work life balance literature review

Work-Life Balance: an Integrative Review

• Published: 08 February 2017
• Volume 13 , pages 229–254, ( 2018 )

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• M. Joseph Sirgy 1 &
• Dong-Jin Lee 2  

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Based on a thorough review of the literature we introduce an integrated conceptualization of work-life balance involving two key dimensions: engagement in work life and nonwork life and minimal conflict between social roles in work and nonwork life. Based on this conceptualization we review much of the evidence concerning the consequences of work-life balance in terms work-related, nonwork-related, and stress-related outcomes. We then identify a set of personal and organizational antecedents to work-life balance and explain their effects on work-life balance. Then we describe a set of theoretical mechanisms linking work-life balance and overall life satisfaction. Finally, we discuss future research directions and policy implications.

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Sirgy, M., Lee, DJ. Work-Life Balance: an Integrative Review. Applied Research Quality Life 13 , 229–254 (2018). https://doi.org/10.1007/s11482-017-9509-8

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Received : 04 July 2016

Accepted : 25 January 2017

Published : 08 February 2017

Issue Date : March 2018

DOI : https://doi.org/10.1007/s11482-017-9509-8

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Work–life balance: a systematic literature review and bibliometric analysis

Purpose The purpose of this paper is to provide a clear view of current dynamics and research diversification of extant literature in the field of work-life balance (WLB). This paper provides a systematic and critical analysis of WLB literature using bibliometric analysis.Design/methodology/approach Scopus database has been used for carrying out this review that is based on 945 research papers published from 1998 to 2020. The prominence of the research is assessed by studying the publication trend, sample statistics, theoretical foundation, the highly cited research articles and journals, most commonly used keywords, research themes of top four recognized clusters, sub-themes within each cluster and thematic overview of WLB corpus formed on the premise of bibliographic coupling. Additionally, content analysis of recently published papers revealed emerging research patterns and potential gaps.Findings Major findings indicate that the research area consists of four established and emerging research themes based on clusters formed as (1) flexible work arrangements, (2) gender differences in WLB, (3) work–life interface and its related concepts, and (4) WLB policies and practices. Emerging themes identified through content analysis of recent articles include gender discrepancy, the impact of different forms of contextual (situational) factors and organizational culture.Originality/value This research paper is the first of its kind on the subject of WLB as it provides multifariousness of study fields within the WLB corpus by using varied bibliographic mapping approaches. It also suggests viable avenues for future research.

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Purpose The purpose of this paper is to explore the effect of self-employed work characteristics (consumer orientation, innovativeness, number of employees, motivation, and entrepreneurial phase) on work-life balance (WLB) satisfaction. Design/methodology/approach The job demands and resources approach is applied to test whether self-employed work characteristics are evaluated as job demands or resources for WLB. The Global Entrepreneurship Data (2013) offer a unique opportunity to conduct multilevel analysis among a sample of self-employed workers in 51 countries (N=11,458). Besides work characteristics, this paper tests whether country context might explain variation in WLB among the self-employed. Findings The results of this study reveal that there is a negative relation between being exposed to excessive stress and running a consumer-oriented business and WLB. Being motivated out of opportunity is positively related to WLB. In addition, the results indicate that country context matters. A higher human development index and more gender equality are negatively related to WLB, possibly because of higher social expectations and personal responsibility. The ease of doing business in a country was positively related to the WLB of self-employed workers. Social implications For some workers self-employment might be a way to combine work and responsibilities in other life domains, but this does not seem to be valid in all cases. Originality/value This paper contributes to current literature on the WLB of self-employed workers by showing how work characteristics can be evaluated as job demands or resources. Including work characteristics in future research might be a solution for acknowledging the heterogeneity among self-employed workers.

An exploratory assessment of callings: the importance of specialization

PurposeThis study sought to understand how having a calling influenced engagement, work–life balance and career satisfaction for Professional Golfers Association of America (PGA) and Golf Course Superintendent of America (GCSA) professionals.Design/methodology/approachA conceptual model was used to examine callings among golf course supervisors and its impact on their engagement, work–life balance and career satisfaction. This study also explored the moderation effect of employees’ generalized or specialized role on the calling–engagement relationship. Surveys were collected from a single golf management company and partial least squares structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe results revealed significant relationships among all of the variables, with the exception of the impact of having a calling on work–life balance. Additionally, the more having a calling increased, the more important it was for supervisors to have specialized roles to increase their engagement.Originality/valueThis study identifies important differences in factors that promote career satisfaction for golf course supervisors and extends current understanding of role theory.

Accounting students' perceptions of work–life balance, accounting career image and intention to pursue accounting careers

PurposeThe purpose of this study is to discover the impact of work–life balance on the intention to pursue accounting careers through accounting career image.Design/methodology/approachThe study managed to collect 693 closed questionnaires, using the five-point Likert Scale, from accounting students in several universities in Java, Sulawesi and Kalimantan, as the three most densely populated islands in Indonesia. The research model is analysed using partial least square method as a part of structural equation modelling.FindingsThere are positive and significant influences between work–life balance and the intention to pursue accounting career when supported by accounting career image. The positive perception of accounting career image motivates accounting students to pursue accounting careers. Accounting students argue that attaining a balance between work and personal life can improve positive perceptions of accounting careers, which drive them to pursue a career in accounting. Work–life balance is an essential factor due to the fact that it can, directly and indirectly, affect the intention to pursue accounting careers. In addition, positive image of accounting profession is found to be able to strengthen the positive influence of the work–life balance to pursue accounting careers.Research limitations/implicationsFurther studies can continue along the line of this study as the intention to choose an accounting career can change from time to time. In addition, the generational difference may create a discrepancy in perception and orientation in choosing accounting careers. Therefore, future studies should consider a broader scope and more updated objects.Practical implicationsThe findings suggest that working experience is an essential part for accounting students in choosing accounting careers, and so higher education institutions need to consider including field work-practice in their curriculums. Companies are also expected to prioritise work–life balance since it will motivate accounting students to choose an accounting career.Originality/valueThis study investigates the link between work–life balance and decisions to pursue accounting careers through accounting students' perceptions in Indonesia. This study combines the influences of work–life balance and accounting career image on the intention to pursue accounting careers in one model, in which accounting career image is the mediating variable in the indirect link of work–life balance.

Influence of organizational commitment on work–life balance and organizational performance of female construction professionals

PurposeThe purpose of this paper is to evaluate the mediating role of organisational commitment in the relationship between work‒life balance (WLB) and organisational performance of female construction professionals in the Nigerian construction industry.Design/methodology/approachThe study empirically examined WLB of female professionals in medium- and large-sized Nigerian construction organisations. The data collected were analysed using partial least square structural equation modelling (PLS-SEM).FindingsThe findings revealed that there is a positive relationship between WLB and organisational commitment, and that organisational commitment mediates the impact of WLB on organisational performance.Research limitations/implicationsOne of the limitations of this research is the cross-sectional nature of the study and the nature of data collected, which is related to female gender. Efforts should, therefore, be made to further this study by examining the impact of WLB on both male and female professionals in construction.Originality/valueThis paper presents an empirical research on the significance of family-friendly initiatives within construction organisations in Nigerian context, and the results of the study have implications for industry practitioners and academics.

Conceptualizing the Impact of Work-Life Balance on Job Satisfaction - Can the Issues be resolved among Nurses?

In the nursing world, work-life balance and health maintenance has become a prominent issue. Nurses are drawn into a variety of directions which require them to be multitasking. The excessive workload of nurses creates the imbalance between professional and personal life. Thus, the aim of this study is to propose a conceptual framework on the impact of work-life balance on job satisfaction among nurses at public hospitals.  Prior literatures provided a number of examples that illustrated how work-life balance impacted job satisfaction among nurses. However, there is a lack of literature that focuses on how the dimensions of work-life balance such as working hours, work pressure and workplace culture impact job satisfaction. This conceptual framework can be beneficial to the public hospitals as to improve their policies and to upgrade the benefits programs, work distribution and work-life balance initiatives inside the organization. This framework is also designed to serve as a basis for future research in this area.

Global comparisons of job satisfaction across occupational categories

Purpose Job satisfaction has positive outcomes for individuals and organizations. These include decreased turnover and conflict, increased productivity, improved work quality and creativity and innovation. Determinants entail work–life balance, advancement and development opportunities, relationships with co-workers and managers, working conditions and intrinsic and extrinsic rewards, among others. Understanding these determinants across workers and contexts is critical for effective management and the achievement of organizational goals. The paper aims to discuss this issue. Design/methodology/approach This study, based on data from the International Social Survey Program, examines the impact of various aspects of work-life balance, rewards and work relations on job satisfaction across occupations. Findings Findings indicate more differences than similarities among countries and occupations with workers in managerial and professional positions experiencing the highest job satisfaction levels. Originality/value Although extensive research has documented the benefits and determinants of job satisfaction, it has not focused on global comparisons across occupational categories.

