In a society filled with conflicting responsibilities and commitments, work/life balance has become a predominant issue in the workplace. There are three major factors that contribute to the interest in, and the importance of, serious consideration of work/life balance. These are global competition, a renewed interest in personal lives and family values, and an aging workforce (Carey). Work/life balance is defined as “a state of equilibrium in which the demands of both a person’s job and personal life are equal.” The term “work/life balance” was coined in 1986, although its usage in everyday language was sporadic for a number of years. Work/life programs actually existed as early as

Communication about work/life programs is essential. Although an organization may offer a rich menu of work/life benefits, the desired effect—yielding positive business results—is unlikely to occur if employees do not know about the programs or understand them (Carey). Again, human resource professionals should consider whether the company culture truly supports work/life benefits, whether the management philosophy sincerely endorses work/life benefits, if managers understand the impact work/life balance has on their workforce, and whether employees are aware of, and understand, the company’s work/life programs.

The cost of employee turnover and accompanying loss of valuable company knowledge can be significant. Work/life programs offer a solution to retention woes. A prime example is IBM’s 1992 workforce survey that documented “the highest performers are the most likely to consider their ability to balance work and personal responsibilities in a decision to stay with the company. Overall, employees rated work-balance issues as sixth of 16 factors that keep them with the company” (Carey). Research also indicates that company commitment to work/life initiatives is closely aligned with employee motivation and productivity. A study focusing on work, well-being and stress illustrates this link, finding that “45% of men and 50% of women would turn down a promotion if the new position would leave them with less time for their personal or family life.” Work/life programs can also reduce absenteeism. Johnson & Johnson “found that there was a 50% decline in absenteeism among employees who used flexible work options and family leave policies” (HR Practices).

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