By Maria Alejandra Mussfeldt Rizzo (24-25)

Work–life balance has become one of the biggest challenges facing employees today (Brough et al., 2022; Kalliath & Brough, 2008). It is common for employees to go home after a long day only to find out that work has followed them back through emails, unrealistic deadlines, and the constant pressure of unfinished work (Kelly et al., 2020; Maslach, 2003). At the same time, family and personal responsibilities, and the need for rest continue to demand attention. This ongoing struggle to meet the expectations of both work and personal life can have a serious impact on how satisfied people feel in their jobs (Kossek et al., 2011; Haar et al., 2014).

Most existing research on work-life balance has focused on developed Western countries, where supportive labour policies are more common (Eiffe, 2021; Lapuerta et al., 2011). But in places like Ecuador, long working hours, limited flexibility, and traditional gender expectations often shape people’s experiences in ways that aren’t usually studied (Idrovo Carlier et al., 2012; Chioda, 2016). My research set out to compare these two contexts. My aim was to understand how culture and workplace practices influence both work-life balance and job satisfaction. 

I conducted an online survey with 133 employees across both countries. The survey asked how satisfied they felt with work-life balance, how often work interfered with family, whether they had flexibility to take time off, and how frequently they were contacted about work outside (ISSP, 2012; ISSP, 2024). I also asked participants about work centrality, meaning how important work was to their identity (Paullay et al., 1994; Kanungo, 1982). For some people, work is the most important thing in their lives and gives them a lot of meaning. For others, it is not a main priority (Moser & Ashforth, 2021).

Employees who were more satisfied with their work-life balance also reported being more satisfied with their jobs (Haar et al., 2014; Noda, 2020). When people felt that work was constantly interfering with their family or personal responsibilities, their job satisfaction dropped. However, those who felt supported in managing both roles were more positive about their jobs and more engaged with their roles. Moreover, this did not mean that balance was less important. Even the most work-focused individuals experienced lower satisfaction when balance was poor, suggesting that valuing work does not make someone immune to the strain of competing demands.

The differences between genders were not as obvious as expected. Nevertheless, cultural context was important. Women in Ecuador reported worse work-life balance than men, reflecting strong traditional gender roles and expectations (Chant, 2002; Basham, 1976). Many felt they could not find balance because of this double responsibility, also referred to as the “double burden” (Horner, 1990; Berniell et al., 2023). The difference between men and women was smaller in Spain, potentially because of more progressive policies and changing ideas about mutual parental responsibility (Escobedo & Wall, 2015). It is interesting that there were not any statistically significant differences in overall job satisfaction between men and women, but the results still show how cultural expectations affect how employees feel about balance (Meeussen & Van Laar, 2018).

Work-life balance is not just a personal issue for employees to solve. It is a workplace issue that directly affects job satisfaction, wellbeing, and productivity (Greenhaus & Beutell, 1985; Allen et al., 2013). Organisations who ignore this can risk having employees who are disengaged, stressed, and unhappy (Maslach, 2003). Organisations who take it seriously will see better moods, engagement, and stronger performance (Boamah et al., 2022).

Companies can take real steps to help. One way is to set clear rules about working hours and limit after-hours communication to what is necessary (De Bloom et al., 2015). Studies show that workers who can properly disconnect come back more motivated and productive. Flexible work arrangements are another valuable tool (Lewis, 2003; Wheatley, 2017). Allowing employees to adjust their hours or location helps them balance responsibilities, lowers stress, and increases satisfaction. It is equally important to offer inclusive parental leave and childcare support, especially to help women who often face greater family responsibilities (Haas & Rostgaard, 2011; Bainbridge & Townsend, 2020). Making sure that both mothers and fathers can take time off without stigma encourages equal sharing of responsibilities and supports long-term gender equality at work (Grotto & Andreassi, 2024).

Organisations should also encourage employees to use their annual leave and disconnect fully during holidays (Schwartz & McCarthy, 2010). Coverage systems, where coworkers share duties, can reduce the anxiety of work piling up while people are away (Randell et al., 2010). Lastly, managers need to recognise that not all employees see work as the most important thing in their lives. Some thrive on career development opportunities, while others value flexibility more (Eccles, 2009). Tailoring support to these differences can make workplaces more inclusive and supportive (Anttila et al., 2015).

