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

T. Alexandra Beauregard and Lesley C. Henry

LSE Research Online Documents on Economics from London School of Economics and Political Science, LSE Library

Abstract: 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.

JEL-codes: L81 (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (83)

Published in Human Resource Management Review, 2009, 19, pp. 9-22. ISSN: 1053-4822

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