The organisational pay-offs for perceived work–life balance support

Abstract

Organisational pay-offs for visible work–life balance support of employees include reduced leaving intentions through increased job satisfaction and reduction of work pressures. The perceptions of the extent of work–life balance support provided by their employer were obtained for 1187 New Zealand employees in 25 different organisational units. Causal statistical analysis indicated the impact of these perceptions on employees' reported leaving intention and job performance. Employees' perception that employers were providing help to assist work–life balance improved job satisfaction and reduced work pressure. There was a consequent net reduction in leaving intention. Financial implications for organisations are discussed. Mixed results, however, were obtained in terms of impact on a measure of job performance. It is suggested that the possibility of work–life balance being linked to self-perceived reduction in work quantity needs further investigation.