- Skills for BS:Work-Life Balance C Prof:Anna UrbanowiczDedicated email address:strategic.com.vistula@gmail.com Deadline:Iterm 27 Jan 2024 | II term 18 Feb uthors: A - Jaloliddin Akbarov - Student ID: 61500 - Ummatjon Isoboev - Student ID: 52627 EXERCISE 1 Step 1: Verbalize and explain the Meme -Click tovew the meme image(source) . IN OUR OPINION THIS MEME IS BEST. WE BELIEVE THAT IT PRESENTS 1 Managers often say, "We're like a family," a.k.a toxic positivity but in reality, employees are looking out for themselves, just like they should. But in reality this meme exposes a deeper truth about the gap between work-life balance ideals and actual employee experiences. It’s simple, relatable, and brutally honest, which makes it so effective. . IN OUR OPINION THIS STATEMENT IS REALISTIC, BECAUSE WE BELIEVE THAT 2 Phrases like "we are family," which are used in many companies to develop a sense of loyalty, are frequently seen through by employees, particularly when their own objectives or wellbeing are at risk. This reveals a reality about work-life balance: it's about doing things that actually help employees succeed both personally and professionally, not just about buzzwords. Step 2: Opinion on Elżbieta Wiankowska's Statement tatement:"Work-life balance doesn't exist. Workis an integral part of life. If it is not, you must S be dead at work. I hope nobody is." ur Summary:We agree with Elżbieta Wiankowska's statementto some extent. It is true that O life and work have an unbreakable connection and it is impractical to completely separate the two. Balance, however, is a dynamic process of determining what is most important at any given moment rather than a perfect 50/50. Work and other sides of life can coexist without becoming dominated when there is a healthy balance. Stress can result from work takes up all of our time, which reduces our effectiveness on both a personal and professional level.The readings on work-life balance states that viewing work and life as separate can lead to stress and dissatisfaction (Grandi, 2024; ResearchGate, 2020). EXERCISE 2 tep 1. TAKE 5 – 10 MINUTES TO BRAINSTORM AND GENERATE A LIST OF SOCIAL S ROLES TYPICALLY ASSUMED BY MODERN DAY ADULTS. Social Roles That Adults in the Modern Era Usually Assume Are: mployee: Making a living by working in a professional capacity. E Parent:Bringing up and looking after kids. Spouse:Being in a committed relationship as a husband, wife, or significant other. Student:Seeking knowledge or developing new abilities. Caregiver:someone wholooks for elderly family members or those with impairments. Volunteer:Contributing time and skills to causesor organizations in the community. Friend:Preserving interpersonal connections and offeringconsolation. Neighbor:Taking part in the activities and dutiesof the neighborhood. Mentor:Providing direction and assistance to less seasoned people, personal & professional Household Manager:Overseeing domestic duties including maintenance and budgeting. Pet owner:Taking care of household animals tep 2. Summarized Theories of Work-Life Balance : TEMITOPE OMOSEBI, ALICIA S NORTJE In studying work-life balance (WLB), some theories offer insights into how individuals manage their professional and personal lives. Below are brief overview of some prominent and popular models: pillover Theory:This theory suggests that experiencesin one domain (work or life) can spill S over into the other, affecting emotions and behaviors. Positive experiences at work can enhance personal life, while negative ones may cause conflicts at home. ompensation Theory:According to this model, individuals compensate for deficiencies in one C area by seeking fulfillment in another. For instance, a lack of satisfaction at work might lead someone to pursue hobbies or family time more vigorously. egmentation Theory:This perspective posits thatwork and personal life are separate S spheres, and individuals can compartmentalize them to prevent overlap and reduce conflict. Integration Theory:Contrary to segmentation, integrationtheory suggests that blending work and personal life can lead to a harmonious balance, with flexible boundaries allowing for better overall satisfaction. onflict Theory:This model highlights that demandsfrom work and personal life can be C incompatible, leading to conflicts that impact well-being and performance in both areas. nrichment Theory:This theory proposes that involvementin one role can improve the quality E of life in the other through the transfer of positive experiences, skills, or behaviors. Step 3. Assigning Work-Life Balance Models to Social Roles ased on the theories presented by Temitope Omosebi and Alicia Nortje, here are the work-life B balance (WLB) models we found commonly associated with each social role: mployee:Conflict Theory: E Employees often experience tension between work demands and personal life, leading to conflicts that require effective management. Parent:Spillover