Barriers to the implementation and usage of work–life policies

Abstract

Work is taking over the lives of many employees in today's fast-paced, global environment, and organizations are increasingly offering work–life programs to help employees manage the conflicts and stress resulting from long hours and workload escalation. For some firms, work–life programs are having their intended effect: absenteeism declines, loyalty and retention increase, the ability to recruit talented employees improves, and many employees report that their productivity improves. However, for other firms, work–life programs are not successful, or do not reach their potential for enhancing work–life balance for employees. In some cases employees may not be aware the programs exist, in other cases employees are fearful that their careers will suffer if they participate in the programs. Further, programs sometimes fail because they are not implemented properly, as when employees are not given the necessary technical and management support to work from home. The purpose of this chapter is to discuss potential barriers that may impede the successful implementation and utilization of work–life programs. I will begin by discussing the underlying assumptions and values that influence the way employees and employers think about work and family. For example, I will discuss the ways in which organizations and individuals define success, and how these traditional definitions limit their ability to think creatively about new ways of working.