The impact of servant leadership and perceived organisational and supervisor support on job burnout and work–life balance in the era of teleworking and COVID-19

PurposeDrawing on organisational support theory, this paper aims to investigate the relationships between servant leadership and (1) job burnout and (2) work–life balance, as mediated by perceived organisational support (POS) and perceived supervisor support (PSS), for both teleworkers and non-teleworkers. It is postulated that, under the influence of a servant leader, as well as a supportive workplace and supervisor, teleworkers and non-teleworkers will demonstrate reduced symptoms of job burnout and maintain a better balance between their professional and personal lives.Design/methodology/approachAn online survey was developed based on well-established scales. Primary data were collected from individuals working in 22 industrial sectors operating in Greece. In total, 211 individuals participated in this study, of whom 64 were teleworkers and 147 were non-teleworkers. Statistical analyses include Pearson's correlations, exploratory factor analyses and mediation analyses using SPSS Process Version 3.FindingsThe findings established that POS is the full mediator in the relationship between servant leadership and (1) job burnout and (2) work–life balance for both teleworkers and non-teleworkers, whereas PSS was not found to act as a mediator in the aforementioned associations.Originality/valueThis article offers robust evidence for servant leadership and organisational support scholarship by establishing that POS mediates the relationship between servant leadership and (1) job burnout and (2) work–life balance amidst COVID-19 for both teleworkers and non-teleworkers. This evidence contributes to understanding how and why servant leadership influences employee well-being not only in traditional working environments but also in the context of teleworking.

Supervisor support and work-life balance

Purpose The purpose of this paper is to investigate the relations between supervisor support (SS), work-life balance (WLB), job attitudes and performance of employees in the Australian financial sector. More specifically, the study explore the impact of SS, WLB and job attitudes on employees’ job performance (JP). Design/methodology/approach Using an online panel, the data comprised 305 employees working in financial organisations to test a model with structural equation modelling. A list of survey items was tested that replicated extensively in work-life research in the past. Findings The research contributed to the existing literature by identifying a significant mechanism through which SS was linked to WLB that influenced job satisfaction, life satisfaction and organisational commitment and JP given the paucity of such research in the Australian financial sector. Originality/value The study would guide employers, employees and managers involved in the financial sector to implement policies which aim to augment JP and promote balance between work, home and life.

Psychological trauma in professionals working with traumatised children

Purpose Clinical professionals working with psychologically traumatised children in the care system can experience potential challenges maintaining their own positive psychological health, and when repeatedly being exposed to the traumatic histories of those in their care. The purpose of this paper is to increase the understanding of vicarious trauma and provide a guide for focussing on future research. Design/methodology/approach This is a systematic literature review, considering 13 articles that met the criteria and identified five main themes linked to secondary traumatic stress/vicarious trauma in staff. Findings Five main themes were noted. These are: lack of organisational support; lack of health work-life balance; lack of appropriate training; failure to use self-care techniques; and staff failure to share when they are experiencing symptoms. Practical implications Various implications are noted from this review. These include: the importance of education and support for staff, to be mindful that newer staff may be considered an “at risk” group for the negative impact of such trauma, and to encourage staff in achieving an effective work-life balance. Originality/value This is a focussed systematic review on secondary and vicarious trauma on staff working with children exposed to psychological trauma, such as sexual and physical abuse.

Patriarchal hegemony

PurposeResearch on the impact of patriarchy and patriarchal norms on women’s work-life balance is scarce. A typical patriarchal society, such as Nigeria, tends to be organised based on gender, and the construct is embedded in the culture. This paper aims to investigate the impact of patriarchy on women’s work-life balance in a non-Western context: Nigeria.Design/methodology/approachThe authors adopt a qualitative research approach to enhance their insight into the issue of patriarchy and women’s work-life balance. Data for the study were collected over a four-month period, using semi-structured interviews as the primary method of data collection.FindingsThe findings of the thematic analysis reveal the impact of patriarchy on women’s work-life balance in Sub-Saharan Africa, specifically Nigeria. Women’s aspirations to achieve work-life balance in this part of the world are often frustrated by patriarchal norms, which are deeply ingrained in the culture. The findings of this study reveal that male dominance of and excessive subordination of females, domestic and gender-based division of labour and higher patriarchal proclivities among men are the ingredients of a patriarchal society. These issues make the achievement of work-life balance difficult for women.Research limitations/implicationsThe extent to which the findings of this research can be generalised is constrained by the limited sample size and the selected research context.Practical implicationsThe insights gleaned from this research suggest that there are still major challenges for women in the global south, specifically Nigeria, in terms of achieving work-life balance due to the prevalent patriarchy and patriarchal norms in the society. Strong patriarchal norms and proclivity negatively affect women’s work-life balance and in turn may impact employee productivity, organisational effectiveness, employee performance and employee punctuality at work. However, an Australian “Champion of Change” initiative may be adopted to ease the patriarchal proclivity and help women to achieve work-life balance.Originality/valueThis paper provides valuable insights by bringing patriarchy into the discussion of work-life balance. This issue has been hitherto rare in the literature. It therefore enriches the literature on work-life balance from a patriarchal perspective.

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Work–life balance: a review of the meaning of the balance construct.

Published online by Cambridge University Press:  02 February 2015

Although the term work–family/life balance is widely employed, an agreed definition of this term has proved elusive. Instead, an array of definitions and measures populate the literature. The variety of work–life definitions and measures provide limited value for both the theoretical advancement of the construct and for practical human resource (HR) interventions. In this article, we review six conceptualisations of work–life balance found in the literature: (1) multiple roles; (2) equity across multiple roles; (3) satisfaction between multiple roles; (4) fulfilment of role salience between multiple roles; (5) a relationship between conflict and facilitation; and (6) perceived control between multiple roles. Based on our review of this research we identify the two primary features of the work–life balance definitions and propose a new definition of this construct.

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• Volume 14, Issue 3
• Thomas Kalliath (a1) and Paula Brough (a2)
• DOI: https://doi.org/10.5172/jmo.837.14.3.323

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Work-Life Balance Is a Cycle, Not an Achievement

• Mayra Ruiz-Castro

A five-step approach to identify and overcome unhealthy work habits.

Research has definitively shown that overwork isn’t good for employees or their companies — and yet, in practice, it can be hard to overcome unhealthy work habits and reach a more sustainable work-life balance. To explore what it takes for busy professionals to make a change for the better, the authors conducted a series of interviews with mid- and senior-level managers at two global firms. They found that while the majority of respondents assumed working long hours was inevitable, a significant minority of them were able to resist this pressure and achieve a healthier balance through a process of increasing awareness, conscious reprioritizing, and implementation of public and private changes. The authors go on to emphasize that to achieve lasting change, you must view this process not as a one-time activity, but as a cycle in which you constantly re-evaluate your evolving feelings and priorities, and adjust your work and life choices accordingly.

Despite the resounding evidence that working long hours can be harmful to both employees and employers, many professionals still struggle to overcome their assumptions — and their deeply-ingrained habits — around work hours. What does it take to free yourself from these unhealthy patterns and reach a more sustainable, rewarding work-life balance?

• IL Ioana Lupu is an Associate Professor at ESSEC Business School France. She is interested in overwork, work-compulsion & performance measurement in knowledge-intensive settings, such as audit, consulting, and law firms. Follow her on LinkedIn and Twitter @lupu_io.
• MR Mayra Ruiz-Castro is a Senior Lecturer at the University of Roehampton, UK. Her research focuses on equality at work and at home. Follow her on LinkedIn and Twitter at @MayraRuizCastr1.

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Work-Life Balance, Job Satisfaction, and Job Performance of SMEs Employees: The Moderating Role of Family-Supportive Supervisor Behaviors

Perengki susanto.

1 Department of Management, Universitas Negeri Padang, Padang, Indonesia

Mohammad Enamul Hoque

2 BRAC Business School, BRAC University, Dhaka, Bangladesh

Taslima Jannat

3 Faculty of Economics and Management, National University of Malaysia, Bangi, Malaysia

Mega Asri Zona

Md asadul islam, associated data.

Data will be provided by the first author upon request.

Even though studies on work-life balance and family-supportive supervisor behaviors are prevalent, there are few studies in the SME setting, and the implications are yet unexplained. Thus, the study examines the effect of work-life balance on the performance of employees in SMEs, along with the mediating role of job satisfaction and the moderating role of family-supportive supervisor behaviors. We have developed a conceptually mediated-moderated model for the nexus of work-life balance and job performance. We collected data from SMEs and employed SEM-PLS to test the research hypothesis and model. Empirical results demonstrate that work-life balance positively influences job satisfaction and performance. Our empirical findings also revealed that job satisfaction partially mediates the relationship between work-life balance and job performance. We also found that when FSSB interacts with work-life balance and job satisfaction, it moderates the relationship between work-life balance and job performance and job satisfaction and job performance. Hence, our findings provide exciting and valuable insights for research and practice.

Introduction

The importance of Small and Medium Enterprises (SMEs) in the global and national economies is worth mentioning, considering their role in creating employment and contributing to GDP. According to a World Bank (2020) survey on SMEs, the sector accounts for 90% of businesses and 50% of jobs globally. According to the report, this sector contributes more than 40% of GDP and creates 70% employment in developing economies. The SME sector is rapidly expanding in Indonesia, and around 63 million SMEs operate ( Surya et al., 2021 ). Of those, 62 million are classified as medium-sized firms, and 0.75 million are classified as small businesses. SMEs are divided into four categories: household businesses with 1–5 workers; small and medium businesses with 6–19 workers; medium-sized companies with 20–29 workers; and large companies with more than 100 workers ( Badan Pusat Statistik, 2020 ). More importantly, the sector contributes 61.07% of the country’s total GDP and provides 97% of the entire employment ( ILO, 2019 ; Kementerian Koperasi dan UKM Republik Indonesia, 2019 ; Pramono et al., 2021 ).

