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Work–Family Balance Issues and Work–Leave Policies

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Handbook of Occupational Health and Wellness

Part of the book series: Handbooks in Health, Work, and Disability ((SHHDW))

Abstract

Unhealthy work environments are not only the consequence of physical characteristics. Psychosocial aspects of the environment, including control and social support, are also consequential factors. While holding multiple roles as both worker and family member can have positive implications for health, chronic stress experienced from lack of work–family balance has negative effects. This chapter describes an interdisciplinary model of how work–family strains impact the health and well being of employees, their families, and the organizations in which they work. We argue that both structure and culture count at the workplace: work–family conflict increases with both a lack of supervisor support for family obligations and ineffective workplace policies and programs regarding employees’ control over the time and timing of work. We then describe an ongoing randomized field experiment to implement and evaluate a workplace-based prevention program to improve work–family balance. We conclude with the implications of this model for future research.

Demographic, social, technological, and economic changes occurring in the USA since the 1950s have radically altered family life, work, and the labor market, making it harder for families to juggle work and family responsibilities. Given the breadth and pace of these changes, clinical research in occupational health and wellness requires a new model of how stress from work–family balance issues impact the health of employees, their families, and the organizations in which they work. As will be reviewed in the present Chapter, a comprehensive understanding of these mechanisms will provide a schematic for primary, secondary, and tertiary prevention efforts in this area. We will put forward a biopsychosocial model of the occupational health risks from stress associated with work–family balance issues, and also map out the pathways through which the conditions and demands of work, family, and work–family conflict affect health and well-being. Our model incorporates the role of workplace policies, including work–leave policies, in exacerbating or ameliorating the strains on workers and their families. Our theoretical foundation draws on what is known about work–family conflict and health outcomes from basic research across the social and behavioral sciences.

This chapter was supported through the Work, Family and Health Network (www.WorkFamilyHealthNetwork.org), which is funded by a cooperative agreement through the National Institutes of Health and the Centers for Disease Control and Prevention: Eunice Kennedy Shriver National Institute of Child Health and Human Development (Grant # U01HD051217, U01HD051218, U01HD051256, U01HD051276), National Institute on Aging (Grant # U01AG027669), Office of Behavioral and Science Sciences Research, and National Institute for Occupational Safety and Health (Grant # U01OH008788, U01HD059773). Grants from the William T. Grant Foundation, Alfred P Sloan Foundation, and the Administration for Children and Families have provided additional funding. The contents of this publication are solely the responsibility of the authors and do not necessarily represent the official views of these institutes and offices. Special acknowledgement goes to Extramural Staff Science Collaborator, Rosalind B. King, PhD and Lynne Casper, PhD for design of the original Work, Family, Health and Well-Being Network Initiative.

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Authors and Affiliations

  1. Eunice Kennedy Shriver National Institute of Child Health and Human Development, National Institutes of Health, 9000 Rockville Pike, Bethesda, MD, 20892, USA

    Rosalind B. King Ph.D.

  2. RTI International, 3040 East Cornwallis Road, 12194, Research Triangle Park, NC, 27709-2194, USA

    Georgia Karuntzos Ph.D.

  3. Department of Sociology, University of Southern California, KAP 352, Los Angeles, CA, 90089, USA

    Lynne M. Casper Ph.D.

  4. Department of Sociology, University of Minnesota, 909 Social Sciences, 267 19th Ave S, Minneapolis, MN, 55455, USA

    Phyllis Moen Ph.D.

  5. Department of Human Development and Family Studies, Penn State University, 118 N. Henderson etc., 005 Henderson Building, University Park, PA, 16802-1294, USA

    Kelly D. Davis Ph.D.

  6. Department of Society, Human Development and Health, Harvard University, 9 Bow Street, Cambridge, MA, 02138, USA

    Lisa Berkman Ph.D.

  7. The Center for Health Research, Kaiser Permanente, Center for Health Research, 3181 S.W. Sam Jackson Park Rd., Portland, OR, 97239-3098, USA

    Mary Durham Ph.D.

  8. School of Human Resources and Labor Relations, Michigan State University, South Kedzie Hall, 368 Farm Lane, Room 428, East Lansing, MI, 48824, USA

    Ellen Ernst Kossek Ph.D.

  9. Purdue University Krannert School of Management & Susan Bulkeley Butler Leadership Center, West Lafayette, Indiana West Lafayette, IN, 47907, USA

    Ellen Ernst Kossek Ph.D.

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  1. Rosalind B. King Ph.D.
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  2. Georgia Karuntzos Ph.D.
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  8. Ellen Ernst Kossek Ph.D.
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Correspondence to Rosalind B. King Ph.D. .

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  1. , Department of Psychology, University of Texas at Arlington, S. Nedderman Drive 501, Arlington, 76019-0528, Texas, USA

    Robert J. Gatchel

  2. , Dept of Educational and Counseling Psych, University of British Columbia, Main Hall 2125, Vancouver, V6T 1Z4, British Columbia, Canada

    Izabela Z. Schultz

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King, R.B. et al. (2012). Work–Family Balance Issues and Work–Leave Policies. In: Gatchel, R., Schultz, I. (eds) Handbook of Occupational Health and Wellness. Handbooks in Health, Work, and Disability. Springer, Boston, MA. https://doi.org/10.1007/978-1-4614-4839-6_15

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