Managing With A Work-Life Perspective: A Manager's Toolkit
Managingwith aWork-LifePerspectiveA Manager’s Toolkit
As a result of the global pandemic, our work-lifeharmony has been challenged by the blurring ofboundaries and the transition to remote work. As weembark on the future of work, we will need to embracenew methods of managing teams working hybrid andfexible schedules, which requires prioritizing a particularcollection of skills.Soft skills, which are anchored in emotional intelligenceand incorporate people-centered traits, will be criticalin the months and years ahead to ensure that individualteam members feel respected, included, and productiveat work, and can better navigate healthy work-lifeintegration. A 2020 Gartner ReimagineHR EmployeeSurvey found that employees whose companies supportthem with work-life integration are 23% more likely toreport better mental health and 17% more likely to reportbetter physical health. Employers in the same surveyreported a 21% increase in high performers.Soft skills are increasingly important to ensure that eachmember of your team feels respected and equal, and enjoyssuccessful work-life integration.”As a manager, you help set the tone for the culturalenvironment of your team. You can elevateemployee engagement, productivity, creativity, andinnovation at work, all while establishing healthywork-life boundaries. The key is growing youremotional intelligence: deepening your self-awareness,strengthening your relationships with each teammember, and creating opportunities for connectionand collaboration beyond your group so your team canexert greater infuence and expand their capabilities.Managing with a Work-Life Perspective: A Manager’s Toolkit2
In The ToolkitThe toolkit comprises six evidence-basedpractices culled from the worlds of socialwork, psychology, and business. Weencourage you to create your personaltoolkit from the information provided here.In addition to the work-life practicesoutlined in this toolkit, managers willbeneft by focusing on building trust,nurturing resilience, and practicing empathyin order to lead the workforce of tomorrow.1. RefectionPage 42. Active ListeningPage 9Page 154. Fluid Leadershipand FlexibilityPage 22Page 286. Building YourCollaborative NetworkPage 343. Creating Connectionand Community5. Infuencing Up andSelf-AdvocacyManaging with a Work-Life Perspective: A Manager’s Toolkit3
Practice 1Refection4
RefectionWhat is Refection?Refection is a writing practice thatenables you to draw meaning from yourprofessional experiences to aid futureaction.The practice of refection can help reveal strengths and weaknessesin yourself, your team, and the processes that guide your work soyou can make informed decisions.Used regularly, refection can also help you become more purposefulat work, and to take actions that are better aligned with your corevalues and principles. Ongoing refection can also help you trackyour progress toward personal and professional goals.Managing with a Work-Life Perspective: A Manager’s ToolkitRefection5
How to Refect:There are many ways to organize a refection practice, but thesimplest is the 4 F’s of Active Reviewing 1:1FactsThis is a brief description of the experience or issue you want torefect on. This could be a meeting, or a recurring problem that’simpacting your work. Capture what occurred or the basic contoursof the matter you’d like to explore.2FeelingsDescribe your feelings about the experience or issue, and morespecifcally, why you feel it needs refection. What emotions didthis situation bring up in you that you wish to know more about?3FindingsExplore Items 1 and 2 on a deeper level, connecting them to yourrole as a leader. What impact—positive and negative—does thisexperience or issue have on your work life, and on your team’sproductivity?4 FutureWhat would you do diferently? Challenge yourself to explorediferent paths of action to fnd one that best suits your and yourteam’s needs.1. Greenaway, R. (1992). Reviewing by Doing. Journal of Adventure Education and OutdoorLeadership, v9 n2 p21-25 Sum 1992Managing with a Work-Life Perspective: A Manager’s ToolkitReflection6
How to Practice Refection:Choose a time during the workweek when you candedicate no more than half an hour for refection.Add a recurring calendar appointment for yourself so the time isheld. Setting aside time on the same day each week will make iteasier to adopt as part of your normal routine.Protect this time.Log out of email and silence your phone. Use a pen and paper insteadof your computer. (Research indicates that the act of writing itselfcan make what you write more meaningful.)Set a timer and when the 30 minutes are up,stop writing.Consider any steps you’d like to take in the weekahead to address what you’ve refected upon.For example, is there a follow-up conversation with a colleague oryour team that you’d like to schedule, a management technique you’dlike to incorporate, or a process change you’d like to implement?Managing with a Work-Life Perspective: A Manager’s ToolkitReflection7
