Ethical Management and Employee Family–Work Balance: A Relational Perspective on Shared Responsibilities

Abstract This study redefines Family–Work Balance (FWB) as a relational and ethical condition emerging from the interaction between employee agency and organisational structures, rather than just as an individual coping outcome. Drawing on care ethics and other explanatory perspectives, we develop and empirically test a model examining how organisational cultures, internal market orientation, employee skill development, and personal life activities collectively influence perceived barriers to FWB and overall balance. Survey data from knowledge-intensive service employees indicate that organisational conditions and developmental practices play a crucial role in shaping perceived barriers, which, in turn, significantly affect perceived FWB. Although personal life activities do not directly affect FWB, they have indirect effects through perceived barriers, highlighting the importance of organisational responsiveness for achieving balance. The findings demonstrate that FWB is not ethically neutral but is systematically shaped by managerial choices, cultural norms, and developmental expectations that either create or reduce barriers. By conceptualising FWB as a relational ethical issue rooted in organisational responsibility and lived experience, this research advances discussions on ethical management, internal marketing, and work–life integration, providing implications for managerial accountability and the development of work environments that foster employee dignity and sustainable well-being.