Work-Life Balance and Organizational Performance: A Critical Review and Theoretical Integration of Strategic HRM Perspectives

Abstract

The concept of work-life balance (WLB) has gained increased academic and managerial attention due to its profound implications for employee well-being and organizational performance. This critical review synthesizes existing literature to examine how WLB practices influence organizational outcomes within a global context. Drawing on frameworks such as Strategic Human Resource Management (SHRM), Social Exchange Theory, and Role Theory, this paper identifies key linkages between employee-centric policies and firm-level results. Using a qualitative, critical narrative review methodology, the study evaluates peer-reviewed empirical research and conceptual discussions to extract thematic insights. The findings indicate that well-implemented WLB practices positively affect productivity, retention, job satisfaction, and employer branding, although contextual factors such as culture, industry, and managerial commitment mediate these outcomes. Case examples from multinational corporations and global studies enrich the analysis. The paper concludes by highlighting practical and theoretical implications, limitations, and directions for future research.