Key Takeaways— The practice of refection can help reveal strengths andweaknesses in yourself, your team, and the processes that guideyour work so you can make informed decisions.— Facts, Feelings, Findings and Future make up “the four F’s”refection practice. Use this as a guide to help you organizeyour thoughts.— Ask yourself how the situation or conversation makes you feel;understanding the underlying emotions can reveal how theymay be infuencing your perspective.— Identify a path forward, whether that’s a change in process orfurther inquiry.Additional Learning— Refect and Enhance Self AwarenessManaging with a Work-Life Perspective: A Manager’s ToolkitReflection8
Practice 2Active Listening9
Active ListeningWhat is Active Listening?Active listening, sometimes called activeempathetic listening, is a “higher form oflistening to gain a deeper understandingof the message and its context.”1When done well, active listening can make people feel understoodand validated, creating a sense of trust. It can also help managersdevelop empathy and enhance your memory of what was said.The HURIER method2: Hear; Understand; Remember; Interpret;Evaluate; and Respond provides a simple process for active listening.1. Jonsdottir, I. J., & Kristinsson, K. (2020). Supervisors’ Active-Empathetic Listening as anImportant Antecedent of Work Engagement. International journal of environmental researchand public health, 17(21), 7976. https://doi.org/10.3390/ijerph172179762. Brownell, J. (2017). Listening: Attitudes, Principles, and Skills (6th ed.). aging with a Work-Life Perspective: A Manager’s ToolkitActive Listening10
How to Practice ActiveListening:Before You Start:— Consider the seating arrangement. Position yourself facing thespeaker, with a comfortable distance of around three feet, andpresent an open posture.— If you’re meeting virtually, try to keep your camera on.— Focus your attention on the speaker, and concentrate onthe word choices and tone.Step 1Hear accuratelyTo improve hearing, try the following:— Repeat portions of what the speaker is saying to yourselfin your mind.— Relate the information to your personal needs to improveyour concentration and relieve “listener anxiety.”— Cultivate an interest in what the person is saying.— Hear the entire message before responding.Step 2Understand completelyAt this stage, unconscious biases can infuence your understanding,but it’s important to comprehend the message in the way it wasintended. To improve your understanding:— Repeat the message back to the speaker and ask if you heardcorrectly.— Ask open, probing, and leading questions to make sure youunderstand both the message and the context in which it’sbeing delivered.Managing with a Work-Life Perspective: A Manager’s ToolkitActive Listening11
Step 3Remember vividlyYou can improve your recall by taking notes, but that may not alwaysbe appropriate, such as when someone is sharing personal details. Inthat case, try these strategies:— Place the exchange in a situational context. Mentally attach thismoment, even if it was spontaneous, to others on your calendar.— Periodically note details of your surroundings. What isthe speaker wearing? Where are they sitting (virtuallyor in person)? How are you feeling? Attaching senses andemotions to your perception of the exchange can helpensure it gets recorded in your memory.— Once the meeting has concluded, jot down a few notes of whatoccurred. For critical conversations, consider writing a fullRefection on the exchange.Step 4Interpret fullyProperly interpreting a speaker’s message requires you to considerthe speaker’s feelings and unspoken messages, which demandsempathy. There are three types of empathy: cognitive, perceptive,and behavioral.— Cognitive: looking at a situation from the speaker’s point ofview, not your own. Ask open-ended questions to understandthe context of the speaker’s viewpoint.— Perceptive: sensitivity to nonverbal cues (such as facialexpressions and tone of voice). Note the behavior of the speaker.Are they sitting quietly, head down, shoulders hunched? Or arethey leaning forward in a more engaged stance?— Behavioral: involves your ability to demonstrateunderstanding with verbal or nonverbal cues. Periodically nodduring the exchange, and maintain attention. Refrain frominterrupting, which indicates impatience.Managing with a Work-Life Perspective: A Manager’s ToolkitActive Listening12
Step 5Evaluate wiselyCritical thinking includes maintaining objectivity and questioningthe message’s underlying premises. Here’s how to assess biases,assumptions, truthfulness, and credibility:— Be mindful that not all details are equally important, butcheck the underlying facts of the message. How accurate isthe message? Are there some pertinent details or backgroundinformation that haven’t been shared?— Apply logic and reason to the message, and recruit yoursituational knowledge of what you’ve been told. Does themessage make sense within this context?— Suppress your personal attitudes, biases, and values as muchas possible to avoid coloring the speaker’s message with yourown intent.Step 6Respond appropriatelyPeople judge your listening ability based on your response, andwhether it addresses the content and meaning that the speakerintended. If your response is defensive, blaming, inaccurate,or indiferent, the speaker will not feel that you’ve heard whatthey’ve shared.— Summarize what the speaker has said and demonstrate anunderstanding of the speaker’s motivations.— If the message was emotionally charged, give the speaker timeto regulate their emotions before ending the meeting.— Move the exchange forward in a positive manner. Thank thespeaker for sharing, and suggest potential next steps, includinga follow-up. Even if the next step is for you to refect further onwhat has been said, share that information.Managing with a Work-Life Perspective: A Manager’s ToolkitActive Listening13