Given the importance of SMEs in the economy, it is necessary to maintain and sustain the sector’s human resource performance. A strand of the literature highlighted that firm-specific factors and the environment impact employee performance. Another strand of the literature highlighted that the performance of an employee could be influenced by cognitive factors, such as individual quality ( Luthans et al., 2007 ), supervisor support, work-life balance ( Talukder et al., 2018 ), cognitive abilities, personality ( Kanfer and Kantrowitz, 2005 ), leadership, and family supportive supervisor behaviors ( Walumbwa et al., 2010 ; Wang et al., 2013 ; Kim et al., 2015 ). Although all these factors are important determinants, the current study argues that work-life balance and family supportive supervisor behavior are more important than employees’ involvement in every possible business activity of SMEs.

In the SME world, the working hours are different from those in larger firms. SMEs demand longer hours from employees. Therefore, it is difficult for employees to balance work and personal life. Some of the time, they also failed to maintain social and personal life due to high engagement and stress at work. The entanglements between work and family are a significant source of psychological discomfort for employees ( Cegarra-Leiva et al., 2012 ; Lamane-Harim et al., 2021 ). This could lead to job dissatisfaction and poor job performance. Hence, the employee turnover and the intention to quit. On the other hand, Haar et al. (2014) stated that WLB has a positive impact on one’s achievements, including performances. Similarly, increased job satisfaction impacts performance ( Luthans et al., 2007 ; Walumbwa et al., 2010 ). Positive job satisfaction will increase employee capacity, which, if appropriately managed, will have a good impact on the employee’s job performance ( Luthans et al., 2007 ).

However, in the competitive market, being a small team, the SMEs may not be able to afford to lose their skilled and knowledgeable employees as they are involved in product innovation and product sales. In order to facilitate work-life balance, SMEs indeed need to deploy the WLB’s supportive culture. Lamane-Harim et al. (2021) suggest that practices or the introduction of WLBSC could influence job satisfaction and organizational commitment. These factors ultimately determine employee performance in SMEs and their sustainability (e.g., Cuéllar-Molina et al., 2018 ). In the practices of WLBSC, family-supportive supervisor behaviors could play an important role, as family-supportive supervisor behaviors are expected to influence outcomes related to one’s performance ( Wang et al., 2013 ). In previous studies, supportive family supervisor behaviors were associated with job satisfaction and job performance ( Greenhaus et al., 2012 ; Wang et al., 2013 ; Heras et al., 2021 ). Past studies also suggest the mediating role of work-life balance supportive culture in SMEs. However, since the work-life balance supportive culture is a contextual factor and a new introduction into the working environment, it is expected to increase or decrease the extent of the relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. It also raises the question of how moderation affects the existing relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. However, past studies have not investigated the moderating role of family-supportive supervisor behaviors (e.g., Greenhaus et al., 2012 ; Wang et al., 2013 ; Heras et al., 2021 ; Lamane-Harim et al., 2021 ).

Past studies on work-life balance have primarily focused on large firms. Several other studies have recommended more studies of this topic in SMEs ( Lavoie, 2004 ; Cegarra-Leiva et al., 2012 ). Recently, Lamane-Harim et al. (2021) have researched work-life balance and WLBSC on Spanish SMEs. Furthermore, most research analyzing the relationships between WLBSC and employee outcome has been conducted in the United States. Moreover, national culture can also affect the intensity of the link between WLB practices and their effects on employee outcomes ( Spector et al., 2007 ; Poelmans et al., 2005 ; Cegarra-Leiva et al., 2012 ; Lucia-Casademunt et al., 2015 ; Ollier-Malaterre and Foucreault, 2017 ; Putnik et al., 2020 ; Kelley et al., 2021 ). Thus, the current study fills the research gap by examining the moderating role of family-supportive supervisor behaviors on the relationship between work-life balance (WLB) and job satisfaction and the relationship between work-life balance (WLB) and job performance. To fulfill these objectives, a review of the literature is carried out. The research hypotheses are developed, which are examined in an empirical study with a sample of employees of Indonesian SMEs in an industrial sector. The implications arising from the investigation are given in the final part. Henceforth, the current study will be beneficial to the SME sector in Indonesia alongside the literature.

Literature Review

Social exchange theory.

According to the Social Exchange Theory (SET) ( Blau, 1964 ), social exchange relationships rest on the norm of reciprocity ( Gouldner, 1960 ). The theory argues that when one party provides a benefit to another, the recipient tends to reciprocate the favor by offering benefits and favorable treatment to the first party ( Coyle-Shapiro and Shore, 2007 ). In an organizational behavior context, the social exchange theory is frequently used to explain the formation and maintenance of interpersonal relationships between employees and employers regarding reciprocation procedures ( Chen et al., 2005 ; Rawshdeh et al., 2019 ). The theory explains why employees choose to be less or more engaged in their jobs ( Lee and Veasna, 2013 ) and how the organizational support system influences subordinates’ creativity ( Amabile et al., 2004 ) and other positive behavior.

Past studies have argued that when management provides benefits to employees, employees tend to feel indebted to the organization and make more substantial efforts to ensure its well-being and achieve its goal ( Eisenberger et al., 2001 ; Vayre, 2019 ). Several studies found evidence in the work-life balance literature that when organizations or supervisors care about their employees’ personal and professional well-being, employees tend to reciprocate by helping them achieve their goals through improved performance ( Campo et al., 2021 ). Therefore, based on the social exchange theory, this study argues that when organizations take care of the balance between employees’ personal and professional lives, employees’ perceived positive feelings increase their job satisfaction, and they are more inclined to reciprocate the favor through high job performance ( Talukder et al., 2018 ). In such circumstances, the supervisor’s formal and informal support further increases employees’ perceived positive feelings toward the job and strengthens the relationship between work-life balance, job satisfaction, and job performance. We present a conceptual model in Figure 1 , which illustrates the expected causal relationship among study variables.

Conceptual research model.

Job Performance

Employee job performance refers to an employee’s expertise in carrying out their duties in a way that helps the organization achieve its goals ( Luthans et al., 2007 , 2008 ; Nohe et al., 2014 ; Moonsri, 2018 ). It is also defined as an individual’s productivity compared to their coworkers on a variety of job-related behaviors and results ( Babin and Boles, 1998 ; Aeknarajindawat and Jermsittiparsert, 2020 ). Performance is determined by the quality and quantity of work completed as part of an employee’s assigned responsibilities. Employee performance directly influences an organization’s financial and non-financial outcomes ( Anitha, 2014 ). Thus, organizations need high-performing employees to achieve their corporate goals, vision, and mission and gain a competitive advantage ( Thevanes and Mangaleswaran, 2018 ).

A business must have a persistent competitive advantage in the SME context with many competitors to compete with other companies in the same industry. While job stress has been shown to have a significant negative impact on employee performance, work overload, lack of work-life balance, management style, and job insecurity are some of the factors that contribute to increased job stress ( Naqvi et al., 2013 ). Since SMEs need employees to work longer hours, it is possible that SMEs’ employees lack a healthy balance between work and family life, thereby impacting their job performance. Organizations are increasingly focusing on implementing a variety of HR practices and strategies, including work-life balance, on increasing employee job performance, as work-life balance is seen as one of the most important factors influencing job performance ( Thevanes and Mangaleswaran, 2018 ). Previous research found ample evidence that work-life balance is essential to increasing employee job performance ( Preena, 2021 ). Therefore, the role of work-life in influencing SME employees’ job performance should be determined to ensure the industry’s survival.

Work-Life Balance, Job Satisfaction, and Job Performance

Work-life balance refers to balancing one’s professional work, family responsibilities, and other personal activities ( Keelan, 2015 ; Kerdpitak and Jermsittiparsert, 2020 ). It refers to an employee’s sense of a balance between work and personal life ( Haar et al., 2014 ). It represents how people fulfill or should fulfill their business and personal obligations so that an overlapping situation is avoided ( Konrad and Mangel, 2000 ). The changing work patterns and the pressing demand for domestic chores have had an adverse impact on people’s work, social, and family lives ( Barling and Macewen, 1992 ). Therefore, researchers suggested that the human resource management of an organization should develop effective policies such as adequate mentoring, support, flexible working hours, reducing workload, and many others that can reduce employees’ work-life conflict ( Cegarra-Leiva et al., 2012 ) and positively influence their satisfaction ( Allen et al., 2020 ) and performance ( Hughes and Bozionelos, 2007 ).

Work-life balance is one of the most important issues that human resource management should address in organizations ( Abdirahman et al., 2020 ). Regardless of their size, organizations should ensure that employees have adequate time to fulfill their family and work commitments ( Abdirahman et al., 2020 ). A flexible working environment allows employees to balance personal and professional responsibilities ( Redmond et al., 2006 ). Organizations that ignore the issue of work-life balance suffer from reduced productivity and employee performance ( Naithani, 2010 ). Indeed, employees with a healthy work-life balance are generally grateful to their employers ( Roberts, 2008 ). As a result, they put forth their best effort for the company as a gesture of gratitude, resulting in improved job performance ( Ryan and Kossek, 2008 ). Thus, a high work-life balance employee could be highly productive and an excellent performer ( French et al., 2020 ). Thus, based on these discussions and research findings, we developed the following hypothesis:

• Hypothesis 1: Work-life balance has a positive effect on job performance.

