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This study aims to explore how information technology (IT) professionals perceive work-life balance (WLB) in a work-from-home (WFH) setup. Additionally, it explores what emotions one may associate with such changing work environments, which have high implications for organisational success.

The two primary research questions guided this research. An online questionnaire-based survey was conducted to collect the data so that respondents’ both subjective and objective perceptions were documented. Purposive cum snowball sampling was used to collect data from 262 IT professionals. However, the data was analysed using both qualitative (content analysis) and quantitative (chi-square) techniques.

The findings of this study are interesting in nature and reported the work-life experiences at various socio-demographic levels (age, gender, educational qualification, designation, work experience, income, type of family and the number of children). The comprehensive examination of the data obtained from diverse aspects related to remote work environments has shed light on crucial facets impacting IT professionals. A predominant observation derived from the study reveals a significant disparity in working hours between male and female respondents during remote work. This discrepancy is notable, with male employees tending to work longer hours (i.e. 10 or more hours daily) than their female counterparts. The investigation into respondents’ sleep patterns revealed that the majority slept between 5 h and 7 h daily, underscoring reduced sleep hours for IT professionals during remote work. This comprehensive study thus emphasises the multifaceted nature of gender-associated influences on work patterns, health and well-being during remote work scenarios among IT professionals. As remote work is the new normal, this study has high implications for future work arrangements and organisational success.

The findings of the study will assist managers in dealing with the work conflict issue of remote workers. Importantly, these managers should try eliminating or reducing workplace conflict, emotional exhaustion and social overload associated with remote work.

This study is a humble attempt to highlight the employee’s WLB in the context of WFH in an emerging market (i.e. India). Furthermore, emphasises practical issues associated with changing work paradigms and concludes with interesting recommendations for future work arrangements.

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.

The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.

The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.

The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.

Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.

This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

This research aims to determine the influence that work flexibility (WF) has on the happiness of workers through the work and personal life balance, work-life balance (WLB), as a mediating variable, as well as the moderating role of gender between WLB and job happiness (JH). A structural model that describes the interactions between these study variables is proposed.

A quantitative approach was used. The data were collected by non-probabilistic sampling, surveying 200 mid-level employees in small and medium industrial enterprises (industrial SMEs). The proposed hypotheses were analyzed and tested using partial least squares structural equation modeling.

The results confirmed the hypotheses presented. In the relation of WLB and JH, positive work-family and family-work interactions would result in a greater increase in JH in the women group compared to men, and special characteristics were found in the variables in the Mexican context.

This study will provide information to those responsible for the human resources departments of companies to design and implement good practices in which importance can be given to labor agreements involving WF and the implementation of WLB policies differentiated by gender to generate happiness at work.

The JH construct proposed by Fisher (2010) was applied, and its relationship with WF and WLB in a post-pandemic context was studied. The research applied to supervisors and area managers of industrial SMEs reflects the importance of considering the balance between their life and work to achieve JH, understanding it as job satisfaction and more commitment to work, in addition to considering the differences by gender.

This paper presents the findings of assessing the strategies required for improved work-life balance (WLB) of construction workers in Eswatini. This was done to improve the work-life relationship of construction workers and, in turn, improve the service delivery of the construction industry in the country.

The study adopted a quantitative research approach using a questionnaire administered to construction professionals in the country. The data gathered were analysed using frequency, percentage, Mann–Whitney U test, exploratory and confirmatory factor analysis (CFA).

The findings revealed that the level of implementation of WLB initiatives in the Eswatini construction industry is still low. Following the attaining of several model fitness, the study found that the key strategies needed for effective WLB can be classified into four significant components, namely: (1) leave, (2) health and wellness, (3) work flexibility, and; (4) days off/shared work.

The findings offer valuable benefits to construction participants as the adoption of the identified critical strategies can lead to the fulfilment of WLB of the construction workforce and by extension, the construction industry can benefit from better job performance.

This study is the first to assess the strategies needed for improved WLB of construction workers in Eswatini. Furthermore, the study offers a theoretical platform for future discourse on WLB in Eswatini, a country that has not gained significant attention in past WLB literature.

This chapter focuses on exploring challenges encountered by the neglected group of employees who live alone and do not have children, particularly in relation to work-life balance (WLB). We first question the conventional WLB discourse – predominately surrounded by addressing work-family conflicts. We next discuss how this formulates debates about the equality and fairness of HR policies affecting various groups of employees, with solo-living individuals being excluded. In addition to previously documented work-life issues, we articulate difficulties related to the pursuit of independence, freedom, balancing, and healthy work-life experiences for and specific to solo-living women academics. We conclude that our insights on “vulnerability” may lead to feminist approach being incorporated into work-life policy development in order to better engage underrepresented groups of employees, accommodate the needs of “others” and promote collective flourishing.

