สมดุลชีวิตการทำงาน (WLB)กล่าวถึงขอบ

สมดุลชีวิตการทำงาน (WLB)กล่าวถึงขอบเขตที่บุคคลที่มีส่วนร่วมในและความพึงพอใจอย่างเท่าเทียมกันกับบทบาทการทำงานของพวกเขา และบทบาทต่อครอบครัว ซึ่งประกอบด้วยองค์ประกอบของสมดุลการทำงานในครอบครัว ดังนี้ สมดุลเวลา (เวลาเท่ากับที่ทุ่มเทให้กับการทำงานและ ในครอบครัว), ความสมดุลของการมีส่วนร่วม (การมีส่วนร่วมที่เท่าเทียมกันในการทำงานและครอบครัว) และความสมดุลของความพึงพอใจ (ความพึงพอใจที่เท่าเทียมกันกับการทำงานและครอบครัว) "(Greenhaus et al., 2003) WLB
คือการรับรู้ของแต่ละบุคคลที่ทำงานและกิจกรรมที่ไม่ใช่การทำงานเข้ากันได้และส่งเสริมการเจริญเติบโตสอดคล้องกับลำดับความสำคัญของชีวิตในปัจจุบันของแต่ละบุคคลมีความยืดหยุ่นในสถานที่ทำงานหมายถึงการใช้วิธีการที่แตกต่างกันวิธีการแบบดั้งเดิมของการทำงาน.

Work-Life Balance (WLB) is defined as "the extent to which an individual is engaged in and equally satisfied with his or her work role and family role consisting three components of work-family balance: time balance (equal time devoted to work and family), involvement balance (equal involvement in work and family) and satisfaction balance (equal satisfaction with work and family)" (Greenhaus et al., 2003). WLB is the individual perception that work and non-work activities are compatible and promote growth in accordance with an individual's current life priorities
Workplace flexibility means taking a different approach to traditional ways of working.
Introducing workplace flexibility may involve job redesign, changes in hours of work, or changes
in patterns or location of work.
The National Employment Standards and modern award components of the Fair Work Act 2009
include provisions aimed at encouraging flexibility in the workplace. Anti-discrimination
legislation also imposes a legal requirement for employers to carefully consider flexible working
arrangements. As well as meeting legal obligations, flexible work arrangements may help attract
and retain employees.
What are flexible work
practices?
Flexible work practices are those which vary from
the traditional Monday to Friday, nine to five work
pattern. Flexible work practices enable a business to
tailor working patterns to suit a particular industry
and provide employees with an opportunity to
balance their work responsibilities and important
life commitments.
Employers who provide flexible work practices
create an environment that incorporates choice,
versatility and understanding. This means
employees can be productive while still being able
to meet responsibilities outside of work.




Earlier there was a war for talent acquisition, now employers are reluctant for this investment to be shown the door in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to an opportunity to redesign their roles and new ways of doing jobs could be found out and employees could simultaneously maintain their work-life balance by working more flexibly.

Juliet Bourke is not entirely comfortable with where the “reshaped” argument for flexibility is heading. While workplace flexibility could reduce overheads and boost productivity, she is concerned that the point of workplace flexibility has shifted – and not for the better.

According to Bourke, flexibility is now about getting of more out of fewer people instead of the previous paradigm and she is afraid of the unintended consequences of this line of thinking. This was presented by her during the launch of a website (www.workplaceflexibility.com.au) which is used to assist companies in developing flexible work practices.

Also, employers could visualize the economic crisis as the time of using flexibility as an opportunity in nasty ways. They might reduce the working hours of employees when they are not needed and could put an extra workload on other staff which have to work longer, which would lead to an increased workload. So, flexibility could not ensure that it is the win-win situation for employee and employer both in most of the situations.

Although, only benefit that was requested universally – both vertically and horizontally across organizations to support work/life balance – was flexibility.In some organizations, for accommodating new requirements, business should develop sustained solutions for flexible working andutilize job redesign.

