It is evidently clear from the discussion that the mere absence of disease and complications is not an indication of health; employee’ s welfare and a harmonious coexistence of health, work and life is the ideal working environment. Employee presence at work is not only enough but in the favorable state likely to allow productive contribution in his or her work. While work-life balance may not present a serious challenge to an employee’ s work existence, it should be backed by the appropriate wellness state and vise versa. Some elements of wellness indirectly define work-life balance such as domestic life-related stress whose presentation may be in the form of a clinical manifestation.
In line with the current legislation that aims at improving employees’ welfare, it is imperative that the necessary adjustments are made for compliance purposes. The management policy on facilitating a program that enhances work-life balance as well as wellness at the place of work must be an inconsistency with the regulation outlined in legal provisions. Internalizing such legislation might not be an easy task for the management since some legislation could compromise the organizational policies.
The flexibility of management policies is, therefore, an important element in the current age where ever stakeholder seems concerned about employees’ welfare. The present research has identified that examples of such legislation include regulations which could change absenteeism policies include statutory maternity and paternity leaves, statutory parental leave and statutory adoption leave. Others may include statutory pays during the leaves; statutory maternity, paternity and adoption pay. Leaves to take care of dependants may also compromise the organization’ s schedule. Communication is very useful in the handling of the delicate issue that legislation technicalities present in organizational policy implementation.
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