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Worklife balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (health, pleasure,leisure,

family and spiritual development/meditation). Related, though broader, terms include "lifestyle calm balance" and "lifestyle choices". he work-leisure dichotomy was invented in the mid-1800s. Paul Krassner remarked that anthropologists, use a definition ofhappiness that is to have as little separation as possible "between [3][4] your work and your play". The expression "worklife balance" was first used in the United Kingdom in [5] the late 1970s to describe the balance between an individual's work and personal life. In theUnited States, this phrase was first used in 1986. Most recently, there has been a shift in the workplace as a result of advances in technology. As Bowswell and Olson-Buchanan stated, "increasingly sophisticated and affordable technologies have made it more feasible for employees to keep contact with work". Employees have many methods, such as emails, computers, and cell phones, which enable them to accomplish their work beyond the physical boundaries of their office. Employees may respond to an email or a voice mail after-hours or during the weekend, typically while not officially "on the job". Researchers have found that employees who consider their work roles to be an important component of their identities will be more likely to apply these communication [6] technologies to work while in their non-work domain. Some theorists suggest that this blurred boundary of work and life is a result of technological control. [7] Technological control "emerges from the physical technology of an organization". In other words, companies use email and distribute smartphones to enable and encourage their employees to stay connected to the business even when they are not in the office. This type of control, as Barker argues, replaces the more direct, authoritarian control, or simple control, such as managers and bosses. As a result, communication technologies in the temporal and structural aspects of work have changed, defining a "new workplace" in which employees are more connected to the jobs beyond the boundaries of the [8] traditional workday and workplace. The more this boundary is blurred, the higher work-to-life conflict is [6] self-reported by employees. Many authors believe that parents being affected by work-life conflict will either reduce the number of hours one works where other authors suggest that a parent may run away from family life or work more [9] hours at a workplace. This implies that each individual views work-life conflict differently. Employee assistance professionals say there are many causes for this situation ranging from personal [10][dead link] ambition and the pressure of family obligations to the accelerating pace of technology. . [where?] According to a recent study for the Center for Work-Life Policy, 1.7 million people consider their jobs [citation needed] and their work hours excessive because of globalization. These difficult and exhausting conditions are having adverse effects. According to the study, fifty percent [citation needed] of top corporate executives are leaving their current positions. Although 64 percent of workers [citation needed] feel that their work pressures are "self-inflicted", they state that it is taking a toll on them. The study shows that 70 percent of U.S. respondents and 81 percent of global respondents say their jobs are [citation needed] affecting their health. Between 46 and 59 percent of workers feel that stress is affecting their interpersonal and sexual [citation needed] relationships. Additionally, men feel that there is a certain stigma associated with saying "I can't [citation needed] do this". [edit]Work
[1][2]

statistics

According to a survey conducted by the National Life Insurance Company, four out of ten employees [11][dead link] state that their jobs are "very" or "extremely" stressful. Those in high-stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit. The study states that women, in particular, report stress related to the conflict between work and family. In the study, Work-Family Spillover and Daily Reports of Work and Family Stress in the Adult Labor Force , researchers found that with an increased amount of negative spillover from work to family, the likelihood of reporting stress within the family increased by 74%, and with an increased amount of [12] negative spillover from family to work the likelihood to report stress felt at work increased by 47%. Employee benefits in the United States MARCH 2011 Paid leave benefits continued to be the most widely available benefit offered by employers, with paid vacations available to 91 percent of full-time workers in private industry in March 2011, the Bureau of Labor Statistics reported today. Access to these benefits, however, varied by employee and establishment characteristics. In private industry, paid vacation benefits were available to only 37 percent of part-time workers. Paid sick leave was available to 75 percent of full-time workers and 27 percent of part-time workers. Paid vacations were available to 90 percent of workers earning wages in the highest 10th percent of private industry employees and only to 38 percent of workers in the lowest 10 percent of private industry wage earners. Access to paid sick leave benefits ranged from 21 percent for the lowest wage category to 87 percent for the highest wage category. These data are from the National Compensation Survey (NCS), which provides comprehensive [13] measures of compensation cost trends and incidence and provisions of employee benefit plans. [edit]Stress

and work-life balance


[when?]

The number of stress-related disability claims by American employees has doubled according to the Employee Assistance Professionals Association in Arlington, Virginia. Seventy-five to ninety percent of physician visits are related to stress and, according to the American Institute of Stress, the cost to [14] industry has been estimated at $200 billion-$300 billion a year. Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Healthin Cincinnati, Ohio, states that recent studies show that "the workplace [11] has become the single greatest source of stress". Michael Feuerstein, professor of clinical psychology at the Uniformed Services University of the Health Sciences at Bethesda Naval Hospital states, "We're seeing a greater increase in work-related neuroskeletal disorders from a combination of stress and [14] ergonomic stressors". It is clear that problems caused by stress have become a major concern to both employers and employees. Symptoms of stress are manifested both physiologically and psychologically. Persistent stress can result in cardiovascular disease, sexual health problems, a weaker immune system and frequent headaches, stiff muscles, or backache. It can also result in poor coping skills, irritability, jumpiness, insecurity, exhaustion, and difficulty concentrating. Stress may also perpetuate or lead to binge eating, smoking, andalcohol consumption. According to James Campbell Quick, a professor of organizational behavior at the University of TexasArlington, "The average tenure of presidents at land-grant universities in the past ten years has dropped [14] from approximately seven to three-and-a-half years". The feeling that simply working hard is not enough anymore is acknowledged by many other American workers. "To get ahead, a seventy-hour work week is the new standard. What little time is left is often

divvied up among relationships, kids, and sleep." [3] This increase in work hours over the past two decades means that less time will be spent with family, friends, and community as well as pursuing [citation needed] activities that one enjoys and taking the time to grow personally and spiritually. Texas Quick, an expert witness at trials of companies who were accused of overworking their employees, [11] states that "when people get worked beyond their capacity, companies pay the price." Although some employers believe that workers should reduce their own stress by simplifying their lives and making a better effort to care for their health, most experts feel that the chief responsibility for reducing stress should be management. According to Esther M. Orioli, president of Essi Systems, a stress management consulting firm, "Traditional stress-management programs placed the responsibility of reducing stress on the individual rather than on the organization-where it belongs. No matter how healthy individual employees are when [11] they start out, if they work in a dysfunctional system, theyll burn out." [edit]Formation

of the "ideal worker" and gender differences

Work-life conflict is not gender-specific. According to the Center for American Progress, 90 percent of [15] working mothers and 95 percent of working fathers report work-family conflict. However, because of the social norms surrounding each gender role, and how the organization views its ideal worker, men and women handle the work-life balance differently. Organizations play a large part in how their employees deal with work-life balance. Some companies have taken proactive measures in providing programs and initiatives to help their employees cope with work-life balance (see: Responsibility of the employer). Yet, the root of the work-life conflict may come from the organizational norms and ideologies. As a macro structure, the organization maintains the locus of power. Organizations, through its structure, practices, symbols and discourse, create and reproduce a dominant ideology. The dominant ideology is what drives organizational power and creates organizational norms. At the top of the organizational hierarchy, the majority of individuals are males, and assumptions can be made regarding their lack of personal experience with the direct and indirect effects of work-family [15] conflict. For one, they may be unmarried and have no thought as to what "normal" family responsibilities entail. On the other hand, the high-level manager may be married, but his wife, due to the demands of the husbands position, has remained at home, tending solely to the house and children. [16] Ironically, these are the individuals creating and reforming workplace policies. Workplace policies, especially regarding the balance between family/life and work, create an organizational norm in which employees must fall into. This type of organizational behavior, according to Dennis Mumby, "contribut[es] in some ways to the structuring of organizational reality, and hence [17] organizational power." In other words, the reality of what employees experience, specifically in regards to work-life balance, is a direct result of power operating covertly through ideological controls. This is seen in the ideological norm of the "ideal worker." Many organizations view the ideal worker as one who is "committed to their work [18] above all else". "Ideal workers" are those that demonstrate extra-role behaviors, which are seen as positive attributes. Alternatively, those who are perceived as having to divide their time (and their commitments) are seen not as dedicated to the organization. As research has shown, a managers perception of a subordinates