Theory: Emotions and behaviors from family life can spill over into work, and vice versa, affecting overall balance. Spouse:Enrichment Theory: Positive experiences in personal relationships can enhance work performance and satisfaction. Student:Compensation Theory: Individuals may seek fulfillment in education to compensate for lack of satisfaction in other life areas. Caregiver:Conflict Theory: Balancing caregiving responsibilities with work can lead to significant conflicts and stress. Volunteer:Enrichment Theory: Engaging in volunteer work can provide skills and satisfaction that enrich professional life. Friend:Spillover Theory: Social interactions with friends can influence mood and performance in the workplace. eighbor:Segmentation Model: N Individuals may keep neighborhood interactions separate from work life to maintain balance. Mentor:Enrichment Theory: Mentoring others can enhance one's own skills and job satisfaction. Household Manager:Conflict Theory: Managing household duties alongside professional responsibilities can create conflicts. Pet Owner:Enrichment Theory: Caring for pets can provide emotional benefits that positively affect work life. Step 4. ( 4.1) Most Frequently Followed Work-Life Balance Models I think the Boundary Theory is really common because people often try to separate work from their personal life, like not working after hours. Another one that’s followed a lot is the Spillover Theory because it’s hard to keep work stress or happiness from affecting personal life or the other way around. ( 4.2) Rarely Followed Work-Life Balance Models In my opinion, the Compensation Theory isn’t followed that much. Because not many people think about balancing a bad work life by doing something fulfilling in their personal life. Also, the Segmentation Theory feels rare because it’s so hard to completely separate work and life with all the technology we use now. (4.3) Social Situations Illustrating Models 1. For theBoundary Theory,an example could be someone who finishes work at5 PM every day and doesn’t check their emails after that, so they focus on their family to spend time with them. 2. ForSpillover Theory,it could be like when someone has a stressful day at work, and they come home in a bad mood, which causes arguments. 3. WithCompensation Theory,you could think of someone who doesn’t like their job but spends weekends doing something meaningful like volunteering to make up for it. ur opinion:most people followBoundary Theory(separating work and life) andSpillover O Theory(work impacts personal life). Rarely followedareCompensation Theory(balancing bad work with personal fulfillment) andSegmentation Theory(completely separating work and life). Examples may include ignoring emails after 5pm (Boundary), work stress impacting home (Spillover), and volunteering to compensate for work or job dissatisfaction (Compensation). EXERCISE 3 1. Chosen Problem Area: WHAT WLB MEANS FOR DIFFERENT GENERATIONS I have chosen to focus onProblem Area 1: What WLB Means for Different Generations, especially addressing the misconception that ONLY younger generations desire work-life balance. 2. Reasons for Focusing on This Topic: his topic is pertinent as it challenges the stereotype that work-life balance is mainly a concern T for younger employees. Understanding that work-life balance is valued across all age groups is crucial for developing inclusive workplace policies. However, we should consider that nearly 3 out of 4 boomers and Gen Xers said they care more about who they are outside of work, according to the Harris Poll survey of 2,117 adults taken Aug. As mentioned here:source 3. Viewpoints on the Issue: he articles reviewed and analyzed collectively emphasize that work-life balance is a priority for T employees of all generations. For instance, a USA Today article highlights that "not only younger generations want work-life balance," showing a broader desire across age groups. Business Insider imilarly, a Deloitte report notes that both Gen Z and older workers prioritize "fair pay, flexibility, S and meaningful work," proving the universal appeal of work-life balance. 4. Core Statements I Support: ● " Not only younger generations want work-life balance." Reason for Support:This statement supports and in line with the findings that employees across all age groups value work-life balance, dispelling the myth that it's a concern exclusive to younger generations. ● "Gen Z workers have similar career desires to older generations, dispelling some common stereotypes." Reason for Support:This highlights the shared values across generations, emphasizing the importance of work-life balance for all employees. 