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The growing demands of work and life have shifted the concept of work-life balance to work-life integration (WLI). The success of integration depends upon the flexibility to perform the duties. This paper aims to explore the factors that affect WLI and the role of flexible work arrangements (FWAs) in the process of WLI.

Systematic literature review was used to explore the concept of WLI and FWAs. A bibliometric analysis was carried out with Bibexcel and VoSviewer.

This paper explained the organizational and personal factors that create the demand for WLI. The FWAs, perceived flexibility, technology and self-efficacy have important roles in WLI. The result of WLI can be enrichment or strain, depends upon how effectively the work-life domains are integrated.

This paper explores the work-life from both personal and organizational views. The findings of this paper will be useful to design the organizational policies and work arrangements that match the requirements of employees and organizations. This paper helps to develop the future research agenda of investigating the relations of WLI to performance, organizational policies and personal factors.

Using the theoretical framework of job demands-resources and boundary management, the purpose of this paper is to explore the moderating role of work and life boundary characteristics in the relationship between time-spatial job crafting, work engagement and job performance.

A total of 176 employees working in the IT sector and having an opportunity to use flexible work arrangements were surveyed online.

Work and life boundary characteristics were found to moderate the relationship between time-spatial job crafting and work engagement as well as between time-spatial job crafting and job performance. Moreover, boundary characteristics moderated the indirect relationship between time-spatial job crafting and job performance through work engagement.

Time-spatial job crafting becomes a key strategy for maintaining work engagement and job performance, when work–life boundaries are less flexible and less permeable.

The study demonstrates that boundary characteristics determine the effects of time-spatial job crafting on work engagement and job performance.

Idiosyncratic deals, or i-deals, are customizations that employees make to their jobs with the consent of their organization. This study investigates how employees obtain their task and developmental (T&D) i-deals by using qualitative data obtained from professionals in India.

In-depth, qualitative interviews were conducted with 27 professionals employed in diverse services firms in India. Data was analysed using the Gioia guidelines (Gioia et al., 2013).

The findings show a four-stage i-deal obtainment process that highlights how the desire for a T&D i-deal emerges, strengthens and materializes into an actual discussion or negotiation, and the routes employees take depending upon the success or failure of the i-deal discussion.

I-deals obtainment is a four-stage cyclical process, encompassing several factors, including attempts at credibility building by the i-dealer, assessing the availability of the i-deal within the organization and using influence tactics during the i-deal discussion. The application of social learning theory accentuates understanding of the i-deal obtainment process, particularly how employees develop and recognize the desire for an i-deal and how they progress through the four stages.

Grounded in social learning theory and conservation of resources theory, this study examines the link between witnessing co-workers’ idiosyncratic deals (i-deals) and task crafting, task crafting and task i-deals negotiation; and the route that employees take to build their perceptions of personal brand equity.

A time-lagged survey was used to collect data from 259 information technology (IT) and consulting professionals in India. Hypotheses were tested using PROCESS MACRO in R.

Results show that witnessing co-workers’ i-deals is positively associated with both task crafting and task i-deals negotiation; and task i-deals negotiation is positively associated with employees’ personal brand equity. Findings also show that task crafting mediates the positive impact of witnessing co-workers’ i-deals on task i-deals negotiation. Further, the study shows that need for legitimization of task customizations moderates the positive relationship between task crafting and task i-deals negotiation, in such a manner that the relationship is stronger when employees’ need for legitimization is low, and it is insignificant when their need for legitimization is high.

This is one of the earliest studies that examine the relationship between task crafting and task i-deals negotiation; and shows that employees negotiate task i-deals to build their personal brand equity.

The objective of this study was to investigate and explore the emotion experiences of employees in a work context. A non-probability sample (N=52) was taken from the mining industry in the North West and Gauteng Provinces of South Africa. Data collection was done through a phenomenological method of semistructured in-depth interviews and observations. Content analysis was used to analyze and interpret the research data through open coding. The main goal was to determine the emotion experiences of employees, and the following three themes were extracted on the basis of three research questions: what are the particular emotions employees experience at work; what are the specific events or situations that lead to these emotions; and how do employees manage or control these emotion experiences. Some of the emotions experienced were anger, aggression and frustration, disappointment, and suspicion, skepticism and cynicism. The specific events were divided into three levels namely organizational, group, and individual level. Some of these events included organizational culture, lack of managerial support, supervisory relationships and ineffective communication, relationships at work, and role conflict. It was also found that employees make use of emotion work, emotional intelligence, and emotional distancing and detachment to regulate and manage emotion experiences.

This paper aims to examine the mediation effect of organizational learning on the link between human resource management (HRM) practices and organizational performance in some Big4 financial services companies.

The quantitative methodology was chosen for this research, using resource theory and knowledge-based approach to explain the relationship between latent variables. A sample of 403 HR employees and managers of the companies under study in France was selected in 2022. Structural equations modeling was used based on the Spss-Amos program to test the research hypotheses.

The results revealed that organizational learning played a mediating role between HRM practices (hiring, training, motivation and decision-making) and organizational performance and that learning enabled the performance of workers to improve and achieve competitive advantages in this field.

The sample was based on four international companies working in the field of financial services and consulting and providing their services within France, which may affect the generalisability of the results and limit them to the studied sector.

The contribution of the study is to improve the awareness of administrators, decision makers and company employees of the importance of organizational learning for companies, and to stimulate motivation to learn and exchange knowledge in a constructive way that enhances organizational performance. Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

Working on organizational culture change through HRM-practices-based learning as an effective mechanism for organizational performance improvement is one implication. These practises influence cadres' attitudes toward their work, which improves their performance.

This study seeks to provide cadres and executives with an in-depth analysis of HRM and organizational learning, which, through its integration of these attributes, can contribute to the earning of knowledge-based competitive advantage and achieve superior and sustainable performance.

As demographic changes impact the workplace, governments, organizations, and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This chapter presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits. Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The chapter ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.

The COVID-19 pandemic has highlighted the relevance of the intersections between work and personal life. Measures introduced to slow the spread of COVID-19 have included an increase of working from home and the temporary closure of schools and child-care facilities, leading to a lighter workload for some and a heavier workload for others. These consequences are likely to affect employees’ work–life balance (WLB), although the impact may differ across groups of employees depending on the nature of their work, family and personal demands and resources. This mixed-method study examined how Dutch government employees perceive their WLB during the pandemic and how differences in what employees are experiencing can be explained. In May/June 2020, an online survey (N = 827) and an interview study (N = 17) were conducted at a government organization whose employees were obliged to work from home partly or exclusively. Results indicate that demands changed when working entirely from home and resources became more important to maintain WLB satisfaction. Being able to manage boundaries across life domains and find a new routine also appeared to be crucial for WLB satisfaction.