commitment to the organization is positively associated with the individuals promotability. Hoobler et al.s [19] (2009) findings mirrored the perceived commitment-to-promotabilty likelihood. Often, these perceptions are placed on the female worker. Managers who perceived their female employees of maintaining high work-family conflict were presumed as not as committed to the organization, therefore not worthy of advancement. This negatively impacts working mothers as they may be "inaccurately perceived to have less commitment to their organizations than their counterparts, their [18] advancement in organizations may be unfairly obstructed". Working mothers often have to challenge perceptions and stereotypes that evolve as a working woman becomes a working mother. Working mothers are perceived as less competent and less worthy of training [20] than childless women. Another study, focusing on professional jobs, found that mothers were 79 percent less likely to be hired and are typically held to a higher standard of punctuality and performance [15] than childless women. The moment when she becomes a mother, a working woman is held at a completely different norm than her childless colleagues. In the same Cuddy et al. (2004) study, men who became fathers were not perceived as any less competent, and in fact, their perceived warmth [20] increased. The ways in which corporations have modeled the "ideal worker" does not compliment the family lifestyle, nor does it accommodate it. Long hours and near complete devotion to the profession makes it difficult for [16] working mothers to participate in getting ahead in the workplace. A Fortune article found that among the most powerful women in business (female CEOs, presidents and managing directors of major [16][21] corporations), 29 percent were childless compared to 90 percent of men who were parents (; ). Should a woman seek a position of power within an organization, she must consider the toll on other facets of her life, including hobbies, personal relationships and families. As Jeffrey Pfeffer states: "Time spent on the quest for power and status is time you cannot spend on other things, such as familyThe [22] price seems to be particularly severe for women". Many executive jobs require a substantial amount of [16] overtime, which as a mother, many cannot devote because of family obligations. Consequently, it is nearly impossible for a working mother in a top management position to be the primary caretaker of her [16] child. [edit]Perceptions

of work-life balance and gender differences

This circumstance only increases the work-life balance stress experienced by many women employees. Research conducted by the Kenexa Research Institute (KRI), a division of Kenexa, evaluated how male and female workers perceive work-life balance and found that women are more positive than men in how they perceive their companys efforts to help them balance work and life responsibilities. The report is based on the analysis of data drawn from a representative sample of 10,000 U.S. workers who were surveyed through WorkTrends, KRIs annual survey of worker opinions. The results indicated a shift in womens perceptions about work -life balance. In the past, women often found it more difficult to maintain balance due to the competing pressures at work and demands at [23] home. The past two decades have witnessed a sharp decline in mens provider role, caused in part by growing female labor participation and in part by the weakening of mens absolute power due to increased rates of unemployment and underemployment states sociologist Jiping Zuo. She continues on to state that Womens growing earning power and commitment to the paid workforce together with the stagnation of

mens social mobility make some families more financially dependent on women. As a result, the [24] foundations of the male dominance structure have been eroded. [edit]Work-life

balance concerns of men and women alike

Similar discrimination is experienced by men who take time off or reduce working hours for taking care of the family. For many employees todayboth male and femaletheir lives are becoming more consumed with a host of family and other personal responsibilities and interests. Therefore, in an effort to retain employees, it is [23] increasingly important for organizations to recognize this balance. [edit]Young

generation views on work-life balance

According to Kathleen Gerson, Sociologist, young people "are searching for new ways to define care that do not force them to choose between spending time with their children and earning an income" and " are looking for definition of personal identity that do not pit their own development against creating committed [25][26] ties to others" readily. Young adults believe that parents should get involved and support the children both economically and emotionally, as well as share labor equally. Young people do not believe work-life balance is possible and think it is dangerous to build a life dependent on another when relationships are [26][27] unpredictable. They are looking for partners to share the house work and family work together. Men and women believe that women should have jobs before considering marriage, for better life and to be happy in marriage. Young people do not think their mothers generations were unhappy. They also do not think they were powerless because they were economically dependent. [edit]Identity

through work

By working in an organization, employees identify, to some extent, with the organization, as part of a [28] collective group. Organizational values, norms and interests become incorporated in the self-concept as employees increase their identify with the organization. However, employees also identify with their [29] outside roles, or their "true self". Examples of these might be parental/caretaker roles, identifications with certain groups, religious affiliations, align with certain values and morals, mass media etc. Employee interactions with the organization, through other employees, management, customers, or [29] others, reinforces (or resists) the employee identification with the organization. Simultaneously, the employee must manage their "true self" identification. In other words, identity is "fragmented and constructed" through a number of interactions within and out of the organization; employees dont have just one self. Most employees identify with not only the organization, but also other facets of their life (family, children, religion, etc.). Sometimes these identities align and sometimes they do not. When identities are in conflict, the sense of a healthy work-life balance may be affected. Organization members must perform identity work so that they align themselves with the area in which they are performing to avoid conflict and any stress as a result. [edit]Women Today there are many young women who do not want to just stay at home and do house work, but want to have careers. About 64% of mothers whose youngest child was under age six, and 77% of mothers with a youngest child age 6-17 were employed in 2010, indicating that the majority of women with dependent care responsibilities cannot or do not wish to give up careers. While women are increasingly

represented in the work force, they still face challenges balancing work and home life. Both domestic and market labor compete for time and energy. For women, the results show that that only time spent in [citation needed] female housework chores has a significant negative effect on wages. [edit]Maternity Leave Maternity leave is a leave of absence for an expectant or new mother for the birth and care of the baby. This is a very important factor in creating a work-life balance for families, yet in the United States most states do not offer any paid time off, for this important time in ones life. Many mothers are forced to return to work only weeks after having given birth to their children; missing out on important bonding time with their child. At this age, newborn babies and their mother are forming an important bond and the child is learning to trust and count on their parents. Yet, they are often sent to daycare and are now being cared for by a non-family member. According to the US Census, Almost two-thirds of American women (62 percent) with a birth in the last year were in the labor force in 2008http://www.census.gov/ Some new mothers (and fathers) will take unpaid time off, allowed by the Family and Medical Leave Act. The FMLA entitles eligible employees of covered employers to take unpaid, job-protected leave for specified family and medical reasons with continuation of group health insurance coverage under the same terms and conditions as if the employee had not taken leave. Eligible employees are entitled to twelve workweeks of leave in a 12-month period for: the birth of a child and to care for the newborn child within one year of birth; the placement with the employee of a child for adoption or

foster care and to care for the newly placed child within one year of placement; http://www.dol.gov/whd/fmla/ Some states will allow paid time off for maternity leave under the states Temporary Disability Insurance (TDI).

State

TDI Benefit

55% - 60% of highest quarterly earnings during a California 12-month base period up to $959 (2009 Hawaii 58% of average weekly wages up to $510 (2009

New Jersey 66% of average weekly wages up to $524 (2008) New York 50% of weekly wages up to $170 (2008) 4.62% of employees highest calendar quarter Rhode Island wages in the base year, up to $671, plus dependent allowance of $10 or 7% of weekly benefit for up to 5 dependents (2008) http://www.paidfamilyleave.org/pdf/PaidLeaveinStates.pdf

At the state level, California was the first state to offer paid family leave benefits for its workers. While the [30] benefits only last for 6 weeks this is the first major step for maternity leave in the United States.New Jersey lawmakers are pushing legislation that would make their state the second state to add this worker benefit. Under one New Jersey proposal, workers who take leave would be paid through the states temporary disability insurance fund, "augmented by a 0.1 percent charge on workers weekly [31] wages." Traditionally, many conservatives have opposed paid family leave, but there is a sign that this mindset is beginning to change. Reverend Paul Schenck, a prominent member of the National ProLife Action Center recently stated that he would support paid maternity leave on the assumption that it might encourage women to follow through with their pregnancies instead of having abortions. According to Heyman, "Across the political spectrum, people are realizing these policies have an enormous impact on working families. If you look at the most competitive economies in the world, all the others except the [31] U.S. have these policies in place." The United States is not as workplace family-oriented as many other wealthy countries. According to a study released by Harvard and McGill University researchers in February 2007, workplace policies for families in the U.S. are weaker than those of all high-income countries and even many middle-and lowincome countries. For example, the study notes that the United States is one of only five countries out of 173 that does not guarantee some form of paid maternity leave. (The other countries are Lesotho, Liberia, Swaziland, [31] and Papua New Guinea). Other differences include the fact that fathers are granted paid paternity leave or paid parental leave in sixty-five countries; thirty one of these countries offer at least fourteen weeks of paid leave. The U.S. does not guarantee this to fathers.(survey) Sweden, Denmark and Norway have the highest level of maternity benefits Sweden provides 68 weeks paid maternity leave, Norway provides 56 weeks paid maternity leave and Denmark [32] provides 52. [edit]Men Men know that work alone may not provide their lives with meaning. Young men can lose their meaning of life; they want a balance between paid work and personal attachments without being victimized at [26] [27] work. More men are realizing that work is not their only primary source of fulfillment from life. A new study on fatherhood (2010) shows that more men are looking for alternatives to their 40-hour workweek in order to spend more time with their family. Though working less means a smaller paycheck and higher stress levels, men are looking for flexibility just as much as women. However, with an ever-changing society, flexibility is becoming much more apparent. It seems that some traditional stereotypes are starting to lessen just a bit in terms of whos responsible for care of the children says human resource specialist Steve Moore. Traditionalism is becoming less frequent due to whats actually practical for each [33] individual family. Men often face unequal opportunity to family life as they are often expected to be the financial supporter of the family unit, The masculine ideal of a worker unencumbered by caregiving obligat ions is built into [34] workplace structures and patterns of reward (Thorne 2011). [edit]Consequences

