The effective management of work/life balance (WLB) is an issue increasingly recognized as of strategic importance to organizations and of significance to employees. We argue that an organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. In this paper, we report the findings of three surveys conducted annually from 1997 to 2000 with organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations and identify the barriers to those strategies. It is evident that, while some achievements have been made over the years, there remain substantial challenges for the uptake and management of WLB strategies.

Achievements and challenges for work/life balance strategies in Australian organizations

During the situation like Coronavirus COVID -19 pandemic that happened in 2020, forcing various banking companies to make adjustments and changes to their work system. The flexible working system is one of the most widely used, which has an impact on workers especially during this pandemic conditions. The impact of the change in work system in banking sector is interesting to study, especially since the banking industry in Indonesia still mostly uses conventional work systems. . This study aims to measure the impact of flexible working hours (FWH), remote working (RW), and work life balance (WLB) on employee job satisfaction in the banking industry during the pandemic. In this study, data were collected using quantitative, non-probability, purposive sampling methods via online questionnaires, which were distributed to employees in the banking sector during the pandemic period in Jabodetabek area. With total of 160 respondents who were used to perform analysis using the PLS-SEM method which was carried out with the SMART-PLS software. This study found that in pandemic conditions, achieving WLB conditions will have a positive impact on job satisfaction. The implementation of the RW system itself has a positive impact in helping to achieve the WLB conditions that are felt by banking workers in the Jabodetabek area, in contrast to the FWH system which does not have a similar effect on WLB. In addition, this study also provides an academic basis for the use of flexible working hour and remote working systems to increase job satisfaction, especially in the banking industry.

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The Impact of Flexible Working Hours, Remote Working, and Work Life Balance to Employee Satisfaction in Banking Industry during Covid-19 Pandemic Period

The success of any organizations depends on its workforce. Particularly the IT industry should be flexible enough to develop commitment and talent in their workforce. To satisfy organizational goals and employee needs they must follow a strategy for improving employees' life-long balance. This study has been collected from experts working in IT companies in Bangalore. This paper aims to investigate factors affecting work life balance, work-life balance arrangements, as well as the benefit of employees and work-life balance on employee work, family life, personal life and employee relationship with employees and employees. Literary analysis and data available many employees face difficulties in adjusting their family life and personal life with their organizational workload.

Employee Work-Life Balance in the IT Industry

Corporate social responsibility is not new to India. This charitable action of the companies, however, is now blended with a mandatory constraint. The paper discuss about the provisions of the CSR norms as per the new Companies Act 2013, the process of its implementation, responsibilities of the company board and the CSR committee, list of activities that qualify for the CSR fulfillment, and penalties for breach. The paper also discusses the perceived influence against mandatory CSR, industry response, the issue of anchoring CSR spending to the minimum mandatory requirement, estimate of the scale of total CSR spending, and the Channels of CSR spending by companies.

/pdf/corporate-social-responsibility-practice-of-observance-and-515aaxuoq3.pdf

Corporate Social Responsibility, practice of observance and Spending as per the Companies Act, 2013

The concept of Corporate Social Responsibility (CSR) is not a new one in India. Previously, it was an optional matter for India which has turned into a compulsory activity for the corporate houses. This paper looks into different aspects of CSR as provisioned in the Companies Act 2013, including a list of activities defined by the law as CSR, penalties for violating the law in this regard, the responsibility of the board of directors of the concerned company, and the responsibility of CSR committee. The paper also focuses on the other important aspects of CSR like the principal process CSR spending that the companies follow in general, minimum mandatory CSR spending, evaluation of CSR spending trend, the response of the industries in this matter, etc.

DV Ramana

Papers

Employee Work-Life Balance in the IT Industry

Corporate Social Responsibility, practice of observance and Spending as per the Companies Act, 2013

Rules implicated by Companies Act, 2013 for spending of Corporate Social Responsibility activities