Amir Abbasi and Raja Waseem FUUAST ISLAMABAD (Work Lif Balnace)

8/14/2019 Amir Abbasi and Raja Waseem FUUAST ISLAMABAD (Work Lif Balnace)

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Business Research Methodology

WORKLIFE BALANCE

BY

Waseem AhmedMalik Aftab HussainZubair Aslam BhattiSaiqa PerveenSaba Jabeen

Aamir Taj

Submitted to: Sir Muhammad Imran


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Introduction Since the 1960s, the labor market, employment, work and home life haveundergone significant transformation as a result of factors such as changes in

demographics, increased female participation in the labor market, increasedlevels of educational attainment, changes in the composition of households, thedecline of traditional employment models and the rise of dual-earner families.These developments have contributed to fundamental changes in thetraditional allocation of time between work performed in employmentsettings, work at home, home production and leisure. (Chaykowski Richard, June 2006)

Today, the division between home and work life is different for both males andfemales and there is increased public and policy concern and debate about

whether the quality of working life and home life has eroded and whether work-life balance has been transformed into work-life conflict. The concern is thatthese developments have increased work-life conflict that manifests itself asincreased reported stress, with costs to employees in terms of health, toemployers arising from lost productivity and to society from increased costs ofhealth care and other negative social outcomes.( Chaykowski Richard, June 2006)

All the organizations in the world are increasingly considering the benefits ofensuring their employees achieve work/life balance.

The subject of how work/life balance can be achieved and enhanced has receivedsignificant attention from employers, workers, politicians, academics and themedia. The concept, dubbed a barbecue-stopper by Australian Prime Minister John Howard, has been described as the biggest policy issue we have.1 In anelection year in New Zealand, the Labor Government similarly acknowledgesthat work/life balance and having enough time for family is fundamental to theNew Zealand way of life.

However, it is in the context of both Australias and New Zealands current skill

shortages and the prospect of an ageing workforce that it is now imperative fororganizations to embrace work/life balance practices to attract and retain talent,not only from traditional sources but also from untapped and diverse socialgroups. These are social groups whose lifestyles can often demand greaterattention to work/life balance: working mothers, mature workers and someminority groups.


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For future commercial sustainability, organizations need to ensure they not justencourage but mandate a practical and workable work/life balance policy,benefiting and meeting the needs of both the organization and its employees.And importantly, organizations not providing real opportunity for employeework/life balance are opening themselves up to increasing numbers ofdissatisfied and unproductive employees and hence increased attrition rates.Merely creating a work/life policy framework is not enough; fostering anorganizational culture that supports the use of available policies is also of greatimportance.

This paper explores the notion of work/life balance, including the empiricallyGrounded benefits for employers and employees. The paper also challengessome of the rhetorical assumptions associated with work/life balance. Further, itoutlines the cultural inhibitors to the implementation of flexible workarrangements and provides practical strategies for developing work/life balance

agendas. Managing the human resources in an organization, or better theperformance of the human beings forming this organization is concerned mostcrucial part of the organization as well as a most crucial part of the lives ofpeople working in this organization.The working relationship between organizations and people is becoming morecomplicated; it is no longer a simple exchange of face time and mere effortneeded to perform pre-defined tasks for a momentary gain for the worker.People are looking for meaning and enjoyment of life, while organizations arelooking for real engagement of their people to enable them produce creativeproducts that really add value to customers and be better than the competition,

even in machine organizations, or machine like tasks, organizations and peopleshould both have their needs met. From organizations management point ofview work-life balance should be achieved in the lives of people working in thisorganization to better enhance performance, in aspects such as productivity,creativity and efficiency terms. While on the other hand, people view the issue ofwork-life balance from different perspective. In nowadays people come to workto build, contribute and achieve, and gain momentary benefits that allow them toenjoy life outside work, enjoyment of life is much more conscionable goal, agrowing number of people in the organization and abroad question the time,effort and passion they devote to work. In this project, work-life balance supportby organizations is narrowed to be concerned with number of factors, researcherbelieved to have practical implications on organizing of work-in multinationalcompanies. These factors are of special importance in current development stageof business environment from economical, legal, and cultural perspective. Thisstudy also explores factors which indicate the work-life balance society support,these will guide efforts in developing work-life balance policy, and consideringbottom line and value added practices .