5. Statements I Reject: ● " Only younger generations want work-life balance." Reason for Rejection:This is a misconception; as evidenced by the articles, work-life balance is a priority for employees of all ages. ● "Gen Z workers are less concerned with work-life balance than older generations." Reason for Rejection:Contrary to this claim, Gen Z values work-life balance equally, if not more, than older generations, because we care about our future equally as adults 🙂 . Suggestions for Improvement:First recommendation: Put in place flexible work schedules 6 that meet the various demands of all staff members, regardless of age ❗. Second r ecommendation: Encourage a culture that respects and supports each generation's choices for work-life balance. 7. Other Related Questions: ● W e were wondering, how can organizations tailor their work-life balance policies to accommodate the preferences of different generations? ● Also, what impact does generational diversity have on the effectiveness of work-life balance initiatives? EXERCISE 4 Step 1: Our ranking for Prioritizing Work-Life Balance Strategies In today's diverse and modern workplace, it's important for managers to support their team's work-life balance. Below ranked by effectiveness: lexible Work Schedules: Allowing employees to choose their working hours or work remotely F can help them balance personal and professional responsibilities. ersonalized Benefits:Offering benefits that meet the specific needs of different generations, P such as childcare support or wellness programs, shows that the company values its employees. pen Communication:Encouraging honest discussions about workload and personal needs O helps build trust and allows managers to provide appropriate support. raining for Remote Work:Providing training on remote collaboration tools ensures all T employees can work effectively, regardless of location. ncouraging Time Off:Promoting the use of vacation days and respecting personal time helps E prevent burnout and keeps employees motivated. mployee Assistance Programs:Offering services like counseling or financial advice supports E employees in managing personal challenges that may affect their work. ecognition and Rewards:Acknowledging hard work and achievements boosts morale and R encourages a healthy work environment. ealth and Wellness Initiatives:Providing access to fitness programs or mental health H resources promotes overall well-being. Step 2: Questionnaire to Evaluate Manager Support for Work-Life Balance o, to understand how well managers support their team's work-life balance, we should S consider these questions below: o you offer flexible working hours or remote work options to your team? D How often do you discuss work-life balance with your employees? Do you provide benefits that cater to the diverse needs of different age groups in your team? Have you arranged training sessions to help your team work effectively from home? Do you encourage your team to take their full vacation days each year? Is there a program in place to help employees with personal issues, like counseling services? How do you recognize and reward your team's hard work and achievements? Do you promote health and wellness activities among your team members? How do you ensure open communication about workload and personal needs within your team? Do you respect your team's personal time by limiting work communications outside of office hours? How do you support employees returning to work after personal leave? Do you seek feedback from your team on work-life balance policies and make improvements based on their suggestions? Step 3: Evaluating Managers Based on the Questionnaire fter taking responses to the questionnaire, evaluate each manager's support for work-life A balance on a scale from 1 to 5: : Needs Improvement 1 2: Fair 3: Good 4: Very Good 5: Excellent Questionnaire Responses: Rafal (Manager) by Jaloliddin (Employee) - - o you offer flexible working hours or remote work options to your team? D Response: Rafal allows flexible working hours, which helps when solving customer problems in different time zones. Score: 4 (Very Good) - How often do you discuss work-life balance with your employees? - esponse: Rafal talks about work-life balance during team meetings, but the discussions R are often short and focus more on work tasks. Score: 4 (Very Good) - - o you provide benefits that cater to the different needs of your team? D Response: Rafal provides basic tools for remote work but doesn’t offer specific benefits for people with different needs. Score: 3 (Good) - - ave you arranged training sessions to help your team work better from home? H Response: Rafal organized training for tools like Zendesk and Oracle NetSuite, which made our work easier. Score: 4 (Very Good) - Do you encourage your team to take their full vacation days each year? Response: Rafal reminds us to take breaks, but he doesn’t follow up to ensure everyone uses their vacation days. Score: 3 (Good) - - Is there a program to help employees with personal problems, like counseling services? Response: There isn’t a formal program, and Rafal does not actively promote options for personal