The Role of Work-Life Balance and Worker Scheduling Flexibility in Predicting Global Comparative Job Satisfaction

Abstract

Prior research has indicated that the nature of work has changed dramatically in recent years in response to economic shifts and an increasingly global economy. In part, this shift has resulted in a greater efficacy of various work-life balance and worker schedule flexibility elements in the experiences of employees in the workplace. However, little is known about the overall comparative quality of work and job satisfaction around the world in response to a shifting and increasingly interconnected global economy. In this study, we use non-panel longitudinal data from the most recent wave of the International Social Survey Program (Work Orientations IV, 2015) to conduct an exploratory comparative analysis of the impact of various workplace conditions, job characteristics, and employee attitudes in relation to comparative job satisfaction across the globe, with a special focus on the role of work-life balance and worker scheduling flexibility. Employees across the globe respond quite differently to work scenarios, which poses challenges for companies operating in multiple countries, requires adjustments to human resource practices to optimize performance levels of employees and reduce turnover expenses, and should caution managers to scrutinize their procedures to adjust to new demands in the workplace. This study adds value by making global comparisons of various workplace factors and their impact on job satisfaction using a database reflecting practices in 37 countries.

Job satisfaction factors for housekeepers in the hotel industry: a global comparative analysis

“…As seen in Figure 1 below, we utilize a job satisfaction theoretical and empirical model developed by Andrade and Westover's (2018a, b); e.g. see also Andrade et al (2019a, b), which synthesizes much of the literature to date on job satisfaction and its determinants. As has been done in many previous research studies, we include work-life balance, work relations, and other important intrinsic and extrinsic rewards variables, as well as organizational and job characteristics control variables.…”

The Myth and the Reality of Work-Life Balance in Nigeria

“…Such performance reports could demoralise employees who are likely to transfer their emotions to their non-work domain. More so, there is a dichotomy that a manager's close supervision, which is obtainable in the workplace, induces improved performance (Andrade, Westover, & Kupka, 2019). However, we argue that employees are likely to perform better when offered flexible working options, which include getting work done outside the confines of the workplace.…”

Relationship Between Flexible Working Arrangements and Job Satisfaction Mediated by Work-Life Balance: Evidence From Public Sector Universities’ Employees of Pakistan

“…1 more, deliver higher quality of work than unsatisfied workers, and improve an organization's competitiveness, productivity and success. On other hand, unsatisfied workers are more frequently late for jobs, absent from work, and evoked to leave the organization, (Andrade, H. Westover, & A. Kupka, 2019). (Azara, Khana, & Van Eerdeb, 2018) cited, quitting from adverse working environment is next to low job satisfaction and higher work-life conflict.…”

“…Working from home has various effects on work-family conflict, the more worker works remotely, the lower the conflict work-to-life, but higher life-to-work, (Shockley & D. Allen, 2010). (Andrade, H. Westover, & A. Kupka, 2019) said that by studying different countries we see that for most employees across the 37 countries, it is not the perception that work often interferes with family life, but the truth most likely in India and least likely to Georgia, Suriname, Taiwan, Hungary, Estonia, and Austria. (Azara, Khana, & Van Eerdeb, 2018), flexible working arrangements helps workers to cope with work-life conflicts.…”

“…Employee outcome improves automatically, if autonomy is provided to employees in decision making and supervisor support by managers. (Andrade, H. Westover, & A. Kupka, 2019) proved that interference of work with family negatively impact job satisfaction of employees after their research on almost 37 countries. (Adikaram & V.K.…”