of an Imbalance

Mental health is a balancing act that may be affected by four factors: the influence of unfavourable genes, [35] by wounding trauma, by private pressures and most recently by the stress of working. Many people

expose themselves unsolicited to the so-called job stress, because the "hard worker" enjoys a very high social recognition. These aspects can be the cause of an imbalance in the areas of life. But there are also other reasons which can lead to such an imbalance. Remarkable is, for example, the increase in non-occupational activities with obligation character, which include mainly house and garden work, maintenance and support of family members or volunteer [36] activities. All this can contribute to the perception of a chronic lack of time. This time pressure is, amongst others, influenced by their own age, the age and number of children in the household, marital [37] status, the profession and level of employment as well as the income level. The psychological strain, which in turn affects the health, increases due to the strong pressure of time, but also by the complexity of [38] work, growing responsibilities, concern for long-term existential protection and more. The mentioned stresses and strains could lead in the long term to irreversible, physical signs of wear as well as to [39] negative effects on the human cardiovascular and immune systems. Prominent cultural beliefs that parenthood is the best avenue for a happy fulfilling life may not be justified. In, The Joys of Parenthood Reconsidered, what was found is the opposite, that parents actually suffer worse mental and physical health than childless adults. This is associated with the high costs of parenthood described in the article. Simon states that, In America we lack institutional supports that [40] would help ease the social and economic burdens associated with parenthood. Psychoanalysts diagnose uncertainty as the dominant attitude to life in the postmodern society. This uncertainty can be caused by the pressure which is executed from the society to the humans. It is the uncertainty to fail, but also the fear of their own limits, not to achieve something what the society expects, [41] and especially the desire for recognition in all areas of life. In today's society we are in a permanent competition. Appearance, occupation, education of the children - everything is compared to a media staged ideal. Everything should be perfect, because this deep-rooted aversion to all average, the [41] pathological pursuit to excellence - these are old traditions. Who ever wants more - on the job, from the partner, from the children, from themselves - will one day be burned out and empty inside. He is then [42] faced with the realization that perfection does not exist. Who is nowadays empty inside and burned out, is in the common language a Burnout. But due to the definitional problems Burnout is till this date not a [35] recognized illness. An attempt to define this concept more closely, can be: a condition that gets only the passionate, that is certainly not a mental illness but only a grave exhaustion (but can lead to [35] numerous sick days). It can benefit the term that it is a disease model which is socially acceptable and also, to some extent, the individual self-esteem stabilizing. This finding in turn facilitates many undetected [35] depressed people, the way to a qualified treatment. According to experts in the field are, in addition to the ultra hard-working and the idealists mainly the perfectionist, the loner, the grim and the thin-skinned, [35] especially endangered of a burnout. All together they usually have a lack of a healthy distance to work. Another factor is also, that for example decision-makers in government offices and upper echelons are not allowed to show weaknesses or signs of disease etc., because this would immediately lead to doubts of the ability for further responsibility. Only 20% of managers (e.g. in Germany) do sports regularly and als [43] only 2% keep regularly preventive medical check-up. In such a position other priorities seem to be set and the time is lacking for regular sports. Frightening is that the job has such a high priority, that people waive screening as a sign of weakness. In contrast to that, the burnout syndrome seems to be gaining popularity. There seems nothing to be ashamed to show weaknesses, but quite the opposite: The burnout [44] is part of a successful career like a home for the role model family. Besides that the statement which describes the burnout as a "socially recognized precious version of the depression and despair that lets
[41]

also at the moment of failure the self-image intact" fits and therefore concludes "Only losers become [45] depressed, burnout against it is a diagnosis for winners, more precisely, for former winners.". However, it is fact that four out of five Germans complain about too much stress. One in six under 60 swallows at least once a week, a pill for the soul, whether it is against insomnia, depression or just for a [41] bit more drive in the stressful everyday life. The phases of burnout can be described, among other things, first by great ambition, then follows the suppression of failure, isolation and finally, the cynical attitude towards the employer or supervisor. Concerned persons have very often also anxiety disorders and depressions, which are serious mental diseases. Depressions are the predominant causes of the [35] nearly 10,000 suicides that occur alone each year in Germany. The implications of such imbalances can be further measured in figures: In 1993, early retirement due to mental illness still made 15.4 percent of all cases. In 2008, there were already 35.6 percent. Even in the days of illness, the proportion of failures due to mental disorders increased. Statisticians calculated that 41 million absent days in 2008 [35] went to the account of these crises, which led to 3.9 billion euros in lost production costs. [edit]Responsibility

of the employer

Companies have begun to realize how important the work-life balance is to the productivity and creativity [citation needed] of their employees. Research by Kenexa Research Institute in 2007 shows that those employees who were more favourable toward their organizations efforts to support work -life balance also indicated a much lower intent to leave the organization, greater pride in their organization, a willingness to [citation needed] recommend it as a place to work and higher overall job satisfaction. Employers can offer a range of different programs and initiatives, such as flexible working arrangements in the form of part-time, casual and telecommuting work. More proactive employers can provide compulsory leave, strict maximum hours and foster an environment that encourages employees not to continue working after hours. It is generally only highly skilled workers that can enjoy such benefits as written in their contracts, [citation although many professional fields would not go so far as to discourage workaholic behaviour. needed] [citation Unskilled workers will almost always have to rely on bare minimum legal requirements. needed] The legal requirements are low in many countries, in particular, the United States. In contrast, the European Union has gone quite far in assuring a legal work-life balance framework, for example [citation needed] pertaining to parental leaveand the non-discrimination of part-time workers. According to Stewart Friedmanprofessor of Management and founding director of the Wharton Schools Leadership Program and of its Work/Life Integration Projecta "one size fits all" mentality in human resources management often perpetuates frustration among employees. "[Its not an] uncommon problem in many HR areas where, for the sake of equality, there's a standard policy that is implemented in a way that's universally applicable -- [even though] everyone's life is different and everyone needs different [46] things in terms of how to integrate the different pieces. It's got to be customized." Friedmans research indicates that the solution lies in approaching the components of work, home, community, and self as a comprehensive system. Instead of taking a zero-sum approach, Friedmans Total Leadership program teaches professionals how to successfully pursue "four-way wins"improved performance across all parts of life. Although employees are offering many opportunities to help their employees balance work and life, these opportunities may be a catch twenty-two for some female employees. Even if the organization offers part-

time options, many women will not take advantage of it as this type of arrangement is often seen as [16] "occupational dead end". Even with the more flexible schedule, working mothers opt not to work part-time because these positions typically receive less interesting and challenging assignments; taking these assignments and working part-time may hinder advancement and growth. Even when the option to work part-time is available, [16] some may not take advantage of it because they do not want to be marginalized. This feeling of marginalization could be a result of not fitting into the "ideal worker" framework (see: Formation of the "ideal worker" and gender differences). Additionally, some mothers, after returning to work, experience what is called the maternal wall. The maternal wall is experienced in the less desirable assignments given to the returning mothers. It is also a [16] sense that because these women are mothers, they cannot perform as "ideal workers". If an organization is providing means for working mothers and fathers to better balance their work-life commitments, the general organizational norm needs to shift so the "ideal worker" includes those who must manage a home, children, elderly parents, etc. [edit]Global [edit]United

comparisons
States

According to a new study by Harvard and McGill University researchers, the United States lags far behind nearly all wealthy countries when it comes to family-oriented workplace policies such as maternity leave, paid sick days and support for breast feeding. Jody Heyman, founder of the Harvard-based Project on Global Working Families and director of McGills Institute for Health and Social Policy, states that, "More countries are providing the workplace protections that millions of Americans can only dream of. The U.S. has been a proud leader in adopting laws that provide for equal opportunity in the workplace, but our [47] work/family protections are among the worst." This observation is being shared by many Americans today and is considered by many experts to be indicative of the current climate. However, the U.S. Labor Department is examining regulations that give workers unpaid leave to deal with family or medical emergencies (a review that supporters of the FMLA worry might be a prelude to scaling back these protections, as requested by some business groups). At the same time, Senator Chris Dodd from Connecticut is proposing new legislation that would enable workers to take six weeks of paid leave. Congress is also expected to reconsider the Healthy Families Act which is a bill that would require employers with at least fifteen employees to provide seven paid sick [47] days per year. At least 107 countries protect working womens right to breast-feed and, in at least seventy-three of them, women are paid. The U.S. does not have any federal legislation guaranteeing mothers the right to breastfeed their infants at work, but 24 states, the District of Columbia and Puerto Rico have laws related to [48] breastfeeding in the workplace. There is not a federal law requiring paid sick days in the United States. When it comes to sick days, 145 countries provide sick days to their employees; 127 provide a week or more per year. At least 134 countries have laws setting the maximum length of the work week; the U.S. does not have a maximum work week length and does not place any limits on the amount of overtime that an employee is required to work each week. (survey) Sweden, Denmarkand Norway have the highest level of maternity

