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Employee Well-Being, Life Satisfaction and the need for Work-Life balance

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 Journal of Ravishankar University, Part-A, 22, 11-23, 2016 ISSN-0970-5910

Employee Well-Being, Life Satisfaction and the need for

Work-Life balance

Shilpy Kashyapa, Sanskrity Josephb, and G. K. Deshmukhc

a
Shilpy Kashyap (), Institute of Management, Pt. Ravishankar Shukla University, Raipur.
b
Sanskrity Joseph, Institute of Management, Pt. Ravishankar Shukla University, Raipur.
c
G. K. Deshmukh, Institute of Management, Pt. Ravishankar Shukla University, Raipur.

[Received: 20 January 2016; Accepted: 20 April 2016]

Abstract
The purpose of this paper is to comprehensively study the developing concept of employee
well being, their satisfaction and the balance between work and life of employee.. The paper
reviews the concept of work life balance in both Indian and global context and analyses the
practices of Indian Corporate related to work life balance. The researchers have tried to
understand and explain the concept of employee wellbeing and its relationship with their job
satisfaction and work life balance which enables the corporate to derive benefits related with
higher retention and productivity ratios. Authors have done descriptive research while
analyzing the data gathered through secondary sources and discussed their viewpoints. The
key findings highlight that employees are an asset to an organization and the organizations
which help their employees to achieve greater work life balance have more satisfied
employees. This is a fairly original paper which discusses concept and practices related with
work life balance.
Keywords: Employee Satisfaction, Work Life Balance, Employee Well Being, Flexi
Timings, Compressed Work Hours and Tele Computing.

Introduction
Well-Being and Life satisfaction of an employee, as a concept has gained popularity and has
become strategically important for the organizations globally in recent times. Just like the
monetary benefits offered by the organization, the work-life balance programs have also
become a desirable parameter for job seekers. Gone are the days when big organizations were
able to attract talent on basis of its name and impressive legends of leaders who were

11
Kashyap, Joseph, and Deshmukh
successful in advancing their careers with the organization. The present workforce believes in
examining the organization‟s effort in the context of their overall well-being and life
satisfaction and this has become the determining factor for the firm‟s ability to attract, retain
and manage talent. Thus, we see a paradigm shift from the situation when the well-being and
life satisfaction was seen as employee‟s concern. Today, the focus has shifted to looking at
the life of an employee holistically as a means to enhancing organisational effectiveness and
retention. Organizations are keen to adopt a more evolved perspective to create workplaces in
such a way that it is desirable for both employee and employer. This is done through various
work-life balance programs aimed at well- being and life satisfaction of an employee as it is
reported to be directly affecting key organisational outcomes like productivity. Companies
like Procter & Gamble provide allowances for a family vacation, option to telecommute once
every week, recreational allowances – gym & club memberships, annual complete health
check-ups and also personal diet , psychological consultation sessions with counselors as
some of the mechanisms focused towards employee well-being and life satisfaction.
First, let us conceptually understand Well-Being and Life Satisfaction. Well-being in general
is seen as life well lived. It is a broader concept which refers to overall individual‟s life both
on and off job (Diener, 1984). It encompasses both the relative presence of positive emotional
state and relative absence of negative emotions and is easily influenced by environmental
events. Conceptually, Well-Being is said to be determined by the level of an individual‟s
emotional exhaustion and life satisfaction (Fritz et al, 2010). For instance, the current fast
paced life characterized by a 24X7 work environment leads to occupational stress and
strained personal relationships which are clear signs of emotional exhaustion creating
dissatisfaction in life and a negative emotional state, eventually impairing overall well-being
of the employee. While emotional exhaustion is defined as employee‟s work-related well-
being and is characterized by sense of emotional tiredness due to work situations on the other
hand life satisfaction is determined by quality of life (Fritz,2010). Emotional exhaustion
which is an outcome of energy drained while managing work and family responsibilities is
seen as effecting an individual‟s life satisfaction. An increase in emotional exhaustion is seen
to decrease life satisfaction. (Tamini & Kord, 2011). Specifically, Life satisfaction is
understood to be the overall feeling and attitudes about one‟s life at a particular point in time
ranging from negative to positive. It encompasses the satisfaction with past, with future and
significant other‟s view of one‟s life (Diener, 1984). Thus, we can say that Well-being is
determined by the employee‟s ability to continuously adjust to the changing demands of life
and environment.