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Problem Statement

Investigate the work-life balance outlook in the organizations, and identify thefacilitators and obstacles that face or help working people in organization in theirefforts to accommodate work and personal demands.

Research Objectives

Objectives of the Work life BalanceThis policy is designed to achieve the following objectives:

Support all employees in their efforts to achieve work-life balance, between theirSocial life and other aspect of life.

Maintain flexible yet disciplined working schedules for all employees, since the longTerm success of the organization depends on the commitment, expertise, andcreativityDictated to serve organizations employees.

Increase sense of fairness and belonging, yet decrease cost of human resourcesCompensation, especially those arising from overtime working hours.

Increase motivation, creativity, belonging and retention of employees byEncouraging them to pursue interests outside work.49

Foster a culture within the organization which makes it acceptable to discuss openlyTheir concerns about work-life balance with understanding of business and personalNeeds.

Importance & Benefit of Study

Many organizations feel that helping employees balance competing work and

non-work demands is not their responsibility. Rather, they subscribe to a

somewhat outdated view called the myth of separate worlds that is based on

the premise that work is work and life is life and that the domains do not

overlap. Such organizations argue that it was the employees choice to have a

family so balancing competing demands is their problem not ours. Such

organizations also note that they are in the business of increasing shareholder

value and serving customers and not helping employees cope with stress.


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In other organizations, employees without dependent care responsibilities

interpret family friendly as favoritism and complain that they are being

unfairly or inequitably treated. Such employees feel that their colleagues withchildcare or eldercare responsibilities are getting away with less work and that

the needs of childless employees are being ignored. This backlash against

family friendly makes it harder for organizations who wish to address the

issue.

Our research debunks the above preconceptions and supports that the inability

to balance work and family is everyones problem. High work-life conflict

negatively impacts the employer, the employees colleagues, the employee, the

employees family, and society as a whole. From the employers perspective, the

inability to balance work and family demands has been linked to reduced work

performance, increased absenteeism, higher turnover, lower commitment and

poorer morale. Work-life conflict has also been linked to productivity decreases

associated with lateness, unscheduled days off, emergency time off, excessive use

of the telephone, missed meetings, and difficulty concentrating on the job.

Conflict between work and family demands is also a problem for employees and

their families. (Duxbury & Higgins, Oct 2001) Work-life balance strategies are

used as solutions to reduce these growing work life conflicts


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LITERATURE REVIEW OF WORK LIFE BALANACE

Defining work-life balance

We all play many roles: employee, boss, subordinate, and spouse, parent, child,

sibling, friend and community member. Each of these roles imposes demands on

us that require time, energy and commitment to fulfill. Work-family or work-life

conflict occurs when the cumulative demands of these many work and non-work

life roles are incompatible in some respect so that participation in one role is

made more difficult by participation in the other role. (Duxbury & Higgins, Oct

2001)

Work life balance, in its broadest sense, is defined as a satisfactory level of

involvement or fit between the multiple roles in a persons life. Although

definitions and explanations vary, work/life balance is generally associated with

equilibrium, or maintaining an overall sense of harmony in life. The study of

work/life balance involves the examination of peoples ability to manage

simultaneously the multi-faceted demands of life. Although work/life balance

has traditionally been assumed to involve the devotion of equal amounts of time

to paid work and non-work roles, more recently the concept has been recognized

as more complex. There exist three basic aspects of work life balance

Time balance, which concerns the amount of time given to work and non-

work roles.

Involvement balance, meaning the level of psychological involvement in,

or commitment to, work and non-work roles.

