ABSTRACT
The purpose of this chapter is to provide an international sampling of the work–life system within the field of HRD. Relevant to this conversation are the interactions of employees, organizations and governments as a means of developing and implementing initiatives and actions which impact the work–life balance of individuals (Munn 2013). Although work–life balance is most frequently discussed and internationally understood to indicate how individuals find agreement within their work and home life, it is not the only piece to the work–life system. The work–life system is comprised of three forces (employees, organizations and government), and three dimensions (work–life balance, work–life initiatives and work–life policy); all interdependent on the others (Munn 2013). Space requirements limit this chapter to a selection of research within a few countries rather than providing a comprehensive international review of the work–life system. Specifically, relevant theoretical perspectives, policy considerations, issues of practices and implications within the context of HRD will be identified and discussed.
