© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.

org (ISSN-2349-5162)

A STUDY ON WORK LIFE BALANCE OF THE

EMPLOYEES IN THE FIELD OF EDUCATION
Strategic Human Resource Management
1
Dr. K. VeenaLatha
1
Associate Professor
1
St. Ann’s College of Education

Abstract:In today’s fast-paced workplace, most of us are urged to do more, faster, and with fewer resources. There seems to be more
pressure to be successful than ever before. While doing the job of two or three people at work, we’re expected to be exemplary parents
and have a fulfilling personal life in which we rear perfect children, enjoy our hobbies, volunteer in the community and take superb
care of our bodies, spirits, and minds. While the quest for balance is a wonderful goal, it’s just not a realistic goal for most folks. Instead,
it has become one more “to-do” on an ever-expanding, guilt-inducing list. There are times when we need to work more than usual and
other times when we can take more time off. Sometimes we can focus more intently on our hobbies and passions; at other times different
priorities take precedence. There may be times when we take really good care of ourselves, and other times when that slips a bit; times
where we devote a lot of attention to our family, and other times when there is less energy and daily time to focus on them. The aim of
balance is to live a well-rounded life, to renew and refresh your creative energies on a regular basis so you can achieve your highest
potential. We achieve life balance when we have enough time to pursue both work and personal interests that we love. However, when
you feel as if one side of your life is using up too much of your energy, you can become stressed, your productivity can fall, and your
personal relationships can become strained. The present paper highlights the risks associated with work life imbalance, benefits of
healthy work life balance and the strategies that can be employed to maintain a perfect work life balance.

Key words: work-life balance, work -life balance strategies

Introduction:
Work life balance is the interaction between work and other activities that include family, community, leisure, social obligations, health
and personal development. Striking a fine balance by prioritizing these is work-life balance. It is individual specific and keeps changing
over time. According to Stewart, Professor of Management and Founding Director of Wharton School’s Leadership Program “A one
size fits all mentality in human resource management often perpetuates employees. It is about the right combination of the individual’s
participation in the work and other aspects of their life. This combination changes over a period of time.
Work-life balance is a state where the tensions between the work-life and personal life is minimized by having proper policies,
supportive management, provisions at work place and good relations in personal life. Performance and job satisfaction of the employees
are said to be affected by work-life balance. Work-life balance of employees helps in reducing the stress level at work and increases job
satisfaction.
Organizations have realized the importance of work-life balance with respect to the productivity and the creativity of the
employees. Employers are now offering flexible working hours, team outing health care centres, day care centres to motivate the
employees to work efficiently. As a result employees feel motivated and become loyal and committed towards the organization as it
puts an extra effort to strike a healthy balance between work and life.
Organizations face many challenges in implementing the policies of work-life balance as employees today are not looking out
just for a job but they want the organization to cater to their well being also.
Work-life balance approach in the Indian perspective:
The concept of work-life balance has been essentially stemed from Western management theories. Companies like Infosys,
Wipro, Yahoo India, Google India Dell India, Microsoft India, Accenture and HCL Technologies amongst many others have already
begun taking steps in this direction. The steps taken be the Indian companies to maintain a good work-life balance at their workplaces
are:
1) Working from Home: Nearly 50,000 employees at IBM India and about 15,000 tech worker at HP India are taking advantage
of their companies work-life balance option. They virtually have no cubicle in their offices and are allowed to work from home.
Microsoft India too reimburses telephone and broadband usage to their employees for working from home and offers them a
variety of flexible working options.
2) Plan work in a way that you can take the weekend off: Unlike western countries, a majority of Indian workforce still
functions on a 6-day week routine. However with certain MNCs taking the lead with 5 day work weeks, big corporate housed
may very well be seen giving weekend offs to some of their employees.
3) Opting for split shifts: Split shift is one of the latest work-life initiatives that India Inc has taken to .In split shifts, employees
can work for a few hours in the morning, attend to their personal work during afternoons when business tend to be typically
slack and return in the evening to close the day. This strategy allows them to induct more women into the workforce and retain
talent who would otherwise leave due to inflexible work hours.
4) Making full use of the company’s facilities: Surprisingly many employees who work in corporate houses with sprawling
campuses and innumerable facilities do not actually use it. Many big companies in India offer gym facilities, sport courts,
crèches, grocery stores, banking facilities and cafes within their campus. Employees should try to use these facilities within
work hours for a quick rejuvenation.

