Can the Work–Life Movement Regain Its Balance?

Abstract

The work–life discipline has been in a period of transformation in recent years for two reasons—no growth in the prevalence of major work–life programs and a decline in the number of work–life specialists. To reinvigorate the field, work–life leaders have changed its signature term, charter and organizational change strategies. The transformation’s success is doubtful because of disagreement over a central premise, a vast and disjointed charter that infringes on other human resources disciplines, and movement into the field by a stronger rival. It will survive, but in a smaller form, based primarily on the concept of workplace flexibility.