Satisfaction balance or the level of satisfaction with work and non-work

roles.


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This model of work/life balance, with time, involvement and satisfaction

components, enables a broader and more inclusive picture to emerge. For

example, someone who works two days a week and spends the rest of the week

with his or her family may be unbalanced in terms of time (i.e. equal measures ofwork and life), but may be equally committed to the work and non-work roles

(balanced involvement) and may also be highly satisfied with the level of

involvement in both work and family (balanced satisfaction). Someone who

works 60 hours a week might be perceived as not having work/life balance in

terms of time. However, like the person who works only a few hours a week, this

individual would also be unbalanced in terms of time, but may be quite content

with this greater involvement in paid work (balanced satisfaction). Alternatively,someone who works 36 hours a week doesnt enjoy his or her job and spends the

rest of the time pursuing preferred outside activities may be time-balanced but

unbalanced in terms of involvement and satisfaction. Thus, achieving balance

needs to be considered from multiple perspectives. (Hudson,2001)

Social Life: Those public activities performed in association with others for thepurpose of pleasure; ( en.wiktionary.org/wiki/social_life )

Working Efficiency : The ratio of effective output to the input required to achieveit (P. Robbins,).

Long Working Hours

Flexible Working Hours involve a continuous choice on behalf of employers,employees or both, regarding the amount (chronometry) and the temporaldistribution (chronology) or working hours(http://wfnetwork.bc.edu/glossary_entry.php?term=Flexible%20Working%20Hours,%20Definition(s)%20of&area=All)


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employment based on emergent new values, which does not discriminateagainst those with caring or other non-work responsibilities, and which providean opportunity for people to realize their full potential in work and non-workdomains (Lewis,1996:1). In 1990s in countries like England, organizationsintroduced family-friendly policies; designed considering women wanted tocombine family and paid work responsibilities. However this agenda attractedmuch negative reaction from employers and employees without such caringresponsibilities, a new idea based on that employers benefit from helpingemployees to lead more balanced lives, thus the business case gains moreacceptance (Wise at el, 2003).

Work-life balance isnt only about families and childcare. Nor is about working less. Itsabout working smart. About being fresh enough to give all you need to both work andhome, without jeopardizing one for the other. And its a necessity for everyone atwhatever your stage in life (DTI & Scotland Office, 2001). In essence, work-life balanceis about helping employees better managed their work and non-work time. A number ofpolicies can facilitate this by:

Reducing hours (e.g. part-time, job-share) Changing when hours are worked (e.g. compressed working week, flextime,

term time working)

Changing where hours are worked (e.g. home working) Providing periods of paid or unpaid leave (e.g. compassionate leave, parental

leave study leave, career break).

Moreover businesses can help employees learn to manage demands of life, this dependson individual needs of people and businesses using trading and couching etc.

However the previous definition stresses that a person should be fresh to lead energeticlife in all domains. A study of senior staff and managers by the business school ofLatrobe University, Australia showed evidence of work-family conflict, taking inconsideration these members of the organization enjoy comfortable resources and accessto policies mentioned earlier. The study took the concept of greedy organizations as ametaphor to understand the management innovations that result in the extraction ofsurplus value from employees. This concept has been borrowed from greedy institutionstheory (Burchfield, 2008).

This shows that not only organizations have to have policies of time flexibility but toensure that workloads of employees are acceptable to maintain their energy outsidework and would help them lead the life they wish. Work-life balance is a three wordphrase each word with a high ambiguity of meaning, although there is generalconsensus on their meaning in this context. Work relates to the time and energy peoplecontract to a third party for a defined reward, while life refers to the opportunity toachieving a diverse range of contexts. A working definition of balance in the contextof work-life


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Balance is: a state where an individual manages real or potential conflict betweendifferent demands on his or her time and energy in a way that satisfies his or her needsfor well-being and self-fulfillment.(Clutter buck, 2003:8) In this context, the worddemands should take special consideration. People demand of themselves more andmore time and energy in various courses of life, in work and non-work activities, our life

is full of opportunities of joy and meaning, and these opportunities are increasing daily,and here comes the role of satisfaction, which is a very personal issue and its nature,factors, criteria are different for different people .But organizations are in need to manage work-life balance although the issuesboundaries go into the personal arena of people lives, however people satisfaction,fulfillment and happiness affects their performance at work, and work affects therewards obtained from activities outside work.