Utilizing boundary theory as a guiding framework, this study aims to explore facets of work–life balance (WLB) that women entrepreneurs experience in the context of the United Arab Emirates (UAE). It sheds light on strategies women entrepreneurs use to manage and shape boundaries between their personal and professional lives.

In this qualitative study, we conducted in-depth interviews with 50 women entrepreneurs to gain a deeper understanding of their WLB challenges.

Integration is a boundary management approach used by most women in our sample, facilitated by the thin work–life boundary inferable from their entrepreneurial careers. Integration has all the hallmarks of being imposed on women entrepreneurs because of family role challenges and societal expectations, on top of their entrepreneurial obligations. Women are reactors; they shoulder societal, family and entrepreneurial roles while having little control over events and circumstances.

Boundary theory suggests two roles must be interconnected to coexist successfully. Women entrepreneurs can benefit from the synergy between their personal and professional lives. As their roles tend to be more complex, it is essential to consider the consolidation of both spheres as an ongoing process to maximize their benefits.

Today’s independent forms of working are contingent on flexible work arrangements, work intensification and wireless communication. Understanding how women entrepreneurs find balance amid boundarylessness adds to our limited knowledge of people in comparable environments.

This paper aims to answer the question of the future of work-from-home (WFH) from the position of productivity and employee well-being. In this research, the authors studied the future of WFH by analyzing perceived home productivity and work–life balance (WLB) in the WFH environment. This paper attempts to say that WFH is here to stay, and business leaders should acknowledge this fact and adjust their strategy.

The authors used a heterogeneous sampling method, surveying 1,157 employees in Mexico on productivity and WLB. The authors did three independent interventions in different pandemic stages: beginning – in 2020, peaking – in 2021, and calming down – in 2022. The authors used contingency table analysis to research the influence of perceived productivity and WLB in WFH on employees’ propensity to WFH.

The results show that employees perceive productivity the same or higher when WFH and WLB same or better. The findings of this study are a wake-up call for managers who refuse to embrace changes in employees’ perceptions and needs. Companies refusing to acknowledge the existing need for WFH may face significant challenges in terms of employee satisfaction and retention.

This study contributes to the broader literature by addressing whether WFH is here to stay. The dynamics of returning to office vary from country to country, industry to industry and business to business. This paper is an answer to the future of WFH for Mexico and the Latin American region.

Este artículo tiene como objetivo responder a la pregunta sobre la relevancia del futuro del trabajo desde casa (WFH por sus siglas en Inglés) desde la perspectiva de la productividad y el bienestar de los colaboradores. En esta investigación, se estudia el futuro del trabajo desde casa analizando la productividad percibida y el equilibrio entre la vida laboral y personal en el entorno del trabajo desde casa. Este documento intenta decir que el trabajo desde casa llegó para quedarse y que los líderes empresariales deberían reconocer este hecho y ajustar sus estrategias.

Se ha utilizado un método de muestreo heterogéneo, encuestando a 1157 colaboradores que trabajan en México sobre el tema de productividad y balance vida-trabajo (WLB por sus siglas en Inglés). Se realizaron tres intervenciones independientes en diferentes etapas de la pandemia del COVID-19: al inicio (2020), un año despúes que fué el pico (2021) y finalmente cuando está a la baja y en calma (2022). Se utilizaron diversas herramientas estadísticas como el análisis de tablas de contingencia para investigar la influencia de la productividad percibida y el WLB en el trabajo desde casa en los colaboradores que son propensos a trabajar desde casa.

Los resultados muestran que los colaboradores perciben la productividad igual o mayor cuando trabajan desde casa y el balance vida-trabajo son iguales o en ocasiones mejores. Los hallazgos de este estudio son para llamar la atención de los directivos y gerentes que se niegan a aceptar que han existido cambios y ajustes en las percepciones y necesidades de los colaboradores en las maneras de realizar el trabajo. Las empresas que se niegan a reconocer la necesidad existente de trabajar desde casa pueden enfrentar desafíos importantes en el corto plazo en términos de satisfacción y retención de los empleados.

