Sustainable Work Practices and Work–Life Balance: A Review of the Conceptual Framework for Malaysia’s Financial Sector
DOI:
https://doi.org/10.18623/rvd.v23.n3.4330Keywords:
Remote Work, Work Life Balance, Flexible Work Arrangements, Quality Jobs, Work Boundaries, Supportive Leave Policies, Sustainable Growth, Well-BeingAbstract
The COVID-19 pandemic has transformed the landscape of work, prompting organizations worldwide to adopt sustainable work practices that prioritize employee well-being and flexibility. This conceptual paper explores the relationship between sustainable work practices namely flexible work arrangements, remote work, job sharing, and supportive leave policies and employee work–life balance (WLB), with a specific focus on Malaysia’s financial sector. Grounded in Conservation of Resources Theory (COR), the paper argues that these practices function as critical resources that help employees reduce work–family conflict, preserve personal energy, and manage competing demands across life domains. The Social Exchange Theory (SET) framework is employed to position organizational support as a moderating influence, suggesting that when employees perceive their organizations as supportive, they are more likely to reciprocate with greater engagement, loyalty, and well-being. Furthermore, Work–Family Border Theory (BT) is used to contextualize how individuals navigate and manage the boundaries between professional and personal responsibilities.
The proposed conceptual framework outlines eight propositions that link sustainable practices and WLB, as well as the interaction effects of organizational support. This paper contributes to theory by integrating resource, boundary, and exchange-based perspectives, offering a multidimensional view of how workplace sustainability strategies affect employees' holistic well-being. Practical implications are also discussed, including how human resource practitioners and policymakers in Malaysia’s financial sector can design and implement inclusive work policies that not only improve employee satisfaction and retention but also align with broader sustainability goals such as the United Nations SDG 3 (Good Health and Well-being) and SDG 8 (Decent Work and Economic Growth). By drawing attention to the interplay between supportive organizational environments and sustainable work design, this paper offers a timely foundation for future empirical studies and evidence-based policy development in the post-pandemic workforce.
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