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 Employee Well-Being, Life Satisfaction and the need for Work-Life balance
Conceptual Background
It helps to examine the concept of Quality of Work-Life at this juncture. Quality of Work-
Life(QWL) simply can be understood as the favorableness of the work environment for both
the health of an organization and employee. In other words, it refers to the quality of life
individual‟s lead at their work which refers to their economic, social or psychological aspects
of work environment like working conditions, welfare facilities, growth and career prospects,
empowerment, caring supervisor and job security to name a few. Thus, QWL is
representative of such aspects of life of an individual at work which have an impact of his/her
ability to perform other life roles such as that of a parent, spouse or sibling. It similarly
assumes that the personal life also impacts QWL. It encourages organisational practices that
emphasize mechanisms for reduction of stress and developing better labor management
relationships and are seen to give a perception to its members about the organization being
supportive and caring in the process ensuring that the employee is productive and stays
longer with the organization. The genesis of this concept can be traced back to the 1950‟s
when there were poor conditions of work and later on to the period of classical job design
where employees were assigned specialized tasks with narrow job responsibilities, repetitive
in nature. However, this division of labor isolated the workers and monotonous nature of
work also resulted in higher level of dissatisfaction. This resulted in a conflict where the
workers wanted to change their conditions but the organization failed to respond positively.
As the workers became more educated, aware and gained more exposure due to globalization,
their expectations also changed. Thus, organizations had no choice but to respond to the
changing needs of the employees, redesign jobs to incorporate attributes desired by them and
also create work environment supportive of such changes further humanizing the work
environment and improving the Quality of Life at Work (Newstrom,2008).The modern day
approach to the Quality of Work-Life was simulated through organization‟s efforts to reduce
turnover, absenteeism and increase organisational effectiveness, productivity to enable the
organization to gain a competitive edge in the business environment. With growing focus on
cost effectiveness and maximizing productivity, it has become imperative for organisations to
maximize the efficiency of their workforce by motivating them to give their best and ensuring
that they stick with the organization. More so as turnover has a huge cost linked to it which
can be detrimental for the organization in the long run. Organisations know that productivity
and performance suffers when employees are emotionally exhausted and unable to cope up
with both work and family pressures. Thus, to sustain business outcomes, organizations need

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Kashyap, Joseph, and Deshmukh
to bear the onus for improving the quality of an employee‟s life at work and support them to
do well in both work and non-work roles.
In fact, organizations worldwide today are aware that they can deal with challenging business
environment only when their critical organisational assets – human resources are performing
their best. A lot of work is being done to enhance the efficiency and productivity of an
employee. Recent studies done in this context have found that employee‟s productivity is
directly influenced by employee‟s life satisfaction and overall well- being. This further,
makes it important for the organization to strategically look at the concept of employee well-
being and life satisfaction to gain a competitive edge in the market.
A Global Perspective
The importance of this concept is further accentuated in the wake of the uncertainty looming
in our current economic environment which has become an inevitable part of the business
landscape. In past few decades, we have witnessed receding global boundaries with respect to
the business environment resulting in significant changes in the workforce demographics.
Today, organizations are multicultural, multigenerational, diverse, gender inclusive and
internationally mobile. Globalization has been the prime reason for this changing nature of
workforce as it has opened up new avenues and broadened horizon for people with diverse
origin. There has also been a change in the nature of work. The traditional work model
characterized by stability and long term commitment with an organization is replaced by a
new short-term contract which reflects job insecurity and lack of loyalty towards the
organization. Such environmental changes are seen to have a profound effect on both the
socio-cultural and psychological aspects of the workforce. The changing business
environment along with a high-performance driven work culture has lead to rising
occupational stress and impaired overall well-being of the employee. It results in conflict
between the employee‟s personal value system driven by an individual‟s culture and the
societal value system dominating the workplace directly influences the well-being of the
employee. In global organizations, employees experience loss of family cohesion due to
constant travel or transfer and 24X7 work demands which is the requirement of the job. It is
seen to have an adverse effect on the family life and priorities of an individual leading to
unhappiness and dissatisfaction.
The Indian Context
Employee Well-Being and Life satisfaction as a concept has only recently received much
attention in the Asian countries and specially India. While the concept of employee well-
being and life satisfaction has been important in the west, it is a relatively recent development

