HR as a Bridge Between Work and Life: An Empirical Study on Employee Well-Being and Flexibility

Abstract

This study examines the challenges of work–life balance from a human resource management (HRM) perspective, with particular attention to changing labour market expectations and organisational culture transformation. The central assumption is that the integration of professional and personal life, together with the promotion of mental well-being, is becoming increasingly important for both manual and knowledge workers, with a significant impact on employee performance and commitment. The study used a mixed-methods approach. The quantitative phase was based on an online questionnaire completed by 131 active employees, of whom 69% worked full-time, 17% part-time, and 14% on a project basis. The analysis revealed that part-time and project-based employees reported lower stress levels and more favourable work–life balance perceptions compared to full-time workers. The qualitative phase drew on a semi-structured interview with an experienced HR professional, which provided deeper insights into internal HR practices and talent retention. The findings show that although 45% reported job satisfaction, organisational measures for well-being are often missing. The most common sources of stress include excessive job demands, lack of feedback, and rigid work organisation. The study highlights that supporting work–life balance should not be considered an additional benefit but rather a key element of sustainable HR strategy. By fostering trust, promoting flexibility, and prioritising well-being, organisations can gain long-term competitiveness and stronger retention.