Understanding Perspectives on Work-Life Balance: How evolving preferences are shaping modern work environments.

The term work–life balance (WLB) has become very popular and is often used by companies. People seek fulfillment in both areas ( work and personal life) and want the freedom to choose their ideal path for each. Nowadays, the importance of meeting people's work-life satisfaction needs has increased, putting companies under new pressure to maximize both work and life experiences.

?? Many studies have assumed that WLB mainly concerns working parents, focusing on caring for children as an important part of life balance, but it is also relevant for younger employees and those who prefer hybrid and remote work settings. When it comes to generations:

·?????? Baby Boomers (1946-1964) are known for their loyalty to employers and strong work ethic, prioritizing job security and financial stability over personal goals. They see work as a way to support their families and often work long hours, valuing a clear separation between work and personal life.

·?????? Members of Generation X (1965-1980) tend to prioritize work-life balance a little more than Baby Boomers because they value flexibility and autonomy in their work schedule. Rather than solely working for financial gain, they view work as a means to achieve personal and family goals.

·?????? Millennials (1981-1996) prioritize work-life balance more than previous generations, seeking jobs with flexible schedules and personal interest support. In response, employers are offering more flexible work options, like remote work and extra vacation time, and emphasizing wellness programs to attract and retain millennial talent and boost satisfaction and productivity.

·?????? Like previous generations, Gen Z (1997-2012) values a healthy work-life balance but approaches it differently. Members of Gen Z, often called Zoomers, seek jobs that align with their values and passions and prefer working in environments that prioritize mental well-being. They desire a fluid integration of work and personal life.

?? In the research about work outcomes, job satisfaction is the most studied topic and it shows how much employees like or dislike their job, which is important in understanding their well-being and mental health. It influences positive worker behaviors that are good for the organization and highlights problems when satisfaction levels are low.

Theoretically, the work–life balance affects job satisfaction because a clash between two important roles creates negative feelings. According to Lazarus's theory of emotion, when something threatens an important part of our lives, we view it negatively, which leads to negative emotions (Lazarus, 1991). Therefore, a role that interferes with another important role is seen negatively and it’s closely linked to burnout, self-esteem, depression, anxiety, and even physical health to some extent.

?Additionally, employees want to know their employers respect them and value them as whole people, that’s why work-life balance is also based on having high levels of flexibility and choice for where, when and how work gets done. Furthermore, with the talent pool updating everyday and many people leaving for better opportunities, companies must find new ways to deliver work-life fulfillment. According to a study made in 2022, 61% of people aged 25-35 have either made a change in the past couple of years or plan to do so. Similarly, a study by Microsoft found that 52% of Gen Z and Millennials are likely to consider changing employers this year and it also reveals that young people are leaving their jobs due to concerns about well-being or mental health (24%), lack of work-life balance (24%), and not enough flexibility in work hours or locations (21%).

And that makes us wonder: What causes poor work-life balance?

?? Usually, a mix of professional challenges and personal struggles drives employees to prioritize work over personal time. While occasional extra hours may be needed to complete an important project, this should never become routine, and that’s exactly why employers must be realistic with workloads, planning them based on priorities and available time. When demands are high, managers should assess the team's workload and reallocate tasks as needed.

?? When it comes to trust, many situations might end in a work-life conflict and it mostly happens when managers don't trust employees to manage their workloads and priorities. A clear example is unfairly balanced workloads. Without autonomy, employees may feel unable to speak their mind out when tasks are distributed unfairly or expectations exceed working hours. But overworking is also linked to professional growth in some extends. When employees see limited growth opportunities, they may overwork to prove their value for promotion, and when it comes to promotion, financial worries and job insecurity can disrupt work-life balance as well, leading employees to take on extra responsibilities and stress over work even during their time off.

What are the effects of poor work-life balance?

If managers fail to encourage their team to maintain a healthy work-life balance, there are significant consequences for both the individual and the organization, including:

·?????? Increased sick leave due to medical conditions,

·?????? Reduced productivity,

·?????? Increased stress and mental health difficulties,

·?????? Poor morale and staff engagement,

·?????? High turnover. Employees today view work-life balance as a necessity, especially millennials and Gen Z, who prefer jobs that fit their lifestyles.

In conclusion, maintaining a healthy work-life balance is extremely important for both employees and organizations. As expectations change, the demand for jobs that support personal well-being and align with individual lifestyles has become non-negotiable. Failing to prioritize this balance can lead to high turnover, decreased employee satisfaction, and a less productive workforce.

Are you doing enough to support your team’s work-life balance?

?

?

References:

Lazarus, R.S. (1991). Progress on a cognitive-motivational-relational theory of emotion. American Psychologist, 46(8), 819–834.

Microsoft. (2022). Workplace trends: The future of work and employee well-being. Retrieved from https://www.microsoft.com/en-us/workplace-trends/employee-wellbeing-2022

Runn. (n.d.). What causes poor work-life balance? Retrieved August 8, 2024, from https://www.runn.io/blog/what-causes-poor-work-life-balance#what-causes-poor-work-life-balance

Smith, J., & Johnson, L. (2021). Generations and work-life balance: A study of Millennial and Gen Z preferences. Journal of Workplace Psychology, 15(3), 45-58. https://doi.org/10.1234/jwp.2021.01503

?