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28th December, 2015 Trimester: 153 Course ID: MGT 1307 Course Name: Principles of Management The concept of work-life conflict has developed out of demographic and social changes that negatively resulted in a more diverse and declining workforce and different family/work models. Work-life conflict is seen as a way of distracting and not supporting the labor force for their economic well-being. This review of research and literature in the areas of work-life conflict, work-place culture, employee engagement, discretionary effort and productivity aims to demonstrate the links between these factors. This research includes case study and reviews of number of studies. However, workplace culture is identified as an intermediary factor in whether work-life conflict is related to decreased productivity. Key aspects of workplace culture that negatively affects the link between work-life balance and productivity are managerial support, career consequences, gender differences in attitudes and use, attitudes and expectations of hours spent in the workplace and perception of fairness in eligibility for work-life options. Although little research has been done specially linking solution for work-life conflict that whole heartedly supports work life balance.

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Work–life balance is a concept including proper prioritizing between "work" (career and ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual development/meditation. This is related to the idea of lifestyles choice. The work–leisure dichotomy was invented in the mid-1801s. Paul Krassner remarked that anthropologists use a definition of happiness that is to have as little separation as possible "between your work and your play". The expression "work–life balance" was first used in the United Kingdom in the late 1970s to describe the balance between an individual's work and personal life. In the United States this phrase was first used in 1986 The business case for work-life balance practices, as espoused by many organizations, rests on attracting better applicants and reducing work-life conflict among existing employees in order to enhance organizational performance. This review of the literature provides some evidence for the claim regarding recruitment, but there is insufficient evidence to support the notion that work-life practices enhance performance by means of reduced work-life conflict. We suggest that the business case may therefore need to be modified to reflect the number of additional routes by which work-life balance practices can influence organizational performance, including enhanced social exchange processes, increased cost savings, improved productivity, and reduced turnover. The impact of these processes may, however, be moderated by a number of factors, including national context, job level, and managerial support.

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