Previous researchers have argued that satisfaction and success in family life can lead to success and satisfaction at work Victoria et al. (2019) . Employees who are pleased with their personal and professional achievements are more likely to achieve the organizational goal ( Dousin et al., 2019 ). While the work-life conflict has been shown to have a negative impact on employee job performance and satisfaction ( Dousin et al., 2019 ), work-life balance has been found to improve employee satisfaction and job performance in various industries and countries ( Mendis and Weerakkody, 2017 ; Thevanes and Mangaleswaran, 2018 ; Victoria et al., 2019 ; Obrenovic et al., 2020 ; Rini et al., 2020 ; Preena, 2021 ). It is documented that medical doctors’ job satisfaction and performance are influenced by their perceptions of flexible working hours and supportive supervision ( Dousin et al., 2019 ). Besides, there is ample empirical evidence that job satisfaction can positively influence employee job performance ( Krishnan et al., 2018 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). Based on the above research findings, the following hypotheses have been developed:

• Hypothesis 2: Work-life balance has a positive effect on job satisfaction.
• Hypothesis 3: Job satisfaction has a positive influence on job performance

Job satisfaction refers to the positive attitude felt by an employee toward the company where they work ( Luthans et al., 2007 ; Tschopp et al., 2014 ). It combines cognitive and affective responses to the disparity between what an employee wants and what they get ( Cranny et al., 1992 ). Previous research has often linked a person’s job satisfaction with their behavior at work ( Crede et al., 2007 ). It is argued that employees would be more committed to their jobs if they found them satisfying and enjoyable ( Noah and Steve, 2012 ). Employee job satisfaction is influenced by an organization’s commitment to work-life balance, and satisfied employees are more likely to invest their time and effort in the development of the organization ( Dousin et al., 2019 ) in exchange for the support they received ( Krishnan et al., 2018 ; Abdirahman et al., 2020 ). Previous research found that employee work-life balance increases employee job performance by positively influencing psychological well-being ( Haider et al., 2017 ). Dousin et al. (2019) found that job satisfaction mediates the relationship between employee work-life balance and job performance in a medical context. Since work-life balance has been seen as an influencer of job satisfaction ( Victoria et al., 2019 ) and job satisfaction influences employee job performance ( Dormann and Zapf, 2001 ; Saari and Judge, 2004 ; Crede et al., 2007 ; Luthans et al., 2007 ; Tschopp et al., 2014 ; Krishnan et al., 2018 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). Thus, based on the above research findings, this study offers the following hypothesis:

• H4: Job satisfaction significantly mediates the relationship between work-life balance and job performance.

Family Supportive Supervisor Behaviors

Hammer et al. (2009) define family-supportive supervisor behaviors (FSSB) as the emotional, instrumental, role-modeling, and creative work-family management supportive behaviors that the supervisors provide to ensure employee effectiveness and satisfaction on and off the job. It refers to an employee’s perception of their supervisor’s positive attitude toward them ( Clark et al., 2017 ). Supervisory support could be formal or informal ( Achour et al., 2020 ). It is critical in developing flexible work arrangements ( Suriana et al., 2021 ).

Supervisory supportive behavior is very important for ensuring work-life balance and achieving organizational goals. It has been shown to reduce work-family spillover ( García-Cabrera et al., 2018 ) by increasing employee job satisfaction autonomy and reducing work pressure ( Marescaux et al., 2020 ). The flexibility and independence generated by FSSB help to reduce work-family conflict ( Greenhaus et al., 2012 ) by increasing employees’ control over their work ( Marescaux et al., 2020 ) and allowing them to strike a balance between their work and family life ( Heras et al., 2021 ). Employees who believe their managers care about their personal and professional lives are more likely to improve their performance and meet supervisory objectives ( Rofcanin et al., 2018 ). In a university-based study, Achour et al. (2020) showed how supervisory support positively moderates the relationship between a female academic’s work-family demands and perceived well-being. Kim et al. (2017) show that supervisory support can strengthen the relationship between deep acting and job performance, exacerbating the negative relationship between surface acting and job performance. Therefore, this study argues that, in an organization, when work-life balance is valued, supervisory support might influence employees’ positive perception, and the effect of work-life balance strategies and job satisfaction on job performance will be greater.

• Hypothesis 5: Family-supportive supervisor behaviors will strengthen the positive effect of work-life balance on job performance.
• Hypothesis 6: Family-supportive supervisor behaviors will strengthen the positive effect of job satisfaction on job performance.

Methods and Results

The current study has adopted a quantitative approach to determine the causal relationship of a phenomenon or problem-solving understudy to see how far the influence of exogenous variables extends to endogenous variables. The current study has also developed and distributed structured questionnaires to around 600 employees who work in SMEs in Indonesia.

To obtain and collect data, the study employed a non-probability method, namely purposive sampling. Purposive sampling is limited to certain types of people who can provide the desired information, maybe because they are the only ones who have it, or perhaps they fit the criteria set by the researcher ( Sekaran and Bougie, 2017 ). The selected sample is employees who work in SMEs that already have an employee recruitment system, have supervisors, and are married. The sample size was taken as many as 400 samples with consideration of the adequacy of the sample statistically to get a power of 0.8 with an alpha of 0.05. The sample was repeated at least five times until 20 items were observed ( Hair et al., 2015 ). The demographic profile of the respondents is presented in Table 1 . The majority of the respondents were male (57%), aged 26–35 (50.5%), had one child (30%), were senior high school graduates (42.5%), and had 2 to 10 years of experience (43.2%). Furthermore, measurements and variables are presented in Table 2 . The construct measurement items are reflective in nature.

Characteristics of respondents.

Summary for convergent validity and internal consistency reliability.

LF = Loading’s factor; CA = Cronbach’s Alpha; ρ A = rho_A; CR = Composite Reliability; and, AVE = Average Variance Extracted.

Empirical Estimations and Results

We employ the Partial Least Square (PLS) method to test hypotheses, considering variables’ direct, indirect, and total effects. PLS was chosen because the method of solving structural equation modeling (SEM) with PLS, which in this case fits the research objectives, is more appropriate than other SEM techniques. PLS is an analytical method that is not based on many assumptions ( Hair et al., 2015 ). Finally, we employ PLS-SEM because of its applicability and effectiveness in both exploratory and confirmatory research and prediction ( Chin and Dibbern, 2010 ; Ringle et al., 2012 ). To cope with missing values, we consider the mean replacement strategy ( Wesarat et al., 2018 ). The parameters of the measurement and structural models are computed in accordance with the recommendations of Hair et al. (2014) . Hypothesis testing is done by looking at the p -value generated by the inner model. This test is carried out by operating bootstrapping on the SmartPLS 3.0 program to obtain the relationship between exogenous and endogenous variables.

Measurement Model Evaluation

The measurement model has been evaluated in this study based on internal consistency, construct validity, and instrument reliability. The composite reliability can be used to assess the reliability of a variable’s indicators. With its indicators, there is a latent loading factor value. The loading factor is the path coefficient that connects the latent variable to the indicator. If an indicator has a composite reliability value greater than 0.6, it can fulfill reliability requirements. Cronbach’s alpha needs to be taken into account in the reliability test using the composite reliability approach. If a value has a Cronbach’s alpha value better than 0.7, it is deemed to be consistent ( Hair et al., 2014 ). Convergent validity testing reveals the average variance extracted value (AVE), which should be greater than 0.6 Hair et al. (2014) . The discriminant validity test is carried out by examining the value of the cross-loading factor and the criterion of the heterotrait-monotrait correlation ratio (HTMT). The HTMT ratio should not exceed 0.85 ( Henseler et al., 2015 ). Finally, the multi-collinearity test focuses on determining if there is a relationship between exogenous variables. The tolerance and variance inflation factor (VIF) values are used to analyze the extent of collinearity. A VIF value of less than 10 indicates the presence of a collinearity-free indicator. Multi-collinearity is not an issue in our study as we used reflective measuring items.

The results of convergent validity and composite reliability are presented in Table 2 . We have observed that Cronbach’s alpha values for the construct lie between 0.820 and 0.907, which are above the cut-off value of 0.6, and all latent variables had Cronbach’s alpha values above 0.7. So, it can be concluded that the construct of our study has met the reliability criteria. Additionally, the indicator loadings range between 0.709 and 0.918, which has been presented in Figure 2 , suggesting good content validity. Furthermore, the AVE value of our study variable is more than 0.50, indicating that convergent validity has been established. Furthermore, the results of discriminant validity are presented in Table 3 . From the Fornell-Lacker Criterion in Panel A of Table 3 , we noted the square roots of the AVE values (bold) are higher than the latent construct correlation. We also found that the HTMT ratio in Panel B of Table 3 between variables was less than 0.85. Henceforth, the Fornell-Lacker Criterion and HTMT ratio indicates the discriminant validity of the construct. In panel C of Table 3 , the correlation between constructs is less than 0.90, showing no multicollinearity issue in the model ( Pallant, 2011 ; Hair et al., 2013 ).

Result of structural model.