Organizations are concerned with the work people contract in exchange of definedbenefits and compensation, even non-momentary compensations should be monitoredto return on investment analysis, and human resources management function shoulddetermine most appropriate organizing of working activities in terms of time, place, anddivision of work among workers, and obtaining and maintaining the living inventory ofmanagerial and technical skills needed by organizations in order to develop and executestrategies and achieve goals and objectives.

Not only individuals and their organizations are concerned with work-life balance, it isrealized that societies and governments of countries are called to help people achievework-life balance and be prepared and encouraged, men and women, to contribute tothe development of society with work and non-work activities, the competitiveness ofeconomy is not an individual concern, it is a collective one, a generational related issue .

A Society in which Work-Life Balance Achieved, is a society in which an individualcitizen can work with motivation and sense of fulfillment and discharge his/herresponsibility at work, while at the same time can choose and lead a diversity of livingstyles in his/her family and community life in accordance with each stage in life, such asraising children and middle-and older- stages of life (Realization of Work-Life BalanceGeneral Equality Policy, 2007: 32).

Employment based on emergent new values, which does not discriminate against thosewith Caring or other non-work responsibilities, and which provide an opportunity forpeople to realize their full potential in work and non-work domains (Lewis, 1996:1). In1990s in countries like England, organizations introduced family-friendly policies;designed considering women wanted13to combine family and paid workresponsibilities. However this agenda attracted much negative reaction from employersand employees without such caring responsibilities, a new idea based on that employersbenefit from helping employees to lead more balanced lives, thus the business casegains more acceptance (Wise at el, 2003).


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Work-life balance isnt only about families and childcare. Nor is about working less. Itsabout working smart. About being fresh enough to give all you need to both work andhome, without jeopardizing one for the other. And its a necessity for everyone atwhatever your stage in life (DTI & Scotland Office, 2001). In essence, work-life balance

is about helping employees betterManage their work and non-work time. A number of policies can facilitate this by:

Reducing hours (e.g. part-time, job-share) Changing when hours are worked (e.g. compressed working week, flextime, andtermite

Working) Changing where hours are worked (e.g. home working) Providing periods of paid or unpaid leave (e.g. compassionate leave, parental leave,

study leave, career break).

Moreover businesses can help employees learn to manage demands of life, this dependson individual needs of people and businesses using trading and couching etc.However the previous definition stresses that a person should be fresh to lead energeticlife in all domains. A study of senior staff and managers by the the business school ofLatrobe University, Australia showed evidence of work-family conflict, taking inconsideration these members of the organization enjoy comfortable resources and accessto policies mentioned earlier. The study took the concept of greedy organizations as ametaphor to understand the management innovations that result in the extraction ofsurplus value from employees. This concept has been borrowed from greedy institutionstheory (Burchielli, 2008). This shows that not only organizations have to have policies oftime flexibility but to ensure that workloads of employees are acceptable to maintaintheir energy outside work and would help them lead the life they wish.14Work-lifebalance is a three word phrase each word with a high ambiguity of meaning, althoughthere is general consensus on their meaning in this context. Work relates to the time andenergy people contract to a third party for a defined reward, while life refers to theopportunity to achieve in a diverse range of contexts. A working definition of balancein the context of work-life balance is: a state where an individual manages real orpotential conflict between different demands on his or her time and energy in a way thatsatisfies his or her needs for well-being and self-fulfillment.(Clutterbuck ,2003:8) In thiscontext, the word demands should take special consideration. People demand ofthemselves more and more time and energy in various courses of life, in work and non-work activities, our life is full of opportunities of joy and meaning, and theseopportunities are increasing daily, and here comes the role of satisfaction, which is a

