Barbara Hobson draws on the research of a team within a large European Network of Excellence, Reconciling work and welfare (RECWOWE), many of whom are authors in the recent book, Worklife Balance: The Agency and Capabilities Gap, focusing on the individual/household, firm and managerial level and welfare state policy context across European countries and Japan. In this post she discusses the choices faced by those who seek to take advantage of work-life balance policies. Continue reading
Interviews with fathers who have children under school age have shown that almost two thirds feel that their work pattern does not suit their needs. A quarter say they are unhappy with their work-life balance.
Half these fathers, who represent a range of sectors and seniority levels, suggested that remote working or flexitime would help their situation. However, a similar proportion were afraid to ask for flexible working as it would demonstrate a lack of commitment. 42% felt that it would affect their career progression.
Read more at Business Matters.
Research at a global strategy consulting firm with a strong US presence found that many men are dissatisfied with the expectation that they perform the role of the ‘ideal worker’ who is fully devoted to, and available for, the job, with no personal responsibilities or interests that interfere with this commitment to work.
To deal with their dissatisfaction some men made discrete changes to still ‘pass’ as ideal workers. Others, who asked for help from managers and colleagues, often faced marginalisation in the workplace.
While attempting to covertly ‘pass’ as the ideal worker may seem preferably, this has several drawbacks: it involves deception between employers and employees; it’s a strategy that isn’t open to everyone, and; it perpetuates myths about the best workers being the ones who apparently work longest.
Read more at Harvard Business Review.
The downsides of email now outweigh the benefits as they promote unmanageable workloads and supplant face-to-face discussions. Moreover, these negative impacts extend beyond the workplace and into workers’ homes. New technology encourages checking and replying to email while not at work, with consequences for individuals’ quality of life.
Employers have a role to play in helping employees manage email and encourage use that doesn’t negative affect work-life balance. Guidelines should discourage email use while not working, avoid unnecessarily including too many people in group emails, and to prefer face-to-face meetings between colleagues in the same building.
Read more at The Guardian.
A global survey, covering nearly 10,000 employees in eight countries has found that:
- Work-life balance is harder worldwide.
- People are quitting their jobs because of excessive overtime hours and bosses that don’t allow flexible working.
- Being able to work flexibly and still be on track for promotion is very important.
The leading causes of work-life conflict are that while wages have remained stagnant, their responsibilities have increased.
Workers in Germany and Japan reported the highest levels of increasing work-life conflict. German parents – alongside those in the UK, India and the US – were also most likely to report difficulties in managing work-life balance versus their non-parent colleagues.
They survey also found that approximately half of managers work more than 40 hours a week, with four in 10 saying that their hours have increased in the past five years.
Read more at EY.
Staff working for charities may be more susceptible to overwork and ill effects from poor work-life balance.
Those working for charities often feel they need to work harder because failure to do so lets down the beneficiaries of their charities. The passion many employees in this sector feel for their work can lead to the blurring of boundaries between work and personal commitment.
Read more on The Guardian.
The Equilibrium Man Challenge aims to increase gender equality in the workforce by promoting flexible working among men. As well as encouraging better work-life balance among men, normalising such arrangements will help reduce ‘flexibility stigma‘ and workplace discrimination often faced by working mums who are viewed as seeking ‘special treatment’.
Read more at news.com.au
Dual-earner couples must face a series of negotiations and trade-offs to deal with the competing demands between their work and personal lives, and also between each of their careers. Questions includes those about whose careers will take priority and how domestic labour will be shared. These can be complicated by societal pressures to perform traditional gender roles.
Research shows that, in practice, work is more likely to encroach on personal life than the other way around. It also shows that, over time, the career of the primary breadwinner will take priority.
There are various strategies couples can employ to improve such negotiations. These often rely on utilising flexible working strategies, and have important implications for work-life balance and job satisfaction.
Read more at the Harvard Business Review Blog.
This article notes that while successful men are lauded for stepping back from high-paid jobs to have a better work-life balance, the same is not true for women. It suggests that when women leave work for the same reasons it is understood as reflect in the inability of women to ‘have it all’.
The author notes that women “are told they need to push harder, faster and further to get ahead. When men step down, they are heroes; when women step down, they are piteous failures.”
Read more at The Globe and Mail.
A recent survey of professional women found that just 14% would list ‘work-life balance‘ as a benchmark of success, while 44% wanted job satisfaction and 34% wanted to be able to assume leadership roles and define their company’s direction. It thus suggests that it is ‘not more time that women want, it’s more power’.
The assumption that women want better work-life balance is linked to a kind of ‘benevolent sexism’ wherein women are assumed to be, and to want to be, primary childcare providers. However, this may not be the case. While understanding that the pressures parents face can be important for organisations, it is important that these are not assumed to be women’s issues. Organisations need to approach issues of childcare and work-life balance to allow equal participation of men and women at work and in the home.
Read more at The Guardian.