to Avats (2010) is the use of technological advances "such as workforce management (WFM) technology." (p.1) It is reported that WFM technology has been shown to "reduce the number of hours supervisors spend producing and managing schedules by as much as 80%." (Avats, 2010, p.1) This as well, may translate "into thousands- even millions -- of dollars or more in savings per year, as well as productivity and revenue gains from higher employee satisfaction and customer service." (Avats, 2010, p. 1)
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