Discriminant validity and latent variable correlation.

The square roots of the AVE values (bold) are higher the latent construct correlation.

Structural Model Evaluation

Once the measurement model had met all the thresholds, the next step was to test the structural model. The r-square (reliability indicator) for endogenous components can be used to evaluate the structural model. The goal of variance analysis (R2) is to identify how exogenous variables affect endogenous variables. Figure 2 shows that R 2 of 0.44 of job performance indicates that work-life balance, family-supportive supervisor behaviors, and job satisfaction explain 44 percent of the job performance variable, while the remaining 56 percent is explained by outside factors. Job satisfaction’s R 2 of 0.304 indicates that work-life balance, family-supportive supervisor behaviors, and job performance explain 30.4 percent of the job satisfaction variable. In contrast, the remaining 69.6 percent is explained by components other than those explored in this study. The R 2 of the endogenous variables job performance and job satisfaction in our study model is greater than 20%, indicating a good model ( Hair et al., 2014 ).

Hypothesis Testing

For Hypothesis testing, resampling with bootstrapping can be used to compute the statistical t value. This study considered 5,000 sub-sample for bootstrapping and a two-tail significance level with biased correction. The empirical results for hypothesis testing are presented in Figure 2 and Table 4 . Our hypotheses are supported by the empirical results at the significance level of 5%.

Results for direct effects, mediating effect, and moderating effect.

Significant at the level of 0.05.

Conclusion and Discussion

Theoretical implications.

Employees who have a poor work-life balance suffer from reduced productivity and low employee performance ( Naithani, 2010 ). In contrast, employees with a healthy work-life balance have improved job performance ( Roberts, 2008 ; Ryan and Kossek, 2008 ). In this regard, our findings demonstrate that the direct effect of work-life balance on job performance is significant with a coefficient of 0.152 (T-statistic of 3.007), suggesting a positive relationship between work-life balance and job performance. These empirical results also suggest that the employee’s job performance will also increase with a higher work-life balance. The respondents in the study also commented on their readiness to be flexible at work when needed, and they underlined that they are not ready to sacrifice their personal lives for work. Thus, the empirical findings lend strong support to our hypothesis H1. Our results are in line with the social exchange theory that a balanced proportion of time given by an employee to work-life and life-outside of work will make the employee more productive ( Brough et al., 2008 ; Roberts, 2008 ; Ryan and Kossek, 2008 ; Hofmann and Stokburger-Sauer, 2017 ). In support of the WLB and performance nexus, French et al. (2020) and Haar et al. (2014) stated that a high work-life balance also makes individuals yield to their higher job performance. Therefore, SMEs need to create a work-life balance supportive culture in the organization in order to bring out employees’ best performances, which could lead to better firm performance. The fact is that the entanglements between work and family are a significant source of psychological discomfort for employees ( Cegarra-Leiva et al., 2012 ), which causes poor performance. Additionally, Lamane-Harim et al. (2021) suggested that WLB could lead to better employee outcomes in Spanish SMEs. As a result, both employees and employers must work together to foster a work-life balance-supportive culture in the organization, which is especially difficult in the SME sector.

According to Victoria et al. (2019) , satisfied and prosperous family life could lead to success and satisfaction at work. Therefore, the importance of work-life in employee job satisfaction is indicated in the literature ( Dousin et al., 2019 ). Concerning that affirmation, this study’s evidence demonstrates that the effect of work-life balance on job satisfaction is significant with a coefficient of 0.187 (with a T-statistic value of 2.95), which is indicative of a positive relationship between work-life balance and job satisfaction. This finding implies that with a higher work-life balance, the job satisfaction of employees will also increase. Henceforth, the current results are strongly supported by hypothesis H2. These findings are in line with Haar et al. (2014) ; Dousin et al. (2019) , and many others. Their studies also found that work-life balance has a positive effect on job satisfaction; namely, the higher the work-life balance, the higher the job satisfaction of employees. Flexible working hours, given autonomy, and company policies that support the creation of a balance between work and personal life will lead to higher job satisfaction ( French et al., 2020 ). Feeney and Stritch (2019) stated that family-friendly policies and a culture of family support are essential in generating a healthy work climate. Henceforth, job satisfaction will increase. Additionally, creating a family-supporting culture, flexible working hours, and autonomy could not be done in the SME industry as the working environment is different from that of large organizations. However, suppose SMEs take the initiative to create some sort of flexible working hours and give some autonomy depending on their position inside the company. In that case, the employees could be more satisfied, especially if the primary intention is to increase employee productivity and performance. In support of this statement, our findings have found a positive influence of job satisfaction on job performance.

Job satisfaction and job performance are widely studied relationships in HRM and organizational contexts. Most studies have discovered a positive relationship between job satisfaction and job performance ( Dormann and Zapf, 2001 ; Saari and Judge, 2004 ; Crede et al., 2007 ; Luthans et al., 2007 ; Tschopp et al., 2014 ; Krishnan et al., 2018 ; Jermsittiparsert et al., 2019 ; Zhao et al., 2019 ; Abdirahman et al., 2020 ). As expected, in the current context of the study, we also found that the effect of job satisfaction on job performance is significant, with a coefficient of 0.401 (with a T-statistic value of 7.761). Hence, the current empirical findings lend strong support to H3 that job satisfaction will increase job performance. Therefore, in line with the extant studies, we also argue that SMEs should attempt to keep employees satisfied with their jobs so they can generate their best performance. The organizational theory suggests that perceived job satisfaction makes employees more committed toward their jobs, hence better output. In the SME case, work–life balance and a supportive culture could play an important role in making employees more committed and satisfied, which will increase job performance. Our hypothesis rectifies this assertation that H3 work-life balance has positive effects on job satisfaction.

In their study, Haider et al. (2017) have discussed how work-life balance increases employee job performance via influencing psychological well-being. Job satisfaction is one of the main components of psychological well-being at the workplace. Therefore, on the mediating role of job satisfaction, our findings demonstrate that the relationship between work-life balance and job performance is mediated by job satisfaction (with a coefficient of 0.075 and a T-statistic value of 2.64). Since there is a direct relationship between work-life balance and job performance, it can be concluded that the mediation is a partial mediation rather than a full one. Thus, our hypothesis H4 is accepted. The current empirical findings also support the past empirical studies, as Dousin et al. (2019) found the mediation role of job satisfaction between employee work-life balance and job performance in a medical context. Hence, our findings imply that work-life balance improves job performance by increasing job satisfaction.

Family supportive supervisor behaviors (FSSB) in the organization are about work-family spillover ( García-Cabrera et al., 2018 ) by boosting employee job satisfaction autonomy and minimizing work pressure ( Marescaux et al., 2020 ). Hence, it has been able to increase job satisfaction and performance. In this regard, although we do not hypothesize the direct effect of family-supportive supervisor behaviors, our findings confirm that FSSB positively influences job satisfaction and performance. Therefore, the existence of FSSB is essential to improve employees’ job satisfaction and job performance. Hence, these findings agree with the past studies that present a positive influence of FSSB on job satisfaction and job performance ( Rofcanin et al., 2018 ; Talukder et al., 2018 ; Campo et al., 2021 ). Henceforth, these findings confirm the assertion of social exchange theory and organizational support theory that supervisors’ formal and informal support further increase employees’ attitude toward the job, which improves job satisfaction and job performance ( Talukder et al., 2018 ).

Furthermore, our empirical results indicate that the interaction between FSSB and work-life balance positively affects job performance (with a coefficient of 0.235 and a t-statistic of 5.04). These findings suggest that when FSSB interacts with work-life balance, it attenuates the link between work-life balance and job satisfaction and job performance. As a result, the current findings provide significant support for our hypothesis H5. Kim et al. (2017) discovered that supervisory support could increase the link between deep acting and work performance. On the other hand, Alias (2021) suggest that supervisory support cannot moderate the relationship between flexible work arrangements and employee performance. Our findings, however, offer evidence that contradicts the assertion of Alias (2021) , in which we demonstrated that there could be moderating effects on the relationship between work-life balance and job performance. Hence, our finding adds novel evidence in the area of work-life balance and job performance. Again, these findings reinforce the need for a work–life balance supportive culture in the organization, as it could facilitate supervisory actions to a certain degree in supporting employees’ family and personal life.

Based on hypothesis H5, we concurred on the moderating impact of FSSB on the link between job satisfaction and job performance. We evaluated the moderating influence of FSSB on this relationship. The current study’s empirical findings indicate that the interaction effects of FSSB and work satisfaction on job performance are relatively positive (with a coefficient of 0.206 and a t-statistic of 3.25). These findings suggest that when FSSB interacts with work-life balance and job satisfaction, it moderates the link between work-life balance and job satisfaction and job performance. Hence, the current empirical results verify our claim and offer substantial support for Hypothesis H6. The interaction effects are reasonably sensible in that when employees are satisfied and believe that they will receive the required support from their boss while coping with family or personal concerns. As a result, when the level of belief and job satisfaction rises, so does the level of job commitment and engagement, resulting in higher job performance. In this regard, the current study contributes to the body of evidence on the FSSB’s moderating effects on job satisfaction and performance.

