November Edition: Life is Always Over Work: Debunking Work-Life Balance

In a hyperconnected world where work is ever-present, professionals often find themselves struggling to achieve a balance between personal well-being and career demands. However, the concept of work-life balance may be misleading. Instead of balancing both spheres equally, individuals must prioritize their health and well-being, recognizing that life will always take precedence over work. In this article, we explore the tension between profitability and employee well-being, grounded in the Theory of Expectancy and the Theory of Resource Dependency to reflect on how companies and professionals can thrive without compromising health.

Profitability and Employee Health: A Delicate Trade-off

Organizations often equate profitability with employee efficiency, rewarding long hours and high productivity. However, research shows that such practices may lead to burnout, deteriorating mental health, and increased absenteeism (Maslach & Leiter, 2016). This trade-off between profitability and well-being introduces a paradox: Overwork may yield short-term gains but undermine long-term efficiency and sustainability.

From a Resource Dependency Theory perspective (Pfeffer & Salancik, 1978), employees are essential resources for organizations to maintain competitiveness. When these resources are depleted through chronic stress or burnout, organizations face significant risks, including high turnover rates, reduced performance, and increased healthcare costs. This theory urges leaders to invest in the sustainability of human resources to ensure profitability without compromising well-being.

Expectancy Theory: Shifting Incentives toward Well-being

According to the Expectancy Theory (Vroom, 1964), employees' motivation comes from the expectation that their efforts will result in positive outcomes. Traditionally, these outcomes have been tied to performance-based rewards, such as promotions or bonuses. However, companies are now challenged to redefine success by integrating well-being incentives.

For example, initiatives such as flexible work schedules, mental health days, and employee wellness programs can foster intrinsic motivation, showing employees that their health matters as much as performance. If professionals perceive well-being as a legitimate organizational priority, their motivation and commitment can increase, leading to a healthier and more productive workforce.

Reframing the Work-Life Narrative

The term “work-life balance” implies an ideal equilibrium that is rarely achievable. A more realistic approach is to reframe the narrative: rather than balancing both spheres equally, professionals and leaders must recognize that life will always come first. Prioritizing personal well-being is not only a personal choice but also a strategic decision that benefits both individuals and organizations.

Organizations that promote employee well-being as a business strategy foster environments where employees feel valued. This, in turn, enhances long-term efficiency and profitability through higher employee retention, engagement, and productivity (Harter et al., 2020).

Practical Reflections for Project Managers and Leaders

Project managers and leaders play a pivotal role in creating environments that support both project success and employee well-being. Here are some reflective questions for professionals to consider:

• Are our project timelines realistic enough to avoid overburdening team members?
• How can we incorporate well-being practices (e.g., mental health check-ins) into daily workflows?
• Are we rewarding sustainable performance rather than excessive workloads?
• Do we acknowledge and respect personal time, encouraging employees to disconnect from work after hours?

By embracing a human-centered leadership approach, project managers can ensure their teams remain motivated, healthy, and productive.

Conclusion: Life Before Work

In conclusion, life must always come before work. The pursuit of profitability should not come at the expense of employee health, and professionals must be empowered to prioritize their well-being. Expectancy Theory and Resource Dependency Theory offer frameworks to rethink incentives and resource management, reinforcing the importance of a well-being-first approach. Organizations that embrace this philosophy will foster sustainable success by aligning profitability with the long-term health of their most valuable resource—people.

The call to action is simple yet profound: Choose life, choose health, choose sustainability.

References:

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2020). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.

Maslach, C., & Leiter, M. P. (2016). Burnout: A brief history and how to measure it. Psychological Assessment, 28(3), 367–380.

Pfeffer, J., & Salancik, G. R. (1978). The External Control of Organizations: A Resource Dependence Perspective. Harper & Row.

Vroom, V. H. (1964). Work and Motivation. Wiley.