TNU_-_MGN412_Organisational_Behaviour_A2_Literature_review

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UmpquaCC SR 01 yee TNU - MGN412 Organisational Behaviour A2 Literature review. Tnu - Mgn412 Organisational Behaviour A2 Literatu… Document Details Submission ID trn:oid:::1:2689016888 Submission Date Sep 19, 2023, 2:17 AM PDT Download Date Sep 19, 2023, 2:18 AM PDT File Name TNU_-_MGN412_Organisational_Behaviour_A2_Literature_review.docx File Size 23.9 KB 8 Pages 1,975 Words 12,491 Characters Page 1 of 10 - Cover Page Submission ID trn:oid:::1:2689016888 Page 1 of 10 - Cover Page Submission ID trn:oid:::1:2689016888

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1 Assessment 2 – Literature Review What are the common challenges that managers face in achieving work-life balance Page 3 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 3 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

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2 Introduction Work-life balance refers to the equilibrium obtained by an individual by prioritising career demands and personal needs equally. It denotes the maintenance of a harmonious relationship between a person’s work life and family or personal life. In modern workplaces, work-life balance has become a growingly important topic as employees seek this element in their workplace. Managers in workplaces tend to face the biggest challenge in obtaining a balance between their work and personal life due to the array of responsibilities they need to perform. As a result, management professionals have been often found to suffer because of work stress and other issues. This literature review outlines the main and commonly observed challenges faced by managers in relation to accomplishing the balance between their work and life. Work-life balance requires an individual to consciously and strategically use as well as manage their energy and time in order to fulfil both professional and personal duties while maintaining individual well-being. This assignment is constructed with an introduction, a literature review, and a conclusion. Page 4 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 4 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

3 Literature Review The concept of work-life balance The term work-life balance has been gaining popularity in the modern field of employment as the workplace environment has become more complex. As opined by Russo and Morandin, (2019), work-life balance denotes the time an individual spends in the workplace compared to the time they spend with their family or meeting personal commitments. Work-life balance is measured by assessing whether a person is able to do the basic tasks adequately such as eating, sleeping, and others, spending leisure time, time with friends or families, and being free of work stress during non-working hours. As postulated by Tamunomiebi and Oyibo, (2020), maintaining a balance between personal and professional life is extremely important to ensure personal well-being in terms of physical and mental health and maintaining positive relationships with family and friends. Moreover, a good work-life balance has also been found to improve the productivity and innovative thinking of professionals. Employers nowadays have been finding solutions to provide a good level of work-life balance to their employees to attract strong talents in this competitive market. Challenges for managers According to Uddin, (2021), a key challenge for managers in creating a work-life balance is the company culture that creates both the physical as well as the social environment for work. Often companies that are task and goal-oriented place excessive emphasis on achieving targets and deadlines. As a result, both employees and managers within such an organisation work under high level of work pressure. In order to achieve goals and targets managers often need to compromise with personal time and work for extra hours beyond the normal work time. Therefore, the company culture and values have an immense impact on the ability of managers or employees to obtain a balance between their work and personal life. Another significant challenge often seen in companies regarding work-life balance is the policies of organisations. According to Akanji et al., (2020), organisational policies shape the structure of the workplace in terms of benefits, support, work hours, and leave. Irregularity in reviewing these policies can hamper the harmony of the workplace. For example, during COVID-19, many organisations introduced virtual working where employees started to perform their jobs remotely. However, it was found that managers and workers working from home were forced to work for longer hours compared to the in-office setting which eventually increased their work stress (Gigauri, 2020). Besides that, it has also been found that policies in many organisations are quite restrictive and lack any opportunities for flexible working. Page 5 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 5 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

