RT Vol XXI Ch 5: Reconciling Work-Life Balance During Crisis Through Organizational Culture
From the Book: The Refractive Thinker®: Vol. XXI: Work Life Balance: Effective Strategies to Enhance Personal and Professional Success


Factors of work life balance need to be managed properly to be effective. Organizations compete with an employee’s need to maintain a productive life outside of work. Paid Time Off and Leave are a couple examples of concessions businesses make to offer balance to workers. Incentives to offset the burdens of work in exchange for work-fee time to express oneself with the need to adhere to deadlines and schedules. Until recent social changes brought about by COVID-19, there was no identifiable balance between work and life. For the working class, the scales leaned primarily to the work side of the scale. Life outside of the workplace was used primarily for administrative tasks, recreation, and rest.
After the pandemic went full swing, the working-class was introduced to work-life balance and its privileges. The tele-commuters have long enjoyed work-life balance and now share the privilidged with many others in the company. The changes to the business are now being realized. Companies also see the challenges that emerge from providing the voluminous working-class access to working from home. Managing employees who now work remotely demand more time for life while demanding more pay. Since COVID-19, businesses see the work-life balance dramatically shift to the life side of the scale with no financial relief.

There are several tools and options business leaders can use to mitigate the work-life shift. In this chapter, the author researches work-life balance and the adverse effect work-life balance has on organizations. The research includes studies by scholars which offer ways for companies to manage the scales without increasing turnover.
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