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Abstract

The effective management of employees’ work-life balance requires organisations to recognise and account for the array of non-work roles that impact their working-lives. Despite the literary attention given to the ‘work-life balance’ in recent years, however, contemporary authors still note the concept’s inadequacy both in terms of its definition and administration. In order to explore the boundaries of contemporary ‘work-life balance’, this paper adopts an Organisational Role Theory (ORT) perspective. The paper suggests that in order to manage these discrete impacts effectively, human resource managers should consider employing a Work-Life Balance Impact Audit as part of their job evaluation and performance management processes.

Item Type:	Conference or Workshop Item (Paper)
Authors/Creators:	Wickham, M and Parker , ML and Fishwick, S
Keywords:	Work-life Balance, Organisational Role theory.
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