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 317
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
5) Optimization of time at work: Employees should look at maximizing all available resources, including time, to get work
done.A great way to optimize time is to work on a schedule and follow a timetable. The India workplace is slowly moving
away from the notion that longer hours spent in the office are directly related to higher productivity levels.
Consequences of imbalance in the work- life
The personal consequences are mainly related to the stress felt by individuals when they perceive some degree of imbalance
between their work and life. The demands of work, relationships with management, colleagues and peers and levels of control are the
major components of stress in the workplace. The organizational consequences associated with high levels of work-related stress are
negativeimpacts on outcomes and productivity. Research shows that workplace practices and culture can adversely override the needs
of individual employees and adversely effect their health and overall well-being (Pocock 2003; Bond et al1997). The negative effects
of work-life imbalance that manifested in high levels of absenteeism, low productivity, low morale team dysfunction, depression and
mental illness and the associated organizational costs. Staff retention, down time and losses of productivity can be cited as the most
obvious impacts resulting from an organization not effectively managing work-life balance issues.
Barriers to achieve a work-life balance
 Unsupportive work culture and work environment: Employees using flexible working options feel they are being placed
under the close observations by their colleagues and required to justify their use of the options.
 Career decisions: Some employees feel they are placing their career in jeopardy. They believe they could be or are overlooked
for promotion or that they might miss the challenging and interesting work.
 Mismatch between policies and life stages: Research tells us that younger people want choice and the freedom to exit and
enter the paid workforce without fear of damaging career or promotional prospects (Corporate Leadership Council 2003b).
Middle-aged sought to undertake pursuits outside the workplace in a manner that would not negatively impact on career and
job opportunities. Similarly, people in the later phase of their working lives expressed the desire to be able to exit the workforce
in a manner that matched their financial status and personal circumstances.
 Job and work design: Job and work design influence employees ability to take up the flexible working options that may
contribute to a better work-life balance.
 Role of the manager: Supportive manager is the key to achieving work-life balance. If managers did not understand the
available flexible working options and how to successfully implement them, then flexible working options tended to be
unavailable for access by staff. The role of manager was implicit in employee’s perception of their empowerment and
autonomy.
 Self-perception: There is a distinct delineation between senior executives views on their staff utilizing the policies and their
own practices. The focus group of senior executives stated that while the did not believe they could use current policies due to
levels of workload, time management and other constraints, it was important for less senior staff to access policies and
initiatives.
 Communication: Effective communication by supervisors and senior staff is a major driver of employees level of satisfaction
with work-life balance; absence of this also becomes a barrier.
 Empowerment: Empowerment is the keyattaining a work-life balance. Empowerment is embedded in an individual’s
knowledge, awareness and ability to effectively communicate and negotiate with managers and work teams. The participants
identified that knowledge of the avail options was critical to their ability to access and utilize the policies and initiatives that
facilitate work-life balance.
 Measuring effectiveness: Shifting the focus from time in the office to the outputs/ outcomes achieved was seen as a way of
encouraging work-life balance.
 Being a perfectionist: The very idea of perfection is an illusion. If you find yourself frequently criticizing yourself and
rehashing mistakes you made and how it made you feel, it’s time to re-evaluate your expectations. Get okay with the fact it’s
perfectly okay to not be perfect.
 Giving people 24/7 access: Whether it’s your boss or clients contacting you at 11pm, you need down time. This goes at home,
too–take breaks from the family as needed to do your own thing.Create boundaries and stick to them. There should be a certain
time each day that you cease doing for everyone else and focus on recharging for the next day
 Reacting to everything immediately: You don’t have to answer each email or return each phone message as it comes
in.Prioritize. Each day, make a list of the most important things that you need to get done the following day. It’s easy to react
to everything, but in doing so , less actually gets accomplished.
 Mistaking busyness to productivity: Skipping breaks and staying up all night working sure make you feel busy, but they may
not result in any more getting done. Productivity is about getting things done effectively, not about being a hero who misses
sleep and skips meals in the name of being so busy.
 Living in one world when you should be in the other: If you’re thinking about work while you’re at home and about home
while you’re at work, are you really giving either your full attention?It’s important for your family to understand when you
have a deadline that must be met.However, you also need to strike a balance where you eventually reach that point in the day
that all of your work issues stay at work, allowing you to be present at home–physically and mentally.