4 A great issue in a contemporary workplace setting that has been postulated to disrupt the work- life balance of managers is setting unrealistic demands (Maurya, Agarwal, & Srivastava, 2020). While goal setting is imperative for a successful workplace, setting impossible goals creates hazards for both employees and managers. Unreasonable job demands have been often found to consume a significant amount of time from the personal lives of people at work. Moreover, setting goals that are unrealistic also puts extreme strain on the mental and physical health of managers as well as their subordinates. For instance, setting targets that are unrealistically high often leads to an intensive work schedule and the need for extra support and training that interferes with the personal time of managers as they are answerable to the company leadership. In terms of managers’ work-life balance, it often becomes impossible to achieve because of their lack of control. A strong manager tends to have a considerable level of power and control over their team which allows timely completion of job responsibilities (Oludayo and Omonijo, 2020). However, managers with a low level of control over employees often cause indiscipline within the workplace and a lack of commitment and engagement from employees. As a result, managers face delays in tasks that create high work pressure. Furthermore, an unsupportive work environment is also a major reason behind the lack of work-life balance (Dinh, 2020). Unrealistic expectations, poor communication, unavailability of resources, and a lack of training opportunities make it difficult for professionals to achieve their goals. As per the view of Ganiyu et al., (2020), the disruption of work-life balance for managers is also caused because of the lack of relevant skills. Incompetence reduces work productivity and efficiency of workers. Due to a lack of requisite knowledge and capabilities, an individual is required to put extra time and effort into completing a job compared to a proficient and highly skilled professional. Consequentially, a low degree of competence at work forces managers to work for extra hours and spend more effort and energy at the workplace. It eventually reduces the amount of time they spend in their personal life. Therefore, workplace incompetence can affect the work-life balance immensely. Unclear priorities also lead to a poor balance between work and individual life. Managers need to play multiple roles in the workplace including resource organisation, managing employees, guiding and instructing them, reviewing their work, developing feedback, and managing performance (Obeidat, Al-Khateeb, & Abdallah, 2019). It becomes complex for managers to determine and prioritise tasks. Hence, it becomes critical to manage all responsibilities at once. A lack of prioritisation and multitasking skills can increase work stress and reduce the work- life balance. Apart from that, many managers and even other professionals have been seen to Page 6 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 6 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

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5 lack the boundary between professional and personal spaces. As a result, they tend to be still in work mode even during their personal time out of work. Possible solutions A possible solution can be the introduction of a flexible working policy within the organisation. Managers along with other professionals should be given the hybrid and a more flexible opportunity to work where they can choose the days they would attend office in person and the days to work from home. Besides that, a flexible working policy also facilitates managers to take leaves for health and personal purposes smoothly without affecting their productivity (Irfan et al., 2023). Workplace flexibility has also been observed to improve the commitment of professionals to the workplace as they find a greater balance in their personal and work lives. Besides policy, personal-level initiatives are also important for managerial work-life balance. As postulated by Gomes, Seman, & Montreuil, (2021), managers should learn effective prioritisation of tasks and develop the ability to handle multiple tasks simultaneously. Moreover, prioritising tasks on an urgent basis can significantly improve the productivity and performance of managers in the workplace. Furthermore, both managers and employers should collectively foster training and development opportunities to grow and build competence. Skill development can be an effective technique to address workplace issues and augment the work- life balance for managers. Modern workplace relevance It has been postulated by Talukder and Galang, (2021), that, work-life balance has been becoming a growing concern and a future challenge for contemporary workplaces. Employers have been introducing creative ways to mitigate this problem and cultivate a more flexible environment that allows managers and workers to achieve harmony between personal and professional lives. Therefore, answering this question becomes extremely important to recognise the scope and opportunities for work-life balance in present and future workplaces. Many organisations have been found to incorporate the concept of work-life harmony in their corporate values and workplace policies as the job market has become quite competitive (Weale, Wells, & Oakman, 2019). It is expected that employers facilitating better work-life balance are likely to attract a more eligible pool of talent in the future. Page 7 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 7 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

6 Conclusion To conclude, this is a literature review that has investigated the work-life balance and its challenges for managers in the contemporary framework of workplaces. It has been found that managerial work-life balance is disrupted by a variety of organisational and personal issues. For instance, restrictive organisational policies, rigid workplace culture, a lack of skills and the ability to prioritise are some of the major factors hampering the work-life balance of managers. The literature review has highlighted the significance of work-life balance for workplace success. A harmonious professional and personal relationship enhances the productivity and commitment level of managers to the organisations. However, it is often noticed that unrealistic expectations and poor levels of proficiency in managerial abilities are disruptors of this harmony. In the future, employers are expected to introduce effective measures to address this problem in order to increase managerial retention. Flexible work arrangements and multi- tasking skills can be strong measures to achieve a better work-life balance. Page 8 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 8 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

