Making the link between work-life balance practices and organizational performance

Beauregard, T. Alexandra and Henry, Lesley C. (2009) Making the link between work-life balance practices and organizational performance. Human Resource Management Review, 19 (1) . pp. 9-22. ISSN 1053-4822 [Article] (doi:10.1016/j.hrmr.2008.09.001)


The business case for work-life balance practices, as espoused by many organizations, rests on attracting better applicants and reducing work-life conflict among existing employees in order to enhance organizational performance. This review of the literature provides some evidence for the claim regarding recruitment, but there is insufficient evidence to support the notion that work-life practices enhance performance by means of reduced work-life conflict. We suggest that the business case may therefore need to be modified to reflect the number of additional routes by which work-life balance practices can influence organizational performance, including enhanced social exchange processes, increased cost savings, improved productivity, and reduced turnover. The impact of these processes may, however, be moderated by a number of factors, including national context, job level, and managerial support. The importance of further research into the effects of these practices is discussed.

Item Type: Article
Keywords (uncontrolled): Work-life policies; Family-friendly; Work-life balance; Flexible working practices
Research Areas: A. > Business School > Leadership, Work and Organisations
Item ID: 19114
Depositing User: Alexandra Beauregard
Date Deposited: 06 Apr 2016 12:10
Last Modified: 30 May 2019 18:33

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