The
Japanese spends far more time at work than anywhere else. This Japanese
"addiction" to excel at work-typically even at the expense of
everything else-for some time became instrumental in spurring an
economic miracle for a country reeling from postwar recovery.
In recent years, however, the swelling rank of dual earners and
single parents suddenly found themselves yearning for greater freedom
and flexibility, not just in working hours but in terms of work
arrangements and location.
The term work-life balance (WLB) is not new to the business
community and since 1992 when it was first "invented," a lot of
definitions have been used (and misused) by people and organizations to
fit their own contexts.
However, I believe that the simplest definition of WLB entails the
attainment of both professional and personal goals and of achievement
and enjoyment. It is not a zero-sum game where one aspect must suffer
to achieve the other. This may sound difficult but achieving balance I
believe is actually possible, if one is willing to make trade-offs and
most importantly the necessary shift in mindset and attitude.
WLB is important because, as recent studies show, employees are not
exactly the only ones benefiting from these holistic employment
practices. WLB programs nurture a more committed workforce, which by
itself, already has real money value.
WLB may be achieved through innovative practices and work
arrangements such as the creation of flexible employment and workplace
environments, flexi-time jobs, jobs via telecommuting, and part-time
jobs that put premium on output instead of time.
The most important thing is that WLB must be made into a "personal"
philosophy-one that requires passion, commitment, discipline, and as
previously mentioned, a change in mindset and attitude. In other words,
if the individual himself does not have a strong desire to attain
work-life balance, no amount of government or company policy or program
will ever work. - JK
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