very personal issue and its nature, factors, criteria are different for different people. Butorganizations are in need to manage work-life balance although the issues boundariesgo into the personal arena of people lives, however people satisfaction, fulfillment andhappiness affects their performance at work, and work affects the rewards obtainedfrom activities outside work. Organizations are concerned with the work people contractin exchange of defined benefits and compensation, even non-momentary compensationsshould be monitored to return on investment ROI analysis, and human resourcesmanagement function should determine most appropriate organizing of working


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activities in terms of time, place, and division of work among workers, and obtainingand maintaining the living inventory of managerial and technical skills needed byorganizations in order to develop and execute strategies and achieve goals andobjectives.Not only individuals and their organizations are concerned with work-life balance, it is

realized that societies and governments of countries are called to help people achievework-life balance and be prepared and encouraged, men and women, to contribute tothe development of society with work and non-work activities, the competitiveness ofeconomy is not an individual concern, it is collective one, a generational related issue.A Society in which Work-Life Balance Achieved, is a society in which an individualcitizen can work with motivation and sense of fulfillment and discharge his/herresponsibility at work,while at the same time can choose and lead a diversity of living styles in his/her familyand community life in accordance with each stage in life, such as raising children andmiddle- and older- stages of life (Realization of Work-Life Balance General EqualityPolicy, 2007: 32).Societies seek development through enriching of every individuals life,people should be able to choose their life, perform their work to highest standardpossible, enhancing economyCompetitiveness, and at the same time contribute to the sustainable competitiveness ofcoming generations. Women and men should not be forced to choose betweenachievements of life or achievements of work, society should grant individuals ingeneral with reasonable ability to have happy families, pursue personal interests, andprogressive careers


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Theoretical Framework

Social Life: Those public activities performed in association with others for thepurpose of pleasure; ( en.wiktionary.org/wiki/social_life ).

Social life also play very vital role in if employee are not satisfied from theirsocial life they can not perform their wok properly so the target goals can not beachieved as planned, so work life balance is dependent on social life.

Working Efficiency : The ratio of effective output to the input required to achieveit (P. Robbins,).An organization is productive if it achieves its goal and does so by transferringinputs to outputs at lowest cost as such productivity implies a concern for botheffectiveness and efficiency.Efficiency is quite dependent on wok life balance if work life is balance in allrespect then optimum level of efficiency can be achieved other wise its verydifficult to achieve level of efficiency

Long Working Hours

Flexible Working Hours involve a continuous choice on behalf of employers,employees or both, regarding the amount (chronometry) and the temporaldistribution (chronology) or working hours(http://wfnetwork.bc.edu/glossary_entry.php?term=Flexible%20Working%20H

ours,%20Definition(s)%20of&area=All)

Under this parameter, we look into the time constrains which people face, howmuch time to they spend doing office work, how much time do they spend withtheir families, how much time to they spend doing activities of their choice. Sincetime is an very important factor which can help determine the degree of work-life balance a person achieved, we have tried to look at time from variousaspects, which are office time, family time, social time, personal time To work more then normal working hour and more then the capacity of a normalhuman. The UK has the highest proportion of people working long hours in Europe.The European labor force survey shows that almost 30% of full-time employeeswork in excess of 46 hours per week, compared to an EU average of 12%. In 1984, 2.8million people were working more than 48 hours a week. By 1998, this had risen toover 4 million people, an increase of over 40%. The UK also has the greatestdispersion of hours worked by employees in Europe (Fagan, 2000). In 1999 theaverage of total hours worked per person (including part-time workers) was 1720hours per year. More than, for example, France, Germany and Sweden but less thanSpain, Norway, and the US. Long working hours are more likely to be experienced


