Bellmann, L., & Hübler, O. (2021). Working from home, job satisfaction, and work–life balance–robust or heterogeneous links? International Journal of Manpower, 42(3), 424-441.
In this paper, WLB and personal life, along with job satisfaction, are dependent variables affected by the remote work format; a regression model is used to evaluate the relationships among the variables. The authors found that remote work negatively affects WLB, blurring these facets. The value of this study is supported by the use of a statistical tool, a systematic review, and a large secondary sample, which provide greater confidence in the reliability of the results. This is coupled with the results of Kelliher et al. (2019), which confirm the nature of WLB. The present study will support the argument that WLB is a sensitive phenomenon that can be easily disrupted, particularly in the current context of remote work.
Kelliher, C., Richardson, J., & Boiarintseva, G. (2019). All of the work? All of life? Reconceptualising work‐life balance for the 21st century. Human Resource Management Journal, 29(2), 97–112.
The article’s focus offers a rethinking of the classical concept of WLB, which confined life to household chores and care for dependents, and work to traditional office tasks. The apparent advantage of this article is that it is based on the study of many primary and secondary sources, allowing it to be viewed as a generalization of academic discourse. Still, the conclusions hold until a massive shift to a remote format due to COVID-19 (Palumbo, 2020). The study’s main result is the inadequacy of the current concept of WLB and the need for a broader consideration in which the boundaries between the two sides can be erased, with the primary responsibility for maintaining the necessary balance resting with workers, not organizations. This article argues that WLB cannot be viewed as an immutable construct but rather as an adaptable, shifting phenomenon characterized by individuality.
Palumbo, R. (2020). Let me go to the office! An investigation into the side effects of working from home on work-life balance. International Journal of Public Sector Management, 33(6/7), 771–790.
This work aimed to evaluate the effect of the COVID-19-induced remote work format on WLB. The results showed that this work format disrupts balance, confirming the findings of Bellmann & Hübler (2021). The author gives reasons for this effect: employees are more likely to face domestic problems, including conflicts and interactions with relatives that distract from work, as well as feelings of isolation from the office and non-normative demands. On the other hand, Palumbo (2020) also cites the benefits of this format for WLB, namely reduced transportation time to work and increased flexibility. The argument built on this study is that managers should make an effort to support employees’ chosen WLBs, which aligns with the mediating function of leaders outlined by Kelliher et al. (2019).
Vyas, L. (2022). “New normal” at work in a post-COVID world: Work–life balance and labor markets. Policy and Society, 41(1), 155-167.
“The New Normal,” by which the authors refer to the pandemic shift to flexible work schedules, responds to the shift to remote work, the changing concept of WLB, and the need for managers to make preventive decisions for employee well-being. This paradigm, combined with the previously discussed sources, shows that WLB should be considered more broadly, with deep integration of both sides. Among other things, the authors suggest restructuring at the governmental level, namely regulating homework and the right not to respond to work messages outside work hours. The main argument of this paper is the concept of a “new normal” and the need for decisions from above.
Wood, J., Oh, J., Park, J., & Kim, W. (2020). The relationship between work engagement and work–life balance in organizations: A review of the empirical research. Human Resource Development Review, 19(3), 240-262.
This paper explored the potential relationship between WLB and employee engagement, as it is assumed that these are mutually exclusive attributes of employee life. The paper is structured as a systematic review of 37 studies, reflecting its practical value. Interestingly, people with more passion were better at building WLB. In addition, the authors found that organizational support can improve WLB practice, which correlates with studies by Vyas (2022) and Palumbo (2020). Based on the findings, an argument can be constructed that WLB is not related to positive changes at work and increased engagement, but is a product of such changes.