The comparison between Spain and Ecuador shows why context matters (Idrovo Carlier et al., 2012). Policies and workplace cultures cannot simply be copied from one country to another without considering cultural expectations (Aycan, 2008). In Spain, laws protect workers, but culture can sometimes make it hard to benefit fully (La Barbera & Lombardo, 2019). In Ecuador, policies are less developed, and traditional values mean women in particular still face greater difficulties (Chioda, 2016). One-size-fits-all solutions rarely work. Strategies need to be adapted to cultural and gender dynamics to foster real balance and satisfaction (Brown et al., 2021).

My research confirms that work-life balance is related to job satisfaction for both men and women and across different cultures (Haar et al., 2014). It also shows that valuing work highly can make people happier at work, but this does not replace the need for balance (Mannheim et al., 1997). By supporting employees to meet both professional and personal demands, organisations can improve satisfaction, engagement, and long-term performance (Brough et al., 2022). In a world where stress, burnout, and disengagement are common, supporting work-life balance is a necessity (Maslach, 2003). Every company should remember that when work-life balance gets better, so does job satisfaction.

References

Allen, T. D., & Finkelstein, L. M. (2014). Work–family conflict among members of full-time dual-earner couples: An examination of family life stage, gender, and age. Journal of Occupational Health Psychology, 19(3), 376–386.

Allen, T. D., Herst, D. E., Bruck, C. S., & Sutton, M. (2000). Consequences associated with work-to-family conflict: A review and agenda for future research. Journal of Occupational Health Psychology, 5(2), 278–308.

Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2013). Work–family conflict and flexible work arrangements: Deconstructing flexibility. Personnel Psychology, 66(2), 345–376.

Anttila, T., Oinas, T., Tammelin, M., & Nätti, J. (2015). Working-time regimes and work-life balance in Europe. European Sociological Review, 31(6), 713–724.

Aycan, Z. (2008). Cross-cultural approaches to work-family conflict. In K. Korabik, D. Lero, & D. Whitehead (Eds.), Handbook of work-family integration (pp. 353–370). Academic Press.

Bainbridge, H. T., & Townsend, K. (2020). The effects of offering flexible work practices to employees with unpaid caregiving responsibilities. Human Resource Management, 59(5), 483–495.

Basham, R. (1976). Machismo. Frontiers: A Journal of Women Studies, 1(2), 126–143.

Berniell, I., Berniell, L., de la Mata, D., Edo, M., & Marchionni, M. (2023). Motherhood and flexible jobs: Evidence from Latin American countries. World Development, 167, 106225.

Boamah, S. A., Hamadi, H. Y., Havaei, F., Smith, H., & Webb, F. (2022). Striking a balance between work and play: The effects of work–life interference and burnout on faculty turnover intentions and career satisfaction. International Journal of Environmental Research and Public Health, 19(2), 809.

Brough, P., Timms, C., Chan, X. W., Hawkes, A., & Rasmussen, L. (2022). Work–life balance: Definitions, causes, and consequences. In T. Theorell (Ed.), Handbook of socioeconomic determinants of occupational health (pp. 473–487). Springer.

Brown, H., Kim, J. S., & Faerman, S. R. (2021). The influence of societal and organizational culture on the use of work-life balance programs: A comparative analysis of the United States and the Republic of Korea. The Social Science Journal, 58(1), 62–76.

Chant, S. (2002). Researching gender, families and households in Latin America. Bulletin of Latin American Research, 21(4), 547–575.

Chioda, L. (2016). Work and family: Latin American and Caribbean women in search of a new balance. World Bank Group.

De Bloom, J., Kinnunen, U., & Korpela, K. (2015). Recovery processes during and after work: Associations with health, work engagement, and job performance. Journal of Occupational and Environmental Medicine, 57(7), 732–742.

Eccles, J. (2009). Who am I and what am I going to do with my life? Personal and collective identities as motivators of action. Educational Psychologist, 44(2), 78–89.

Eiffe, F. (2021). Eurofound’s reference framework: Sustainable work over the life course in the EU. European Journal of Workplace Innovation, 6(1), 67–83.