Practical Implications

In support of the WLB-performance nexus, several studies have indicated that an excellent work balance also leads to more extraordinary job performance. Thus, SMEs must foster a work–life balance-friendly culture to bring out the best in their employees, which may contribute to improved business/firm performance. In reality, the entanglements between work and family are a major source of psychological distress for employees, resulting in poor performance. Henceforth, the implementation of various WLB practices is suggested for Indonesian SMEs, particularly those not required by regulation or legal minimum to fulfill the needs of all employees. Furthermore, we also recommend that firms should provide separate WLB practice alternatives for men and women because the impacts of WLB on job satisfaction are varied, as suggested by Lamane-Harim et al. (2021) . Furthermore, family-supportive supervisor behaviors are important for promoting employees’ performance. Therefore, firms and supervisors provide some support to employees to handle and overcome family-related issues. In this regard, our findings emphasized the need to establish a work–life balance supportive culture in the firm as it might assist supervisory activities in supporting workers’ family and personal life to a different extent. In addition, managers may gain useful knowledge to create efficient job systems to improve job performance in SMEs, taking into account the relevance of work-life balance, family supportive supervisor behaviors, and job satisfaction. Individuals in SMEs can increase job performance by balancing their work and personal life. The impact of SMEs on employee work-life balance and performance is a fascinating topic. As a result, work-life balance will have a bigger impact on the organization’s overall performance.

Limitation and Future Research

We propose that this research be expanded into a longitudinal study in the future, providing a greater grasp of the issue. However, the findings may not be generalizable, and the results must be interpreted in light of the evolving context and economic conditions in which the study was done. Additionally, future studies should look into religiosity as a moderator of the relationship between WLB and job satisfaction and performance. It’s important to think about becoming a moderator since employees who have a strong understanding of religion and put it into practice have a good sense of self-control. It could have a different effect when attempting to explain the link between work-life balance and job performance. Stress and anxiety are one of the most essential factors to consider when attempting to explain the link between WLB and job performance. Many employees may feel stressed and anxious about their professional and personal development while working in SMEs. As a result, as moderators in this association, it may be an important aspect to investigate in future research. Finally, future research should look at deviant behavior as a result of work-life balance and job satisfaction. Employees with a poor work-life balance and dissatisfaction are more likely to engage in deviant behavior.

Data Availability Statement

Author contributions.

All authors listed have made a substantial, direct, and intellectual contribution to the work, and approved it for publication.

Conflict of Interest

The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest.

Publisher’s Note

All claims expressed in this article are solely those of the authors and do not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any product that may be evaluated in this article, or claim that may be made by its manufacturer, is not guaranteed or endorsed by the publisher.

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How to have a good work-life balance

Feeling like all you do is work? You’re not alone. Several statistics show that more than 60 percent of U.S. employees feel like their work-life balance is out of whack. But how do you balance your work-life with so much work happening at home? And how do you balance your workload to be more efficient? 

Is it more than just hitting a weekly yoga class ? And, most importantly, in a world where the boundaries between work and home are increasingly blurred, how do you figure out what works?

With so many struggling to find harmony between their jobs and their home life , it can seem inevitable to feel overwhelmed and overworked. But it doesn’t have to be.

Here we’ll identify the pattering of healthy and unhealthy work-life balance and ways individuals and managers can find better ways of managing both.

What does work-life balance mean?

Healthy work-life balance refers to maintaining a harmonious relationship between your work and personal life. It involves consciously managing your time and energy to meet both professional and personal commitments while prioritizing self-care and well-being . 

In an ideal world, this line of thinking goes: after work, we’re able to spend time on things that nourish us as people. This could involve spending time with friends and family or engaging in a hobby .

Some characteristics of a healthy work-life balance may include:

• Setting boundaries: This involves establishing clear boundaries between work and personal life by defining specific working hours and separating work-related tasks from personal activities.
• Time management: Efficiently organizing and prioritizing tasks, ensuring that you allocate enough time for work responsibilities as well as personal pursuits, such as spending time with family, engaging in hobbies, or pursuing personal goals
• Stress management: Implementing strategies to manage stress levels, such as practicing mindfulness, engaging in regular physical activity , taking breaks, and unplugging from work-related activities when needed
• Flexibility: Having the ability to adapt and adjust your schedule to accommodate unforeseen circumstances or personal needs without jeopardizing work commitments

Why is work-life balance so important?

Just like in our diets, to stay healthy and energized for the long haul, people need variety. When it comes to work-life balance, people need to engage in a variety of activities and rest . We tend to fall into the trap of believing that we can be productive all the time, or that an eight-hour day at work equates to eight hours of output. However, that is hard, if not impossible, for many individuals to achieve.

Plus, overworking has negative consequences for both employees and employers.

Workaholics and those who struggle to practice self-care find themselves at higher risk for burnout, fatigue, and stress-related health issues. Poor work-life balance can also leave employees working more hours but being less productive.

What is an unhealthy work-life balance?

On the other hand, an unhealthy work-life balance occurs when work becomes overwhelming and takes precedence over personal life, leading to negative consequences for an individual's well-being . Some signs of an unhealthy work-life balance may include:

• Constant overwork: Regularly working long hours, including weekends and holidays, without sufficient time for rest, relaxation, or personal activities
• Neglected personal life: Sacrificing personal relationships, hobbies, and leisure activities due to excessive work demands
• Burnout: Experiencing physical, mental, and emotional exhaustion due to chronic stress and work-related pressure
• Lack of self-care: Failing to prioritize self-care activities, such as exercise, adequate sleep, and leisure time resulting in deteriorating physical and mental health
• Strained relationships: Experiencing difficulties in maintaining healthy relationships with family, friends, and loved ones due to work-related commitments

Remember, achieving a healthy work-life balance may vary from person to person, depending on individual circumstances and preferences. It's important to find a balance that works for you and promotes your overall well-being.

Signs of an unbalanced work-life dynamic

Poor work-life balance can have a far bigger impact than just skipping the gym. One study found that the risk of stroke is higher in people that work more than 55 hours a week. The same amount of work hours is also associated with a higher risk of anxiety and depression . And even when adjusting for fairly normal sleep patterns, another study found that working longer hours correlated with a decline in physical health . 

By its very definition, work-life balance impacts all areas of your life. It tends to show up differently for different people, however. Here are eight characteristics associated with poor balance:

• You can’t stop thinking about work when you’re not at work. Those who find it difficult to draw boundaries between work and life are at higher risk of burnout .
• Your relationships — both inside and outside of work — are beginning to suffer. You may be easily irritated with coworkers and distant with loved ones.
• You feel off. You have unexplained aches and pains. You may rarely have energy or find it difficult to focus when at work.
• When you’re not at work, everything seems uninteresting or unimportant. You just don’t feel like doing anything unless you have to. You often turn down invitations, further isolating yourself from your friends.
• You spend a lot of money outsourcing support for personal tasks. Your laundry, dishes, and mail pile up, waiting for the day when you “have time” to get around to them.
• You struggle to take time off when you’re sick, mentally strained, or when you need to take care of personal tasks. You don’t remember your last vacation and you don’t have plans to take one.
• You can’t imagine doing what you do for the rest of your life. Even if you work in a field or a company you once loved, it feels impossible to imagine continuing life as it is for long.
• You always feel like no matter what you’re doing, you should be doing something else. Over time, this lack of presence and direction often leads to an existential crisis .

How to improve work-life balance

The truth is, there’s no prescription that will fit everyone. And you may have to play with what time scale feels most relevant to you. Trying to find balance in any single day may feel frustrating, but the balance may be easier to achieve across a week or more.

The best way to determine the best balance for you is by learning to check in with your inner compass — and your results.

With intentionality and a little creativity, you can recalibrate your expectations and reset your work-home balance. 

Here are 12 tips to have good your work-life balance:

1. Plan ahead

Plan ahead to combine work activities with leisure, social, or fitness activities. If you find yourself with several virtual meetings back-to-back, try taking them while you go for a walk. You could also take a call outside (if ambient noise allows!) or invite a friend over to work with you.

2. Embrace the way your brain works

Use productivity hacks like a Pomodoro timer to work in short, focused bursts. Block out all other distractions so you can make the most of your time.

3. Set blocks of time for different tasks

Designate a time to check (and respond to) messages, a time to take meetings, and a time to do mentally-intensive work. It helps to anchor these tasks around the times that you are personally more productive.

4. End work at a certain time

There’s a saying that “work expands to fill the time allotted,” and when you work from home , it’s even easier to let work spill over into personal time. Set a time to end work for the day, and reinforce it by powering down work-related devices, locking your office, or scheduling something afterward.

5. Enlist technology to help you unplug

Use an app to block distracting websites during the day, and then block work tools after hours. If you can, restrict work to one device, or try to keep one work-free device so you can disconnect completely.

6. Go out for lunch, or enjoy lunch with coworkers

Even if you’re working from home, you can go out for your lunch break or connect with colleagues. The change of pace will be refreshing — and, of course, will remind you to actually eat something.

7. Take time off

When you’re home all the time, you tend to try to work through illnesses that certainly would have kept you home from the office. Time off , including sick time, personal time, vacations, and bereavement , are important ways to nourish your well-being.

8. Practice mindfulness

Mindfulness makes imbalance hard to ignore. When you practice mindfulness techniques, like meditation or breath awareness, you become more in-tune with your emotions and physical sensations . Paying attention to these feelings helps you learn how to notice when you might be suppressing a need in order to work. It’s hard to return to that spreadsheet after you notice your stomach rumbling. 