Este estudio contribuye para ampliar la literatura y poder abordar el tema de las modalidades de trabajo, en particular para profundizar si el trabajo desde casa (WFH) llegó para quedarse. Así mismo, se puede mencionar que la dinámica del regreso a las oficinas puede variar de un país a otro, de una industria a otra y de una empresa a otra, ofreciendo una variedad de reflexiones y puntos de vistas, finalmente este documento es una respuesta a la reflexión sobre el futuro del trabajo, los beneficios del trabajo en casa para México y para la región de LATAM.

Este artigo pretende responder à questão sobre a relevância do futuro do trabalho a partir de casa (WFH, Work from home, por suas siglas em inglês) na perspetiva da produtividade e do bem-estar dos colaboradores. Nesta investigação, o futuro do trabalho a partir de casa é estudado através da análise da produtividade percebida e do equilíbrio entre vida pessoal e profissional no ambiente de trabalho a partir de casa. Este artigo tenta dizer que o trabalho a partir de casa veio para ficar e que os líderes empresariais devem reconhecer este facto e ajustar as suas estratégias.

Foi utilizado um método de amostragem heterogêneo, pesquisando 1.157 funcionários que trabalham no México sobre o tema produtividade e equilíbrio entre vida profissional e pessoal (WLB). Foram realizadas três intervenções independentes em diferentes fases da pandemia da COVID-19: no início (2020), um ano após o pico (2021) e finalmente quando estava em declínio e calma (2022). Várias ferramentas estatísticas, como a análise de tabelas de contingência, foram utilizadas para investigar a influência da produtividade percebida e do WLB no trabalho em casa em funcionários propensos a trabalhar em casa.

Os resultados mostram que os colaboradores percebem uma produtividade igual ou superior quando trabalham a partir de casa e que o equilíbrio entre vida pessoal e profissional é igual ou por vezes melhor. Os resultados deste estudo são para chamar a atenção de diretores e gestores que se recusam a aceitar que tenham havido mudanças e ajustes nas percepções e necessidades dos funcionários nas formas de fazer o trabalho. As empresas que se recusam a reconhecer a necessidade existente de trabalhar a partir de casa podem enfrentar desafios significativos a curto prazo em termos de satisfação e retenção dos colaboradores.

Este estudo contribui para ampliar a literatura e poder abordar a questão das modalidades de trabalho, em particular para aprofundar se o trabalho em casa (WFH) veio para ficar. Da mesma forma, pode-se mencionar que a dinâmica de retorno aos escritórios pode variar de um país para outro, de uma indústria para outra e uma empresa para outra, oferecendo uma variedade de reflexões e pontos de vista. Em última análise, este documento é um resposta. para refletir sobre o futuro do trabalho, os benefícios de trabalhar em casa para o México e a região LATAM.

This study presents a comprehensive investigation of turnover intention within the context of higher education, specifically focusing on private universities in Egypt, to develop a robust conceptual framework to explore this phenomenon.

The study sample comprised both male and female tenured faculty members from private universities, and data were collected through questionnaires, resulting in 396 completed responses. Statistical analysis was conducted using SPSS and partial least squares structural equation modeling (PLS-SEM) software.

The study highlights the significant impact of work-life balance (WLB) and organizational commitment on turnover intention, with job satisfaction as a mediating factor. Additionally, the research reveals that emotional intelligence (EI) does not directly influence turnover intention, but its effects are fully mediated by job satisfaction.

This research not only advances the theoretical understanding of why academics contemplate leaving their positions but also underscores the significance of this topic. Moreover, by exploring turnover intention in the private education sector of the Middle East, the study addresses a notable gap in the existing literature.

This study investigates the psychological adoption of technology in relation to employees' mental beliefs about using technology in their workplace, because it is necessary to investigate the direct and indirect effects of information systems (IS) on employees' work-related results that underpin creativity and engagement.

Using a cross-sectional design, data were collected from 153 human resource (HR) employees who used human resource information systems (HRIS) in small- and medium-sized enterprises (SMEs) in Malaysia.

The results show that effective acceptance and adoption of an HRIS enables HR employees and management in SMEs to be creative, balanced and engaged. Facilitating conditions and task-technology fit positively affect the behavioral intention to accept and adopt an HRIS. Additionally, organizational citizenship behavior moderates the relationship between the behavioral intention to accept and adopt an HRIS and employee creativity.

This study significantly advances the fields of human resource management and IS by elucidating the factors influencing employees' adoption of technology. In an effort to address a research gap in existing research, it introduces a unified theory of acceptance and use of technology, which precedes the psychological adoption process by individuals. Furthermore, it offers both empirical and theoretical insights into the interplay between technology adoption factors and their subsequent impact on work-related outcomes.