benefitsSweden provides 68 weeks paid maternity leave, Norway provides 56 weeks paid maternity [32] leave and Denmark provides 52. Even when vacation time is offered in some U.S. companies, some choose not to take advantage of it. A 2003 survey by Management Recruiter International stated that fifty percent of executives surveyed didnt have plans to take a vacation. They decided to stay at work and use their vacation time to get caught up [49] on their increased workloads. American workers average approximately ten paid holidays per year while British workers average twenty-five holidays and German employees thirty. Americans are at "work" twelve weeks more a year in [citation needed] total hours than Europeans though they are no more productive than the average European. [edit]European

Union
[50]

In Europe, the Working Time Directive has implemented a maximum 48-hour working week. Many countries have opted for fewer hours. France attempted to introduce a thirty-five hour workweek, [citation needed] and Finland experimented with a thirty-hour week in 1996. Contradictory to the Scandinavian countries, there is no evidence of state policies that absolutely encourage men to take on a larger share [51] of domestic work in France, Portugal, or Britain. In a 2007, the European Quality of Life Survey found that countries in south-eastern Europe had the most common problems with work-life balance. In Croatia and Greece, a little over 70% of working citizens say that they are too tired to do household jobs at least [52] several times a month because of work. In Britain, legislation has been passed allowing parents of children under six to request a more flexible work schedule. Companies must approve this request as long as it does not damage the business. A [53] 2003 Survey of graduates in the UK revealed that graduates value flexibility even more than wages. In all twenty-five European Union countries, voters "punish" politicians who try to shrink vacations. "Even the twenty-two days Estonians, Lithuanians, Poles and Slovenians count as their own is much more [49] generous than the leave allotted to U.S. workers." According to a report by the Families and Work Institute, the average vacation time that Americans took each year averaged 14.6 days. According to Jeremy Reynolds, unions can lobby for benefits, pay, training, safety measures, and additional factors that impact the costs and benefits of work hours. Unions can also have a more direct impact on hour mismatches through their efforts to change the length of the workday, work week, and work year, and to increase vacation and leave time. This is why workers in countries where there are strong unions usually work fewer hours and have more generous leave policies than workers who are in [54] countries where there are weaker unions. It is critical to mention that cultural factors influence why and how much we work. As stated by Jeremy Reynolds, cultural norms may encourage work as an end in itself or as a means to acquiring other things, including consumer products. This might be why Americans are bound to work more than people in other countries. In general, Americans always want more and more, so Americans need to work more in order to have the money to spend on these consumer products.

What Is Work-life Balance? Its always nice to have a little breathing space! In 1988, when I started formulating the concepts in my book, Breathing Space, whose subtitle is Living and Working at a Comfortable Pace in a

Sped Up Society, I stumbled upon some insights that are still true to this day. In the first edition, published in 1990, as well as the latest edition, I discuss five overarching trends what I called mega-realities that influence every aspect of our being, and from which no one is immune. Briefly, these five mega-realities include:

An expanding volume of knowledge Mass media growth and electronic addiction the paper trail culture an over-abundance of choices Population growth

So, lets take each one, one at a time: Knowledge In one way or another, everyone fears being under-informed. The enormous volume of new knowledge broadcasted and published in every field exceeds our ability to keep pace. Far more words are published and broadcast in a single day than you could ingest during your lifetime. The U.S. leads the world in sheer volume of information generated and disseminated. The impasse of this over-information era is that the time necessary to learn the rules for effective living seemingly exceeds your lifetime. This is why time management books so often miss the mark: They list dozens if not hundreds of rules, when you are already grappling with more rules than you can handle. Second is Mass Media The effect of the mass media on our lives continues unchecked. More than four out of five American households own DVD players. In 1972, three major television networks dominated television ABC, NBC and CBS. Today, there are more than 500 full-power independent television stations. Cable TV subscribers can receive 300+ channels that offer more than 72,000 shows per month. With its sensationalized trivia, the mass media glut obscures fundamental issues that do merit concern, such as preserving the environment or feeding the poor. Next comes Paper Trails Like having too much data and eyewitness reports, having too much paper to deal with makes you feel overwhelmed and overworked. Americans today are consuming three times as much paper as ten years ago. There are two basic reasons why society spews so much paper:
We have the lowest postal rates in the world. We have the widest base of paper-generating technologies.

The typical executive receives more than 225 pieces of unsolicited mail each month about 12 pieces daily. The average family receives more than 200 catalogues that they did not request, on top of those they did request. Fourth is An Overabundance of Choices Having choices is a blessing of the free market economy, but its overwhelming, increases time expenditure, and is a mounting form of exhaustion. More than 1,300 varieties of shampoo are on the market. More than 2,000 skin-care products are for sale. In excess of 125 different types of exercise shoes are available, each with scores of variations in style, function, and features. Last and certainly not least is Population From the beginning of creation to 1850, world population grew to one billion. It grew to two billion by 1930, three billion by 1960, four billion by

1979, five billion by 1987, six billion by 1999, and it is currently en route to seven billion. Every three years, an astounding 268,000,000 people are added to the planet. Each day, world population (births minus deaths) increases by more than 275,000 people. Can you believe it? Geometric growth in human population permeates and dominates every aspect of our earth, its resources, the environment, and all living things. So those are the five mega-realities of our era. And against this backdrop, the quest for work-life balance becomes more vital than ever. Predictably, a preponderance of speakers, trainers, authors, journalists, and others whose professions entail regular communication with the masses proclaim the virtues of achieving and maintaining work-life balance. But a glaring question arises: What, exactly, is work-life balance? Compared to the legions of instances in which the term is cited, surprisingly little has been written in articles and books about what the concept actually entails. For 23 years Ive pursued a detailed understanding of why the pace of society has sped up, what the impact has been on the typical individual, and how each of us can forge our own sense and experience of breathing space throughout our lives. From my studies, Ive honed and refined the tenets of what I personally consider to be work-life balance, and here it is: Work-life balance is the ability to experience a sense of control and to stay productive and competitive at work while maintaining a happy, healthy home life with sufficient leisure. Its attaining focus and awareness, despite seemingly endless tasks and activities competing for your time and attention. Going further, work-life balance entails having some breathing space for yourself each day; feeling a sense of accomplishment, while not being consumed by work; and having an enjoyable domestic life without short-changing career obligations. And its rooted in whatever fulfillment means to you within 24-hour days, seven-day weeks, and however many years you have left. Now, here is the involved part: Several disciplines support work-life balance, though individually, none are synonymous with work-life balance. These disciplines include:

Self Management Time Management Stress Management Change Management Technology Management Leisure Management