Statement of the problem

A study on work-life balance of the employees in the field of education.
Operational definitions:
Work-life balance: Work-life balance is a state where the tensions between the work-life and personal life is minimized by having
proper policies, supportive management, provisions at work place and good relations in personal life.
Employees: An employee is a person who is paid to work for an organization or for another person and has recognized rights and duties.

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 318
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
Review of related literature:
Hyman and Summers ((2004) classified seven major problems which are associated with current practices over work-life balance. These
are unevenness of adoption across different sectors and organizations, lack of formalization of policies at organizational level, restricted
employee voice over the introduction and implementation of policies, tangible and intangible work intrusions into domestic life etc..
Mohammad niaz(2008) in his research work titled “Work-life balance practices and gender gap in job satisfaction” discusses the role
of work-life balance practices by explaining the paradox of the contended women worker.The main finding is that Work life balance is
the important determinant of the intrinsic and extrinsic aspects of job satisfaction.
Rebbecca (2009) quotes in “Work-life balance – Men and Women” that women and men have a different perception on work-life
balance. According to her women devote more time on family and men spend more time pursuing their personal interest. She states that
balance is not only about dividing the time spent on work and personal life but also establishing harmony that reflects on the individuals
priorities.
Peter (2009) In his study “Work-life balance and subjective well being “ explains about the work-life balance and the well being of the
employees. According to him sufficient amount of time available increases the well being of the employees as it helps in satisfying
personal needs.
R Baral and S Bhargave (2011) in their research work titled “HR interventions for work life balance” quotes that work-life balance is
the concern for both research scholars and the business leaders in view of the technological, demographic and organizational changes
related to it. They have explained about the challenges that the HR managers face while effectively implementing the policy in their
organization. They suggest that the organizations must implement work-life balance policies and incorporate the organizational culture
that ensures employee commitment and productivity.
Objectives of the study:
 To understand the meaning of work-life balance in the context of employment relations.
 To know the importance of work-life balance for employers and employees.
 To identify the factors that impact the employees work-life balance.
 To know the relationship between employee’s job and its impact on employee’s personal life.
 To know the relationship between the supervisors support and employee’s job performance.
 To recommend areas for improving work-life balance satisfaction among employees.
Hypotheses of the study
H1: There is a relationship between the employee’s job and its impact on employee’s personal life.
H2: Work-life balance approach is positively associated with employees’ performance in the organization.

Research design:
The present studyadopted a descriptive type of research approach for analyzing the work-life balance of teachers in various schools.
Population:
All the teachers working in various schools under Board of Secondary Education constituted the population of the study
Sample:
For the purpose of data collection a sample of 60 teachers were drawn from different schools of Hyderabad district by using random
sampling technique.

Tool used for the study:

A structured questionnaire was designed to collect the primary data from the employees. Secondary data was collected from school’s
official website, internet, journals and text books.
Statistical techniques used:
Statistical techniques such as multiple regression analysis, ANOVA and percentage analysis are used to analyze the data.
Validity and Reliability:
To check the internal consistency, the reliability tests viz., split half and Cronbach’s Alpha vales have been worked out. The reliability
of the responses has been examined by dividing the data into two halves. The mean value in the first group and the second group is
same (3.9). Further, Cronbach’s Alpha value of 0.93 reflected internal consistency of the data.

Analysis and Interpretation of the Data:

 Do you think it is important to achieve a balance between paid work and personal life?
As shown in the figure majority of the teachers (89.3%) strongly agreed that it is important to achieve a balance between paid
work and personal life. While (10.7%) respondent negatively.

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 319
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
Graph-1: Showing balance between paid work and personal life.

100
90
80
70
60
50
Series1
40
30
20
10
0
Agree Disagree

 Do you think that work-life balance enables people to work better?

94.3% of the teachers agreed that work-life balance enables people to work better, while 5.7% disagreed.
Graph 2:-Work life balance enables people to work better.
100

80

60
Series1
40

20

0
Agree Disagree
 Do you think that bringing work-life balance is a joint responsibility of employer and employee?
83% of teachers agreed that work-life balance is a joint responsibility of employer and employee.while 17% affirmed in the
negative.

Graph-3: Work-life balance is a joint responsibility of employer and employee.

90
80
70
60
50
40 Series1
30
20
10
0
Agree Disagree

 Do you feel that your Principals/ in-charges/ HOD’s style affects your work-life balance?
Only 64% of the teachers felt that their work-life balance is affected by their Principals/ in-charges/ HOD’s style. While 36%
were of the opinion that principals/ in-charges/ HOD’s style does not affect their work-life balance.

