The Case for Work-Life Balance: Closing the Gap Between Policy and Practice

Australian and New Zealand organisations are increasingly considering the benefits of ensuring their employees achieve 'work/life balance'. The subject of how work/life balance can be achieved and enhanced has received significant attention from employers, workers, politicians, academics and the media. The concept, dubbed a 'barbecue-stopper' by Australian Prime Minister John Howard, has been described as the "biggest policy issue we have". In an election year in New Zealand, the Labour Government similarly acknowledges that "work/life balance and having enough time for family is fundamental to the New Zealand way of life". However, it is in the context of both Australia's and New Zealand's current skill shortages and the prospect of an ageing workforce that it is now imperative for organisations to embrace work/life balance practices to attract and retain talent, not only from traditional sources but also from untapped and diverse social groups. These are social groups whose lifestyles can often demand greater attention to work/life balance: working mothers, mature workers and some minority groups. For future commercial sustainability, organisations need to ensure they not just encourage but mandate a practical and workable work/life balance policy, benefiting and meeting the needs of both the organisation and its employees. And importantly, organisations not providing real opportunity for employee work/life balance are opening themselves up to increasing numbers of dissatisfied and unproductive employees and hence increased attrition rates. Merely creating a work/life policy framework is not enough; fostering an organisational culture that supports the use of available policies is also of great importance. This paper explores the notion of work/life balance, including the empirically grounded benefits for employers and employees. The paper also challenges some of the rhetorical assumptions associated with work/life balance. Further, it outlines the cultural inhibitors to the implementation of flexible work arrangements and provides practical strategies for developing work/life balance agendas.