support. Score: 2 (Needs Improvement) - - ow do you recognize and reward your team’s hard work? H Response: Rafal gives recognition, but it feels general and not personal, which doesn’t always motivate the team. Score: 3 (Good) - - o you promote health and wellness activities among your team members? D Response: Rafal suggests taking breaks and shares tips about productivity, but there are no formal wellness programs. Score: 3 (Good) - ow do you ensure open communication about workload and personal needs in your H team? - Response: Rafal is open to talking about workload and ready to make adjustments when needed. Score: 4 (Very Good) - - o you respect your team's personal time by not contacting them outside working D hours? Response: Rafal avoids sending messages after work hours unless it’s urgent, which is very appreciated. Score: 5 (Excellent) - - ow do you support employees returning to work after personal leave? H Response: Rafal allows employees to slowly return to work tasks but doesn’t provide extra emotional or structured support. Score: 2 (Needs Improvement) - o you ask for feedback from your team about work-life balance and make changes D based on it? - Response: Rafal sometimes asks for feedback, but it doesn’t feel like much changes after that. Score: 3 (Good) Group Assessment Summary ● Rafal: 3.3 (Good) ● Manager B: 3.8 (Very Good) aloliddin (employee) summarized Rafal's performance. J Rafal is a helpful boss who respects his team members' personal time and provides flexible working hours. He is personable and listens to workload issues, which creates a positive working atmosphere. However, Rafal has to improve in a few areas. For example, he does not actively give organized emotional or practical assistance to employees returning from personal leave, which might help them adapt more effectively. Also, while Rafal provides advice, he does not push or develop programs for personal counseling or employee well-being. Rafal also delivers general praise for solid work, but it feels impersonal. Providing more precise and frequent feedback may help employees feel more appreciated. Overall, Rafal is an effective manager who might improve his leadership by resolving these issues. Step 4: Summary of Noteworthy Statements ccording to the paper "Work-Life Balance: The Role of the Manager" by Caroline Glynn, Ingrid A Steinberg, and Claire McCartney, managers play very important role in assisting and helping employees in achieving work-life balance. According to the survey, a lack of clear leadership and awareness of job requirements may make it difficult for employees find that balance. Furthermore, it emphasizes that managers who model excellent work-life balance behaviors and foster a culture of trust and respect may assist their teams in achieving balance, even in the lack of any business rules. EXERCISE 5 Group A. Uzbek Sayings/Proverbs that Condemn/Ridicule Hard Work: 1. "Bichara do'st, ishlamang; elni behuda sarf qilmang." T ○ ranslation: "Poor friend, don’t work; don’t waste the people." ○ Explanation: This saying warns against excessive toil and the value of social life and leisure, suggesting that working too hard may not benefit oneself or the community. 2. "Har bir ishni ozgina vaqt ajratib bajar, ko‘p ishlashga maqsad yo‘q." ○ Translation: "Do every task with a little time; there is no goal in working too much." ○ Explanation: This reflects the belief in moderation, implying that one should pace their efforts and avoid overworking. 3. "Ko‘p ishlaydigan ovchining ovishi hech qachon to‘ig‘maydi." ○ Translation: "The hunter who works too much never fills his belly." ○ Explanation: This proverb emphasizes that regardless of hard work, the benefits may not be realized if one overburdens themselves, suggesting a need for balance. Group B. Polish Sayings/Proverbs that Praise Hard Work and Recognize its Value: 1. "Bez pracy nie ma kołaczy." ○ Adaptation for Campaign: "No hard work, no success!" ○ This emphasizes that without effort, one cannot achieve their goals, making it a great slogan for encouraging diligence. 2. "Praca czyni mistrza." ○ Adaptation for Campaign: "Practice makes perfect!" ○ This saying can be used to encourage continuous effort and improvement, suggesting that hard work leads to mastery. 