There might be situations in which demand from clients could decrease as a result of downturn. In response to this decrease, people could reduce work hours through flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there is a strong culture around work/life balance or not, redundancies are inevitable. However, where executives have seen and recognized the benefits that accrue from work/life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work/life balance for its employees. Flexibility is also about more effective and efficient ways of working for all employees, regardless of whether they work part or full-time (Martin, 2015).

Whereas, in case of natural attrition, redeployment and flexible work practices, most of the reductions come, whenever the downturn is there and employees have to remain agile in such situations. In future duration, economy might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and productivity. It’s hard to have an engaged workforce if they’re resentful. Even in the short term, that drive to get more out of less is not always productive. So at a time when you need high levels of engagement, you could find yourself operating a business with low levels of engagement.

As corporations look to increase sales and save on costs to ensure profitability, there’s an expectation that people would do what needs to be done – and that’s to get the results. This would impact on people and the amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel costs, this requires employees to be on call more often across different time zones (Richmond, 2013).

Unless structural efficiencies are put in place and job roles redesigned following a redundancy program, companies could hamstring themselves as they seek to do more with less. While it is well established that talented employees are significantly more productive and profitable, there could a fine line between stretch goals and burnout even for talented performers.

So, we could say that flexibility has moved from its original paradigm to an extent which is necessary and inevitable. Pros and cons are associated with it, and proper management could lead to proper efficient workforce who has work-life balance.e
ความหลากหลาย และคุณภาพของสินค้า
อย่างไรก็ตามผู้ค้าส่งก็ยังคงต้องตัดสินใจในกลยุทธ์การตลาดของการค้าส่งเพื่อการแข่งขันซึ่งกลยุทธ์
หลัก ๆ ประกอบด้วย

1. การตัดสินใจด้านตลาดเป้าหมาย ผู้ค้าส่งสามารถตัดสินใจเลือกกลุ่มเป้าหมายของตัวเองได้อย่าง
ชัดเจน เช่น การตัดสินใจเลือกขนาดของลูกค้า (เช่น กลุ่มลูกค้าที่เป็นผู้ค้าปลีกรายใหญ่ ๆ เท่านั้น) เลือก
ประเภทลูกค้า (เช่น ร้านค้าประเภทร้านอาหาร ประเภทร้านสะดวกซื้อ ประเภทลูกค้ากลุ่มอุตสาหกรรม)
ภายใต้กลุ่มเป้าหมายเหล่านี้ผู้ค้าส่งสามารถออกแบบข้อเสนอ เพื่อสร้างสัมพันธภาพที่ดีกับลูกค้าแต่ละกลุ่ม

Results (English) 1:

