Newcomers to an organization may want to share their commitment to non-work roles as well as their commitment to their new job, demonstrating their belief in the importance of work-life balance. Doing so will increase managers’ perceptions of their personal warmth and, subsequently, their ability to more easily socially integrate into their new workplace.
One might expect that newly hired employees who signal a 100% commitment to their jobs by indicating their willingness to work long hours and undertake weekend projects, for example, will be more likely to impress their new employers. According to research from the University of Bologna and Kedge Business School in France, however, newcomers who express their commitment to nonwork roles as well as work roles which is viewed as a desire to achieve a work-life balance will be more favourably perceived by managers and supervisors as a warm and personable individual, someone whom teammates will find pleasant to work with, and as a result, someone who is likely to have little trouble fitting in socially with their new colleagues.
Somewhat to the surprise of the researchers, this effect was the same whether the candidate was male or female. Male candidates who signalled a commitment to nonwork roles—such as being a dedicated father—were equally perceived as warmer and more socially effective in the workplace than male candidates who declared their 100% commitment to work.
The research did reveal a difference in terms of organisational context. An expression of the desire for work-life balance was more favourably received in organisations with family-friendly cultures.
The research also explored whether this expression of concern about work-life balance would increase managers’ perceptions of competence, which in turn could also help new employees more quickly fit in their new workplace; it did not.
The research was based on two studies. In the first study, 264 participants, all managers from either the U.S. or the UK, read a fictional scenario about a new hire. In the scenario, the employee was either male or female, and either indicated a strong commitment to nonwork roles or a total focus on work. Having read one of the four potential scenarios above, participants shared their perceptions of the employee’s concern for work-life balance, warmth, competence, and ability to integrate socially into the company. These perceptions were captured through statements to which the participant agreed or disagreed, on a scale of 1 (Strongly Disagree) to 5 (Strongly Agree). To measure perceptions of warmth, for example, participants were asked to rate the new employee’s tolerance, warmth, good-naturedness and sincerity.The second study was the same as the first but also questioned the participants (a different group of 179 U.S. or UK managers) on the level of family supportiveness in their organisation’s culture. Again, on a scale of 1 to 5, participants were asked to agree or disagree with statements such as “In my organisation, the way to advance in this company is to keep nonwork matters out of the workplace.”
This research reveals that newcomers in an organization should not necessarily fear signaling to colleagues and supervisors their intention to maintain a balance between work and life by striving for successful careers while still participating in and investing in non-work roles.
However, the research also reveals that while a newcomer’s commitment to work-life balance may be well-received in organizations with family supportive cultures, the reaction in other organizations may not be as positive; in these organizations, employees, and perhaps especially new employers, are expected to be dedicated to their work above all else.
Many companies profess to care about the health and wellness of their employees, which includes helping them maintain a healthy balance between work and home. They will not be successful without a culture that promotes work-life balance. Leaders can help create such a culture by discussing their nonwork activities and commitments. In addition, family-supportive supervisor training can help instill a culture where new employees feel comfortable sharing the joy they derive from non-work activities.
Marcello Russo’s profile at the University of Bologna Business School
https://www.unibo.it/sitoweb/marcello.russo2/en
Gabriele Morandin’s profile at University of Bologna Business School
https://www.unibo.it/sitoweb/gabriele.morandin/en
Marc Ohana’s profile at Kedge Business School
https://student.kedge.edu/faculty-directory/marc-ohana
Massimo Bergami’s profile at the University of Bologna Business School
https://www.unibo.it/sitoweb/max.bergami
Does signaling high commitment to nonwork roles penalize newcomers in the workplace? Marcello Russo, Gabriele Morandin, Marc Ohana, Massimo Bergami. European Management Review. (March 16, 2025) https://onlinelibrary.wiley.com/doi/10.1111/emre.70008
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