The paper suggests that in order to manage these discrete impacts effectively, human resource managers should consider employing a Work-Life Balance Impact Audit as part of their Job evaluation and performance management processes. Work-Life Imbalance: Why is the WLB Concept Still an Issue? Despite their best intentions, there remains considerable contention about the effectiveness of organisational WLB policies in delivering flexibility and reducing stress and Job-dissatisfaction in the modern workplace (Eates, 2004; Kirrane & Buckley, 2004).
Researchers have identified two empirical shortcomings within the WLB literature that have served to undermine its theoretical and practical usefulness. The first relates to the WLB literature''s almost exclusive focus on the ork-family interface at the expense of other important life-balance issues. Buzzanell et al, (2005) notes that the WLB literature typically portrays role conflicts for white, married, professional and managerial women, with little reference to the many other demographics represented in the modern organisation.
Shorthose (2004) and Wise and Bond (2003) go so far as to state that the WLB discipline is essentially flawed, as it is ''one-dimensional'', assumes a unitary HR perspective, and that its underlying management has been one of maintaining the status-quo rather than the adoption of competitive and future-oriented HR policy. The second relates to the literature''s inability to clearly define the interaction of work and non-work roles that impact employees'' working-life (i. e. stress, Job satisfaction etc. ).
Elloy and Smith (2004) and Spinks (2004), for example, state that because an individual''s non-work roles are inherently ambiguous and idiosyncratic, organisations are incapable of understanding how their enactment (or otherwise) impacts each individual. Spinks (2004), in particular, suggests that organisations are either incapable (or unwilling) to understand their workforce in sufficient detail, and have nstead defaulted to a ''one-size-fits-all'' policy regime that has simply enabled employees to ''stay at work longer'' rather than enable them to enact their important non-work roles.
The inadequacy of current WLB policy regimes is highlighted by Kiger''s (2005) study that revealed that less than two percent of employees actually participate in available WLB programs. Dex and Smith (2002) cite two main causes for this low figure. The first relates to case'' or to require ''special treatment'' to their colleagues. This is supported from the results of Waters & Bardoel''s (2006) study that found a range of workplace cultural actors that reduced the willingness of Australian university staff to access WLB policy options.
The second is that the wide range of policies adopted by organisations has been based on an ill-informed conceptualisation of contemporary WLB, and that this has led to its ineffective formalisation in HRM practices. The consequence for organisations not taking a more holistic approach to WLB is increased issues in attraction and retention of employees in the context of skills shortages in significant occupational groups.
The work expectations of Generation X (born 1965 to 1979) and eneration Y (born 1980 onwards) (Mackay, 1997) place higher importance on WLB than previous generations and these employees will be attracted to and remain longer with organisations that provide flexibility in accordance with individual employee expectations (Henry, 2005). There is evidence of an increase in women managers holding values and goals with greater emphasis on WLB who are opting to leave organisations and undertaking consulting or contracting work which can permit greater control of WLB conflict (Beck & Davis, 2005).
The contribution of the WLB literature, therefore, appears limited in its ability to rovide a useful framework for both academics and practitioners alike (Hyman & Summers, 2004). Despite its name, the WLB literature has remained largely focused on the work-family interface and fails to accurately identify and define the array of work and non-roles that impact inter alia on an individual''s stress levels and Job satisfaction (Hacker & Doolen, 2003; Mellor, Mathieu, Barnes-Farrell & Rogelberg, 2001; Noor, 2004; Pocock, 2005).
In order to overcome these issues, Elloy and Smith (2003: 63) suggest that an effective conceptualisation of the WLB requires: ... an holistic approach to human resource management, which implies a greater wareness of the total context of worker''s daily lives, not Just those hours they spend at work.
Guest (1987, 1997 & 2002) suggests for the WLB literature to incorporate an holistic approach to HR management and better inform organisational HR policy development, its design and implementation should adopt the following four criteria: That the WLB literature maintains a focus on the integration of HR policies with the organisations vision, goals and strategy. Central to this point is the consistency between the organisations espoused culture and the context of its WLB approach; •
That the implementation of WLB policies create a set of internally consistent employment polices intended to produce employee commitment, flexibility and quality - mutual flexibility and commitment being a cornerstone of the concept of a WLB programme; • That there is recognition of the importance of human resources and of the need to engage in practices which reflect this understanding. Therefore, managers internalising (and demonstrating by their behaviour) the importance of human resources is fundamental to the link between WLB goals and their achievement; and • That there is a response by employees to the WLB policies (i. an ''up-take'' of WLB opportunities by employees) and to the behaviour of the line achievement of a meaningful WLB). Therefore, the degree to which employers can support the achievement (and benefits associated with) effective WLB/HR policy depends on two main considerations: the manner in which the WLB is defined and formalised within HR policy, and/or how managers respond to employee requests for WLB relief.