7 References Akanji, B., Mordi, C., Simpson, R., Adisa, T. A., & Oruh, E. S. (2020). Time biases: exploring the work – life balance of single Nigerian managers and professionals. Journal of Managerial Psychology , 35 (2), 57-70. https://www.emerald.com/insight/content/doi/10.1108/JMP-12-2018-0537/full/html Dinh, L. (2020). Determinants of employee engagement mediated by work-life balance and work stress. Management Science Letters , 10 (4), 923-928. http://growingscience.com/beta/msl/3532-determinants-of-employee-engagement- mediated-by-work-life-balance-and-work-stress.html Ganiyu, I. O., Fields, Z., Atiku, S. O., & Derera, E. (2020). Measuring the effectiveness of work – life balance strategies in the manufacturing sector. SA Journal of Human Resource Management , 18 (1), 1-10. https://journals.co.za/doi/pdf/10.4102/sajhrm.v18i0.1216 Gigauri, I. (2020). Effects of Covid-19 on Human Resource Management from the Perspective of Digitalization and Work-life-balance. International Journal of Innovative Technologies in Economy , (4 (31)). https://rsglobal.pl/index.php/ijite/article/view/1438 Gomes, G., Seman, L. O., & De Montreuil Carmona, L. J. (2021). Service innovation through transformational leadership, work-life balance, and organisational learning capability. Technology Analysis & Strategic Management , 33 (4), 365-378. https://www.tandfonline.com/doi/abs/10.1080/09537325.2020.1814953 Irfan, M., Khalid, R.A., Kaka Khel, S.S.U.H., Maqsoom, A. and Sherani, I.K., 2023. Impact of work – life balance with the role of organizational support and job burnout on project performance. Engineering, Construction and Architectural Management , 30 (1), pp.154-171. https://www.emerald.com/insight/content/doi/10.1108/ECAM-04-2021- 0316/full/html Maurya, K. K., Agarwal, M., & Srivastava, D. K. (2020). Perceived work – life balance and organizational talent management: Mediating role of employer branding. International Journal of Organization Theory & Behavior , 24 (1), 41-59. https://www.emerald.com/insight/content/doi/10.1108/IJOTB-12-2019-0151 Obeidat, B., Al-Khateeb, A., & Abdallah, A. A. (2019). Reviewing the mediating role of work/life balance and motivational drivers of employee engagement on the relationship between talent management and organization performance. Journal of Social Sciences (COES&RJ-JSS) , 8 (2), 306-326. https://centreofexcellence.net/J/JSS/PDFs/jss.2019.8.2.306.326.pdf Page 9 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 9 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

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8 Oludayo, A. O., & Omonijo, D. O. (2020). Work-life Balance: Relevance of social support. Academy of Strategic Management Journal , 19 (3), 1-10. https://www.researchgate.net/profile/Dare-Ojo- Omonijo/publication/342466392_WORK- LIFE_BALANCE_THE_RELEVANCE_OF_SOCIAL_SUPPORT/links/5ef5b8c3a6f dcc4ca4311e33/WORK-LIFE-BALANCE-THE-RELEVANCE-OF-SOCIAL- SUPPORT.pdf Russo, M., & Morandin, G. (2019). Better work-life balance starts with managers. Harvard Business Review . https://egn.com/dk/wp-content/uploads/sites/3/2020/01/Better- Work-Life-Balance-starts-with-managers.pdf Talukder, A. M. H., & Galang, M. C. (2021). Supervisor support for employee performance in Australia: Mediating role of work‐life balance, job, and life attitude. Journal of Employment Counseling , 58 (1), 2-22. https://onlinelibrary.wiley.com/doi/abs/10.1002/joec.12154 Tamunomiebi, M. D., & Oyibo, C. (2020). Work-life balance and employee performance: A literature review. European Journal of Business and Management Research , 5 (2). https://www.ejbmr.org/index.php/ejbmr/article/view/196 Uddin, M. (2021). Addressing work‐life balance challenges of working women during COVID‐19 in Bangladesh. International Social Science Journal , 71 (239-240), 7-20. https://onlinelibrary.wiley.com/doi/abs/10.1111/issj.12267 Weale, V. P., Wells, Y. D., & Oakman, J. (2019). The work-life interface: a critical factor between work stressors and job satisfaction. Personnel Review , 48 (4), 880-897. https://www.emerald.com/insight/content/doi/10.1108/PR-09-2016-0226/full/html Page 10 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888 Page 10 of 10 - AI Writing Submission Submission ID trn:oid:::1:2689016888

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