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dc.contributor.authorQuinones, J. R.
dc.contributor.authorHussain, Vaidehi
dc.date.accessioned2021-03-02T14:58:41Z
dc.date.available2021-03-02T14:58:41Z
dc.date.issued2020-12-06
dc.identifier.urihttps://hdl.handle.net/1813/102853
dc.description.abstractBased on employee feedback from annual surveys, organizations generally experience incremental improvements on work-life balance. Some teams experience breakthroughs, but a causal relationship is often difficult to establish with a specific program or initiative. This often reflects in a disconnect between organizational investment and employee feedback from surveys. To get at the root of the issue, we intend to visit the definition of work life balance from an employee perspective. We further note the scope for improvement in the design, delivery and measurement of corporate work-life balance (WLB) programs to align with employee perspectives and effectively cater to their needs.
dc.language.isoen
dc.subjecthuman resources
dc.subjectwork-life balance
dc.subjectwell-being
dc.subjectwork-life balance culture scale
dc.subjectculture
dc.subjectemployee experience
dc.subjectbefore coronavirus
dc.subjectafter domestication
dc.subjectemployee feedback
dc.subjectsurveys
dc.titleHow Should Companies Measure Success on Work-Life Balance and Employees' Well Being?
dc.typearticle
dcterms.licensehttps://hdl.handle.net/1813/102824
schema.accessibilityFeaturetaggedPDF
schema.accessibilityHazardnone


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