Managing Employees' Work-Life Balance: The Impact of Management on Individual Well-being and Productivity

Abstract

This study identifies organisational factors relating to employees’ work-life balance within a construction project site. From interviews with site workers and office staff at two time points in the project, the study found employees regard the attitudes of management as a key factor contributing to their work-life balance. The extent to which management was open to negotiation with individual workers on work-life balance issues was positively associated with employee well-being, satisfaction and organisational commitment. In addition, management’s acknowledgement of the importance of employees’ non-work activities, willingness to introduce formal work-life balance initiatives (e.g. changes in working hours to a five day week) and adapt ‘traditional’ ways of working were also identified as factors promoting work-life balance. The findings reinforce the important role the project manager has in supporting and promoting team development and challenging standard industry working conditions, traditionally regarded as essential to individual and organisational productivity.