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Work-Life Balance Perspectives of

Marketing Professionals in Generation Y
Katherine T. Smith

Department of Marketing, Texas A&M University , College Station,

Texas
Published online: 23 Sep 2010.

To cite this article: Katherine T. Smith (2010) Work-Life Balance Perspectives of

Marketing Professionals in Generation Y, Services Marketing Quarterly, 31:4, 434-447, DOI:
10.1080/15332969.2010.510724
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Services Marketing Quarterly, 31:434447, 2010

Copyright # Taylor & Francis Group, LLC
ISSN: 1533-2969 print=1533-2977 online
DOI: 10.1080/15332969.2010.510724

Work-Life Balance Perspectives of Marketing

Professionals in Generation Y
KATHERINE T. SMITH

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Department of Marketing, Texas A&M University, College Station, Texas

The current generation of workers places greater attention on

work-life balance than the prior generation. The employee recruiting process in professional services firms will have to take this into
consideration if they are to effectively compete in the marketplace
for employees. This study examines research questions regarding
work-life balance perspectives of Millennial job candidates.
Maslows hierarchy theory and McClellands motivational needs
theory offer some theoretical support regarding why people strive
to achieve a healthy work-life balance. Results of the study indicate
that Millennials regard work-life balance as important to a
persons quality of work, job performance, ethical decisionmaking, and long-term job satisfaction.
KEYWORDS flexible work arrangements, job performance, job
satisfaction, Millennials, work-life balance

INTRODUCTION
Working people have always faced the challenge of balancing their time
between work and their personal life. This is true for most businesses, including professional services firms. Millennials are making choices that prioritize
their relationships and lifestyle rather than work. The term work-life balance
refers to people spending sufficient time at their jobs while also spending
adequate time on other pursuits, such as family, friends, and hobbies.
Regardless of how successful, rich, or poor a person may be, everyone has
the same 24 hours per day to spend in pursuit of his or her goals.
In the modern work environment, employees face many pressures in
their jobs. Changes in consumer behavior, the economy, information
Address correspondence to Katherine T. Smith, Ph.D., Department of Marketing, Texas
A&M University, College Station, TX 77843-4112. E-mail: dr.kathy.smith@gmail.com
434

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Work-Life Balance Perspectives in Gen Y

435

technologies, and the global market put heavy time-demands on workers. To

compete in the marketplace requires a steady improvement in skills and
abilities of individual employees, as well as the companies for which they
work. Yet, there is more to life than work. People are assigning work a lower
priority than in the past. This will have important implications for professional services firms in recruiting and retaining employees. The purpose
of this study is to examine recent developments and the perceptions of future
workers at professional services firms, i.e., students who are part of the
Millennial generation, regarding work-life balance.
Anecdotal evidence, news stories, and research suggest that the current
generation, compared to their predecessors, is placing more emphasis on
work-life balance, with women showing greater emphasis than men. This
leads to the following three research questions:
1. Do Millennial job candidates think work-life balance affects job performance and career decisions?
2. What types of flexible work arrangements are preferred by Millennial job
candidates?
3. Is there a difference between the work-life balance perspectives of male
and female Millennials?

THEORETICAL BACKGROUND AND PRIOR RESEARCH

Theoretical support explaining peoples efforts to achieve a healthy work-life
balance can be obtained from more than one source, such as Maslows hierarchy theory and McClellands motivational needs theory (Morgan, 2007;
Grey & Antonacopoulou, 2004; Roberts, 1994). Maslows is a widely
discussed theory of motivation; the central tenet is that only unsatisfied needs
influence behavior, satisfied needs do not. An individuals focus on work
alone will be inadequate to achieve total satisfaction with life; thus, a healthy
work-life balance is necessary. According to McClellands motivational needs
theory, the need for affiliation engenders building personal relationships,
including those beyond the workplace. As with Maslows theory, a healthy
work-life balance is necessary to achieve total satisfaction with life.
Many past research studies of work-life balance (e.g., Anxo et al., 2007;
Muir, 2006) and other business issues indicate that there will be differences
between genders. Gray (1992, 1993), the best-selling author of books regarding gender differences, describes the physical and psychological differences
between men and women, including blood thickness, bone structure,
start-up energy, intuition level, relationship building, and stress reaction.
Gender theory suggests that there will be gender differences; Lee (1996)
describes gender theory as an overarching theory, which considers gender,
both male and female, as a social construction upon biological differences.