Lets walk through each one starting with Self Management. Sufficiently managing ones self can be challenging, particularly in getting proper sleep, exercise, and nutrition. Self-management is the recognition that effectively using the spaces in our lives is vital, and that life, time, and available resources are finite. It means becoming captain of our own ship: No one is coming to steer for us. Next is Time Management. Effective time management involves making optimal use of your day and the supporting resources that can be summoned, for you can only keep pace when your resources match your challenges. Time management is enhanced by creating appropriate goals and discerning what is both important and urgent versus what is important OR urgent. It entails understanding what you do best and when you do it best, and assembling the appropriate tools to

accomplish specific tasks. Next on my list is Stress Management. By nature, societies tend to become more complex over time. In the face of increasing complexity, stress on the individual is inevitable. More people, more noise, and more distractions independent of ones individual circumstances require each of us to become more adept at maintaining tranquility and being able to work ourselves out of pressure-filled situations. Most forms of multi-tasking ultimately increase our stress, while focusing on one thing at a time helps decrease stress. Change Management is the fourth element. In our fast-paced world, change is virtually the only constant. Continually adopting new methods, adapting old methods, and re-adapting all methods are vital to a successful career and a happy home life. Effective change management involves offering periodic and concentrated efforts, so that the volume and rate of change at work and at home does not overwhelm or defeat you. Too much change at once, and youll see people revert back to old ways. The fifth factor is Technology Management. Effectively managing technology requires ensuring that technology serves rather than abuses you. Technology has always been with us, since the first walking stick, spear, flint, and wheel. Today, the rate of technological change is accelerating, brought on by vendors who seek to expand the market share. Often, you have no choice but to keep up with the technological Joneses; still, you rule technology dont let it rule you. Now we come to the last and, I must say, most overlooked of the work-life balance supporting disciplines: Leisure Management. Its vital to acknowledge the importance of rest and relaxation you just cant short-change leisure! Time off is a vital component of the human experience. Curiously, too much of the same leisure activity, however enjoyable, can lead to monotony. So, effective leisure management requires varying your activities. To summarize, thus far, as we move into the brave new world of accelerating flows of information and communication, the quest to achieve work-life balance on a regular and continual basis will be increasingly difficult, but its a challenge that is entirely worth pursuing. I mean, we owe it to ourselves, to our families, to our communities, and to humanity in general to achieve work-life balance. A world that consists of human doings not human beings scurrying about to get things done, with no sense of breathing space, is not a place where you or I would likely want to live. I dont want to be part of a culture of overwhelmed individuals who cant manage their own spaces or the spaces common to everyone. I dont want to live in a society, or a world, of time-pressed people who have nothing left to leave for future generations. My guess is that you dont either. I choose I hope to live in a society composed of people leading balanced lives, with rewarding careers, happy home lives, and enough breathing space to enjoy themselves. Im convinced that for much of the world, the pace of life will speed up even more. So the future will belong to those people who steadfastly choose to maintain control of their lives, effectively draw upon their resourcefulness and imagination, and help others to do the same.

The Six Components of Work-Life Balance

1) Self-Management Sufficiently managing ones self can be challenging, particularly in getting proper sleep, exercise, and nutrition. Self-management is the recognition that effectively using the spaces in our lives is vital, and that available resources, time, and life are finite. It means becoming captain of our own ship; no one is coming to steer for us. 2) Time Management Effective time management involves making optimal use of your day and the supporting resources that can be summoned you keep pace when your resources match your challenges. Time management is enhanced through appropriate goals and discerning what is both important and urgent, versus important or urgent. It entails knowing what you do best and when, and assembling the appro-priate tools to accomplish specific tasks. 3) Stress Management By nature, societies tend to become more complex over time. In the face of increasing complexity, stress on the individual is inevitable. More people, distractions, and noise require each of us to become adept at maintaining tranquility and working ourselves out of pressure-filled situations. Most forms of multi-tasking ultimately increase our stress, versus focusing on one thing at a time. 4) Change Management In our fast-paced world, change is virtually the only constant. Continually adopting new methods and re-adapting others is vital to a successful career and a happy home life. Effective change management involves making periodic and concerted efforts to ensure that the volume and rate of change at work and at home does not overwhelm or defeat you. 5) Technology Management Effectively managing technology means ensuring that technology serves you, rather than abuses you. Technology has always been with us, since the first walking stick, flint, spear, and wheel. Now, the rate of change is accelerating, brought on by vendors seeking expanding market share. Often there is no choice but to keep up with the technological Joneses, but you must rule technology, not vice versa. 6) Leisure Management The most overlooked of the work-life balance supporting disciplines, leisure management acknowledges the importance of rest and relaxation- that one cant short-change leisure, and that time off is a vital component of the human experience. Curiously, too much of the same leisure activity, however enjoyable, can lead to monotony. Thus, effective leisure management requires varying ones activities.

http://business.inquirer.net/2298/work-life-programs-andorganizational-commitment

Work-life programs and organizational commitment


By Elaine Salansan
Philippine Daily Inquirer
10:25 pm | Sunday, May 22nd, 2011 2 232 9

MANILA, PhilippinesWe work to live not live to work has been a popular phrase for employees who try to balance priorities in life. This means juggling work demands and nonwork priorities as well as considering work-life balance when choosing a career and company to work for. Finding harmony between the professional (work-related concerns) and personal (nonwork related concerns) life is at the core of an employees work -life dilemma. It is common to find employees struggling to successfully achieve work goals while maintaining job satisfaction and good health plus a happy family or social life. The need to work longer hours, get an extra job to compensate for financial needs, having inadequate or incompatible organization benefits package, lack of reliable child care support, tons of other household responsibilities are but a few examples of how and why employees experience work-life dilemma. Work-life initiatives As the search for work-life balance (or harmony) continues, employees tend to look at opportunities that organizations can and will provide. Policies and interventions that aim to respond to employees work -life dilemma are called work-life initiatives. Organizations are encouraged to provide interventions that will increase work nature awareness and encourage better interpersonal relationships (Pavia and Tabio, 2000). Examples of these initiatives are values formation workshops, coaching and counseling programs and working in teams. Studies showed that work-life initiatives not just enhance job performance but increase commitment and consequently decrease employee turnover. Organizational commitment is described as having strong adherence with the goals and values of the company, willingness to exert effort to achieve organizational success and having a strong desire to stay in the organization. The study One of the researches done on work-life initiatives was conducted by Jay Ramos. He surveyed 243 Filipino employees to determine the relationship between employee attitude toward company work-life initiatives and their commitment to the organization. It was found that employees were generally satisfied with their organizations work -life programs as evidenced in their positive perception of their respective companys retirement plan, home plan, healthcare and insurance plan. Among the list of work life policies surveyed, results also showed that the following are more likely to affect organizational commitment: travel expense reimbursement, club membership, open resourcing, training programs, sports activities, compensation, car loan, gym and aerobics classes, social outreach programs, employee clubs, vacation houses, company sponsored party and stress in the workplace program. Results support the positive relationship of work-life policies and organizational commitment. It also showed that employees attitude on work -life programs and organizational commitment responds to three

levels of need: (1) security, (2) socialization or belongingness and, (3) professional and personal growth. Consequently, satisfaction with work-life initiatives lessens the tendency of employees to leave the organization. Implications: Aligning work life programs to employee needs Aligning organizational work-life programs and interventions to employee needs and preferences is of great importance. Exerting effort to look at the demographics and considering employees profile should be a critical step in designing policies and programs. For example, if the organization has more women employees, work-life policies that respond to and that are sensitive to the needs of women would be prioritized. However, to enhance fit between the individual needs of employees and work-life initiatives, the organization may opt to offer a flexible benefits program where employees are empowered to choose benefits that suit their individual needs and preferences. Building a culture that values work-life balance, a company may consider building and nurturing an organization culture that values work-life balance. With this, the leaders would play an important role in establishing flexible yet efficient work cultures. Systems and processes must be aligned and leaders must model the behaviors that are consistent with and supportive of this kind of culture. Evaluating work-life programs The effectiveness of work-life programs is best measured through periodic evaluations. Through these, organizations may see changes in the needs and preferences of employees and identify needed improvements. (The author is the Program Officer for Research at Ateneo-CORD and a graduate student under the Master in Counseling Psychology program of the Ateneo de Manila University. The article is based on the thesis of Jay Ramos, a graduate of the MA in Industrial-Organizational Psychology program of the same University. For feedback about this article, e-mail ateneocord@admu.edu.ph or call 4266065/4266282.)

http://business.inquirer.net/1527/mo re-ph-offices-offer-flexi-time-to-staffs

More PH offices offer flexi time to staffs


By Vanessa B. Hidalgo
Philippine Daily Inquirer
10:18 pm | Sunday, May 8th, 2011 6 91 13

MANILA, PhilippinesIts nine to five no more for most businesses in the Philippines. Based on a global research report from Regusthe worlds largest provider of workplace solutionsnine of 10 companies in the Philippines are now offering flexible working hours to their staff. Companies are attesting that they are now reaping the benefits of flexi time. Among the benefits are improved self-productivity, reduced overhead expenses and an improvement in work-life balance. A little more than half of local firms point out that flexible working hours cost less than fixed office working hours. The research also discusses that flexible work brings about benefits not only from employer to employee but also to families to wider society and even to the environment.

Seventy five percent of businesses offering flexible working hours report that their staffs have a better work-life balance, an increased satisfaction and motivation. The survey also notes an improvement in staff productivity. A quarter of flexible working businesses also state that their policy helps them access a wider talent pool and allows them to employ more people in a various remote locations. However, trust issues remain a major hurdle to overcome for many companies offering flexible working hours. Close to 60 percent of businesses in the Philippines only offer flexi time to senior staff. It is disappointing to know that some companies allow trust issues to hold them back from flexi -working for all employees. However, a good proportion of them see its advantages we can expect further growth in flexible working across the decade, a spokesperson from Regus said.