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 320
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)

Graph-4: Principals/In-charges/HOD’S Style affects Work-life balance

70

60

50

40

30 Series1

20

10

0
Agree Disagree

 Do you think flexible working hours is needed to maintain work-life balance?

47% of teachers answered positively while the remaining 53% were happy with the compressed working hours.

Graph-5: Flexible Working hours and work-life balance

54
53
52
51
50
49
Series1
48
47
46
45
44
flexible Compressed

 Why do you need flexible working hours?

The most common reasons given for need of flexible working hours are to suit over all needs (30%), to reduce distance of
travel (24%) to pursue a course of study or training (18%), childcare responsibilities (18%) and to pursue any other interest
(10%).
Graph-6: Showing need for flexible working hours

35
30
25
20
15
10 Series1
5
0
Suit over Reduce study Childcare Anyother
all needs travel interest
distance

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 321
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
 Are you aware of leave benefits of your organization?
91% of the respondents said that they were aware of the leave benefits of their organization and that they have availed them.
9% of the remaining respondents said that they were aware only of maternity leave and compassionate leave.
Graph-7: Leave benefits – Work- life balance

Yes
No

 Do you expect your employer to be sympathetic towards employees?

97% of the respondents agreed that their employer should be sympathetic towards them. 3% had a negative opinion regarding
this statement.

Graph-8:Showing Employee –Employer Relationship.

Agree
Disagree

 Do you think quality time with your family is missed because of work pressure?
77% of the respondents feel that they sometimes miss quality time with their family while 23% never feel that their time with
family is missed because of work pressure.

Graph-9: Showing effect of work pressure on family life

Sometimes
Never

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 322
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
 Do you think that your organization will be more effective and successful if employees have a good work-life balance?
All the respondents (100%) opined that their organization will be more effective and successful if employees have a good
work-life balance.

Graph-10: Work- life balance and Success of an organization

.

Yes
No

Hypothesis Testing
Hypothesis -1
H0: There is no relationship between the employee’s job and its impact on employee’s personal life.

H1: There is a relationship between the employee’s job and its impact on employee’s personal life.

Model Summary
Model R R Square Adjusted R Square Std Error of the Estimate
1 .541 . 293 . 242 .7235

Inference: Since, r = 0.541, there is a strong relationship between the predictor and the dependent variable under the study.
ANOVA
Model Sum of Squares Df Mean Square F Sig
Regression 10.843 4 2.68 5.50 .001

Residual 25.973 55 0.51

Total 38.73 59

Since the significant value is 0.001 which is less than the standard value of 0.05 the null hypothesis is rejected and the research
hypothesis is accepted.
Inference: There is a relationship between the employee’s job and its impact on employee’s personal life.
Hypothesis 2:
H0: Work-life balance approach is not associated with employees’ performance in the organization.
H2: Work-life balance approach is positively associated with employees’ performance in the organization.
Model Summary
Model R R Square Adjusted R Square Std Error of the Estimate
1 .548 .413 .410 .512

Inference: Since, r = 0.548, there is a strong co-relation between work-life balance approach and performance.
ANOVA
Model Sum of Squares Df Mean Square F Sig
Regression 11.724 4 2.43 5.32 .001

Residual 23.73 55 0.47

Total 33.13 59

Since the significant value is 0.001 which is less than the standard value of 0.05 the null hypothesis is rejected and the research
hypothesis is accepted.
Inference: H2: Work-life balance approach is positively associated with employees’ performance in the organization.
JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 323
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
Findings
 Work has a negative effect on the life of employees. As a result of over time working and demands of the work the quality
time of the employees is lost.
 The employees job has an impact on the personal life.
 Factors like over time, travelling to work, meetings etc. have a negative impact on the work-life balance of the employees.
 Majority of the employees feel that Work-life balance approach is positively associated with employees’ performance in the
organization.
Recommendations:
 Appropriate policies and initiatives should be promoted widely to create awareness about the available options for accessing
work-life balance strategies.
 The policies and initiatives must be reviewed taking into account the varying work-life balance requirements an employee may
have relative to his individual life and circumstances.
 The organizations must promote and publicize positive case studies that exemplify the benefits of utilizing work-life balance
policies and initiatives.
 The organization should promote a positive work-life balance.
 The concerned heads should encourage team dialogue on how to align work-life balance needs.
Suggestions:
 The organizations should improvise and innovate the ways to cater to the diverse needs of its employees.
 Utmost care is needed while taking decisions in adopting and implementing the policies as it impacts both the employee and
the organizations.
 The employees should be made aware of the organizations policies with regard to work-life balance.

