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Occupational and Individual Determinants of Work-life Balance among Office Workers with Flexible Work Arrangements

Author

Listed:
  • Sofie Bjärntoft

    (Department of Occupational Health Sciences and Psychology, University of Gävle, 801 76 Gävle, Sweden)

  • David M. Hallman

    (Department of Occupational Health Sciences and Psychology, University of Gävle, 801 76 Gävle, Sweden)

  • Svend Erik Mathiassen

    (Department of Occupational Health Sciences and Psychology, University of Gävle, 801 76 Gävle, Sweden)

  • Johan Larsson

    (Department of Occupational Health Sciences and Psychology, University of Gävle, 801 76 Gävle, Sweden)

  • Helena Jahncke

    (Department of Occupational Health Sciences and Psychology, University of Gävle, 801 76 Gävle, Sweden)

Abstract

Flexible work arrangements permitting workers to work anytime and anywhere are increasingly common. This flexibility can introduce both challenges and opportunities for the organisation, as well as for worker work-life balance (WLB). This cross-sectional study aimed to examine the extent to which occupational factors (organizational, leadership and psychosocial) and individual work-related behaviours (over-commitment, overtime work and boundary management) are associated with WLB, and whether these associations are modified by the perceived level of flexibility at work (i.e., control over when, where, and how to do the work). In total, 2960 full-time office workers with flexible work arrangements at the Swedish Transport Administration participated. Associations were determined using linear regression analyses with adjustment for covariates. The strongest negative associations with WLB were found for over-commitment, quantitative job demands, expectations of availability, and overtime work. Strongest positive associations were found for boundary management, information about organizing work, social support, and relation-oriented leadership. Perceived flexibility was positively associated with WLB, and interacted with several of the examined factors, buffering their negative associations with WLB. Results suggest that WLB can be promoted by organizational initiatives focusing on minimizing excessive job demands, increasing psychosocial resources, supporting boundary management, and enhancing perceived flexibility.

Suggested Citation

  • Sofie Bjärntoft & David M. Hallman & Svend Erik Mathiassen & Johan Larsson & Helena Jahncke, 2020. "Occupational and Individual Determinants of Work-life Balance among Office Workers with Flexible Work Arrangements," IJERPH, MDPI, vol. 17(4), pages 1-15, February.
    • Handle: RePEc:gam:jijerp:v:17:y:2020:i:4:p:1418-:d:323872
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    References listed on IDEAS

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    1. Emma Hagqvist & Katja Gillander Gådin & Mikael Nordenmark, 2017. "Work–Family Conflict and Well-Being Across Europe: The Role of Gender Context," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 132(2), pages 785-797, June.
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    Cited by:

    1. Timo Kortsch & Ricarda Rehwaldt & Manon E. Schwake & Chantal Licari, 2022. "Does Remote Work Make People Happy? Effects of Flexibilization of Work Location and Working Hours on Happiness at Work and Affective Commitment in the German Banking Sector," IJERPH, MDPI, vol. 19(15), pages 1-13, July.
    2. Juan Sandoval-Reyes & Sandra Idrovo-Carlier & Edison Jair Duque-Oliva, 2021. "Remote Work, Work Stress, and Work–Life during Pandemic Times: A Latin America Situation," IJERPH, MDPI, vol. 18(13), pages 1-12, July.
    3. Kapo Wong & Alan H. S. Chan & Pei-Lee Teh, 2020. "How Is Work–Life Balance Arrangement Associated with Organisational Performance? A Meta-Analysis," IJERPH, MDPI, vol. 17(12), pages 1-19, June.
    4. Johanna Edvinsson & Svend Erik Mathiassen & Sofie Bjärntoft & Helena Jahncke & Terry Hartig & David M. Hallman, 2022. "A Work Time Control Tradeoff in Flexible Work: Competitive Pathways to Need for Recovery," IJERPH, MDPI, vol. 20(1), pages 1-15, December.
    5. Eva L. Bergsten & Katarina Wijk & David M. Hallman, 2021. "Relocation to Activity-Based Workplaces (ABW)—Importance of the Implementation Process," IJERPH, MDPI, vol. 18(21), pages 1-16, October.

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