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LITERATURE REVIEW
Work-life balance has always been a concern for quality of working life and its
relation to quality of life. Individuals experiencing interference between work and
personal lives are also significantly more likely to suffer from reduced
psychological well-being and physical health. (Grant-Vallone & Ensher, 1998).
Work-life Balance
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 (Clarke, Koch &
Hill, 2004). Work/life imbalance is when the pressures from one role make it
difficult to comply with the demands of the other. (Greenhaus & Beutell, 1985).
Employees who experience increased stress due to work/life conflict and decreased
perceptions of control over their work and non-work demands are less productive,
less committed to, and satisfied with, their organization and more likely to be
absent or leave the organization. (Grant-Vallone & Ensher, 1998). The nature of
work, such as its routinization, supervision, and complexity, has been linked
casually to an individual's sense of control and depression (Kohn & Schooler,
1982) Individuals experiencing interference between work and personal lives are
also significantly more likely to suffer from reduced psychological well-being and
physical health. (Boles & Babin, 1996; Boles,Howard&Donofrio,2001).Perceived
balance between work and social roles usually is leading to life satisfaction. Workfamily balance was found to predict well-being and the overall quality of life
(Fisher,2002; Greenhaus, Collins & Shaw, 2003) . On the other hand, failure to
achieve balance was associated with reduced job and life satisfaction (Allen, Herst,
Bruck, & Sutton, 2000), decreased well-being and quality of life (Grant Vallone &
Donaldson, 2001; Noor, 2004) as well as increased stress (Burke, 1988) and
impaired mental health ((Beatty, 1996; Grzywacz & Bass, 2003).
The term work-life balance gives rise to certain intricacies and ambiguities. First of
all work-life balance can be considered as a highly subjective concept. There is no
one size fits all approach regarding the best work-life balance, as each individual
innates a different opinion what represents the best work-life balance for him or
her. Greenblatt (2002, p. 179) describes work-life balance as the absence of
unacceptable levels of conflict between work and non-work demands indicating
that when demands from the work and non-work domains are opposing, conflict
may occur. This definition highlights yet another equivocality. Whereas the
meaning of work may be somewhat narrowed down to an activity involving 37
mental or physical effort done in order to achieve a result (Oxford dictionaries,
2012) e.g. to earn a living, the term non-work demands in Greenblatts definition is
quite broad and can mean anything except work. Due to these deficiencies, some
authors are in favour of using for example the term work-family life balance,
work-home life balance or negative job-to-home spillover to narrow down the term
life (e.g. Galinsky, Bond & Friedman, 1993; Guest, 2002; Hill et al., 2001;
Maume & Houston, 2001). For the sake of this research, I adopt the definition of
Clark (2000, p. 751) who sees work-life balance as satisfaction and good
functioning at work and home with a minimum of role conflict.
The notion of work-life balance has gained high importance during recent years. In
this context, developments and changes at the work place such as advances in the
information technology and information overloads that require quick responses and
changes at a fast pace put increasing pressures on employees (Guest, 2002). Next
to this, also developments and changes in life outside work can be seen as source
of a work-life imbalance. In particular, transformations in the socio-economic
environment and changes in technology opening possibilities regarding where and
when work is carried out cause an imbalance between work and home
responsibilities. Moreover, the shift away from the image of the traditional
family towards an increasing appearance of single parent families and the greater
participation of women in the labour force represent factors requesting a greater
work-life balance among employees (Guest, 2002).
Work life balance has emerged as a major theme during the last two decades,
which witnessed a substantial intensification of work caused by economic
uncertainty, organisational restructuring, and increase in business competition
(Green, 2001; Millward et al., 2000). To respond to the new conditions,
organisations demand higher performance and commitment from their employees,
which is translated into expectations for working longer and for prioritising work
over personal life (Perrons, 2003, pp. 68-72; Simpson, 2000; White et al., 2003).
Indeed, recent survey data suggests that the pressure on employees to work longer
hours under inflexible work schedules is ever increasing. The literature suggests
that lack of balance between work and non-work activities is related to reduced
psychological and physical well-being (Sparks et al., 1997; Frone et al., 1997;
Thomas and Ganster, 1995; Martens et al., 1999; Felstead et al., 2002). For
example, recent empirical research in the United Kingdom (Hyman et al., 2003)
indicated that intrusion of work demands into personal life (e.g. working during the
week-end) was related with reports of heightened stress and 38
Empowerment
Prior to 1990 the concept of empowerment was only accessible via research papers
including individual development, total quality control or participative
management as a topic (Sullivan, 1994). However, ever since the 1990s, articles
featuring employee empowerment have arisen. Reasons for this increase in
academic articles can be credited to its positive influence on work outcomes
(Spreitzer, 2008). Empirical research found evidence that empowerment predicts
job satisfaction, high levels of organizational commitment and productivity (e.g.
Bordin, Bartram & Casimir, 2007; Hakanen et al., 2006; Jun, Shaohan & Hojung,
2006; Koberg et al.,1999; Laschinger et al., 2001; Salavona et al., 2005). Even
though empowerment has been identified with organizational bottom line
outcomes, Honold (1997) identifies in her empowerment review that the former
construct can be considered as highly subjective. She argues that in order for
empowerment to bear fruits for an organization it must to be placed into the
context of each organizations individual culture and specific needs.
Types of Empowerment
Within the last twenty year of organizational research, two types of empowerment
emerged, namely structural and psychological empowerment (Spreitzer, 2008).
Whereas structural empowerment refers to a set of practices that provide
employees with access to information, support, resources and give them the
opportunity to learn in the work environment (Kanter, 1993), psychological
empowerment has a different underlying assumption. 39
dimensions will reduce, though not completely eliminate, the overall degree of felt
empowerment (Spreitzer, 1995).
Meaning is the value of a task goal or purpose, judged in relation to an
individuals own ideal standards (Thomas & Velthouse, 1990). Meaning
works like a driving force of empowerment; if employees dont like working
at a specific place, if the job they are doing are clashing with their value
system, they would not feel that much empowered.
Brief and Nord; Hackman and Oldham cited in Spreitzer (1995, p. 1443) defined
meaning as a fit between the requirements of a work role and beliefs, values, and
behaviours.