Key Takeaways— Active listening can make employees feel understood andvalidated, and can help managers develop empathy. It canalso enhance the memory of what is being communicated.— Consider your environment to ensure your full attention ison the person speaking.— The HURIER method involves 6 key steps: Hear what’s beingsaid; Understand what’s being said from the speaker’s point ofview; Remember the message; Interpret the message fully, withcontext; Evaluate the veracity of and logic behind the message;and Respond appropriately.Additional Learning— Improving Your Listening SkillsManaging with a Work-Life Perspective: A Manager’s ToolkitActive Listening14
Practice 3Creating Connectionand Community15
Creating Connectionand CommunityWhat is Connection?Connection in the workplace is whatdrives collaboration, fosters healthy workrelationships, and ultimately makes ateam more productive.It can help a team go through a difcult time together and energizemembers to be creative. But connection itself can mean verydiferent things to diferent people. Some team members may feelpersonally connected to each other, others may feel connected to aparticular project, and another may feel most connected with youor the mission of the organization. Part of your responsibility as amanager is to foster each of these types of connections, and to createpathways for new relationships to develop. This is part of creatinga truly inclusive workplace.Managing with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community16
How to Create ConnectionFostering connection is easier if the fundamentals are in place.When basic needs are met, people feel more comfortable connectingto others. It’s important to address any underlying issues that may benegatively impacting your team member’s work lives.1Communicate authentically, openly, and withpurposeOne of the most important skills a manager can develop is the abilityto communicate with their team, both one-on-one and within agroup. Some pointers include:— Establish a process for communicating as a group and individually.Will there be regular team, project, and individual meetings,and how will they be conducted? Establish opportunities toconnect on a more casual or social level as well.— For initial project launches, be sure to communicate all relevantdeadlines, as well as any deadlines that aren’t yet confguredbut will be at a later date. Ofering your team a timeline canhelp them understand both the overall mission or project, aswell as the ways they contribute to its success.— Ensure that the lines of communication are open, and workboth ways. Active Listening is a good way to build trust andrapport with your team members individually and collectively.— Be authentic, clear, and empathic in your communication, butrefrain from negativity. Practice Refection to help identify andclarify your thoughts before sharing with your team.— Make it a practice to remind your team of their sharedgoal or mission, and explicitly link that to the larger goalsof the University, especially when recognizing individualcontributions and successes. This helps contextualize day-today eforts within the larger purpose of the University.— Engage your colleagues and other network connections toManaging with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community17
present to your team regarding University activities andprojects that may have relevance for your group. See BuildingYour Collaborative Network.2Promote healthy work-life integrationConsistent work-life integration involves reducing the frictionbetween one’s work and non-work time so transitioning betweenthem is a positive, empowering experience.— Practice Fluid Leadership and Flexibility. If a team memberneeds to adjust their hours to accommodate caregiving, helpthem rearrange their schedule so that these needs can be metwithout negatively afecting their overall work.— Practice Kinder Emailing and No-Camera Fridays (or anotherday) to respect boundaries between work and personal life andask others to do the same.— Schedule regular self-care breaks throughout the workday.Consider taking lunches away from your desk (outdoors ifpossible), taking breaks between meetings, or meditating beforethe workday begins. Share these practices with your team andencourage them to do the same.— Take your allotted paid time of, even if you have no travelplans. For ideas on maintaining this boundary, see Take YourVacation. Monitor your team’s paid time of, and encouragethem to use it.3Get to know your team members individuallyGenerally, you are the frst connection any employee has to therest of the team, so it’s important to maintain this connection ona regular basis, with scheduled check-ins that include personalgreetings and inquiries that are mutually appropriate and empathic.To encourage additional connections throughout your team:— Start staf meetings with a weekly ice-breaker question thatallows team members to reveal aspects of their personalselves that aren’t necessarily related to work projects. TheseManaging with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community18
