Work-life balance satisfaction in crisis times: from luxury to necessity – The role of organization's responses during COVID-19 lockdown

PurposeThis study examines how satisfaction with work-life balance (WLB) in combination with satisfaction with organization's COVID-19 responses (SOCV19R) helps to enhance subjective well-being and performance during the lockdown due to COVID-19.Design/methodology/approachThe data of this time-lagged study were gathered through an online survey with three-waves between March and May 2020 in Spain (N = 167). Hierarchical multiple regression and PROCESS were used to test the hypotheses.FindingsDirect relationships between SOCV19R and subjective well-being and performance were not significant. Instead, SOCV19R increased employees' well-being and performance through a higher satisfaction with WLB (full mediation).Originality/valueThe novelty of this study is the evaluation of SOCV19R as a form of organizational support in times of crisis. This study suggests that a good organizational reaction to face a crisis such as the pandemic, encourages employees' WLB and helps them to boost their well-being and performance. It may be concluded that work-life balance (WLB) in Spain was seen as a luxury in good times and turned out to be a necessity in bad times. The present study recommends practical implications and provides lessons for human resource management for future crises or similar work conditions.

Telework satisfaction, wellbeing and performance in the digital era. Lessons learned during COVID-19 lockdown in Spain.

This study used a prospective design to examine the effects of telework satisfaction (time 1) on subjective wellbeing and self-reported performance (time 2) during the COVID-19 lockdown. Data were collected from 111 teleworkers through an online survey the first weeks of strict lockdown in Spain. Telework satisfaction showed positive direct effects on both subjective wellbeing and self-reported performance. Further, subjective wellbeing partially mediated the relationship between telework satisfaction and self-reported performance. Interestingly, employees with children felt less telework satisfaction but higher subjective wellbeing. The novelty of this study is that we evaluate the level of satisfaction with telework using a specific set of items that assess the employees' contentment with diverse telework facets. Given the spreading of telework and the increasing competitiveness of organizations, we discuss practical implications in times of crisis, both present and future.