สมดุลชีวิตการทำงาน (WLB)กล่าวถึงขอบเขตที่บุคคลที่มีส่วนร่วมในและความพึงพอใจอย่างเท่าเทียมกันกับบทบาทการทำงานของพวกเขา และบทบาทต่อครอบครัว ซึ่งประกอบด้วยองค์ประกอบของสมดุลการทำงานในครอบครัว ดังนี้ สมดุลเวลา (เวลาเท่ากับที่ทุ่มเทให้กับการทำงานและ ในครอบครัว), ความสมดุลของการมีส่วนร่วม (การมีส่วนร่วมที่เท่าเทียมกันในการทำงานและครอบครัว) และความสมดุลของความพึงพอใจ (ความพึงพอใจที่เท่าเทียมกันกับการทำงานและครอบครัว) "(Greenhaus et al., 2003) WLB Is to recognize an individual's work and non-work activities are compatible and promote growth, consistent with the priorities of the current life of the individual flexibility in the workplace, it means to use a different approach to traditional ways of working. Work-Life Balance (WLB) is defined as "the extent to which an individual is engaged in and equally satisfied with his or her work role and family role consisting three components of work-family balance: time balance (equal time devoted to work and family), involvement balance (equal involvement in work and family) and satisfaction balance (equal satisfaction with work and family)" (Greenhaus et al., 2003). WLB is the individual perception that work and non-work activities are compatible and promote growth in accordance with an individual's current life priorities Workplace flexibility means taking a different approach to traditional ways of working.Introducing workplace flexibility may involve job redesign, changes in hours of work, or changesin patterns or location of work.The National Employment Standards and modern award components of the Fair Work Act 2009include provisions aimed at encouraging flexibility in the workplace. Anti-discriminationlegislation also imposes a legal requirement for employers to carefully consider flexible workingarrangements. As well as meeting legal obligations, flexible work arrangements may help attractand retain employees.What are flexible workpractices?Flexible work practices are those which vary fromthe traditional Monday to Friday, nine to five workpattern. Flexible work practices enable a business totailor working patterns to suit a particular industryand provide employees with an opportunity tobalance their work responsibilities and importantlife commitments.Employers who provide flexible work practicescreate an environment that incorporates choice,versatility and understanding. This meansemployees can be productive while still being ableto meet responsibilities outside of work.Earlier there was a war for talent acquisition, now employers are reluctant for this investment to be shown the door in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to an opportunity to redesign their roles and new ways of doing jobs could be found out and employees could simultaneously maintain their work-life balance by working more flexibly.Juliet Bourke is not entirely comfortable with where the "reshaped" argument for flexibility is heading. While workplace flexibility could reduce overheads and boost productivity, she is concerned that the point of workplace flexibility has shifted – and not for the better.According to Bourke, flexibility is now about getting of more out of fewer people instead of the previous paradigm and she is afraid of the unintended consequences of this line of thinking. This was presented by her during the launch of a website (www.workplaceflexibility.com.au) which is used to assist companies in developing flexible work practices.Also, employers could visualize the economic crisis as the time of using flexibility as an opportunity in nasty ways. They might reduce the working hours of employees when they are not needed and could put an extra workload on other staff which have to work longer, which would lead to an increased workload. So, flexibility could not ensure that it is the win-win situation for employee and employer both in most of the situations.Although, only benefit that was requested universally – both vertically and horizontally across organizations to support work/life balance – was flexibility.In some organizations, for accommodating new requirements, business should develop sustained solutions for flexible working andutilize job redesign.There might be situations in which demand from clients could decrease as a result of downturn. In response to this decrease, people could reduce work hours through flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there is a strong culture around work/life balance or not, redundancies are inevitable. However, where executives have seen and recognized the benefits that accrue from work/life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work/life balance for its employees. Flexibility is also about more effective and efficient ways of working for all employees, regardless of whether they work part or full-time (Martin, 2015).Whereas, in case of natural attrition, redeployment and flexible work practices, most of the reductions come, whenever the downturn is there and employees have to remain agile in such situations. In future duration, economy might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and productivity. It's hard to have an engaged workforce if they're resentful. Even in the short term, that drive to get more out of less is not always productive. So at a time when you need high levels of engagement, you could find yourself operating a business with low levels of engagement.As corporations look to increase sales and save on costs to ensure profitability, there's an expectation that people would do what needs to be done – and that's to get the results. This would impact on people and the amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel costs, this requires employees to be on call more often across different time zones (Richmond, 2013).Unless structural efficiencies are put in place and job roles redesigned following a redundancy program, companies could hamstring themselves as they seek to do more with less. While it is well established that talented employees are significantly more productive and profitable, there could a fine line between stretch goals and burnout even for talented performers.So, we could say that flexibility has moved from its original paradigm to an extent which is necessary and inevitable. Pros and cons are associated with it, and proper management could lead to proper efficient workforce who has work-life balance.eThe diversity and quality of the goods. However, the wholesaler must still decide on the marketing strategy of the wholesalers to the race in which tactics.The major consists of 1. decide the target market. Wholesaler can decide its own target group.ชัดเจน เช่น การตัดสินใจเลือกขนาดของลูกค้า (เช่น กลุ่มลูกค้าที่เป็นผู้ค้าปลีกรายใหญ่ ๆ เท่านั้น) เลือกประเภทลูกค้า (เช่น ร้านค้าประเภทร้านอาหาร ประเภทร้านสะดวกซื้อ ประเภทลูกค้ากลุ่มอุตสาหกรรม)ภายใต้กลุ่มเป้าหมายเหล่านี้ผู้ค้าส่งสามารถออกแบบข้อเสนอ เพื่อสร้างสัมพันธภาพที่ดีกับลูกค้าแต่ละกลุ่ม

