Introduction
For employees in modern companies, one of the main issues is providing a sustainable WLB that allows them to balance both sides of life effectively and avoid situations in which one attribute of balance destructively influences the other. In today’s world, marked by rapid, often unpredictable changes and growing competition in the labor market, an employee must be involved in their work as much as possible to remain in demand. On the other hand, such involvement can be associated with a lack of participation in home and family affairs, a lack of free time to meet personal needs, and a drop in interest.
Maintaining a balance meets the condition in which an employee can spend free time as they see fit, whether personal leisure time, family activities, or travel, and remain effective at work without being distracted by home problems and conflicts (Rebar, 2019). In a post-pandemic environment where the remote work format is no longer exceptional, the WLB issue is particularly relevant. This paper discusses the current state of academic discourse on WLB, examines various facets of the issue, and outlines a horizon for future research.
Remote Work
The format in which an individual performs work tasks while at home is called remote work and, until recently, has not been widely used in the corporate world. However, with the onset of COVID-19-related social restrictions, many workers were forced to move home, after which remote work became widespread in the post-pandemic period, as expected given its benefits (Palumbo, 2020). In conjunction with remote work, flexible schedules have become a widespread corporate practice, reflecting employees’ ability to customize their shifts and complete tasks at their convenience.
As such experiences expanded, it became a reasonable question to determine the impact of remote work on WLB. Natural doubts arose about combining work and personal life in a home environment. Palumbo (2020) observed that remote work hurts WLB, as it can lead to longer work hours and the blurring of clear boundaries between personal life and work. The same result was confirmed by Bellmann and Hübler (2021), indicating a negative correlation between the ability to build balance and work remoteness.
Engagement
Against the background of the previously discussed findings, a study examining the relationship between WLB and work engagement reached an intriguing conclusion. At first glance, it would seem that increased work engagement is counterbalanced by its association with a greater focus on corporate tasks, interaction with coworkers, and a more regular presence; this should preclude family and personal involvement. However, Wood et al. (2020) demonstrated the opposite conclusion: a more engaged employee can better manage WLB. This finding suggests that the WLB phenomenon must be much broader than it appears at first glance.
The Need for Reconsideration
The contradictions observed in academic discourse have led to the need to revise the concept of WLB. Vyas (2022) introduced the notion of a “New Normal” that responds to the context in which the future workplace will increasingly embrace remote work, with steps needed to modify the understanding of WLB. Prerequisites for the need for such a rethink are the over-sensitivity of balance, which is easily disrupted by remote work, according to Bellmann and Hübler (2021), so a broader view of WLB is needed, with the potential erasure of boundaries between components and an understanding of a more inclusive diversity of both personal life and work, according to Kelliher et al. (2019). Within this redefinition, a key question is who maintains balance.
There is disagreement in academic discourse over the search for answers to the outlined question. Kelliher et al. (2019) believed that the primary responsibility lies with workers who know what combination of the two components in WLB is acceptable. Management in this context serves only a mediating function: it supports workers’ efforts and encourages their decisions if those positively affect performance.
On the other hand, Palumbo (2020) and Wood et al. (2020) demonstrated that the primary concern for WRL should be the responsibility of an organization that offers adequate solutions, promotes flexible work schedules, and creates a supportive corporate environment. Vyas (2022) proposed a broader recommendation: implementing governmental transformations that allow for a legal distinction between the two areas of WLB. Thus, the main conclusion from most sources is the fluidity of the balance sheet and the need to respond quickly to such changes at different levels of responsibility.
Directions for Future Research
Although some answers have been found in academic discourse, the nature of WLB is rapidly evolving, so further research is needed. Many authors agreed that a significant challenge for future research is a more precise and formalized understanding of what WLB should be and who decides on that balance (Vyas, 2022; Wood et al., 2020; Palumbo, 2020; Kelliher et al., 2019). Such a future balance must be built on an integrative synthesis that recognizes the interconnectedness of the two spheres, but not their mutually exclusive nature. Bellmann and Hübler (2021) suggested that potential gender, age, and ethnic gaps in WLB should also be considered to ensure a holistic future solution.
References
Bellmann, L., & Hübler, O. (2021). Working from home, job satisfaction and work–life balance–robust or heterogeneous links? International Journal of Manpower, 42(3), 424-441.
Kelliher, C., Richardson, J., & Boiarintseva, G. (2019). All of work? All of life? Reconceptualising work‐life balance for the 21st century. Human Resource Management Journal, 29(2), 97-112.
Palumbo, R. (2020). Let me go to the office! An investigation into the side effects of working from home on work-life balance. International Journal of Public Sector Management, 33(6/7), 771-790.
Rebar, J. (2019). It’s the same, only different. SIOP.
Vyas, L. (2022). “New normal” at work in a post-COVID world: Work–life balance and labor markets. Policy and Society, 41(1), 155-167.
Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement and work–life balance in organizations: A review of the empirical research. Human Resource Development Review, 19(3), 240-262.