9. Find something you love outside of work to engage in

If you have something that you’re excited about doing after work, it will make it easier to disconnect from work messages or end your day at a predetermined time. Our hobbies boost our energy and vitality. When we play and feel creative, we bring our fresh selves back to work. 

10. Reconsider work that makes you yearn for balance

If your work feels completely unrelated to the activities that stir your interest, enthusiasm, energy, and sense of meaning, you may need to look at how you can change the work you do or the way you do it. While work doesn’t need to (and can’t) satisfy all of your needs for purpose, meaning, social connection, and challenge, we can expect work to provide moments of satisfaction, accomplishment, and connection.

11. Communicate with your manager

Poor work-life balance is often exacerbated by the fear that we’re not doing enough . Talking to your leaders can help you prioritize where to spend your time. If there really is too much to do, it might be time to talk about hiring additional help or streamlining certain tasks.

12. Work with a coach or therapist

If you feel overwhelmed, stuck, or don’t know where to begin to disconnect, working with a professional can be invaluable. A coach or counselor can ask the right questions and help you identify which changes will make the biggest impact and how to get started.

One word of advice: start small. Although you may be anxious for your work-life balance to improve , your work habits have been built over time and likely won’t change overnight. If your goal, for example, is to reduce screen time, trying to restrict yourself to a certain number of hours will probably just frustrate you. You’re more likely to stick with a new habit if you start with a smaller target — say, one five-minute tech-free break a day.

7 ways managers can support their employees’ work-life balance

Taking the necessary steps to develop a healthy work-life balance can be difficult. As a manager and an empathetic leader , you can help your employees ( and yourself ) by building pathways for them to make these changes. Here are seven ways managers can help their employees build good work-life balance:

1. Remind your team to unplug

Encourage your team to leave their laptops and work phones at home when they go on vacation. You may think it doesn’t need to be said, but they will appreciate the explicit permission.

2. Give employees space to connect

Organize virtual happy hours, birthday parties, book clubs, and other opportunities to connect socially. Put your lunch break on your calendar so they can see that you eat, too.

3. Educate employees on their benefits

Remind your employees that sick leave and PTO are part of their compensation, and don’t forget to take advantage of them yourself! When it comes to taking time off, actions speak louder than words.

4. Check in with direct reports

Make time during your check-ins to ask about employee well-being . You may have to read between the lines for what’s not being said. Missed deadlines or a lack of responsiveness can indicate overwhelm.

5. Set an example for your team

Take meetings while walking, introduce them to your kids on Zoom (we already know they’re there), or space out meetings so they have some breathing room.

6. Be aware of company culture and norms

Try not to normalize an “instant messaging” culture. Make it clear that messages sent on off-hours don’t require immediate attention, and avoid interpreting responsiveness as engagement.

7. Respect working hours

Don’t schedule meetings before or after work hours. This can be tricky when working across different time zones. Encourage your employees to end work at a designated time each day, and check in with anyone you notice consistently working after-hours.

Finding work-life balance while working remotely

One might think working remotely would make it easier to achieve a work-life balance. However, remote work presents its own challenges. Working outside of the office tends to mean multitasking, distractions, and difficulty keeping strict hours — all bad news for productivity as well as keeping work and life separate.

Prior to the coronavirus pandemic, approximately 20 percent of the U.S. workforce worked from home . Practically overnight, that number skyrocketed to nearly 70 percent. Homes became places for work, school, meals, leisure, and even working out.

There are some obvious upsides. It’s never been easier to bring your own lunch to work, rush hour is a thing of the past, and it only takes a minute to toss in a load of laundry before your next meeting. 

However, engaging in multiple activities in the same space makes it harder for your brain to distinguish between work and leisure. We lack the normal cues of people leaving the office to signal when it is time to wrap up work.

When your “office” is a corner of your bedroom or your dining room table, it makes it hard to stop thinking about work when work is done — and easy to check your email just one more time. And, although we gain time back from a commute, many people miss that space and time to transition from home life to work and work life to home. 

In an era of social distancing, our work-life balance is already struggling. For many, our work has largely adjusted to the pandemic, but many of our leisure activities and favorite outlets have not. As a result, it’s even easier to get pulled into work. We may hope that the meeting with the Marketing team will provide at least a bit of the coveted social interaction and stimulation that we’d normally get at the gym, a concert, or going out with friends.

Find and maintain a healthy work-life balance

Discovering that the relationship between work and home life is off-kilter is the first step in rectifying it. It might take some time, but small daily or weekly habits can make a huge difference in the long run. If you need help in building out a plan to improve your work-life balance, coaching can help.

Balance work and life with ease

Explore tailored coaching to master your work-life balance and boost well-being.

Allaya Cooks-Campbell

With over 15 years of content experience, Allaya Cooks Campbell has written for outlets such as ScaryMommy, HRzone, and HuffPost. She holds a B.A. in Psychology and is a certified yoga instructor as well as a certified Integrative Wellness & Life Coach. Allaya is passionate about whole-person wellness, yoga, and mental health.

Self-care and work-life balance: How to take care of yourself

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Supporting employees in the work-life balancing act

Picture a couple. At work, they both hold demanding management-level roles. At home, they have several children. Now imagine how, after a long day of work, the couple divides the burdens of housework and childcare. Our research finds women in opposite-gender dual-career couples (DCCs) are four times more likely than men to take on tasks at home, regardless of who earns more. But for same-gender DCCs, the responsibilities tend to be split more equitably. As one partner in a same-gender couple put it, “Being in a same-sex relationship makes a big difference as to how we approach things.”

Understanding this is critical, as adjusting to having two people working from home has been one of the more persistent challenges of the pandemic. We also know from our extensive research that some 81 percent of women and 63 percent of men are in dual-career couples (DCCs), 1 “ Women in the Workplace 2021 ,” McKinsey, September 27, 2021. where both partners work for reasons ranging from personal and career fulfillment to pure economic necessity.

We found the challenge of achieving work-life balance is often exacerbated by gender stereotypes, which are often avoided by same-gender DCCs. Drawing on qualitative interviews and data collected for Women in the Workplace , a 2021 report published in partnership with LeanIn.Org, we found same-gender DCCs tend to manage household responsibilities using a range of strategies that allow for greater flexibility. These include:

• doing tasks each partner minds less
• focusing on natural skills and inclinations to determine responsibilities
• allocating tasks based on available time and flexibility
• responding dynamically to changes affecting work and home life

Our research also identified an unmet need for companies to develop strategies to help couples find and achieve work-life balance. A good start? Ensuring working models are flexible and support the needs of a diverse workforce, and that managers are role models in ensuring employees feel able to craft individualized solutions to work-life imbalances.

Understanding the work-life challenge

For DCCs, managing demanding careers alongside personal obligations is hardly a new struggle. But the COVID-19 pandemic has only added to the difficulties. Even prepandemic, working mothers in opposite-gender couples often worked a “double shift,” spending evenings on childcare and household labor following a full day of employment. And when schools and day care options shut down, that double shift became a “double double” shift as they took on the bulk of childcare and homeschooling. 2 New at McKinsey Blog , “ How are working women doing during COVID-19? Our Women in the Workplace study explores ,” McKinsey, September 30, 2020. Couples’ ongoing frustrations are exacerbated by a perception gap: while 70 percent of men in opposite-gender DCCs believe they share household duties equally with their partners, only 42 percent of women agree (Exhibit 1).

Our research found same-gender DCCs take a more equitable approach to work-life responsibilities. Only 28 percent of women in same-gender DCCs say they do most or all of the housework, compared with more than half of women in opposite-gender DCCs. Same-gender couples report relatively equal prioritization of each other’s career. But in opposite-gender DCCs, women are more than twice as likely as men to prioritize their partner’s career. And individuals in same-gender DCCs are significantly less likely than their peers in opposite-gender couples to consider downshifting their career after having children.

About the research

More than 65,000 employees from 88 companies participated in the 2021 Women in the Workplace Employee Experience Survey. Survey questions covered themes including job satisfaction, employee well-being, work flexibility, remote work, diversity and equity, manager actions, and allyship. The survey also collected demographic data such as age, sexual orientation, family status, and workplace role. Our sample consisted of 14,006 men and 18,734 women in opposite-gender dual-career couples (DCCs) and 536 men and 378 women in same-gender DCCs.

To examine what same-gender DCCs are doing differently from their opposite-gender peers, we started from the hypothesis that without clear gender norms to fall back on, same-gender couples define different mechanisms to divide household responsibilities—and further, that those mechanisms establish greater equity, flexibility, and partnership. We tested this by conducting detailed qualitative interviews with women and men in same-gender DCCs and comparing those findings with responses from opposite-gender DCCs. We spoke with partners separately to ensure honesty. Our interviewees included people with and without children. Our research is not intended to offer a scientific sample but rather to illustrate the range of approaches individuals and organizations can consider to better balance work and home life.

Individuals in our sample self-identified their gender identity, their relationship type, and their partner’s gender. Our conclusions are limited to same-gender and opposite-gender couples, although we recognize that relationships come in multiple forms. We also acknowledge our data set is not broad enough to make conclusions about transgender, nonbinary, and queer communities. We support these groups and recognize their unique challenges but, due to small sample sizes in our survey, we do not have sufficient data to empirically derive specific insights. (For more on the experience of transgender people in the workplace, see “ Being transgender at work .”)

