For decades, organizations have promised work-life balance as a key benefit and perk for their employees. However, workplaces continue to struggle with high levels of employee burnout, fatigue, and disengagement. While balance aims to distribute time and energy evenly across work and life domains, it implies a separation and trade-off between the two spheres that is difficult if not impossible to achieve (Brough et al., 2014). A growing body of research shows that truly integrating work and personal lives leads to better outcomes for both individuals and their organizations.
Today we will explore how work-life harmony, rather than balance, is a more constructive framework for 21st century careers and workplaces.
Defining Work-Life Harmony
Before delving into specific practices, it is important to define what is meant by work-life harmony as an alternative to the traditional balance concept. At the core, harmony recognizes work and personal life as interconnected rather than separate domains that must be balanced (Hill et al., 2008). Where balance implies evenly dividing finite time and energy, harmony is a dynamic state of synchronization between multiple responsibilities that ebb and flow over one's career (Grzywacz & Carlson, 2007).
Rather than viewing work and personal demands as competing priorities, the harmony perspective sees their coordination as an ongoing process of mutual nurturing where gains in one sphere can enhance the other (Carlson et al., 2009). This fluid, synergistic relationship is characterized by low inter-role conflict as well as flexibility in adapting to changing needs over time (Voydanoff, 2005a). Key aspects of work-life harmony include:
Holism - Seeing life as an integrated whole with permeable boundaries between domains rather than bifurcated spheres
Adaptability - Flexibly adjusting roles, responsibilities and time commitments based on life stage and circumstances
Enrichment - Gains in one domain positively spilling over to enhance satisfaction and performance in others
Balance within balance - Achieving equilibrium not just between but also within domains through effective self-management
Adopting this broader view moves beyond a focus on hours worked or responsibilities allocated to each domain. It aims for the mutual flourishing of work, family and personal well-being through a flexible, supportive interface between life roles.
Key Practices for Work-Life Harmony
Having defined work-life harmony, this section outlines three practices shown through research to cultivate it at the individual and organizational levels: flexible work arrangements, development of social support, and enriching job design.
Flexible Work Arrangements
Flexible scheduling and remote work options help employees fulfill work and personal responsibilities without compromising one or the other (Butts et al., 2013). Research shows flexibility reduces work-family conflict by enabling workers to better manage competing demands (Hill et al., 2008). Flexibility also enhances employee engagement by giving a greater sense of control over one's workday to accommodate life events and emergencies (Brough et al., 2014).
Industry leaders increasingly recognize flexibility's benefits. Tech giants like Facebook and Amazon offer generous parental leave along with flexible remote and part-time options (Dolan, 2017). Accounting firm Ernst & Young established its flexible work program in 2006, finding high usage correlated with greater retention, especially of female employees (Ernst & Young, 2013). To cultivate harmony, organizations should adopt flexibility as a core value and ensure all employees can access arrangements without stigma or penalties to careers.
Development of Social Support
A supportive work environment and personal relationships help relieve pressure from competing demands. Organizational policies like backup dependent care or eldercare referral services reduce work disruptions from family issues (Williams et al., 2013). Coworker and supervisor understanding and accommodations for personal needs also lessen work-family conflict (Voydanoff, 2005b).
At home, a sharing of domestic responsibilities and emotional support from partners and extended family can buffer against stress (Gibson et al., 2013). Companies promoting these external support systems see beneficial spillovers. For example, Microsoft offers an "all hands on deck" assistance program encouraging team members to chip in during coworkers' family crises. Nurturing social ecosystems where work, family and community collaborate on caregiving fosters greater harmony.
Enriching Job Design
Meaningful, engaging work enhances harmony by positively occupying employees and creating synergy between domains. Rather than separation, enriched jobs integrate work and personal lives through flexibility, interest, development and impact (Voydanoff, 2005a). They provide schedule control, learn new skills, positively impact lives and find purpose - all contributing to lower inter-role conflict.
Enrichment also occurs through social support and friendships at work. Research ties supportive coworker relationships to lower turnover and stress (Butts et al., 2013). Companies designing roles for interest, impact, growth and social connections see improved well-being, retention and performance (Gallup, 2017). Overall job crafting work to be intrinsically fulfilling alongside flexible arrangements cultivates the most harmonious interface.
Application Across Industries
While harmony-building principles apply universally, strategies should consider industry challenges. Two examples illustrate tailored approaches:
Healthcare
Long, irregular hours exacerbate work-life challenges in healthcare. However, flexibility also proves effective when guided by clear parameters. At the Mayo Clinic, teams collaboratively set schedules based on patients' needs alongside personal commitments (Dolan, 2017). Having autonomy within agreed boundaries relieves stress of constant uncertainty while ensuring quality care.
The Clinic also invests in childcare, education reimbursement and backup eldercare. By addressing external demands through an ecosystem of support, healthcare professionals experience lower turnover, higher quality of life and better patient outcomes (Mayo Clinic, 2013). Addressing systemic issues through customized flexible arrangements and social programs fosters maximal harmony in this demanding field.
Professional Services
The constant connectivity of technology enables round-the-clock client service yet blurs work-life lines in professional services. Deloitte resolved this through a global flexible working program allowing most roles to occasionally work remotely or condensed hours (Deloitte, 2014). This enhances client delivery through access while respecting personal lives with permission for disconnecting after hours via technology guidelines.
Firms should pair flexibility with job crafting - such as more strategic roles requiring fewer billable hours or client relationship management allowing schedule control. Supervisor training on results-based versus time-based management also supports harmonic ways of working that benefit both employees' well-being and clients' needs.
Conclusion
As the nature of work undergoes rapid change, traditional work-life balance proves an inadequate framework on its own for modern careers and life stages. Adopting a perspective of work-life harmony provides a more holistic, synergistic and enriching approach centered on the interdependence of domains and adaptability over time. Through flexible arrangements, social support systems and job design promoting engagement, companies are well-positioned to cultivate employee well-being, retention and performance.
Viewing work and personal life as collaborative rather than competing responsibilities builds sustainable careers and thriving communities. Organizational leaders would be wise to complement policies and programs with culture change toward a harmonic mindset. By recognizing life's interconnectedness and adapting work structures accordingly, workplaces can better satisfy economic and human imperatives for the twenty-first century.
References
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Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