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Work-life balance is not just for women


By Andrew Hill

Outcry over Sheryl Sandberg book misses the point about ambition and workload

he debate about work-life balance will generate contributions weightier thanErin

Callans short article in last weekends New York Times, but few will be sadder. Ms Callan, former chief financial officer at Lehman Brothers, used to keep a model of a private jet on her desk, according to Andrew Ross Sorkins Too Big To Fail. She had to be told to remove a framed photo of herself getting out of a limousine, drawn from a magazine profile that dubbed her The Most Powerful Woman on Wall Street. Now she has deep regrets. Im beginning to realise that I sold myself short, she writes. I was talented, intelligent and energetic. [My career focus] didnt have to be so extreme.

This belated epiphany is the latest squall in the great storm system of controversy stirred up by Facebookchief operating officer Sheryl Sandbergs book Lean In , out this week. Some critics have taken issue with Ms Sandberg for using her lofty pulpit to preach to women about how they should realise their potential. I like the book, but, if anything, Ms Sandberg sells herself short. The lessons of Lean In which is her expression for the full commitment women must make to their choices are far more broadly applicable, to men as well as women. If employees lean in, only to keel over on to the boardroom table out of fatigue, something is wrong. The book and Ms Callans lament expose a problem with the system, not just with the people in it. Managers ought to be creating the conditions to get the best work from all staff, not simply to extract the most work from a determined few. If employees are driven, or drive themselves, to unproductive and unhappy extremes, the whole corporate economy suffers. Ridding the world of the term work-life balance would be a start. As Ms Sandberg writes early in her book, if the problem is framed in that way, who would ever choose work over life? The description also lays a trap for those individuals who believe they can spend the first half of their lives on work, and the rest on life. That is not balance, writes Ms Callan. Too right: in fact, it is two periods of extreme imbalance, neither of which is likely to lead to happiness. Ms Callan, now 47, relates the breakdown of her first marriage as a result of work pressure and, underlining the particular dilemma faced by many women, her attempts, so far unsuccessful, to conceive a child with her new husband. To focus the discussion only on women in the workplace limits the debate unnecessarily. Ms Sandberg wants a world in which both her daughter and her son will be able to choose their path freely, unhindered by obstacles or preconceptions. To get there, men as well as women will need to read, and adopt, many of her suggestions. Among the most important is former secretary of state Colin Powells leadership vision (cited approvingly in the book) of rejecting busy bastards leaders who spend too long in the office. They set a poor example to staff, who end up feeling they will be judged on input of hours rather than output of useful work. Many of the men at Lehman Brothers were probably also at the end of their tethers by 2005, when Ms Callan says she was spending most weekends sleeping in order to recharge herself for the week ahead. The bank would doubtless have interpreted an admission of exhaustion as a sign of weakness. This attitude may be beginning to change, albeit only when a crisis point is reached. Both Lloyds Banking Group and Akzo Nobel gave their (male) chief executives leaves of absence to recover from extreme fatigue. Both men were in the early months of their roles a period when external expectations were at their highest and internal support networks had yet to develop.

Ms Callan and Ms Sandberg mainly address the personal choices that determine happiness and achievement. The Lloyds and Akzo cases and other stress-related problems that never come to light demonstrate the need for more enduring structural solutions, too. Managers and policy makers should act to correct these imbalances, not least for reasons of workplace equity and humanity. But there is a blunter motive for action: corporate leaders who inadvertently force women, and men, towards burnout, risk draining talented people from the pool that is supposed to feed their companies future success. andrew.hill@ft.com

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Individuals urged to take control of their work-life balance


By Natasha Stidder

The demands of a senior job with one of the big four business services firms might easily threaten to leave little time for anything else beyond work. But Marianne Fallon of KPMG believes it is up to individuals to get their work-life balance right themselves. While businesses such as KPMG continue to tackle the question of family life and outside interests versus work, she feels it ultimately comes down to mind-set: I have never felt Ive not been in control of what I want to do.
My role is a big role. I love it. But if I want to get a balance between work and my personal life, its down to me.

Taking on this responsibility for herself means she is able successfully to juggle a range of interests and roles alongside her job as head of corporate affairs. Ms Fallon grew up in Kent, and studied psychology at Durham University. She assumed she would move into a psychology-related career, but her father suggested she gain a professional qualification after graduating. She chose accountancy and after qualifying in a small Kent-based firm, she joined KPMGs auditing practice in Maidstone. Experience she had gained working with housing associations helped secure her the post, and she found herself focusing more on that sector after joining as an audit senior.

Her work in this role meant she became increasingly involved with not-for-profit clients, as well as educational establishments and charities. She was initially drawn to working with the charity sector because of its diversity. But the human interest aspect was even more appealing, and she decided to specialise. Today, Ms Fallon finds her weeks an eclectic mix of activities, from executive management meetings and liaising with her various teams, to advising large charities and a number of their audit committees. It is this diversity that continues to motivate her each day. The fact that I can be myself is hugely motivating, because I can make a difference in what I do, and am valued for who I am, she adds. There is so much that is good about our business model, so being able to join the dots and articulate this to our people and communities is hugely exciting. And there is genuinely a passion and energy in each of the teams I work with. Her background and current role in auditing charity clients has led her to believe that while companies are learning more from charities in terms of philanthropy, charities also have to learn from business. During a one-year secondment to the US, she worked for organisations such as the Gates Foundation and the Rockefeller Foundation, and she noted the difference in expectations placed on charities there. While in the UK, the emphasis is on reducing costs, US charities are expected to be run and structured similar to a business. If you were looking to invest in a company, you would want to make sure its administered properly, she says. I think were starting to see a bit of change in the UK now, where people understand investment in the right people, governance and management is as important as their work on the frontline. Ms Fallons current role is to ensure clients unlock their potential and part of this, she says, is urging organisations always to be aware of risk when it comes to decisionmaking charities are no different to any other body, she points out. While she advises her charity clients not to shy away from risk, due diligence is still imperative before embarking on a project. Last year she went to Bangladesh with her client Save the Children to see one of its projects first-hand, and how such due diligence is put into action. One of the most inspiring things was seeing the work they do to help educate working children. I met girls of 16 who, after education, are now running their own businesses and supporting their parents and five siblings. You know a charity can only do that by truly understanding the landscape and cultural challenges theyre operating in. As head of corporate affairs Ms Fallon is tasked with ensuring KPMG behaves in a socially responsible way within its surrounding communities. From corporate social responsibility and diversity programmes, to preserving the companys commitment to

social mobility, she finds the key is making sure everything she implements resonates with how KPMG sees itself as an organisation. In larger offices, for example, it has offered training opportunities to its supplier network, allowing individuals to train in its catering and restaurant facilities. Meanwhile KPMGs annual Stars programme provides a one-year internship in the advisory business for 20 students from disadvantaged backgrounds. Ms Fallon says she is proud that KPMG is being innovative and making a contribution: The world has changed dramatically over the past five years. There is a more holistic approach to business, and people will choose a supplier because it means something to them. Its not just about the product or service; its about the organisation that is delivering it. SECRET CV Your first big break? Being project manager for the Barnardos audit tender. It was my first big opportunity to work in the charity sector, and thats where my career path has taken me. Any role models? My biggest role model was Steve Jobs, and thats because he was a completely authentic leader, who led not only by his innovative style and business acumen, but also by being himself. Your proudest achievement? My nine-year-old daughter. Interests outside of work? I live in Hove so I absolutely love walking along the sea front and generally being by the sea. Im also a bit of a wine lover. I wouldnt call myself a connoisseur, but Im trying to learn. Your career advice to others? Be open-minded and if you really want to achieve something, you can do it. The other thing is to learn by your mistakes. Its good to look to the future, but we learn things about ourselves every day, and thats the way we grow.