Escobedo, A., & Wall, K. (2015). Leave policies in Southern Europe: Continuities and changes. Community, Work & Family, 18(2), 218–235.

Grotto, A. R., & Andreassi, J. K. (2024). When it’s better than expected: A quasi-experimental study of firm-provided paid parental leave and employee organizational commitment. The International Journal of Human Resource Management, 36(1), 80–102.

Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10(1), 76–88.

Haas, L., & Rostgaard, T. (2011). Fathers’ rights to paid parental leave in the Nordic countries. Community, Work & Family, 14(2), 177–195.

Haar, J. M., Russo, M., Suñe, A., & Ollier-Malaterre, A. (2014). Outcomes of work–life balance on job satisfaction, life satisfaction and mental health: A study across seven cultures. Journal of Vocational Behavior, 85(3), 361–373.

Horner, M. (1990). The changing challenge: From double bind to double burden. New England Journal of Public Policy, 6(1), 47–64.

Idrovo Carlier, S., Leon Llorente, C., & Grau, M. (2012). Comparing work-life balance in Spanish and Latin-American countries. European Journal of Training and Development, 36(2/3), 286–307.

ISSP. (2012). Family and Changing Gender Roles IV Questionnaire. International Social Survey Programme.

ISSP. (2024). International Social Survey Programme source questionnaire.

Kanungo, R. N. (1982). Measurement of job and work involvement. Journal of Applied Psychology, 67(3), 341–349.

Kelly, M., Soles, R., Garcia, E., & Kundu, I. (2020). Job stress, burnout, work-life balance, well-being, and job satisfaction among pathology residents and fellows. American Journal of Clinical Pathology, 153(4), 449–464.

Kossek, E. E., Pichler, S., Bodner, T., & Hammer, L. B. (2011). Workplace social support and work–family conflict: A meta‐analysis clarifying the influence of general and work–family‐specific supervisor and organizational support. Personnel Psychology, 64(2), 289–313.

La Barbera, M., & Lombardo, E. (2019). “The long and winding road”: A comparative policy analysis of multilevel judicial implementation of work–life balance in Spain. Journal of Comparative Policy Analysis, 21(1), 9–24.

Lewis, S. (2003). Flexible working arrangements: Implementation, outcomes, and management. International Review of Industrial and Organizational Psychology, 18, 1–28.

Macdonald, S., & MacIntyre, P. (1997). The generic job satisfaction scale: Scale development and its correlates. Employee Assistance Quarterly, 13(2), 1–16.

Mannheim, B., Baruch, Y., & Tal, J. (1997). Alternative models for antecedents and outcomes of work centrality and job satisfaction of high-tech personnel. Human Relations, 50(12), 1537–1562.

Maslach, C. (2003). Job burnout: New directions in research and intervention. Current Directions in Psychological Science, 12(5), 189–192.

Meeussen, L., & Van Laar, C. (2018). Feeling pressure to be a perfect mother relates to parental burnout and career ambitions. Frontiers in Psychology, 9, 2113.

Moser, J. R., & Ashforth, B. E. (2021). My network, myself: A social network approach to work-based identity. Research in Organizational Behaviour, 41, 100155.

Noda, H. (2020). Work–life balance and life satisfaction in OECD countries: A cross-sectional analysis. Journal of Happiness Studies, 21(4), 1325–1348.

Paullay, I. M., Alliger, G. M., & Stone-Romero, E. F. (1994). Construct validation of two instruments designed to measure job involvement and work centrality. Journal of Applied Psychology, 79(2), 224–228.

Randell, R., Wilson, S., Woodward, P., & Galliers, J. (2010). Beyond handover: Supporting awareness for continuous coverage. Cognition, Technology & Work, 12(4), 271–283.

Schwartz, T., & McCarthy, C. (2010). The way we’re working isn’t working: The four forgotten needs that energize great performance. Simon & Schuster.

Snir, R., & Harpaz, I. (2004). Attitudinal and demographic antecedents of workaholism. Journal of Organizational Change Management, 15(5), 520–536.

Wheatley, D. (2017). Employee satisfaction and use of flexible working arrangements. Work, Employment and Society, 31(4), 567–585.