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Work-Life Balance in Professional Service Firms

In: Strategic Management of Professional Service Firms

Author

Listed:
  • Stephan Kaiser

    (Universität der Bundeswehr München, Wirtschafts- und Organisationswissenschaften)

  • Max Josef Ringlstetter

    (Katholische Universität Eichstätt-Ingolstadt, Lehrstuhl für ABWL, Organisation und Personal)

Abstract

The compatibility of work and private life – in short, work-life balanceWork-Life Balance – undergoes an increase in personnel political significance also in professional service firms; the topic is even seen as ‘the name of the game’.1 Professional service firms demand enormous working hours, highest flexibility and constant employee motivation from their employees. Since the respective services are often provided directly at the client’s, company consultants, e.g., spend a considerable part of their working time away from their places of residence. The activities of professionals are furthermore characterized by extremely high work intensity. More than 60 hours per week are rather the rule than the exception.2 A further complication is the high responsibility of most of the employees in professional service firms and the resulting stress and performances pressure. Such a job profile, characterized by high workloads on the one hand, but attractive tasks and above-average remuneration on the other, primarily attracts young, career-oriented and flexible applicants.

Suggested Citation

  • Stephan Kaiser & Max Josef Ringlstetter, 2011. "Work-Life Balance in Professional Service Firms," Springer Books, in: Strategic Management of Professional Service Firms, chapter 0, pages 117-127, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-16063-9_9
    DOI: 10.1007/978-3-642-16063-9_9
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