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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:IJSREM66310

A STUDY ON WORK–LIFE BALANCE AND ITS IMPACT ON EMPLOYEE PRODUCTIVITY

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM66310

Volume:

10 |

7 |

Jul 2026

Pages:

1-11

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM66310

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

V

Varshitha.V

Department of Management Studies

Visvesvaraya Technological University – Belagavi, Center for Post Graduate Studies-Bangalore

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DLK

Dr. LAKSHMINARAYANA. K

Department of Management Studies

Visvesvaraya Technological University – Belagavi, Center for Post Graduate Studies-Bangalore

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Abstract

Work–life balance has emerged as an important aspect of employee well-being and organizational success in today's dynamic work environment. Organizations increasingly recognize that employees who are able to maintain a healthy balance between their professional responsibilities and personal lives tend to be more motivated, satisfied, and productive. This study examines the relationship between work–life balance and employee productivity by reviewing existing literature and secondary data from research articles, industry reports, and organizational studies. The study explores various factors that influence work–life balance, including flexible working hours, remote work opportunities, workload management, organizational support, family responsibilities, and employee wellness initiatives. It further analyses how these factors contribute to job satisfaction, employee engagement, absenteeism, stress reduction, and overall work performance. The findings indicate that organizations promoting effective work–life balance practices experience higher levels of employee commitment, improved productivity, reduced turnover intentions, and better organizational performance. Employees who receive adequate support in managing their personal and professional responsibilities demonstrate greater focus, creativity, and efficiency while performing their duties. The research concludes that work–life balance is not merely an employee welfare initiative but a strategic organizational practice that directly influences productivity and long-term business sustainability. Organizations that invest in flexible work arrangements, employee assistance programs, mental health support, and wellness initiatives can create a more engaged and productive workforce. The study recommends that employers continuously assess employee needs and develop policies that encourage a healthy integration of work and personal life, thereby enhancing both employee well-being and organizational effectiveness.

KEYWORDS

Work–Life Balance Employee Productivity Job Satisfaction Employee Well-being Organizational Performance Work Environment

Cite This Article

Varshitha.V, Dr. LAKSHMINARAYANA. K, "A STUDY ON WORK–LIFE BALANCE AND ITS IMPACT ON EMPLOYEE PRODUCTIVITY," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 7, pp. 1-11, Jul 2026. https://doi.org/10.55041/IJSREM66310

Full Article/Conclusion

Work–life balance has become an essential factor in determining employee well-being and organizational effectiveness in today's competitive business environment. This study examined the impact of work–life balance on employee productivity using secondary data collected from scholarly journals, books, industry reports, and other reliable sources. The review of existing literature indicates that maintaining a healthy balance between professional responsibilities and personal life significantly enhances employee productivity, job satisfaction, motivation, and organizational commitment. The findings reveal that organizations implementing employee-friendly practices such as flexible working hours, hybrid work arrangements, wellness programs, paid leave, and supportive leadership create a positive work environment that enables employees to perform more effectively. Employees who experience a satisfactory work–life balance are better able to manage stress, avoid burnout, maintain good physical and mental health, and contribute positively to organizational goals. In contrast, excessive workloads, long working hours, and poor work–life balance adversely affect employee morale, increase absenteeism, and reduce overall productivity. The study also highlights that work–life balance is not merely an employee welfare initiative but a strategic human resource practice that contributes to sustainable organizational growth. Organizations that invest in policies supporting employee well-being are more successful in retaining skilled employees, improving workplace engagement, and enhancing overall performance. However, the effectiveness of such initiatives depends on continuous organizational support, effective leadership, and a culture that values employee well-being. In conclusion, promoting work–life balance benefits both employees and organizations by improving productivity, strengthening employee commitment, and creating a healthier workplace. Organizations should continue to adopt flexible and inclusive workplace practices that support employees in balancing their professional and personal responsibilities. Such initiatives will not only improve organizational performance but also contribute to long-term employee satisfaction, resilience, and sustainable business success.

References

Asokan, A. (2025). Work-life balance and employee productivity: A comparative study across IT, healthcare, and finance sectors. International Journal of Research Publication and Seminar, 16(2), 45–58. Angreani, N., Virsa, A., Muchlis, N., Mustapa, K., & Ginting, R. (2025). Work-life balance as a determinant of employee productivity: A systematic literature review. Jurnal Ekonomika, 14(1), 22–35. Ćwiąkała, M., Wojak, P., Baran, K., Górka, M., Bartnik, A., Gajda, P., & Ratajski, M. (2025). Financial management in organizations operating with remote and hybrid workforces. arXiv. https://arxiv.org/abs/2512.11918 Gaur, S., & Motwani, P. (2025). Work-life balance programs in the ITES sector: A systematic review. Migration Letters, 22(3), 1145–1160. International Journal for Research Publication and Seminar. (2025). Effectiveness of work-life balance programs among employees in ITES organizations. International Journal for Research Publication and Seminar, 16(4), 88–102. Kasperczuk, A., Ćwiąkała, M., Górka, M., Ręczajski, M., Mrzygłód, A., Frasunkiewicz, M., Darcińska-Głębocka, A., Piwnik, M., & Gardocki, P. (2025). Work-life balance as a strategic element of business management. arXiv. https://arxiv.org/abs/2510.05783 Lu, Y., & Yu, H. (2025). Hybrid work frequency, employee turnover, and career outcomes. arXiv. https://arxiv.org/abs/2512.10328 Pane, D. (2025). The mediating role of job satisfaction and work stress in the relationship between work-life balance and employee performance. Jurnal Ekonomika, 14(2), 101–116. Ravirajan, S., & Sundarajan, R. (2025). Artificial intelligence for employee well-being and workplace productivity. arXiv. https://arxiv.org/abs/2501.02368

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Publication Date

7/29/2026

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