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by men, especially fathers, while part-time hours worked predominantly by womenhave fallen a strikingly inefficient use of resources (Roberts, 2007). The Working Time Directive 1998 imposed an upper limit of 48 hours a week butexemptions and opt-out clauses have seriously mitigated its impact. All employeeswhose hours are not or only partly predetermined or measured by their employer

are not protected. This removes all salaried workers from the protection of theregulations even though it is these employees, especially managers andprofessionals, who work the longest hours of all. It is regular additional hours whichare problematic for employees. Burchell et al. found that out of 340 employees, halffelt that their family life had suffered because of their working hours. The mostcommonly cited problems were 17 feeling tired and irritable, not seeing enough ofpartners and children and restricting the social life of the family. La Valle et al. alsofound long hours to be associated with lower levels of involvement in childrensactivities and the frequent disruption of family life. Scase and Scales found that 42%of fathers working a standard working week talk to their children most dayswhereas only 26% of fathers working over 48 hours do the same (Wise at el, 2003).The health problems for the individual working long hours are also considerable. Aswell as being less likely to take regular exercise, people who continue to work longhours have a greater likelihood of health problems. Even if hours are reduced, healthprospects do not return to the levels of those who have always worked shorter hours(Wise at el, 2003).

Work-Life

Balance S

o c

i a l l i f

e

W or k i n gE f f i c i e n c y

Long workinghours


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Research Methods

This research uses a non-experimental, descriptive method,It is argued that the demographic-economic paradox is still applied for society, tomost educated and well off portion of the society. The most educated women areintended to have the fewest children, and they are more likely to participate inpermanent employment, unfortunately this will affect society developmentnegatively, unless the society supports diversity of work styles and the ability tobalance work and life, women will have collectively and inevitably to choosebetween work and family. Usually people with high aspirations, men and women,tend to appreciate rounded lives; they aspire for high education, financialindependence, enjoyment of life, quality time with family and children, and societyand organizational contribution.The online survey will help reach these people, and help the researcher deriverelevant understanding of their work-life balance patterns. In order to understand

these patterns, these study uses categorization, counting, and filtration of responsesto survey questions.

As shown in below diagram that mostly man spend their time with family so if theirlife is not balance or imbalance there will be problem.


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DATA ANALYSIS

Family life

In this study certain questions in the questionnaire were aimed to understand the

time spent by each individual for family. These included events like spending

time with family on a daily basis, going for a vacation, missing of social

gatherings etc. The analysis of the data collected is presented as follows:


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Respondents spending time with their family. (gender wise)

It was found that majority of the males spent either less than 30 minutes or more

than 90 minutes with their family. Whereas majority of the females spent around

60-90 minutes with their family. This could be by their own personal choice.

When probed further into the study it was ofund that men who spent less than

30 minutes with their families were generally unmarried. This could probably bebecause they are spending more time on their personal life like going out for

picnics, vacations etc. while in case of females they showed a very stable trend.

Probably due to the Indian culture women are seen more to spend time with

their families.


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CONCLUSIONPulling it all together, the flexibility of working styles and support provided byfamilies facilitate balancing work and life for working people, however the weakchildrearing environment and the lack of reduced cost for childcare is a negativeposition in supporting combining care and work responsibilities. Low butimproving society tolerance for diversity and lack of equality of employmentopportunities in addition to weak social safety and security and reduced abilityof youth for autonomy are serious obstacles in supporting people efforts toachieve in work and outside work, and be able to contribute positively todevelopment of society and sustainable competitiveness of economy. workingpeople shows that nearly two thirds have good overall life satisfaction, they areable to enjoy life outside work, while most of them expressed the need to havemore time with the family. Although the long working hours culture is widespread especially in private sector empathy and understanding of personal needsto flexible working arrangement during working day is one of the pillars ofworking life in.Designing and implementing a work-life balance policy is very important,however offering flexible time arrangement is not luxury. it is an important toolto help enforce discipline yet preserve engagement and satisfaction of workforce,and maintain productivity.56

RECOMENDATIONSThe study leads to number of important recommendation for supporting work-life balance achievement, While it is expected that competition will become fiercer and globalization

effects on economy will be more common, Employers are recommended toprovide flexible work arrangements and paid leave in order to enhance quality,productivity and creativity of workers and be better than the competition,although there are very few legislation enforced requirements in this regard ..

