Work-life balance and the future of employees’ wellbeing

Work-life balance (WLB) remains central to global discussions on employee wellbeing, organisational performance, and social sustainability. As workplaces transition towards hybrid and flexible models, there is increased attention to mental health, alongside the need to respond to evolving employee expectations. Consequently, organisations are increasingly required to clearly define what constitutes balance and systematically assess its effects. Scholars have acknowledged WLB as multidimensional (Abraham & Philip, 2025; Bello et al., 2024). However, there remains conceptual ambiguity regarding whether ‘balance’ refers to equal time allocation, subjective satisfaction, boundary control, or role enrichment. Recent research positions work-life balance as a core determinant of psychological health, job satisfaction, and sustainable performance in modern organisations (Bello et al., 2024). Contemporary scholarly literature indicates that while early discussions predominantly emphasised gender-based role expectations, current perspectives have shifted towards a more holistic view, encompassing the dynamic interaction between work, family life, leisure activities, and personal development across diverse occupational contexts (Abraham & Philip, 2025; Bello et al., 2024). This shift reflects the recognition that WLB is not solely a gendered issue but rather a multidimensional construct affecting all employees, irrespective of their demographic background. Previous academic literature consistently demonstrates an association between positive work-life balance and improved employee well-being. Employees who experience balance reported higher levels of job satisfaction, stronger mental health, and reduced burnout (Volk et al., 2024; Wulantika & Atifah, 2024). Empirical models demonstrate that stress and burnout partially account for the impact of WLB on psychological well-being and job satisfaction, suggesting that effective mechanisms for stress management are essential for maintaining balance (Erlinda & Sawitri, 2025; Shafariah & Gofur, 2025). Furthermore, organisational-level research indicates that flexible scheduling, supportive leadership, and structured work–life policies significantly enhance employee motivation, satisfaction, and retention. These practices also contribute to improved productivity and organisational reputation, thereby reinforcing the strategic importance of work–life balance as a component of long-term organisational sustainability (Tiwari et al., 2025).