Results (English) 2:

Work-Life Balance (WLB) the extent to which individuals engage in and equally satisfied with their work roles. And role of the family Which consists of balancing work family balance as follows (time is devoted to work and family), the balance of participation. (To participate equally in work and family), and the balance of satisfaction. (Satisfaction equal work and family) "(Greenhaus et al., 2003) WLB
is to recognize the individual's work and activities of non-compatibility and promote growth in line with the order. the current life of individual flexibility in the workplace means using a different approach to traditional methods of work. Work-Life Balance (WLB) is defined as "the extent to which an. individual is engaged in and equally satisfied with his or her work role and family role consisting three components of work-family balance: time balance (equal time devoted to work and family), involvement balance (equal involvement in work and family) and satisfaction balance. (Equal satisfaction with Work and Family) "(Greenhaus et al., 2003rd). WLB is the individual perception that Work and non-Work activities are Compatible and Promote growth in accordance with an individual's current Life priorities Workplace flexibility means taking a different approach. to traditional Ways of working. Introducing Workplace flexibility May involve job redesign, changes in hours of Work, or changes in Patterns or Location of Work. The National Employment Standards and Modern award components of the Fair Work Act 2009 include Provisions aimed at encouraging flexibility in. the Workplace. Anti-discrimination legislation also imposes a Legal requirement for employers to carefully consider Flexible working Arrangements. As well as Meeting Legal obligations, Flexible Work Arrangements May Help Attract and retain employees. What are Flexible Work Practices? Flexible Work Practices are those which. Vary from the traditional Monday to Friday, Nine to Five Work Pattern. Flexible Work Practices Enable a business to Tailor working Patterns to Suit a particular Industry and provide employees with an opportunity to balance their Work responsibilities and important Life commitments. Employers Who provide Flexible Work. Practices create an Environment that incorporates Choice, versatility and understanding. This means employees Can be Productive while still being Able to Meet responsibilities Outside of Work. Earlier there was a War for Talent Acquisition, now employers are reluctant for this Investment to be shown the door. in some business sectors. Instead of that, they are now focusing on reduced work week, part time work and work arrangements with increased flexibility such that they could retain their staff. So, some employers are now doing inevitable reductions in staff as this leads to. an opportunity to redesign their roles and New Ways of doing jobs could be Found out and employees could simultaneously maintain their Work-Life balance by working more flexibly. Juliet Bourke is not entirely comfortable with where the "reshaped" argument for flexibility is heading. While. Workplace flexibility could Reduce overheads and Boost Productivity, She is concerned that the Point of Workplace flexibility has shifted - and not for the better. According to Bourke, flexibility is now About getting of more out of fewer people instead of the previous Paradigm and She is. Unintended Consequences of the afraid of this line of thinking. This was Presented by Her during the Launch of a Website (Www.workplaceflexibility.com.au) which is used to Assist companies in developing Flexible Work Practices. Also, employers could visualize the Economic. crisis as the time of using flexibility as an opportunity in nasty ways. They might reduce the working hours of employees when they are not needed and could put an extra workload on other staff which have to work longer, which would lead to an increased workload. so, it is that flexibility could not ensure the Win-Win situation for both employee and Employer Most of the Situations in. Although, only Benefit was requested that universally - Vertically and horizontally Across both organizations to Support Work / Life balance - was flexibility. in Some organizations, for accommodating New requirements, business should develop sustained Solutions for Flexible working Andutilize job redesign. There Might be Situations in which demand from clients could decrease as a Result of downturn. In response to this decrease, people could Reduce Work hours Through. flexible work arrangements and could improve