RECOMMENDATIONS TO THE EMPLOYER

1. Motivation

Motivation techniques seemed to work in some organisations in which work lifebalance was high. Specifically in two organisations that we surveyed, i.e. TCS

and Accenture, motivation techniques have come a long way in reducing

attrition rates and absenteeism. We found that employees high on motivation

had a better work life and family life balance.


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2. Appreciation of work

Good work must always be appreciated. The key to making an employee feel

satisfied and acknowledged at work is to have constant supervision. However, a

line should be drawn between supervision and interference.

3. Authority and Responsibility

There should be regular checks on the responsibilities and duties of employees.

They should neither be underperforming nor over performing.

RECOMMENDATIONS TO THE EMPLOYEE

1. Pursuing Hobbies and Passions

It is important for everyone to have a hobby or some activity that he/she can

pursue, as a stress buster or just for fun. It can act as a major stress reliever and

can go a long way in improving the Work life balance of employees.

2. Effective Time and Stress Management

It is a myth that poor work life balance is caused due to the working patterns of

the firm or aggressive attitude of the supervisor, ultimately trying to indicate that

imbalance is due to the organizations practices. But the reality is not so. It is the

individual also who is equally responsible to maintain his or her work lifebalance. In fact many a times it is the individuals incapability of managing his

time that results in an unhealthy work-life balance. If the employees can work on

their time management skills, they would definitely be able to improve their

work-life balance


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Prior to implementing any new work life balance initiatives, employers must

ensure that it is consistent with existing obligations and arrangements under any

award, enterprise agreement, employer-employee agreement or contract ofemployment that exists in the workplace. Employers must carefully assess the

implications of any proposed changes in working arrangements, and ensure that

unintended additional costs, such as overtime payments, are not incurred.

REFERENCES

Kate Grosser and Jeremy Moon, Gender Mainstreaming and CorporateSocial Responsibility: Reporting Workplace Issues , No. 27-2004 ICCSR

Research Paper Series ISSN1479-5124

Jim Bird (2006), Work Life balance: Doing it right and avoiding pitfalls Vol33, no. 3 Wiley Periodicals, Inc.

Linda Duxbury and Chris Higgins (2001), Work-Life Balance in the NewMillennium: Where Are We? Where Do We Need to Go? , CPRN

Discussion Paper No. W|12

http://wfnetwork.bc.edu/glossary_entry.php?term=Flexible%20Working%20Hours,%20Definition(s)%20of&area=All) .

Hudson, The case for work/life Balance: Closing the gap Policy andPractice : A Hudson Initiative

Mervyl McPherson, The Role of Managers In Work- Life BalanceImplementation, Equal Employment Opportunities Trust, Auckland

Richard P. Chaykowski (2006,June), Toward Squaring the Circle Work-Life Balance and the Implications for Individuals, Firms and Public

Policy,Vol 12 , No 3, ISSN 0711-0677


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Heller Ehrman (2007, January 23), Work/Life Balance: Not Just forWomen ,Stanford Park Hotel, Menlo Park, CA

Helen de Cieri, Barabara Holmes, Jacqui Abbot & Trisha Pettit (2002,

November), Work/ life balance strategies: Progress and Problems inAustralian organizations, working paper 58/02, Faculty of business and

economics, Monash University.

Duxbury & Higgins, Oct 2001

Canadian study conducted by Lowe (2005)

Amir Abbasi and Raja Waseem FUUAST ISLAMABAD (Work Lif Balnace)

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