Lexicon

work-life balance
A situation in which you are able to give the right amount of time and effort to your work and to your personal life outside work, for example to your family or to other interests.

http://www.manilatimes.net/index.p hp/business/top-businessnews/23084-more-pinoy-employeesenjoying-work-life-balance

Published on 18 May 2012 Hits: 2,367 Written by RAADEE S. SAUSA 0 4 0 294

More people in the Philippines enjoy improved work-life balance, according to the latest Regus Work-Life Balance Index. Despite working harder than ever before, people are enjoying their jobs more, and the majority feel that they have enough time to spend at home or on personal pursuits. William Willems, regional vice president of Regus for South East Asia and Pacific, said, The launch of our new Work-Life balance Index brings the encouraging news that workers state that their work-life harmony is improving. After the initial market free-fall prior to 2010 and the global economic meltdown that ensued, it is not surprising that workers report feeling happier now. For example, worries about job security have decreased from the start of the downturn in some sectors and recent Regus research confirms that global business confidence is stabilizing. The survey also importantly confirms that happier employees are also more productive with a convincing majority of respondents declaring that they are achieving more than in 2010. The index calibrates job satisfaction indicators and respondents views on their overall work-life balance with data on real-life practice such as working hours and commuting from a global survey of over 16,000 professionals in more than 80 countries. It registered a 4-percent rise in Filipino work-life balance between 2010 and 2012. Regus said that, the current Filipino Index score is 152, well above the

global average of 124. Also, the Index shows that, well over half of workers enjoy work more (79 percent) and the majority are satisfied with the amount of time they spend at home or on personal pursuits (68 percent); The majority of workers (85 percent) state that they achieve more at work than in 2010, confirming the connection between a good work-life balance and productivity, it said. Over 42 percent of respondents say that businesses have tried to shorten employee commute times, acknowledging the strain a lengthy journey in and out of work can have, the index said. Jaime Lim, consulting director of People Search Singapore said, A good work-life balance is essential for staff to live a healthy and happy life, but this index breaks new ground in showing that it is also necessary for business growth. This survey finally provides firm evidence connecting productivity with a better, more flexible lifestyle and sounds a call for all businesses to urgently look at their own working practices, and turn them into productivity and employee motivation strategy, he added. The index shows that todays business leaders have identified how staff feel empowered when they are trusted to make business decisions, especially when this trust is extended to making flexible working arrangements. The empowerment leads to increased productivity and employee engagement, which deliver better business results. Willems added that, As economic conditions improve and the job market becomes more dynamic, businesses wanting to retain and hire top talent cannot afford to ignore the value that a reputation for affording a good work-life balance can bring. In addition to this, businesses have become increasingly results-oriented during the downturn and are everywhere seen to be opting for less traditional working practices, and instead choosing to

increase efficiency by giving workers more flexibility. One such measure that is becoming increasingly popular is helping workers to reduce tiring and unproductive commute time through the introduction of more flexible working practices.

6 TIPS FOR IMPROVING YOUR WORK LIFE BALANCE


28

Post on 03-Aug-11 by Kath Roberts


6 Tips For Improving Your Work Life Balance By Kath Roberts Maintaining a work life balance is essential if we are to be effective and fulfilled in life. It is easy to lose focus when we are out of balance. Work-life balance is now considered to be the second most important driver in employee attraction and commitment ahead of compensation. Importantly, those workers that have it work 21% harder. The preoccupation with work-life balance is no surprise in today's busy existence. Gone are the days when leaving the office meant actually leaving work behind. Blackberries, laptops, iPhones and the magnitude of social media sites mean our availability and our access is constant. This easily gets out of control, particularly if you are a Type-A personality (workaholic). The competitive global environment and current economicuncertainty put increasing pressure on people to work overtime due to cuts in manpowerand the constant threat of redundancy. The consequences of all this, not surprisingly, is more stress, ill-health and in-balance. We have better living standards and more wealth than ever before yet people feel less happy with their lives. Women especially have greater opportunity, achievement and more influence and financial independence, yet face increasing levels of depression.

Every human being deserves the right to live in balance giving time and energy to the things that enrich and fulfill us and make our lives worth living. Positive psychologist Martin Seligman writes that some people are hardwired to respond optimistically to work-life balance or the ups and downs in life whilst others are not. The good news is this can be learned with a little bit of discipline. 6 tips for leading a balanced life. What do you really want? We leak energy and become drained and frustrated when we get into a pattern of pleasing others and living in accordance with their standards rather than our own. Are you clear of your motives and your underlying passions and purpose in life? What are your values and are they in sync with your actions? Are you being truly authentic and speaking your truth? Getting clarity on what you truly want from your life is the first critical step to leading a more balanced and meaningful existence.

1.

2.

Who are you surrounding yourself with? Are you stimulated by your peers, colleagues and clients? Do you have true friends who have your best interests at heart? Are you in the right environment to best utilise your talents and gifts? Do you have a personal development plan or life/business coach to provide objective guidance?

3.

Are you thinking the right way? There is substantial evidence that the way we think can have a profound and a lasting effect on our mood and motivation levels. If you are one of lifes pessimists, then you will need to re-programme your thoughts to expect the best, not the worst, and to swap those habits for more encouraging self-talk. Focus on what has been going well rather than how far you are from your goals. See obstacles as opportunities, remain flexible and open to possibilities. Recognising and being grateful for what you have is a great way of getting things in perspective.

4.

Listen to your body. Self care is essential to restore and maintain well-being and balance Are you sleeping well? What are your eating habits? How would you describe your energy levels? Taking time to exercise and look after yourself is an essential component to balanced living. Listen to your intuition as it never lets us down and provides the subtle nudges to move us in the direction that is right for us.

5.

Set healthy boundaries. Real life and business are interconnected but that does not mean you need to give up your privacy. You need boundaries so you can feel generous without feeling depleted and available without feeling drained.

6.

Nourish your soul. Review your emotional and spiritual health. Do you need to forgive someone or let something go? Are you learning something new? Are you fully engaged in your work? Are you connected? Is there something you were born to do?

Whilst company policies geared at greater flexibility of hours are in demand, they only go so far in providing the solution to employee engagement and commitment..There is an increasing trend of employees turning away from the daily treadmill and looking for alternative solutions to create a more balanced way of life.

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About the author: Kath Roberts now describes herself as a 'talenteur' and 'corporate escapee ' having spent 13 years in the recruitment industry for an international brand where her last role was Managing Director. She now liberates talent by coaching others in following her lead to set-up their home business selling personal development products creating financial freedom and enhanced work life balance. If you're looking to escape the corporate world and become a home entrepreneur but you're not sure how then this is an option you might want to consider. or more information please visit http://www.alchemy4thesoul.com

Article Source: http://EzineArticles.com/?expert=Kath_Roberts

http://www.abscbnnews.com/business/04/28/11/80professionals-unhappy-jobs-study

80% of professionals unhappy with jobs: study


By Anjo Alimario, Business Mirror Posted at 04/28/2011 8:58 AM | Updated as of 05/14/2011 9:44 PM MANILA, Philippines - Eighty percent of Filipino professionals reported dissatisfaction with their jobs and expressed willingness to seek better opportunities elsewhere, according to a recent international research released on Wednesday. The study, conducted by Accenture surveying more than 3,400 professionals in 29 countries, found that fewer than half of all respondents43% of women and 42% of menare satisfied with their current jobs, but 70% plan to stay with their companies. Philippine-specific findings indicated that the Filipino work force is looking for better compensation, benefits and worklife balance. Philippine employers would do well, therefore, to focus on efforts addressing these three key employee retentionand-engagement drivers, the study said. Despite a low job satisfaction, 65% of the Philippine work force surveyed want to increase their knowledge and develop their skill sets. Among the cited top reasons for the respondents dissatisfaction globally were being underpaid, a lack of opportunity for growth, no opportunity for career advancement and feeling trapped. However, more than half of the respondents said that this year, in an effort to enhance their careers, they would work on developing their knowledge and/or a skill set to achieve their career objectives.

More than half of the respondents consider career planning a major priority this year. In fact, 60 percent of respondents are still not satisfied with their current career levels and 15% target to hold C-level positions in the future. Todays professionals are not job hunting, despite expressing dissatisfaction. Instead, they are focused on their skills, set on seeking the training, the resources and the people that can help them achieve their goals. Leading companies should support these efforts by listening to employees and providing them with innovative training, leadership development and clearly-defined career paths, Accenture chief leadership officer Adrian Lajtha said. Women (44%) overall were less likely than men (48%) to say they have asked for pay raises and promotions (women 28% versus men 39%). While more than half of the respondents are satisfied with their career levels they have reached, more women report that their careers are not fast-tracked (women 63% versus men 55%). At the same time, fewer women say they aim to reach C-level or equivalent positions (women 14% versus men 22%). Among the top factors that would make respondents want to pursue career advancement are better compensation, new and challenging assignments, flexible work arrangements and leadership positions within their companies. According to Nellie Borrero, Accentures Inclusion and Diversity leader, executive s should view the insights emerging from the research as an opportunity to engage their employees and help them become successful. As those employees look to reinvent opportunity, companies can help them by creating a culture of mentoring, developing diverse teams that provide new experiences and offering volunteer opportunities that engage and expand employee networks, he added. The role of having a mentor was also looked into across generations. Twenty-five percent of Baby Boomer respondents (those born before 1964) worked with a mentor, compared with 32% of Generation X respondents (those born between 1965 and 1978) and 37% of Generation Y respondents (born after 1979). Of these respondents, having a mentor help plan career moves was most popular among Generation X, compared with Baby Boomers or Generation Y. Moreover, while all groups cited higher pay as the top reason for pursuing career development, the youngest participants, Generation Y, were significantly more motivated by pay than Generation X or Baby Boomers (73%, 67% and 58%, respectively).