Clearly, some opposite-gender DCCs manage work and home demands equitably, and some same-gender couples do not. Yet in general, our research reveals that same-gender DCCs are more likely to take a balanced approach to household responsibilities. (For more on our methodology, see sidebar, “About the research.”)

To prevent employee burnout and ensure workplace equity, helping couples find a sustainable work-life balance should be a corporate priority. Our research shows that individuals in DCCs who share home responsibilities equally are less likely to feel burned out (Exhibit 2). In addition, one in ten employees in DCCs feel that increased personal demands—such as caring for children or sick relatives—have contributed to their missing out on a raise, promotion, or other advancement. Over time, work-life imbalance may undermine professional confidence, reduce trust in employers, and exacerbate fears about being judged negatively for caregiving responsibilities.

As the pandemic has prompted workers to reassess their work-life tradeoffs, record numbers of workers have quit their jobs or are considering doing so. 3 Aaron De Smet, Bonnie Dowling, Marino Mugayar-Baldocchi, and Bill Schaninger, “ ‘Great Attrition’ or ‘Great Attraction’? The choice is yours ,” McKinsey Quarterly , September 8, 2021. Our research found that 29 percent of people in DCCs have considered taking a job at a different company with a different work culture. Prioritizing employees’ holistic well-being by supporting their efforts to find work-life balance is one way to make clear to them that workplace relationships aren’t merely transactional.

Our research suggests that many same-gender DCCs have upended the notion that career success and managing a household are incompatible. In fact, both partners can prioritize their careers while sharing the responsibilities at home equitably—and reducing gender-based disparities. Lessons from these partnerships will help employees find a sustainable work-life balance and help employers foster a happier and more productive staff.

Learning from same-gender couples

Gender norms manifest in ways both obvious and insidious, from laundry detergent commercials that typically feature women to assumptions people may make about gender based on someone’s job title. But what happens with same-gender couples? Without clear gender norms to fall back on, partners in same-gender DCCs shared that they feel freer to approach household responsibilities fairly and practically. “When we have moments of tension on housework, neither of us has an ‘edge’ because of gender norms,” one interviewee said.

Our interviews surfaced numerous examples of same-gender DCCs deploying strategies to optimize the sharing of household responsibilities. Their strategies came down to comparative advantage—that is, doing whatever makes the most sense:

• Do tasks you mind less than your partner. One same-gender couple we interviewed—we’ll call them Roger and Brian—allocates tasks based on what each partner likes the least. “I secretly think that Brian doesn’t like to clean,” Roger said. “So I end up doing that more. But I don’t want to have to deal with our taxes, so Brian takes care of that.” Another couple divides tasks based on what each person actually enjoys. One partner buys the groceries because he enjoys the supermarket. “He might even pick up conference calls while walking around the aisles,” his partner said.
• Divide responsibility by skill or practical considerations. One same-gender DCC we interviewed shared that one partner—we’ll call her Susan—takes care of anything requiring organizational skills. “If you ask anyone who knows Susan, they’ll agree she’s the most organized person in the world,” her partner said. “If I was with any other person, I might be doing the planning and finance. But with Susan, she runs the household.” For another couple, practicality dictates the division of labor: one partner has a chronic back injury, so the other takes the lead on any physically demanding activities.
• Allocate responsibilities based on available time and flexibility. One same-gender DCC shared that when one partner became particularly busy during the height of the pandemic, the other took on more household chores. “She was more available,” her partner said. “During that time, she did a bit more.” Another couple decided to take advantage of one partner’s more flexible, work-from-home schedule by having him do more of the cooking, cleaning, and laundry. But their division of labor remains fluid. “Tasks are still often shared because life gets in the way and every week is different in terms of demands,” one partner said. “Usually, whoever has the best excuse not to do something gets let off the hook.”
• Respond to work-life changes dynamically. Our research found many same-gender DCCs display agility in response to changing circumstances. For example, a two-lawyer couple shared that they trade childcare and cooking responsibilities daily, working around each other’s immovable professional obligations. “We need to calendar when we'll be offline for childcare,” one said. “And we also try to look at big things coming up to make sure, if someone will be out for the whole day, we can adjust.”

Other strategies emerged in our interviews, too. Without the hidden assumption that one partner is “supposed to be” responsible for a certain task, many same-gender DCCs are quicker to seek outside help. “Jane is stronger than me, so she typically snowplows the driveway in the winter,” her partner said. “But last year she was pregnant. I’m useless at [plowing snow], so we hired someone to do it.”

Same-gender DCCs also tend to communicate more frequently about household expectations, based on our research. One couple shared that while they don’t expect housework to be split evenly every day, they do feel chores should be shared equitably over time. “I’d expect things to net out each week unless there’s a logical reason for them not to—for example, if one of us is traveling for work,” one interviewee said. “Otherwise, we’d have a conversation.”

For many same-gender DCCs, an underlying respect for each other’s career—regardless of which partner makes more money—appears to guide their approach to household responsibilities. Fred, a marketing consultant, contributes to household chores even though he is the breadwinner and works longer hours than his partner, who does creative work from home. “There are times when I’m very busy,” Fred commented. “But the minute I have time, I’ll be cooking or wiping things down. I’d say we split things pretty evenly.”

Most couples do not divide housework equally. But for many same-gender DCCs, ongoing conversations make it possible to split housework equitably —in a way that feels sustainable and appropriate to both partners. One interviewee shared that she handles most of the cooking, cleaning, and finances because her wife, Lara, works two jobs, sometimes seven days a week, and cannot work from home. “We’ve had explicit conversations about how we divide things up,” she said. “Lara wants to contribute as much as she can, but it’s hard for her to do more because of her work schedule.”

This isn’t to suggest there isn’t tension. Many same-gender DCCs admitted to arguing about how equitably tasks are divided (“sometimes with a lot of animosity,” one interviewee added). But they often credited the absence of gender norms with allowing for more effective discussions of how tasks should be divided.

“Many times, when we have conversations about who should be doing a certain chore, I secretly wish I could be the ‘useless husband’ in the relationship,” one partner said. “The lack of gender norms means that neither of us has an edge like that. It also makes the conversation fairer.” Another couple said the lack of gender norms actually requires them to have conversations about household chores, which “in the end, makes the relationship better.”

Supporting better balance for all employees

To maintain a thriving workplace, employers could pay attention to employees’ desire for a sustainable work-life balance. Many workers—particularly women and those in dual-career couples—are exhausted by the demands of work and home. About 42 percent of women report feeling burned out (along with 35 percent of men). For women in DCCs with young children, that figure rises to 46 percent (and 39 percent of men). In addition, DCC mothers and fathers report feeling judged when requesting or taking advantage of flexible work arrangements (Exhibit 3).

How could companies respond? Through considering three primary actions:

• Adopt flexible working norms. Flexible working norms support all dual-career couples. They include providing the option to work from home or on a reduced schedule; empowering employees  to set their own schedules; ensuring no meetings occur during school drop-off and pick-up times; and hosting virtual connectivity events for hybrid workers. DCCs could also be recognized as an affinity group, providing a supportive space for discussing issues and sharing advice. Finally, as more employees return to offices, organizations could ensure those who continue working from home are provided with equitable opportunities.
• Offer good benefits and encourage their use. Offering and encouraging the use of health and other benefits (such as parental leave), regardless of employees’ relationship type, supports all DCCs in finding a sustainable work-life balance. Companies could also provide benefits to assist with the costs of surrogacy, adoption services, and expanded parental leave.
• Provide positive role models. Previous McKinsey research has shown that supportive managers are critical to ensuring team members feel comfortable discussing and taking time for household responsibilities. 4 “Fulfillment at work,” September 12, 2019. The manager’s position as a role model is especially important as society enters the hybrid “next normal,” where boundaries between work and home may continue to blur. However, leaders should take care to avoid assumptions about an employees’ home lives and instead give them space to define their own models. In particular, managers should not assume that hard-working, top-performing employees don’t also have responsibilities at home.

All couples who live together must strike a balance between professional and household responsibilities—an effort often complicated by gender norms. And DCCs often have an accentuated need for flexibility and support from their employers. The experiences of same-gender DCCs suggest strategies to help all couples find a sustainable balance, including frequent conversations about housework and flexible allocation of responsibilities based on preference, skill, and time. Companies can take note. Supporting dual-career employees is a business imperative—one that will become even more important as companies navigate what work looks like postpandemic.

Clifford Chen (he/him) and Maurice Obeid (he/him) are partners in McKinsey’s New York office, where Jill Zucker (she/her) is a senior partner. Jess Huang (she/her) is a partner in McKinsey’s Bay Area office.

The authors wish to thank their colleagues Nick Stauffer-Mason (he/him), Anne Marie Hawley (she/her), and Zhengren Zhu (he/him) for their contributions to this article. This article was developed, written, and reviewed by leaders of our All-In Diversity and Equal at McKinsey communities across our US offices.

Finally, McKinsey wishes to express deep appreciation to the DCCs who participated in our interviews and openly shared their experiences as same-gender couples for the benefit of others. McKinsey also thanks those who participated in the 2021 Women in the Workplace research and the 2021 Workplace Inclusion Across the Gender Spectrum Survey.

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