In the past two decades a new field of workplace service delivery, as well as a new field of scholarly inquiry, have emerged that focus on the stress associated with the need to balance work and family and, more generally, work and personal life. Many workers struggle to negotiate the demands of work with the expectations from their families and life outside of work, which include familial responsibilities such as child care and elder care, activities related to individuals' personal fulfillment, and activities related to community contributions and civic duty. Balancing or integrating the demands of work, family, and life can be associated with specific stress-related outcomes for workers, based on the presence and absence of conflict between their roles. The research on work–family and work–life balance has focused predominantly on the United States and Europe, but in recent years there has been more research on other countries and even some comparative studies that examine the similarity and differences in challenges faced by workers worldwide.
More and more work organizations are introducing work–family or work–life programs as part of, or in addition to, their EAP services. These services focus on the conflicts that employees experience in reconciling their work and family roles. They include individual and family counseling to help employees cope with the stresses associated with, for example, having to care for a sick parent or taking care of a new baby. In addition, work–family or work–life programs include new policies that allow employees to take periods of paid leave for family or personal reasons. More recently, workplace flexibility options have emerged as a way to address conflicts between work and life outside of work, including flexibility in scheduling full-time hours (e.g., compressed work weeks), flexibility in the number of hours worked (e.g., reduced work hours per week or working part of the year), career flexibility with multiple points of entry, exit, and re-entry into the workforce, and the ability to address unexpected and ongoing personal and family needs.
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In the past two decades a new field of workplace service delivery, as well as a new field of scholarly inquiry, have emerged that focus on the stress associated with the need to balance work and family and, more generally, work and personal life. Many workers struggle to negotiate the demands of work with the expectations from their families and life outside of work, which include familial responsibilities such as child care and elder care, activities related to individuals' personal fulfillment, and activities related to community contributions and civic duty. Balancing or integrating the demands of work, family, and life can be associated with specific stress-related outcomes for workers, based on the presence and absence of conflict between their roles. The research on work–family and work–life balance has focused predominantly on the United States and Europe, but in recent years there has been more research on other countries and even some comparative studies that examine the similarity and differences in challenges faced by workers worldwide.
More and more work organizations are introducing work–family or work–life programs as part of, or in addition to, their EAP services. These services focus on the conflicts that employees experience in reconciling their work and family roles. They include individual and family counseling to help employees cope with the stresses associated with, for example, having to care for a sick parent or taking care of a new baby. In addition, work–family or work–life programs include new policies that allow employees to take periods of paid leave for family or personal reasons. More recently, workplace flexibility options have emerged as a way to address conflicts between work and life outside of work, including flexibility in scheduling full-time hours (e.g., compressed work weeks), flexibility in the number of hours worked (e.g., reduced work hours per week or working part of the year), career flexibility with multiple points of entry, exit, and re-entry into the workforce, and the ability to address unexpected and ongoing personal and family needs.
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