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K. T. Smith

Handrahan (1999) explains that gender theory acknowledges equal potential

but allows for differences between genders.
Other studies finding gender differences include Dommeyer (2008),
who examined effects of a researchers physical attractiveness and gender
on mail survey response. Fisher and Gregoire (2006) examined dyads in a
sample of shoppers at a national retailer; findings indicate gender differences
on the effects of competition and cooperation on decision satisfaction. Hooft,
Born, Taris, and van der Flier (2006), using the theory of reasoned action,
finds gender differences in job application decisions. Knop (2004) examines
gender differences and human rights. Verheul, Uhlaner, and Thurik (2002)
investigate direct and indirect effects of gender on entrepreneurial activity.
Using Bems psychological theory of self-perception, Verheul et al. (2002)
identify significant gender differences. Barber and Odean (2001) found significant gender differences of stock investment behavior.
The term work-life balance was first used in the United States in 1986 to
help explain the trend of people spending more time on work-related tasks,
while allocating less time to other aspects of their lives. During the past two
decades, there has been a substantial increase in the time spent at work. In
the recent past, many experts predicted that technology would make people
more productive and as a result, people would spend more time at nonwork
activities. Contrary to expectations, people are working longer, purportedly
driven by a consumerist culture that values productivity while denigrating the
merits of other pursuits, such as parenting or volunteering ones time
(Work-Life Balance, 2010).
The extent that work-life balance affects job performance and employee
well-being is an important area of research. Netemeyer, Brashear-Alejandro,
and Boles (2004) proposed a model of job-related outcomes of four role
variables in a retail sales context: work-family conflict (WFC), family-work
conflict (FWC), work role conflict (RC), and work role ambiguity (RA). They
examined applicability of the model with three cross-national samples,
specifically, the United States, Puerto Rico, and Romania. Finding indicated
that the models measures and effects are mostly alike across national groups.
Frame and Hartog (2003) investigate ethical issues regarding implementation of work-life balance policies in the workplace. Work-life balance
received wide media attention following a study by Deloitte & Touche, a
Big Four accounting firm, which linked work-life balance to ethical behavior
(cf., Schurr, 2007; AFP, 2007; Meyer, 2007). In this study, 91% of employees
surveyed indicated that workers are more likely to behave ethically when
they have a good work-life balance. The chairman of the board at Deloitte
& Touche, Sharon Allen, provides the following explanation of the relationship between ethical behavior and work-life balance:
If someone invests in all of their time and energy into their jobs, it may
have the unintended consequence of making them depend on their jobs

Work-Life Balance Perspectives in Gen Y

437

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for everythingincluding their sense of personal worth. This makes it

even harder to make a good choice when faced with an ethical dilemma
if they believe it will impact professional success. (Schurr, 2007)

How work-life balance affects productivity has been examined in a

number of studies. Bloom, Kretschmer, and Van Reenen (2006) study
whether higher product-market competition and Anglo-Saxon management practices stimulate improvements in productivity to the detriment of
employees work-life balance. Based on their survey of 732 medium-sized
manufacturing firms in the United States, France, Germany, and the UK,
better work-life balance outcomes are significantly associated with better
management, such that well run firms are both more productive and better
for their employees. In contrast to Bloom et al. (2006), White, Hill,
McGovern, Mills, and Smeaton (2003) found a conflict between highperformance practices and work-life balance. Their study used data from
national surveys of British employees in 1992 and 2000.
A myriad of issues are interwoven in work-life balance; it is a complex
matter because people are complex. Consequently, problems associated with
work-life balance are complex and there are no simple solutions. Prior
research on work-life balance investigates work-life balance issues such as
(a) spending high quality time with family members; (b) being able to relax
in free time; (c) emotional well-being and health of family members; (d) high
quality communication and support; (e) high quality child care and education; (f) satisfaction with work and work load at home (Karakas & Lee,
2004).
Research on work-life balance often includes analysis of gender differences. Anxo et al. (2007) study gender differences in the allocation of time
between market work, domestic work and leisure over the life cycle. Their
research distinguishes between nine key cross-country comparable life
stages according to age and family structure such as exiting parental home,
union formation, parenthood, and retiring from work. Using regression
methodology (Tobit with selection, Tobit, and OLS), they find large discrepancies in the gender division of labor in France, Italy, Sweden, and United
States.
Perspectives on time are the subject of a recent book by Zimbardo and
Boyd (2008). Their survey spanning 30 years of more than 10,000 adults
linked individual perspectives on time to happiness, mental health, and
success. Zimbardo expressed particular concern for college students who
indicate that they feel little control over their lives, but instead are pushed
around by forces beyond their control. Zimbardo notes that some of their
notable elders, acting on warped time perspectives, have not set the best
example.
A dilemma facing many people is how to assign time between job and
family. This dilemma has been examined in varied work settings such as