In terms of its formalisation, organisations need to be aware of the extent to which WLB is operationalised- that is, whether it is to be regarded as a ''right'', a ''right to request'', or as a matter of managerial discretion. In terms of managerial responses, organisations need to decide whether to apply an authoritarian approach (i. e. ''hard HR''), a paternal approach (i. e. ''benevolent''), or a commitment (i. e. ''Soft HR'') approach to employee requests for WLB relief.
It is this intersection between corporate culture, as enacted, in rituals and practices modelled by organisational leaders that set the tone for employees'' responses to WLB initiatives. Where leaders work very long hours, tend to take little annual leave and then in small amounts, demand travel at short notice (Sinclair, 2005) and require employee availability at the leader''s whim and wears hese sacrifices as ''badges on honour'', it follows that employees are, at best, cautious in utilising WLB.
The achievement of an effective WLB-HR policy interface has largely failed in Australia given the issues discussed above, and an exploration of possible remedies represents the research opportunity for this paper THE WLB, HR POLICY AND ROLE-CONFLICT. In order to address these theoretical issues, this paper suggests two strategies that involve a review of key HR policies and practices; specifically in the areas of Job- analysis/Job design, realistic Job previews (RIP) and performance management rocesses.
Firstly, we recommend the adoption of a Work-Life Balance Impact Audit system as part of an organisation''s Job-analysis/Job design function. Traditionally, the Job-analysis function has served to define each position within an organisation in terms of its tasks, duties, responsibilities and lines of authority and communication. What is needed to complete the WLB picture is a focus on the Job size, level of intensity and the extent to which the Job impacts on non-work time through intrusive communication channels (such as mobile phones and e-mail technology).
Whilst the ocus on technical characteristics has served as a basis for defining a position''s content and role-set, it has been less successful at underpinning a realistic Job preview of the Job''s impact as recommended in contemporary HR literature (Buda & Charnov, 2003; Phillips, 1998). In order to better provide a realistic Job preview, the Work-Life Balance Impact Audit would attempt to define how each organisational position impacts on the incumbent''s non-work roles, and provide a more informative basis for understanding the requirements of the position itself.
In particular, we uggest that such an audit focus on both existing positions (using incumbent interviews) and for new positions yet to be filled (potentially using external benchmarking data). In particular, we recommend that HR managers adopt a proactive stance in managing their actual and potential employees'' expectations, and organisation. The second strategy would be to integrate the outcomes of the Work-Life Balance Impact Audit into the ongoing performance management function.
This would place primary responsibility for the effective implementation of WLB (at the individual employee level) in the hands of their line manager. Line managers would then be etter able to discuss the impact of performing the duties on WLB and visa-versa directly with each employee. For this to be given appropriate prominence, the key performance indicator for managers would be their approach and effectiveness in supporting the employee''s WLB. A key focus is for organisations to take a strategic approach to removing the barriers and perceived disincentives for employees to take up WLB options (Waters & Bardoel, 2006).
At the operational level, communication within workgroups and individual manager''s attitudes are matters for attention. The potential benefit of the Impact Audit is that by leveraging the positional xpectations in the Position Description the organisation is able to increase the likelihood that the role-taking and role-consensus assumptions are being met, in turn reducing the likelihood of role-conflict. The implications of a Work-Life Balance Impact Audit are potentially four-fold.
Firstly, it offers the organisation an opportunity to improve their recruitment value proposition by having a program in place to avoid the dysfunctional consequences of role-conflict. Secondly, it allows the organisation to realise time and cost savings by allowing potential candidates to self-select out of he recruitment process should they be unwilling to adopt the work-roles required of a vacant position. Thirdly, it provides a structured mechanism through its use in the performance management process for the monitoring of the level of effectiveness of WLB implementation for individual employees.
Fourthly, the implementation of such an audit requires checking the strategic congruence between WLB and corporate strategy, the impact of enacted culture on the implementation of a range of HR policy areas and obtaining feedback from employees (and prospective employees) on the tructure and content of WLB and related polices. It raises the possibility of increased flexibility of HR policies to cater for greater diversity (more individual) in employee expectations of workplace flexibility that is more properly described as life and work rather than the current predominant focus on "family friendly''.
SUMMARY AND CONCLUSION. In terms of better defining the WLB boundaries within a firm, this paper recommends that a Work-Life Balance Impact Audit system be adopted to identify the positional expectations intrinsic to individual positions. With such knowledge, both the firm nd the employee will have a better understanding of the manner in which a change in work-role is likely to impact their non-work roles, and therefore, their perception of the WLB.
The notion of the Work-Life Balance Impact Audit also has implications for the increased usefulness of ORT in the contemporary organisational setting. It requires an organisation to take a broad perspective that encompasses people expectations of flexibility. By potentially addressing the problematic nature of the assumptions implicit in ORT reductions in the dysfunctional nature of role-conflict may be realised producing benefits for the organisation.
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