1. WORK LIFE INTEGRATION

2. The degree to which a person is able to successfully
combine paid work with other aspects of personal life
has been termed “work-life integration”
Approaches towards work life integration
Work family conflict
Work life balance

3. Traditional Notion
-Work and Life Are
Competing priorities
-Work – Family conflict
is primarily confronted
by married women
Contemporary
Notions
-Work life and Personal
life are complementary
- Conflicting work and
life demands are
confronted by all
categories of employees
Work–Life Human Resource Initiative- IOC, Infosys, NIIT

4. Work-life
issues
Work and family were
two independent
domains
Work started spilling into
family time and was often
carried home
Workdays span 24 hours
with brief time interval for
non-work activities
Home issues
Traditional roles with
men working and
women taking care of
household chores
Dual career couples with
both men and women
working but women still
tending the household
chores
Dual career couples with
both men and women
working as well as
attending to home issues
Support
None
Availability of help like
baby sitters, creches, oldage homes, and maid
Hands-free executive
support firms that provide
services as diverse as
managing the laundry and
the kid’s homework
Role of Human Resource Management in Work-Life of Employees Incorporated in year 1980

5. From
- Family friendly practices largely an
outcome of statutory requirements
- Focus on work-Family issues only
- Regarding work-Family issues as a
women’s issues
- Considered a social issue, that is, as
a benefit given to help employees
manage short-term family demands
-
Reactive
To
- Family friendly practices largely
voluntary
- Focus on work-life integration
- Regarding work-life issues as
encompassing all employees
- Considered a business concern, that
is, work and life are seen as
interdependent. Personal issue can
impact job performance
- Proactive(TATA, NIIT, IOC)
NIIT - Granny Gratitude Day- 1st January

6. Globalization
Increasing
organizational
Flexibility
Changing
Family
Structure
Technological
Change
Challenge
Attracting, Motivating, and
Retaining High Performer
Strategic Importance Of
Work-Life Balance In
Organizations
- Increased Employee commitment
- Greater Employee Loyalty
- Higher Employee Performance
Organizational Performance Improvement

7. The demands and pressure of work and family may give
rise to work-family conflict in an individual.
Work and family are mutually non-compatible so meeting
demands in one domain makes difficult to meet demands
in other.
Types of work-family conflicts1. Time-based conflict
2. Strain-based conflict
3. Behaviour-based conflict

8. Work
Family
Friend
Self

9. Work and Family are not two separate sphere
Independent Domains with permeable boundaries
permeability
Mechanism of work-life integration
flexibility

10. Time and Place Flexibility
Institutional
• To gain legitimate
acceptance in
society and
Environment
• More people take
interest in
investment and
Employment
activities
• Reactive
Information
Financial
Resource
Dependence
Managerial
Interpretation
• To acquire skilled
Human Resource
• Attract larger
applicant pool and
able to secure
Human Resource
• Proactive
• Key management
interpretation in
WL policies
• Firm specific
policies
Direct
Organizationa
l Adaptation
- Align to changing
business
environment
- Make more
competitive in
industry

11. For Organization
Increased employee productivity and Reduced Absenteeism
Attract & Retain talent and improve employee health
Financial saving and improve customer service
For Employee
Good quality of life
Good health and more money
Affordable children and elder care
Secretary
Enjoyable work life and career progress
Training & Development and further education
Leisure time with family, friends, and for travel and hobbies
Boss

12. It is shared assumption, beliefs, and values regarding the
extent to which an organization supports and values the
integration of employees’ work and family lives.
Work-Family
Culture
Organizational
time demands
Perceived
career
consequences
Managerial
support
Organizational culture and Fear of negative consequences

13. Human relation model
Investment in employees’ work
life integration results in higher
productivity
Rational goal model
Firm sponsored support of nonwork demands reduces firm
efficiency in the short run

14. approaches
Social arbitrator
approach
Whole person and
system approach
Omniscient
approach
Reactive
Work-life balance
should be an
organizational goal
No separation
between work and
personal life

15. Stage III
Changing the culture
of the firm
Stage II
Development of
integrated approach
Stage I
Developing a
programmatic response

16. Supportive
organizational
culture

17. Framing work-life as a strategic business issue
Involving and consulting with employees
Communicating the business case of work-life policies in organization
Confronting resistance in managers and challenging assumptions
Supporting managers and addressing all system, not just HR Policies
Development of a full range of measurable outcomes
Continual cycle of implementation, measurement, evaluation, feedback,
identifying barriers, seeking new solution and sustaining momentum