Abstract:

Amid Japan’s shrinking workforce and shifting employment systems, organizations must rethink work-life balance (WLB) beyond traditional models. While many companies adopt WLB policies, existing research shows that their effects are often limited because they overlook diverse employee needs, non-family life domains, and differences in roles or employment types. Balance is not a static state but a dynamic process shaped by life stages, personal values, and organizational contexts. Based on interviews with 49 Japanese employees using external counseling services, this study identifies common misconceptions, such as the belief that mental health issues are self-detectable, personal, generation-specific, or best handled by family or colleagues. Psychological distress can affect anyone and often requires neutral and external support. Effective WLB should emphasize flexible boundary management, early detection, and inclusive support systems. Rather than preventing imbalance, organizations should promote continuous readjustment by reframing work and life as intertwined spheres.

Please choose your submission type: Developmental Paper

Primary Track: Human Resource Management

Keywords: Strategic HRM;Organizational behaviour and psychological state;Performance;Stress and well-being;Teamwork & Culture

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Prof Daisuke Uchida