Many organizations have used the redesign of jobs—work processes, schedules, work loads, task assignments—as a strategy for improving productivity and other measures of bottom‐line effectiveness. Far fewer have recognized that job redesign can be a fundamental, critical strategy for the achievement of work/life balance. Most organizations still conceive of productivity and work/life balance as separate goals to be reached by different paths. The Radcliffe‐Fleet Work and Life Integration Project directly addresses this split. The Fleet Financial Group, emerging from a period of sweeping internal and external change, saw the need to improve its service and to improve its standing as an employer of choice. The Radcliffe Public Policy Institute was eager to conduct a project to demonstrate the principle that redesign of jobs can further the dual goals of improved service and work/life balance.
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Bailyn et al. (2001) studied this question.