14
 Employee Well-Being, Life Satisfaction and the need for Work-Life balance
and is still evolving as a concept in India. Recently, Regus Work-Life Balance Index,
conducted a global survey of over 16,000 professionals in more than 80 countries and
registered a 15% rise in Indian work-life balance between 2010 and 2012 which in itself is an
indication of the growing importance of the concept.(Times of India, Article Aug 2012). It
has further gained momentum due to the significant technological, social and demographic
changes in the Indian workforce.
Let’s first look at the societal changes in the Indian workforce.
Asian countries, particularly India has witnessed a momentous social change in the last two
decades. The most important being a surge in the number of women stepping out in pursuit of
work and becoming independent, financial contributors to their families. The number of
women taking up higher education and joining the Indian workforce has risen manifolds.
Another noteworthy change has been their presence in the key senior managerial position and
also as entrepreneurs. Thus, altering the traditional rigid gender roles where men were seen as
sole earner responsible for work, finances and women were expected to take care of
household responsibilities. However, today we see the rise of the new families of dual career
couples. The traditional joint family structure is also giving way to the nuclear families which
are being preferred by the younger generation. These societal changes have resulted in
additional pressure on the individual‟s of managing both job and family. Thus, leading to
emotional exhaustion and dissatisfaction with life.
Equally important are the technological developments taking place in the Indian Business
environment. It is quite evident from the recent developments that the Indian business
environment has undergone substantial changes both in terms of the nature of work and the
diversity of workforce, accentuating the need to redesign work schedules. The traditional 9 to
6 job is transformed into various shifts –early morning or late night depending on whether the
client is in US or Europe. The current workforce also deals with the pressure to multi-task,
frequently travel or get transferred as it has become critical for the employees to remain
mobile. The technological advancement has also lead to the 24X7 work environment with
increasing the use of gadgets like laptops, tablets, smart phones through which an individual
has the facility to remain connected through an email all through the day. This 24X7
intrusion due to the global nature of workplace in addition to high workload and time
pressures has influenced the overall health and well-being of an employee.
In addition to this, there are certain demographic changes in the workforce. The present
workforce mostly comprises of Gen-Yers with aspirations and expectations different from the
earlier generations. We are talking about a workforce which in diverse in terms of age,

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Kashyap, Joseph, and Deshmukh
gender, capability and also culture with distinct value system under the same roof. For
instance, a recent study conducted has revealed that the generation Y gives preference to an
employer with work-life balance programs while the earlier generations were not vocal about
such expectations. Also, with an increasing number of women entering the workplace,
organizations have become more sensitive towards family priorities of employees. For
example, Quest Global has a tie up with various schools, day care centers across Bangalore
and trained counselor to provide psychological support in the best possible manner to female
employees who join back after their maternity leave (TOI,2012) Thus, the organizations have
started to acknowledge the need for programs to help employees and specially women
balance both work and personal life. Research done in this context has also found that HR
practices are antecedents of employee‟s perception of the organisational support and
influences their commitment towards the organization along with their intention to stay
longer.
Work-Life Balance
Walton (1985), a Harvard Business School professor popularized the framework of Quality
of Work-Life, an important component of which was highlighted as integration of work and
life space. He defined Work-Life Balance as a state of equilibrium in which the demands of
both a person‟s job and personal life are equal. Theoretically, it can be understood in terms of
Time Balance, Involvement balance and importantly Satisfaction balance. Time balance is
about contributing equal time to work and family demands. Involvement balance refers to
equal level of involvement at work and also in family while satisfaction derived from both
work and life constitute satisfaction balance (Greenhaus et al,2003).
The concept of Work-Life balance is crucial in the given environment as it emphasizes that
Individual‟s job and life are equally important for his/her well-being. Quality of life of an
individual is said to be influenced by quality of work and visa-versa. Both are seen as two
sides of the same coin. Culture and society at large also has an influence on the quality of life
of individuals as believed by social scientists. Quality of life can influence the motivation
level of an individual to work harder in order to do better. Similarly, Quality of work in
which the individual is engaged has a direct impact on its psychological well-being, health
and family life. Thus, Quality of life provides life satisfaction as can be understood from the
words of wisdom “Without work, all life goes rotten but when work is soul less, life stifles
and dies” (Aldog,1987).This is one of the reasons why Google chooses to give its employees
the flexibility in place of work and also freedom of movement across projects (Times of
India, 2012)