http://chinabusinessphilippines.com/ index.php?option=com_content&vie w=article&id=855:the-work-lifebalance-memo&catid=27:sticks-astones&Itemid=75

The Work-Life Balance Memo


Wainwright Yu 3 Comments and 0 Reactions

Memo dated 1 April 1 2010 Background: In recent months, we have received an increasing number of complaints from the maintenance department. These complaints report difficulty in the effective and efficient fulfillment of maintenance duties due to the presence of non-maintenance workers during late-night cleaning hours. We have obtained corroborating evidence in the form of higher utility bills and a longer list of employees re-entering company premises after-hours in the security logbook to prove that employees overstaying in the office has become a true menace. Recommendation: For the sake of the maintenance staff and in an effort to save on utilities and security expenses, we propose the widespread dissemination of a simple three-step, work-life balance improvement process. A non-random survey among a non-statistically sufficient sample of three employees reveals that 82.5%* of employees believe that the key to work-life balance lies in the reduction or optimization of work. This oversimplification (from three steps to one step) is the root cause of our troubles. The proposed intervention promises to remedy this mis-education. *In spite of our attempts to coerce and unduly influence the third employee, he left undecided. What follows is an abridged version of the three-step, work-life balance improvement process. STEP 1: Get a Life! The first and most important step toward work-life balance is to get a life. Those who have nothing better to do with their time may find that spending more time in the office may not be such a bad idea. Its certainly better than vegetating on the couch, or in bed, or at a half-empty food court at eleven oclock on a Thursday night. If youre serious about finding balance in work and life, you first need to have meaningful activities outside work. There has to be something (or someone) calling for you as the clock hits six oclock in the evening every day. One easy remedy is marriage. A loving (and/or demanding) spouse and family is a commitment to life outside of work par excellence. But it can be anything really: a gym appointment, Chinese classes, a weekly movie night with friends, or volunteer work at the home for the aged. Whatever it is make it fun, make it meaningful and, most important of all, make it stick!

STEP 2: Calibrate a Personal Definition of Balance The right amount of work and life in work-life is a personal choice. Theres no ratio that works for everyone. A single employee only two years out of college may choose to devote 90% of his or her time to work and only 10% to life, while an employee who is married with four children may choose to go 50-50, for example. Even people who are demographically similar (i.e., same age, sex, and marital status) can have different personal values that drive varied work-life ratio choices. While work may sometimes feel like a rat race, it isnt. Its a race for sure, but we arent all rats. Some of us are beavers in baby blue bathrobes or pit bulls with pink and purple ponytails. We all race in our own idiosyncratic ways. STEP 3: Optimize Work Once you have a life and have defined how much of time you will spend on it, only then is it time to turn to the work side of the equation. And there are many and more ways to do this than can be discussed in a one-page memo. Here are a few of the most useful: (1) Avoid meetings like the plague, (2) Please do do whats on your to-do, (3) E-mail others as you want them to e-mail you, and (4) Dont sit on problems as they may just blow up in your *something other than face.* Avoid meetings like the plague. When there are too many people in a meeting, theres bound to be a few of them who are wasting their time there. If there are too few people in a meeting, why even call it? Just walk up to them and talk. Please do do whats on your to-do. Too many people have to-do lists that never get completed. Respect your own time by putting only whats truly important on your to-do list, then make sure you complete it. It also helps to refresh your to-do lists daily. E-mail others as you want them to e-mail you. Lots of the e-mail we get are simply useless to us. We usually cant contribute to whats discussed or, worse, arent even involved in the first place. In this sense, e-mail can be a huge time-waster. So, follow the e-mail golden rule: E-mail others only as you want them to e-mail you, that is, with respect for time and bias towards action. Dont sit on problems as they might just blow up in your *something other than face.* Two truisms to remember: (a) Problems without solutions arent problems, and (b) Real problems dont solve themselves. Note that focusing too early on optimizing work can be counterproductive. You need to optimize work only as much as is needed to fit your workload into your predetermined work-life balance ratio. No ratio: no target for optimization. No target for optimization: either too little or too much optimization. Help Needed From Management: Funding approval for an out-of-country off-site for the maintenance staff (500,000 pesos inclusive of transportation, hotel, food, and a modest amount of booze to enable swift social lubrication) Funding approval for lunch training of the broad organization on the three-step, work-life balance process (1,000 pesos for take-out sandwich lunch, no drinks provided)

May we have your approval please? Signed: Highly Respected Maintenance Director Print ed: 05/10

http://www.worklifebalance.com/wo rklifebalancedefined.html

Work-Life Balance Defined - What it really means!


Despite the worldwide quest for Work-Life Balance, very few have found an acceptable definition of the concept. Here's a proven definition that will positively impact your everyday value and balance starting today.(Average reading time 120 seconds). Let's first define what work-life balance is not. Work-Life Balance does not mean an equal balance.Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic. Life is and should be more fluid than that. Your best individual work-life balance will vary over time, often on a daily basis. The right balance for you today will probably be different for you tomorrow. The right balance for you when you are single will be different when you marry, or if you have children; when you start a new career versus when you are nearing retirement. There is no perfect, one-size fits all, balance you should be striving for. The best work-life balance is different for each of us because we all have different priorities and different lives. However, at the core of an effective work-life balance definition are two key everyday concepts that are relevant to each of us. They are daily Achievement and Enjoyment, ideas almost deceptive in their simplicity. Engraining a fuller meaning of these two concepts takes us most of the way to defining a positive Work-Life Balance. Achievement and Enjoyment answer the big question "Why?" Why do you want a better incomea new housethe kids through collegeto do a good job todayto come to work at all? Most of us already have a good grasp on the meaning of Achievement. But let's explore the concept of Enjoyment a little more. As part of a relevant Work-Life Balance definition, enjoyment does not just mean "Ha-Ha" happiness. It means Pride, Satisfaction, Happiness, Celebration, Love, A Sense of Well Being all the Joys of Living. Achievement and Enjoyment are the front and back of the coin of value in life. You can't have one without the other, no more than you can have a coin with only one side. Trying to live a one sided life is why so many "Successful" people are not happy, or not nearly as happy as they should be. You cannot get the full value from life without BOTH Achievement and Enjoyment. Focusing on Achievementand Enjoyment every day in life helps you avoid the "As Soon As Trap", the life dulling habit of planning on getting around to the joys of life and accomplishment "as soon as." My caffeine source is diet cola. But I'm a somewhat fussy diet cola drinker. I don't like cans or bottles, I like fountain. And there is a big difference in fountain drinks. So I know all the best fountains within a fivemile radius of my house and office. My favorite is a little convenience store near my home called Fitzgerald's. Let's say I'm wandering into Fitzgerald's at 6 in the morning, in my pre-caffeinated state and the implausible happens. Some philosophical guy bumps into me, and says. "Heh mister what's your purpose in life?"

Well even in that half-awake condition, I'd have an answer for him. I'd say, "You know, I just want toachieve something today and I want to enjoy something today. And if I do both of those things today, I'm going to have a pretty good day. And if I do both of those things every day, for the rest of my life I'm going to have a pretty good life." And I think that's true for all of us. Life will deliver the value and balance we desire when we are achieving and enjoying something every single dayin all the important areas that make up our lives. As a result, a good working definition of Work-Life Balance is: Meaningful daily Achievement and Enjoyment in each of my four life quadrants: Work, Family, Friends and Self. Ask yourself now, when was the last time you Achieved AND Enjoyed something at work? What about Achieved AND Enjoyed with your family; your friends? And how recently have you Achieved AND Enjoyed something just for you? Why not take 20 minutes on the way home from work and do something just for yourself? And when you get home, before you walk in the door, think about whether you want to focus on achieving or enjoying at home tonight. Then act accordingly when you do walk in the door. At work you can create your own best Work-Life Balance by making sure you not only Achieve, but also reflect the joy of the job, and the joy of life, every day. If nobody pats you on the back today, pat yourself on the back. And help others to do the same. When you do, when you are a person that not only gets things done, but also enjoys the doing, it attracts people to you. They want you on their team and they want to be on your team.

Simple concepts. And once you focus on them as key components of your day, they are not that hard to implement. So, make it happen, for yourself, your family and all the important individuals you care aboutevery day for the rest of your life Achieve and Enjoy. Jim Bird, Publisher

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