Please use this identifier to cite or link to this item: https://www.um.edu.mt/library/oar/handle/123456789/110678
Title: Do people in top management positions benefit from a work‑life balance? When does work‑life stops and private life begin? Is it possible to combine work‑life with social life without one dominating the other?
Authors: Falzon, Joann
Keywords: Work-life balance
Civil service -- Malta -- Management
Executives -- Psychology
Work and family -- Malta
Issue Date: 2021-07
Publisher: Institute for the Public Service
Citation: Falzon, J. (2021). Do people in top management positions benefit from a work‑life balance? When does work‑life stops and private life begin? Is it possible to combine work‑life with social life without one dominating the other? IPS Journal, 2, 58-69.
Abstract: Over the years, work-life balance has become an issue subject to extensive publicity and increased investigations. According to Jones, Burke and Westman (2006, p.1), work-life balance has become a “salient” concern for many reasons. Owing to “demographic and social changes”, more women are entering the workforce, with working mothers becoming the “norm rather than the exception” (Jones, Burke & Westman, 2006, p.1). Moreover, Jones, Burke & Westman, (2006, p.1) believes that the “advancement in technology” such as the use of the “cell phones, emails, fax” and having access to emails from anywhere has made it easier for work demand to “intrude” into family and personal life. Rao and Indla (2010, p.295) argue that technology provides the possibility to perform “job tasks from anywhere at any time”, which may “diminishing personal space and time”. Furthermore, global competition is increasing pressure on every organisation and their workforce to be more flexible and responsive to change. Jones, Burke and Westman(2006, p.1) argue that over the past few years, in industrialised countries there was an “increase in the proportion of employees working long hours” which is attributed to an increased workload, job insecurities, and long hours culture. This has contributed to “high level of working stress and stress-related illnesses” with the knowledge that the workplace will possibly become more “stressful” in the future (Jones, Burke & Westman, 2006, p.1). Achieving a boundary between home/personal life and work is becoming more challenging for every employee, including leaders. A variety of different studies and literature show that employers and employees may find flexible and innovative solutions to maximize the productivity and the performance of the organisations without damaging the employees’ well-being, the relationship with their family, and different aspects of their personal life (e.g. Jones, Burke & Westman, 2006; Thompson, Beauvais & Lxyness, 1999; Lockwood, 2003).
URI: https://www.um.edu.mt/library/oar/handle/123456789/110678
Appears in Collections:IPS Journal : Issue 2 : July 2021

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