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The study aims at exploring the constructive role that organizations can play in enabling their employees move from work-family conflict (WFC) to a more integrated work–life solution.

Being socially and culturally contextual by nature, a qualitative methodology that involved in-depth interviews with the respondents was chosen for the study. This facilitated the respondents to discuss in detail their WFC experiences and the expectations that they hold from their organizations.

The findings of the study suggested the importance of effective two-way communication between employees and top management, structural and cultural support from the organization and the importance of redesigning and restructuring jobs in an attempt to reduce work-role overload.

Organizations can foster initiatives that can lead to a healthier work–life balance of the employees, which can further result in a more creative, committed, satisfied and diverse workforce for them.

A better work environment that facilitates smoother balance between work and non-work responsibilities can lead to better physical and psychological health of the employees and reduced instances of discord in work and family domains.

Most studies on WFC have focused on the adverse impact of WFC; the present study adopts a solution-oriented approach to finding ways in which resourceful entities such as big organizations can take steps in alleviating WFC experiences of their employees.

The authors felt previous research focused on the mental health impacts of WFC, but did not analyse the constructive role organizations can play. This is what they set out to do.

The study took place in the service sector. The authors chose a qualitative method and carried out long interviews with 15 employees at the two companies based in New Delhi. The two main questions were: Q1. Please share a situation where you experienced conflict between your work and family roles. What was your experience? Q2. Please share instances of WFC where the organization played a role in helping you resolve the same.

It revealed a number of key factors, including effective two-way communication between employees and top management, structural support from the organization and restructuring jobs to prevent overload.

The authors felt their study was valuable because most previous research focused on the mental health impacts of WFC, but did not analyse the constructive role organizations can play.