Abstract
The present paper investigated the relationship between work–life balance programs (WLBPs) and business outcomes at the organizational level. First, we examined the effect of WLBPs on organizational profitability (revenues minus expenditures per employee). Second, we extended the discussion on the job demands-resources (JD-R) model by considering how and why WLBPs can mitigate nonjob demands. Specifically, we tested the moderating role of the availability and use of WLBPs in the WLBPs-organizational profitability relationship. We found that both availability and use of WLBPs moderate the WLBPs-profitability relationship. We discussed implications of the findings.
Highlights
Organizations are increasingly adopting work practices that aim to support employees to fulfill both their employment- and family-related responsibilities [1,2]
Hypothesis 1 predicted that the availability of work–life balance programs (WLBPs) moderates the relationship between WLBPs and organizational profitability
We found that the availability of WLBPs positively and significantly moderates the WLBPs-profitability relationship (Model 3 in Table 2; see Figure 1)
Summary
Organizations are increasingly adopting work practices that aim to support employees to fulfill both their employment- and family-related responsibilities [1,2]. These family-friendly practices, or work–life balance programs (WLBPs), are provided to employees to support their personal and professional well-being and development [3,4]. Examples of such initiatives include eldercare, family or personal leave, on-site childcare, physical-fitness centers, informational assistance (e.g., psychological counseling), and financial assistance (e.g., tuition reimbursement) [3]. Associating WLBPs with the organizational profit margin (i.e., operating revenues minus operating costs) provides strong support for WLBPs
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