3. "Nie ma nic za darmo." ○ Adaptation for Campaign: "Nothing comes without effort!" ○ This slogan reinforces the importance of striving for rewards, advocating for a strong work ethic while recognizing that effort is required to achieve anything worthwhile. ur Summary: O The Uzbek proverbs highlight the importance of balance and caution against the dangers of overworking, while the Polish proverbs provide motivating messages that praise hard work. The campaign adaptations for the Polish sayings are crafted to emphasize the necessity of effort in achieving success, fostering a proactive approach to work-life balance. EXERCISE 6 Employees: ositive Impact:Employees benefit directly from thedirective, as it guarantees various rights P related to paternity leave, parental leave, carers' leave, and flexible working arrangements. aternity Leave: Fathers or equivalent second parents are entitled to 10 working days of P paternity leave (Article 4). arental Leave: Each parent has four months of parental leave, with two months P non-transferable between parents (Article 5). Carers' Leave: Workers are entitled to 5 working days of carers' leave (Article 6). lexible Working Arrangements: Workers with children or caring responsibilities can request F flexible working arrangements (Article 9). Distributors/Suppliers: Indirect Impact:Suppliers and distributors may facesome changes in working hours or operational flexibility because of parental or carers' leave policies. The directive encourages flexibility for workers, which could affect how firms operate with suppliers. eference: Article 9 (flexible working arrangements can affect suppliers' timelines, depending R on employer operations Employers: ixed Impact:While the directive aims to improve employee well-being and reduce turnover, it M places new administrative and financial obligations on employers, such as providing paid leave and considering requests for flexible working arrangements. aternity and Parental Leave: Articles 4 & 5 - Employers are required to grant paid paternity and P parental leave. There may be operational impacts, particularly in terms of workforce planning and temporary replacements. lexible Working: Article 9 - Employers must respond to requests for flexible working F arrangements. While they can refuse requests based on operational capacity, this requires additional management and planning. mployment Rights Protection: Article 10 - Employers must ensure that workers retain their E rights (e.g., promotion opportunities) while on leave and guarantee the return of workers to equivalent positions after leave. Summary of Affected Stakeholders: mployees: Positive Impact: Gain the right to paid leave and flexible work arrangements. E Protection against discrimination and dismissal due to leave requests (Articles 4, 5, 6, 9, 10, 11). mployers: Mixed Impact: New obligations to provide paid leave and accommodate flexible E working requests. Potential increase in employee satisfaction and retention (Articles 4, 5, 9, 10). hareholders/Investors: Mixed Impact: Initial costs but long-term benefits through improved S employee retention, engagement, and productivity (Articles 5, 10, 8). uppliers: Indirect Impact: May experience changes in operational timelines due to flexible S working arrangements and leave-taking by employees (Article 9). enders: Neutral to Positive: Potential long-term benefits from increased workforce stability and L productivity (Article 8). overnments: Positive Impact: Responsible for implementing and enforcing the directive, with G an emphasis on gender equality and workforce participation (Article 2, Recital 6). EXERCISE 7 (1) Six Value Declarations in the Preamble of the EU Work-Life Balance Directive: .Promotion of Gender Equality:The directive emphasizes the need to address the 1 underrepresentation of women in the labor market by promoting equal sharing of care responsibilities between men and women. 2. Enhancement of Work-Life Balance:It aims to improve access to family leave and flexible work arrangements, facilitating the reconciliation of work and family life for parents and carers. 3. Support for Diverse Family Structures:The directive acknowledges the diversity of family structures and aims to provide support that reflects this diversity. 4. Encouragement of Fathers’ Involvement:It seeks to encourage a more equal sharing of parental leave between men and women, promoting the involvement of fathers in childcare. 5. Adaptation to Societal Changes:The directive recognizes the need to adapt to societal changes, including increasing participation of women in the labor market and the need for adequate leave arrangements for both parents. 6. Promotion of Non-Discrimination:It emphasizes the importance of non-discrimination and equal opportunities in the labor market, particularly concerning gender equality. ( 2) Ranking of Values for EU Inhabitants’ Well-Being: 1. Enhancement of Work-Life Balance:Improving access to family leave and flexible work arrangements directly impacts individuals’ daily lives, reducing stress and improving overall well-being. 2. Promotion of Gender Equality:Ensuring equal opportunitiesand responsibilities for all genders leads to a more inclusive society and equitable labor market. 3. Encouragement of Fathers’ Involvement:Promoting fathers’ participation in childcare fosters balanced family dynamics and supports child development. 4. Support for Diverse Family Structures:Recognizing and supporting various family forms ensures that all individuals receive appropriate assistance, reflecting societal diversity. 