revelations can encourage a sense of belonging among yourteam, as members learn of shared interests.— Pair team members together on tasks and projects andencourage knowledge-sharing.— Schedule low-pressure group activities as appropriate.Ideas include bag lunches in the park or potluck milestonecelebrations. Don’t rely on one type of activity or time frame toensure that everyone can take part.— Prioritize team integration and social connection, starting fromthe onboarding process.4 Encourage the formation of community groupsCommunity groups share a specifc goal, common interest, or sharedidentity. To make sure these groups are positive elements of yourworkplace, take a few steps:— Consider assigning the group(s) a specifc task to work on forthe beneft of the entire team. Perhaps one group could betasked with bringing in guest speakers for the entire team,while another could organize team activities. Let the groupsselect these tasks themselves.— Request that each group create a set of rules for conduct toensure that all members are treated with respect, and that theyeach elect a leader who can report any issues with the groupto you.— Be an ally. If an identity-based group wishes to present to therest of the team, provide a platform and a safe space for sharing.— It’s best if these groups are formed organically by your teammembers and are self-directed. Consider the tips in our Guideto Creating Community Conversations.Managing with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community19
5Nurture a supportive teamYou’re not the only one responsible for creating connection;your team also plays a role by being good colleagues to each other.Here’s how to support these eforts:— Recognize people’s good work and share credit for a jobwell done.— Promote an atmosphere of respect and trustworthiness,including prompt response times, meeting commitments,and follow-through. When we can depend on others to dosomething, that builds trust.— Encourage a buddy system or paired projects.— Encourage the use of inclusive and respectful languagethat acknowledges and respects diference.Managing with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community20
Key Takeaways— Connection in the workplace is what drives collaboration,fosters healthy work relationships, and ultimately makes a teammore productive.— Open and authentic communication is essential to ensuring aninclusive workplace.— Get to know each member of your team as an individual, andwork to understand any challenges they may be experiencingoutside of the ofce.— Encourage the formation of community groups but work tointegrate their activities and fndings for the beneft of theentire team.Additional Learning— Creating a Connection CultureManaging with a Work-Life Perspective: A Manager’s ToolkitCreating Connection and Community21
Practice 4Fluid Leadershipand Flexibility22
Fluid Leadershipand FlexibilityWhat are Fluid Leadershipand Flexibility?Fluid leadership is a way of leading teamsand individual team members in anempathic, responsive, and adaptive way.It assumes that business and societal conditions are in a constantstate of adjustment, and that what may be required today from awork-life perspective may be diferent next week, next semester,or next year.A fuid leader makes every decision through the lens of commonlyembraced values rather than in adherence to a set of mandates orrules. These values often include empathy, fairness, authenticity,and transparency. For this reason, fuid leadership is sometimescalled “values work.” Because it involves individualized attentionto each team member and each situation, it can also be referred toas “interactional” or “choice-focused” leadership. A fuid leadershipstyle is essential to the future of work.Managing with a Work-Life Perspective: A Manager’s ToolkitFluid Leadership and Flexibility23
Managerial fexibility comprises a variety of daily practices that afuid leader can employ to maintain an adaptive workplace, such asopen communication and the practice of Active Listening. Being afexible manager means treating each employee with respect andindividualized attention, and guiding teams to more nimbly adaptto work transitions, such as moving an ofce, restructuring a groupor project, or engaging in the future of hybrid work. That maymean promoting healthy work-life integration, respecting work-lifeboundaries, and adjusting project timelines to accommodate shiftingrealities.How to Be a Fluid Leader1Hone Your Value SetFluid leadership starts with identifying your core values andprinciples. They signify to the entire team what is important—andnot so important—and help clarify your decision-making process.Identifying your core values will guide you and your team andensure everyone is on the same page.— Commit to practicing empathy, fairness, and respect, andpromote these values to the rest of the team.— Identify the personal values that have guided you in your workethic, and fnd synergies with team values. For example, if youvalue innovation, encourage your team to challenge the statusquo, and provide incentives and rewards such as lunches orrecognition for improving work processes or products.— Develop a mission statement for your group. What is yourcentral purpose, the “why” of your team’s existence?Understanding the primary, secondary, and tertiary reasonsfor your team’s work can highlight the key values that shouldguide them.Managing with a Work-Life Perspective: A Manager’s ToolkitFluid Leadership and Flexibility24
