growing number of leading companies in the United States find that it is good for business and employees to A make work/life effectiveness integral to organizational change and work-redesign strategies. "Holding a Job, Having a Life: Making Them Both Possible," a current research project of Work in America Institute (WAI), a national not-for-profit workplace research organization, is studying companies that are breaking new ground in the work/life field with a focus on changing work cultures and practices. Such companies as Merck & Company, Hewlett-Packard/Agilent, Bank of America, Fleet Financial Group, and Ernst & Young have developed strategies that enhance business performance and help employees achieve a better balance between work and personal life. In most cases, employees themselves participate in developing the strategies through their observations and input, with important benefits for both businesses and employees.
Businesses have improved productivity, quality, and customer service; reduced turnover and absenteeism; and enhanced recruitment. The new model of work redesign has increased employees' satisfaction and empowerment, given them more flexibility and control over how and where work is performed; reduced overtime and stress levels, and allowed more time for family and leisure activities.
The work redesign and other change initiatives that we are studying differ radically from management-driven, top-down reengineering, which is focused solely on work processes and organizational needs. Instead, the redesigns that we are studying are marked by strong employee involvement in changing the way work is done, and they address employees' personal priorities as well as strategic business needs. Addressing both dimensions