5. Promotion of Non-Discrimination:Upholding non-discrimination principles ensures fair treatment for all, contributing to social cohesion and individual dignity. 6. Adaptation to Societal Changes:Acknowledging and adapting to societal shifts ensures that policies remain relevant and effective in addressing contemporary challenges. xplanation: E • Enhancement of Work-Life Balance is paramount as it directly affects individuals’ quality of life, allowing them to manage professional and personal responsibilities effectively. • Promotion of Gender Equality is crucial for creating a fair and just society where opportunities are not limited by gender, leading to broader economic and social benefits. • Encouragement of Fathers’ Involvement in childcare promotes shared responsibilities, benefiting children’s development and reducing gender stereotypes. • Support for Diverse Family Structures ensures inclusivity, acknowledging that well-being is influenced by the recognition and support of various family dynamics. • Promotion of Non-Discrimination upholds fundamental human rights, ensuring that all individuals can participate fully in society without prejudice. • Adaptation to Societal Changes is essential for the relevance and effectiveness of policies, ensuring they meet the evolving needs of the population. hese values collectively contribute to the well-being of EU inhabitants by fostering an inclusive, T equitable, and supportive environment. Our Opinion Why Fathers’ Involvement is Important: athers’ involvement in childcare is crucial because it promotes equality and strengthens family F relationships. When fathers actively participate in caregiving, it helps balance responsibilities between parents, reducing the burden on mothers and supporting their professional growth. This involvement also fosters emotional connections between fathers and their children, improving child development and creating a more nurturing family environment. Additionally, when fathers take on caregiving roles, it challenges traditional gender stereotypes and encourages a cultural shift toward more equitable parenting. This not only benefits families but also creates a positive example for future generations, showing that caregiving is a shared responsibility, not defined by gender. EXERCISE 8 ( 1) Pluses and minuses of the Work-Life Balance (WLB) Directive and biggest winners/losers: luses: P • Employees feel happier and less stressed with flexiblework options like parental leave and remote work. • It promotes gender equality by encouraging shared caregiving between men and women. • Companies offering work-life balance can attract and keep better employees. inuses: M • Some companies might struggle to adjust their workflows to accommodate flexible schedules. • Employers may face more paperwork to manage these new policies. • Productivity might drop temporarily as everyone gets used to the changes. inners: W 1. Employees with caregiving responsibilities: Theyget more time to balance family and work. 2. Women in the workplace: These policies can help close the gender gap. 3. Forward-thinking companies: Companies that adapt quickly can attract top talent and improve their reputation. osers: L 1. Traditional companies: They may resist changeand fall behind. 2. Small businesses: They might struggle to afford and implement the changes. 3. Employees who prefer traditional work hours: Not everyone likes flexible work arrangements. ( 2) Do the values in the Preamble help social, budgetary, or transformational goals? The values in the Preamble (like justice, equality, and liberty) mostly help social goals by making society fairer. They also work toward transformational goals because they push for big changes, like reducing inequality and promoting inclusion. While there are budget impacts, like funding new programs, the main focus is on social fairness and systemic change. (3) Choose a sub-chapter from the ILO report, summarize it, and give your opinion: Sub-chapter: Working-time arrangements and their effects on work-life balance ummary: S This section talks about different types of work schedules and how they affect people’s lives: • Standard workweek: Predictable but can make balancing life harder. • Shift work: Necessary for some jobs but disrupts health and family time. • Part-time work: Good for flexibility but comes with lower pay and fewer career opportunities. • Flextime: Lets employees adjust hours, improving job satisfaction. • Compressed workweek: Fewer days at work, but longer hours can cause fatigue. • Annualized hours: Helps manage workloads better but can feel unpredictable. ur opinion: O I think this section makes sense and shows how different schedules affect work-life balance. It’s fair because it talks about both the good and bad sides of each option. Nothing here seems controversial—it just highlights how important flexibility is for employees and businesses.