2 Develop an Open Mind for Implementing ChangeFluid leadership is more about the process of discovery than it isabout implementing a single person’s vision.— Invite your team to share their observations about what couldbe improved or changed about the current workplace culture.Make this an open invitation, and remind them regularlyof your interest in hearing from them. Open dialogue helpsbuild trust.— Practice Active Listening and Refection to ensure you hearand understand this input, as well as any challenges theproposed changes may present.— Consult team members individually and as a group beforeimplementing any changes to ensure that the potential impacton people and process is well understood.3 Be MindfulJust as it’s important to understand what makes your team tick, it’sessential to understand what emotions, stressors, and behaviorsyou’re bringing to each interaction. Such self-awareness can help youidentify your own needs so that you can be a more adaptive leader.— Practice Refection regularly on interactions and situations thatcause you stress or otherwise negatively afect your work life.— Join a support group such as the Work Life ManagerConversation Group to discuss your experiences with othercolleagues and solicit peer advice.— Develop your network and share your work life experiences.See Building Your Collaborative Network.— Consider self care such as daily movement, restful sleep,nutritious diet, meditation, and talk therapy to help youmanage your own stress levels.Managing with a Work-Life Perspective: A Manager’s ToolkitFluid Leadership and Flexibility25
4 Get to Know Your TeamFluid leadership means meeting each team member where they areprofessionally and personally, and working with them to supporttheir growth. What roles do they have outside of work and howmight that impact their work life? What motivates them? How dothey learn best? Why are they in this job? Where do they want to bein 5 years? 10? These questions can help you understand them so youcan more efectively partner to improve or develop their talents.5 Consider How to Best Incorporate WorkplaceFlexibility for the Hybrid TeamRight now, we have an opportunity to reinvent the way we work andincorporate models of workplace fexibility to continue supportingtalent, wellness, and productivity. Hybrid workplace models, whereteam members will have an opportunity to work remotely a coupleof days per week, will be part of the future of work. Start with thefollowing:— Understand what type of workplace fexibility policies you areable to ofer your team.— Establish a plan for incorporating workplace fexibility.Be sure to craft a fair process for implementation and that yourcommunication of the plan is clear. Welcome team feedbackor have the team come up with potential solutions.— Conduct periodic pulse checks of the team to ensure the planis working or to identify any changes that need to be made.Managing with a Work-Life Perspective: A Manager’s ToolkitFluid Leadership and Flexibility26
Key Takeaways— Fluid leadership is an empathic, responsive, and adaptiveway to manage people that assumes that business and societalconditions are in a constant state of change.— Mindfulness and openness are two key skills for adoptinga more fexible managerial style.— Meet each team member where they are professionallyand personally, and work with them to identify paths forshowcasing talents and improving skills.— Consider implementing an appropriate workplace model witha strategic plan that allows for feedback and refnement asneeds change.Additional Learning— Creating an Adaptable TeamManaging with a Work-Life Perspective: A Manager’s ToolkitFluid Leadership and Flexibility27
Practice 5Infuencing Up andSelf-Advocacy28
Infuencing Up andSelf-AdvocacyWhat are Infuencing Up andSelf-Advocacy?Together, these two terms describethe process of advocating for changesin process, product, or organization topositively impact your work life and thework lives of those on your team.Your ability to infuence decisions that afect your group andadvocate for yourself and others is foundational to your self-efcacyas a manager. It can help you cultivate empathy, ensure equity andfairness, build trust, and ultimately, help your department meet itsoverall goals. To get started, you need to identify both the problemthat needs improvement, and the best possible solutions.Managing with a Work-Life Perspective: A Manager’s ToolkitInfuencing Up and Self Advocacy29