16
 Employee Well-Being, Life Satisfaction and the need for Work-Life balance
Today, while the organizations are giving attention to this concept, there is also an increased
awareness of the need for balancing both work and life responsibilities at an individual level.
In a recent study carried out in India by TISS & The Key Consumer Diagnostics reported that
54% of the youth surveyed will consider a job with less work time and 89% look for flexi-
time options while considering a job opportunity with an employer. These significant
findings clearly highlight the desire expressed by the individuals especially the generation Y
and Millennials to find practical ways to make life more meaningful.
Hence, at this stage it can be said that the war of talent can be clearly won by the employers
willing to acknowledge the preference of Gen-Y and work towards taking appropriate steps
to create opportunities for work-life balance for employee‟s well- being and overall life
satisfaction.
Causes of imbalance in work-life
The idea of acomfortable and leisurely pace of life is passé. The technological and social
developments globally have propelled people to run after material progress and social status
from the very early stages of their life. The Gen-Y faces immense psychological pressures to
excel in their career and an urge to create a better state of life leads them to experience work
pressures from a very young age creating stress related problems, excessive use of alcohol
and unhealthy lifestyles. They aspire for bigger roles and responsibilities very early in their
career. Also due to the flatter organization structure with an opportunity to move faster, they
tend to fall out of sync with their related life cycle roles. This is especially true for Type A
personality individuals as is reflected in their behaviour at work which is characterized by
aggression, competitiveness, higher standards and anxiety to deliver, impatience and constant
self-created time pressures. Often they face unfavorable work environment, high work
demands and find themselves in a state of unhappiness and dissatisfaction despite the rapid
material and career progress that they make through giving their best in their respective
organizations. This is also because they find it difficult to detach themselves during after
work hours due to the perceived employer expectation of 24X7 accessibility to an employee
as it is perceived to be an important factor reflecting the individual‟s commitment to the
organization and is linked to better career advancement opportunities. It can be better
understood from the study conducted in this context called the Work monitor survey, 2012 by
MaFoi Randstand which reports that 49% respondents agreed that they attend to private
matter during work hours and 69% handle their official matters during private time. Further,
it reports that 79% respondents agreed that they receive phone call/emails while on a holiday

17
Kashyap, Joseph, and Deshmukh
and similar percentage receives work related phone calls/ emails after office hours.
(Economic Times, 2012).
The study gives an evidence of the growing imbalance in our social environment. Other
aspects like daily commute to the workplace and back, dealing with traffic jams, pressure to
report on time, manage household duties due to increasing trend of dual career couples and
nuclear families are some of the other challenges of modern life. As a fallout, there is
psychological, emotional physical exhaustion which ultimately leads to anxiety, strained
relationships and drained value systems. Lack of exercise, proper sleep and nutritious food
further affects their overall well-being. At a deeper level, while individuals pursue such
competitive life goals in search for happiness and contentment, however, it constantly eludes
them. To revive oneself, it becomes crucial that the individuals must detach themselves from
their work by not carrying out any work from home and even mentally switching off . It
sounds rather difficult given the 24X7 work environment which has become a part of our life
due to the advent of technology. If not managed well, life of individuals working in such an
environment can lead them to become successful in their respective fields but unsuccessful in
building a happy and healthy life eventually leading to loss of productivity.
However, this can be managed well only when both employees along with the support of the
organization makes an effort to psychological detach themselves from work and pursue other
life priorities. This can help create a desired balance between work and life. ( Sonnentag,
Binnewies &Mojza, 2010). Supervisors can act as role model and organisations can support
by scheduling the work of an employee in a manner so that they can remain unavailable
during non-work time. There is a need to practice behaviour which encourages segmentation
and define boundaries between work and life thus leading to lower exhaustion and higher
satisfaction. This can become part of the organisation‟s intervention where they train their
employees on ways or techniques for balancing and detaching from work. Recently, Times
Ascent (2012) reported that Deutsche Bank has introduced salsa classes, Theater workshops
and Desk yoga sessions as mechanisms to help relieve employee‟s stress at work.
In another study conducted by PwC, the University of Southern California and the London
Business School which is the most comprehensive global generational study ever conducted
into the attitudes of “Millennial” employees (those born between 1980 and 1995 ; currently
under 33 years of age) . It was found that in order to foster a greater sense of commitment
among Millennials it will be necessary for the employers to transform the core dynamics of
the workplace as the present workforce places a higher priority on work/life balance and
workplace flexibility. In fact, the study revealed that a significant number of employees from

