Publication Date


Document Type


First Advisor

Santuzzi, Alecia M.

Second Advisor

Finkelstein, Lisa

Degree Name

Ph.D. (Doctor of Philosophy)

Legacy Department

Department of Psychology


This study examines the notion that what may matter most in achieving an authentic feeling of work-life balance is fit within the immediate social context among work teams. Both work-life balance effectiveness and work performance depend on managing and meeting others’ expectations. Thus, the extent to which an individual shares work-life balance values and preferences with others on their team (i.e., a form of person-team fit influences the amount of resources expended or gained from navigating and negotiating others’ expectations. In a field study, 106 full time employees at a commercial real estate company were surveyed measuring the extent to which their personal work life values and preferences fit with critical others’ on their teams, computed using Profile Symmetry Index (PSI) scores. I did not find support that shared boundary preferences predicts work performance, due to changes in work-life balance effectiveness. Further, I did not find support that the model is weakened by two contextual factors: team family-supportive supervision and team cohesion. Evidence did not support the importance of the immediate social context in which employees operate as it relates to achieving work-life balance and ultimately work performance. Two main limitations to the current study include poor response rate and severe range restriction resulting in underpowered statistical tests. However, very preliminary results suggest that team task cohesion may be related to work life balance effectiveness. Theories and results are interpreted in the context of person-team fit literature as it applies to work-life balance.


76 pages




Northern Illinois University

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