How to Infuence Up:1Identify problems and solutionsIt may sound simple, but naming the problem at hand can be tricky,especially if it involves multiple teams and diferent departmentsand processes. But even the most complex challenges can often beimproved with a small change in one area. To get started:— Practice Refection on a regular basis. This exercise canhelp you sort through complex problems and illuminatespecifc areas where small improvements will have asubstantial impact.— Consult your network of peers and colleagues. They maybe experiencing (or have experienced) similar issues, andbe willing to ofer guidance, support, or other insights. SeeBuilding Your Collaborative Network.— Gather evidence and information to identify solutions. Yourcommunity and team can often be a great resource, but don’tstop there. Consider looking at how other universities andindustries have addressed similar challenges. You may fnd thatthe “best” practice is one that doesn’t exist in higher education.— Solicit feedback from your team and practice Active Listening.This ongoing practice helps you refne your solution to refectmultiple points of view so you can advocate your position toyour supervisor with greater clarity and detail.2Prioritize possible solutions based on impactAs you solicit and incorporate feedback, try to identify the possibleoutcome of each suggested solution. Of course you won’t be able topredict the future, but by hearing from various people who wouldbe impacted by any change, or who have experienced a similarchallenge, you can generate a reasonable idea of how variousimplementations would be received and adopted, and how successfulManaging with a Work-Life Perspective: A Manager’s ToolkitInfluencing Up and Self Advocacy30
or unsuccessful they would be.— The practice of Refection can help you sort through competingideas and complex interventions.— Seek out contrary viewpoints when possible and available,to help you identify potential pitfalls and other concerns.— Enlist your own team to identify preferred solutions; theirsupport is critical to any successful change.3Make your caseOnce you’ve gathered all of the facts and supporting evidence, it’stime to go to your supervisor or to the group of decision makersto present your issue and possible solutions. To successfully makeyour case:— Start with the problem. Explain the main points of the currentsituation, and delineate, with evidence, why it’s insufcient orunsatisfactory. Point out where you need their help.— Explain your fact-fnding process. Take your audience on thejourney of discovery and evidence-building with you.— Present the options available. Share, if appropriate, howfeedback from members of your network with relevantexpertise was incorporated into your idea and howorganizations outside the University might be addressingsimilar issues.4 Refne your proposalThink of your supervisor as one of the most important people inyour network, especially if their initial response to your proposalis critical. If your proposal is rejected outright, your goal is tounderstand why, so that you can communicate that informationback to your team if necessary. Practicing Refection can help youidentify any missteps and chart a future course of action. If yourproposal is met with criticism (but not outright rejection), your goalis both to understand what your proposal may be lacking and toManaging with a Work-Life Perspective: A Manager’s ToolkitInfluencing Up and Self Advocacy31
identify what changes need to be made. Practice Active Listening toensure you hear and understand your supervisor’s feedback. Then,be sure to incorporate their comments and refne your solution toaccommodate each of their concerns.5Implement
In The Toolkit . The toolkit comprises six evidence-based practices culled from the worlds of social work, psychology, and business. We encourage you to create your personal toolkit from the information provided here. 1. Refection . Page 4 . In addition to the work-life practices outlined in this toolkit, managers will
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Collectively make tawbah to Allāh S so that you may acquire falāḥ [of this world and the Hereafter]. (24:31) The one who repents also becomes the beloved of Allāh S, Âَْ Èِﺑاﻮَّﺘﻟاَّﺐُّ ßُِ çﻪَّٰﻠﻟانَّاِ Verily, Allāh S loves those who are most repenting. (2:22
Keywords: Work Life balance, fuzzy, cognitive maps, fuzzy cognitive maps, induced fuzzy cognitive maps, work life imbalance, working environment issues. 1. Introduction. 1.1 Work Life Balance . Work life balance is about people having measure of control over when, where and how they work. There is a view that work-life balance only in the
Work life balance is a balancing point between personal life and working life (Karthik 2013).Routine life of almost every person is divided between the time at workplace and time from outside at workplace (family life, friend life). Academic have deliberate the relation between two domains, i-e work life or work family literature, for decades .
forming work-life balance, is seen as two things that can affect employee turnover intention. Work-life balance talks about the ideal balance between an individual's personal and professional life [1]. Managing conflicts between work and life is a big challenge for organizations and individuals [2]. Research conducted by [3]
2.1. Work-Life Balance Work-life balance is a term frequently used in the literature, however there is a need to be explicit about exactly what is meant by the concept work-life balance. Pichler (2009, p. 461) broadly describes life as non-work time. A further definition of work-life balance according to
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