«Work-Life Balance» as an Innovative Tool for Enhancing the Efficiency of Personnel Management Systems

Abstract

In the modern business environment, increasing competition for qualified personnel and the growing importance of human capital as a key resource for organizational development can be observed. The spread of digitalization and remote forms of employment significantly transforms traditional approaches to work organization. In these conditions, work-life balance becomes an important factor in maintaining employee productivity. The lack of proper work-life balance leads to increased professional burnout, stress, and reduced work efficiency. At the same time, the implementation of appropriate HR policies contributes to higher employee motivation and engagement. The aim of the article is to study “work-life balance” as an innovative HR tool in the context of digital transformation of human resource management and labor market changes. The methodological basis of the research includes general scientific and special methods of cognition, in particular systemic and structural-functional approaches, which allow work-life balance to be considered as a complex element of the HR management system. Methods of analysis and synthesis were also used to generalize theoretical approaches to human capital management, a comparative method was applied to study international experience of EU and US countries, and a generalization method was used to formulate conclusions regarding the impact of work-life balance policies on the effectiveness of HR systems. As a result of the study, the main scientific approaches to defining “work-life balance” were characterized. Key innovative HR tools for ensuring work-life balance were systematized. It was noted that the implementation of hybrid work models in the European Union and the United States has a positive impact on the effectiveness of human resource management systems. It was substantiated that the prospects for the development of work-life balance in Ukraine are associated with the digitalization of HR processes, the introduction of human-centered approaches, and the adaptation of international experience to national conditions.