Work-Life Balance

Seminar paper from the year 2012 in the subject Business economics - Personnel and Organisation, grade: 1,0, University of Applied Sciences Heide, course: Human Resources Management, language: English, abstract: Table of contents
1. Introduction4
1.1 Background and purpose of the topic4
1.2 Methodology5
2. Current Working Conditions in the hospitality industry5
2.1 Issue statement5
2.2 Special Working Environment and Conditions6
2.3 Subsuming of the current situation7
3. Description and Analysis of different Work-Life Balance methods and8
instruments8
3.1 Definition of Work-Life Balance8
3.2 Importance of Work-Life Balance for the hospitality industry10
3.3 Work-Life Balance methods and instruments11
3.3.1 Flextime Work Arrangements11
3.3.2 Family Services13
3.3.3 Feedback Instruments15
3.4 Validation of the WLB instruments for the hospitality industry16
4. Best Practice of Delta Hotels: "Exceptional commitment to a flexible20
Workplace"20
5. Future Outlook and Conclusion22

Overwork, stress, a high employee turnover and a minimum time for the social life are just some of the negative working conditions for the staff in the tourism and es-pecially in the hospitality industry. Human capital is a carrying pillar within every hospitality business. Employees have to be motivated to increase the customer satisfaction and ensure the economical aims of the enterprise. While the enquiry for the balance between social life and work has been recognized by various industries, the hospitality industry seems backward regarding the implementation of Work-Life Balance, later in the text also abbreviated as WLB, methods. Hospitality businesses have to realize, that the success of the business is no longer just based on natural conditions or advantages of the location or special tourism activities within a destination. The focus has to be more on the human capital. Therefore, the motivation and satisfaction of the employees should be a superior aim for the