6WUDWHJLF 0DQDJHPHQW  9RO  1R  SS  8'.    5HFHLYHG -XO\   5HYLVHG -XO\   $FFHSWHG -XO\   Work-life balance, processes of organization and performance: Rationale for an empirical research ivan Ristiü, Neÿo Balaban and Pere Tumbas 8QLYHUVLW\ RI 1RYL 6DG )DFXOW\ RI (FRQRPLFV LQ 6XERWLFD 6HUELD Abstract Increased requirements in the domain of work lead to increased imbalance between the domain of work and the domain of personal/family life of employees  increased conflict of work-life. This reading contains rationale and the set of research questions for empirical research of relationship work-life balance, orderliness of processes and performances in organizations (at the level of job, process and organization) in several European countries. Answers to these research questions and cognition of the nature of relationship between availability of work-life program/practice, arrangement of processes and performances should enable grasping implications for policy and practice in alleviating work-life conflicts, improving the quality of work and life with attaining satisfying performance. Keywords work-life conflict, policies/programmes work-life, flexible work bundles, attractive work, work-life balance, organizational competitiveness, process orderliness, performance. 1. Work-life conflicts and programmes/practice of their alleviation Recently, it has been definitely pointed to the presence of five significant changes stressed not only for employees but also for organizations (Morris, 2008): (a) dramatic increased use of strategy as merging, acquisition, and similar; (b) rapid attempts to attain competitive advantage in the conditions of globalization; (c) "war for talents"; (d) increasing dependence of the organization of expansion of technologically sophisticated work processes, and (e) sudden increasing diversity of labour. Appearance of global recession can be added to the cited stress changes. Increased requirements in the domain of work lead to increased disharmony, increased imbalance between the work domain and to the domain of personal/family life of employees  increased work-life conflict. Greenhous and Beutell (Greenhous & Beutell, 1985) divided work-life conflicts in: (a) conflicts based on behaviour, (b) conflicts based on time, (c) conflicts based on strain. Conflicts based on behaviour indicate (speaking in the language of role theory) that patterns of behaviour are expected in one role in contrary to the desired characteristics of behaviour in the other role. Conflicts based on time simply means that an adding time spent in one domain (domain of work or private, personal/family life) prevent investment of time in the other domain. Conflicts based on strain mean that one domain influenced by stress created in the other domain. According to researches accomplished in the U.S.A., about 70% of the employed report that in their case there are not balances between the domain of work and the domain of their personal/family life. Consequences of work-life conflicts for employees and the organization are very important. About half of mistakes the employed do appear because of work-life conflicts. Employees having work-life conflicts are more inclined to fluctuation than those who have not them (Morris, 2008, p. 100). Then, about 85% of employees have everyday responsibilities for their families (Bond et al. according to Eby et al., 2005, p.125), about 46% employed parents have children at home younger than 18, and about 90% employees want to have more time to spend with their families (Morris, 2008, p.100).