their work life balance. A key element of this strategy includes comprehensive programs for employee flexibility and employee assistance and it would help to develop a diverse, adaptive and high-performing workforce able to meet current and future business needs. Voluntary flexible work and leave options could be provided to avoid redundancies and wages and salaries could be paid accordingly. But, in some organizations, whether there is a strong culture around work / life balance or not, redundancies are inevitable. However, where executives have. seen and recognized the benefits that accrue from work / life strategies, it is more likely that senior managers and leaders would explore alternative ways to work as a way to reduce costs and minimize redundancies. Executives know that they need staff that are engaged and committed if. they are to continue to be profitable. A culture delivers higher levels of employee engagement if it is supportive of work / life balance for its employees. Flexibility is also about more effective and efficient ways of working for all employees, regardless of whether they work part. or full-time (Martin, 2015). whereas, in Case of Natural attrition, Redeployment and Flexible Work Practices, Most of the reductions Come, Whenever the downturn is there and employees have to remain Agile in such Situations. In Future Duration, Economy. might pick up and the talent acquisition could be again in demand. Also, employees have a sense that they should have to work harder and sometimes longer in a downturn. But, sometimes there is huge impact on engagement, which is pivotal to discretionary effort and. productivity. It's hard to have an engaged workforce if they're resentful. Even in the short term, that drive to get more out of less is not always productive. So at a time when you need high levels of engagement, you could find yourself. operating a business with low levels of engagement. As corporations Look to increase Sales and Save on costs to ensure profitability, there's an Expectation that people would do what Needs to be done - and that's to Get the results. This would Impact on people and the. amount of time required doing this.This trend is especially prevalent in multinationals, which have regional offices. As companies are teleconferencing more to save on travel costs, this requires employees to be on call more often across different time zones (Richmond, 2013). Unless structural efficiencies are put in place and job roles redesigned following a redundancy program, companies could hamstring themselves as they seek to do more with less. While it is well established that talented employees are significantly more productive and profitable, there could a fine line between. stretch goals and Burnout even for Talented Performers. So, we could Say that flexibility has moved from its Original Paradigm to an extent which is necessary and inevitable. Pros and cons are associated with it, and proper Management could Lead to proper efficient WorkForce Who has. work-life balance.e diversity And quality of products wholesaler However, it remains to be decided in the marketing strategies of wholesalers to race strategy, which primarily consists of : 1. the decision of the target market. Wholesalers can decide themselves the target of clarity as to decide the size of the client (ie the customer is a major retail only) Select the type of customer (eg type shops, restaurants. Type convenience store Type Industrial customers) under target these wholesalers can design proposal. To build a good relationship with each customer group.

Results (English) 3:

Work - life balance. (WLB) discuss the extent that individuals who participated in and satisfaction with the equally to do their work, and the family. Which contains elements of balance function in the family, as follows.(time was dedicated to the work and in the family.The balance of participation. (equal participation in work and family). And the balance of satisfaction. (equal satisfaction with work and family.) "(Greenhaus et al, 2003) WLB
.Is the perception of the individual work and activities is not working, compatible and promote the growth of modern life in accordance with the priorities of individual flexible in places of work refers to the use of methods.The different traditional methods of work.

Work-Life Balance (WLB) is defined as "the extent to which an individual is engaged in and equally satisfied with his. Or her work role and family role consisting three components of work-family balance: time balance (equal time devoted to. Work and family),