Conclusion

Work-life balance is a very important issue in the Human Resource Management field and it has a vital impact on the productivity and
growth of both the organization and the employee. Many factors act as supporting elements for employees to achieve balance between
work and personal life. While certain elements like employees participation in framing the policies and taking key decisions, effective
communication of organizations policies can be strengthened to make work and personal life of employees highly balanced.

Bibliography

Allan, C., Loudoun, R. &Peetz, D. (2007) ‘Influences on work/non-work conflict’. Journal of Sociology, 43 (3): 219-239.
Allen, T.D. (2001) ‘Family-supportive work environments: The role of organizational perceptions’. Journal of Vocational Behaviour,
58 (2): 414-435.
Allen, T. D., Herst, D. E. L., Bruck, C. S. & Sutton, M. (2000) ‘Consequences associated with work-family conflict: A review and
agenda for future research’. Journal of Occupational Health Psychology, 5 (2): 278-308.
Aryee, S., Srinivas, E.S. & Tan, H.H. (2005) ‘Rhythms of life: antecedents and outcomes of work-family balance in employed parents’.
Journal of Applied Psychology, 90 (1): 132-146.
Barnett, R.C. & Hyde, J.S. (2001) ‘Women, men, work, and family: An expansionist theory’. American Psychologist, 56, 781-796.
Beauregard, Alexandra and Lesley C. Henry (2008), “Making the link between work-life balance practices and organizational
performance”, Human Resource Management Review, Volume19, Issue 1, article available on www.sciencedirect.com
Bedeian, A.G., Burke, B.G. & Moffett, R.G. (1989) ‘Outcomes of work-family conflict among married male and female professionals’.
Journal of Management, 14 (3): 475-491
Blumberg, B., Cooper, D.R. & Schindler, P.S. (2008) Business Research Methods (2nd ed). Maidenhead: McGraw-Hill Education.
. Breaugh, J. A. & Frye, N. K. (2007) ‘An examination of the antecedents and consequences of the use of family-friendly benefits’.
Journal of Managerial Issues, 19 (1): 35-52.
. Bretz, R.D. and Judge, T.A., (1994), “The role of human resource system in job applicant decision processes”, Journal of Management,
20, 531-550. The Role of Work-Life Balance Practices in Order to Improve Organizational Performance 213
Bromet, E. J., Dew, M. A., Parkinson, D. K., Cohen, S. & Schwartz, J. E. (1992) ‘Effects of occupational stress on the physical and
psychological health of women in a microelectronics plant’. Social Science and Medicine, 34 (12): 1377-1383.
Brough, P. & O'Driscoll, M. (2005) ‘Work-family conflict and stress’. In: Antoniou, A. & Cooper, C. (eds). A research companion to
organizational health psychology. Cheltenham, UK: Edward Elgar, 346-365.
Brough, P., O’Driscoll, M. &Kalliath, T.J. (2005) ‘The ability of family friendly organizational resources to predict work-family conflict
and job and family satisfaction’. Stress and Health, 21(2): 223-234.
Bryman, A. & Bell, E. (2007) Business Research Methods (2nd ed). New York: Oxford University Press. Burke, R. (2000) ‘Do
managerial men benefit from organisational values supporting work-personal life balance?’. Women in Management Review, 15 (2):
81-87.
Byrne, U. (2005). Work-life balance. Business Information Review, 22(1), 53-59.
Clarke, M., Koch, L., and Hill E. (2004), “The work–family interface: Differentiating balance and fit”, Family and Consumer Sciences
Research Journal, 33(2).
Clark, S. C. (2001) ‘Work cultures and work/family balance’. Journal of Vocational Behaviour, 58 (3): 348-365.
Clark, S.C. & Farmer, P.M.K. (1998) ‘Living in two different worlds: Measuring cultural and value differences between work and
home, and their effect on border-crossing’. Paper presented at the Institute of Behavioural and Applied Management Annual Conference,
Orlando, FL, October, 1998.