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 Employee Well-Being, Life Satisfaction and the need for Work-Life balance
all generations feel so strongly about wanting a flexible work schedule that they would be
willing to give up pay and delay promotions in order to get it. Millennials do not believe that
productivity should be measured by the number of hours worked at the office, but by the
output of the work performed.
The Work-Life Balance programs
Contemporary Work-Life Balance practices in organizations are promoting the
individualization of employment conditions through the numerous programs accessible to the
employees depending on their specific requirements. Programs such as Flexi work
arrangements which include part-time work, flexi-work hours and the option to telecommute.
Today, they are being seen as valuable mechanisms to help employee balance their personal
and professional life.
Lets take a detailed look at each of the key mechanisms for work life balance.
Flexi-time: It is a practice found to give autonomy to the employees to choose their own
working hours within a certain framework of the organization. It also gives an edge to the
employers in their recruitment drives. It also benefits both the organisation and employee as
the time can be utilized by the employees in enhancing their knowledge and learning new
skills. Citi India offers flexible work arrangements through the programme 'Citi Work
Strategies' (CWS). Flexi-work arrangement is defined by Lambert at al(2008) as “employer
provided benefits that permit employees some control over when and where they work
outside of the standard workday”. For example, many companies like Ernst & Young
provides all employees laptops and technical support so that they can work from anywhere
according to their planned work schedule.
Compressed workweek: PwC India from this financial year has announced the compressed
work week arrangement where the employees can take Friday off provided they complete
work week hours in 4 days. It is an arrangement of work hours that allows an employee to
fulfill its job responsibilities in fewer days than the regular work week enabling them to focus
on their family or pursue their life objectives in the remaining days. This can help in reducing
turnover and absenteeism.
Telecommuting: It is a type of an arrangement where employees known as teleworkers are
able to remain at home and perform their work using the technology which connects them to
their office. It helps in reducing the cost associated when an employee works from office and
also helps the employee in maintaining a balance with their family responsibilities. For
instance, employees at IBM and Accenture enjoy work from home option and can also
customize their working hours in alignment with their managers(Economic Times, 2012).

19
Kashyap, Joseph, and Deshmukh
Part-time work: It is an arrangement of reduced number of work hours where an employee
can choose to work a portion of their time from anywhere apart from work location. (Mondy
R.W,2008). KPMG was reported to provide their part-time workers same pay and career
opportunities as full time workers as it helps them implement their reduced workload model
successfully (Forbes, 2009).Some of the other initiatives include adopting family friendly
policies like extended maternity leaves, paternity leaves, compensatory time off on certain
occasions, elderly and childcare programs which are increasingly being adopted by the
organisations in India especially IT&ITES sector. Other benefits like education Leave or
Sabbatical to support employee‟s need for education are also in demand. Employees are
allowed and encouraged to travel out of peak time, to work from locations closer to home or
to spend more time with their families through work from home options.

Benefits and Challenges

The implementation of such work-life policies to enhance employee‟s well being and overall
life satisfaction, has benefit for both the employee and the organization. Employees with
access to such policies have reported better psychological well being as they feel they can
control their work and family life. Employees who have more control over their work and life
experience lower stress levels and reduced work-life conflict helping them to achieve
psychological well-being and life satisfaction. Thus, there is an increased feeling of being
empowered. It also provides for sufficient family time in which they can plan time well for
personal priorities and also manage other life goals. For an organization, happier employees
means higher productivity and a greater sense of commitment. Recent studies done in the
area of work-life balance have reported that it has been seen to increase motivation, job
satisfaction and employee commitment, the three predictors of employee retention which is
of prime concern to the organization. It not only improves retention of the high quality talent
but also helps the organization to be seen as a good employer – „employer of choice‟. (Haas
& colleagues, 2010 –harzing & pinnington, Sage publications,2011).Such policies of an
organization which are focused towards improving well-being and life satisfaction of
employees help in developing the perception of a supportive and caring employer. Thus,
linking it to perceived organisational support which is crucial for employee retention. Other
benefits for the organization are indirect but significant like reduced cost of hiring, flexi-time
helps in reducing operating cost of office resources and reduced absenteeism.
Despite the numerous benefits, there are various challenges which need to be addressed by
the organization like managing performance and evaluation become difficult. Flexi-work
options like telecommuting or compressed work week can lead to employee‟s feeling

20
 Employee Well-Being, Life Satisfaction and the need for Work-Life balance
isolation from work culture and reduce their emotional connect with the organization, Also
managers might find it difficult to help the telecommuters because of the limited interaction
with them which may effect the constructive feedback. As for employees who choose flexi-
work or telecommute options, concerns arise as they may be seen as less committed to their
career or effect the promotion decisions taken by the management.
Conclusion
The points outlined above direct our discussion towards a new outlook towards employee‟s
health which is now seen as a state of physical, mental and social well-being, not just an
absence of illness as also defined by World Health Organization. This gives a holistic
approach to looking at the life of an individual rather than seeing them as mere machines to
be used in return of the pay. The entire approach of looking at a worker has gone through a
transformation. Organizations are now aware that if the employees are healthy and have a
high level of overall life satisfaction both with respect to work and non-work roles, then only
can they be more productive and efficient at work which is crucial for the organization to
sustain business outcomes.

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