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 324
© 2019 JETIR February 2019, Volume 6, Issue 2 www.jetir.org (ISSN-2349-5162)
Clarke, M. C., Koch, L. C. & Hill, E. J. (2004) ‘The work and family interface: Differentiating balance and fit’. Family and Consumer
Sciences Research Journal, 33 (2): 121-140.
Cohen, J.W. (1988) Statistical power analysis for the behavioural sciences (2nd ed). Hillsdale, NJ: Lawrence Erlbaum Associates.
C. C. & Lindsey, R. (1994) Concepts of fitness and wellness with laboratories. (8th ed).
Daley, A. J. & Parfitt, G. (1996) ‘Good health—is it worth it? Mood states, physical well-being, job satisfaction and absenteeism in
members and nonmembers of a British corporate health and fitness club’. Journal of Occupational and Organizational Psychology, 69
(2): 121–134.
DeVaus, D.A. (2002) Surveys in Social Research (5th ed). London: Routledge. Diener, E. (1984) ‘Subjective wellbeing’. Psychological
Bulletin, 95, 542-575.
Diener, E. (2000) ‘Subjective well-being: The science of happiness and a proposal for a national index’. American Psychologist, 55 (1):
34-43.
Diener, E. (2005) ‘Guidelines for national indicators of subjective well-being and ill-being’, Applied Research in Quality of Life. 1:
151-157. Available from:
Diener, E., Emmons, R.A., Larsen, R.J. & Griffin, S. (1985). ‘The Satisfaction with Life Scale’. Journal of Personality Assessment, 49:
71-75.
Dikkers, J.S.E., Geurts, S.A.E., Dulk, L.D., Peper, B., Taris, T.W. &Kompier, M. (2007) ‘Dimensions of work-home culture and their
relations with the use of work-home arrangements and work-home interaction’. Work and Stress 21: 155– 72.
Doby, V.J. & Caplan, R.D. (1995) ‘Organisational stress as threat to reputation: Effects on anxiety at work and at home’. Academy of
Management Journal, 38(4), 1105-1123.
Dreher, G.F., (2003), “The effect of work-life programs on female leadership at the top”, Human Relations, 40, 541-560.
Edwards, J. R. &Rothbard, N. P. (2000) ‘Mechanisms linking work and family: Clarifying the relationship between work and family
constructs’. Academy of Management Review, 25 (1): 178-199.
Frone, M. R. (2000) ‘Work-family conflict and employee psychiatric disorders: The national comorbidity survey’. Journal of Applied
Psychology, 85(6): 888- 895.
Halpern, D. F., & Murphy, S. E. (Eds.). (2005). From work–family balance to work– family interaction: Changing the metaphor.
Mahwah, NJ: Erlbaum
Hill, E. J., Miller, B. C., Weiner, S. P., &Colihan, J. (1998). Influences of the virtual office on aspects of work and work/life balance.
Personnel Psychology, 51, 667- 683.
Hudson Resourcing. (2005), The case for work/life balance: Closing the gap between policy and practice. Hudson Australia and New
Zealand available on www.hudson.com
Kodz, Kersely, Strebler and O’Regan, (1998), Breaking the long hours culture, Institute for Employment Studies, Sussex University,
IES report 352.
Konard, A.M., and Mnagel, R., (2000), “The impact of work-life programs on firm productivity”, Strategic Management Journal, 21
(12), 1225-1235.
Kossek, E. E., Baltes, B. B., & Matthews, R. A. (2011). How work-family research can finally have an impact in organizations. Industrial
and Organizational Psychology, 4, 352-369.
Kreiner, G. E., Hollensbe, E. C., & Sheep, M. L. (2009). Balancing borders and bridges: Negotiating the work-home interface via
boundary work tactics. Academy of Management Journal, 52, 704-730.
McDonald, P., Bradley, L., & Brown, K. (2005), “Explanations for the provision utilization gap in work-family policy”, Women in
Management Review (in press).
McPherson, Mervyl and Reed Phillippa, (2007), The role of managers in worklife balance implementation. Labour, Employment and
Work in New Zealand.
Mesmer-Magnus, J. R., &Viswesvaran C. (2005). Convergence between work-to-family and family-to-work conflict: A meta-analytic
examination. Journal of Vocational Behavior, 67(2), 215-232.
Mohammad niaz, (2003) – “Relation between work family balance and quality of life.” Journal of Vocational Behaviour Page, 510 –
53
Yeandle, S., Crompton, R., Wigfield, A. and Dennett. J. (2002), Employed careers and family-friendly employment policies, Joseph
Rowntree Foundation Policy Press, London

JETIRY006057 Journal of Emerging Technologies and Innovative Research (JETIR) www.jetir.org 325