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K. T. Smith

accounting, business management, marketing, law, medicine, and other

fields. For instance, in the legal profession, law firm partner Lauren Rikleen
describes a lack of professional fulfillment and unsustainable personal sacrifice inherent in current law firm structure, and relates how the problem is
even more pronounced for women (Muir, 2006).
A large number of people are experiencing burnout due to overwork
and the linked increase in stress. However, while there is pressure to put
in extra time, a growing number of women and men are pushing back
and actually reducing time at work (Armour, 2003). Based on one study,
Generation X fathers are setting family-oriented priorities that represent a
major shift from prior generations regarding involvement with their children.
The fathers of Generation X, which includes about 60 million Americans,
ages 25 to 40, spend an hour per day more in the lives of their children than
fathers of the previous generation (Goodman, 2005).
Flexible work arrangements are alternate schedules to the traditional
working day. Employees may require a flexible work schedule to meet personal needs or an employer may implement a different schedule to satisfy
their customers. According to the Bureau of Labor Statistics of the U.S.
Department of Labor, 27.5% of all full-time wage and salary workers had
flexible work schedules that allowed them to vary the time they began or
ended work (U.S. Department of Labor, Bureau of Labor Statistics, 2004).
Flexible work conditions include the following: flex-time, telecommuting, work at home options, part-time, and special summer or holiday hours.
Each is briefly described next.

Flex-Time
Under flex-time, there are typically certain hours of the day when employees
are expected to be at work, while the rest of the day is flexible in that
employees can choose when they work. The employee may be expected
to work a certain number of hours per day or week, or may be required to
accomplish a specific task.

Telecommuting
With telecommuting, employees have some flexibility in their work location
and hours. Through the use of mobile telecommunications technology, a
person can work from locations other than the office. Telecommuting is also
referred to as e-commuting, e-work, and telework.

Work at Home Options

For employees who work at home or work from home, the daily commute to
the office is replaced by telecommunication links.

Work-Life Balance Perspectives in Gen Y

439

Part-Time
Part-time employees work fewer hours.

Special Summer or Holiday Work Hours

Summer or holiday hours are different from the normal work schedule.
Both employers and employees can benefit from flexible work arrangements. Benefits include the following (Schaefer, 2007):
.
.

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.
.
.
.

Enhanced employee recruitment and retention.

Improved job satisfaction, morale, and productivity.
Increased energy and creativity.
Reduced absenteeism.
Improved balance of work and family life.
Reduced stress and burn out.

Recent research suggests that both genders are equally interested in

work-life balance. A survey by IBM of 60,000 employees around the world
found that men and women employees struggle equally with work-life
balance. As a result, the company created a Mens Diversity Network Group
to help men employees be more productive at work. The difficulty was that
men in a group setting tend to avoid conversations about work-life balance.
Men are generally not open regarding their focus on the family in fear this
might be considered a weakness or lack of commitment to their job. On
the other hand, women are more comfortable discussing work-life issues
and are more likely to request and be given flexible work arrangements
(Goodman, 2005).
According to some recent research, differences between genders may
have become insignificant. In a study of ethical perspectives, Keller et al.
(2007) found that anticipated gender differences were not present. These
results are contrary to other prior studies, which indicated that gender is associated with differences in ethical decision-making. The proffered explanation
was that increasing participation by women in educational programs and the
workforce led to similarities in ethical perspectives. Similar to Keller, Smith,
and Smith (2007), Wilson, Carter, Tagg, and Shaw (2007) anticipated that
men and women business owners would be construed differently, but
detailed multivariate analyses confirmed no evidence of systematic gender
differences. In addition, Werner and Kay (2006), contrary to mainstream
theory, concluded that gender does not have a significant impact on entrepreneurial activity (i.e., the propensity as well as the probability to become
an entrepreneur). Werner and Kay based their findings on statistical analyses
including both cross-section and time-series variation. Areni and Sparks
(2005) examined relationship between language paper and female versus

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K. T. Smith

male registers in speech. The study included genders in ANOVAs and in no

case was gender associated with significant differences.
According to gender theory and many, but not all, prior studies, we
anticipate that perspectives of Millennial job candidates will be significantly
different due to gender differences. Nevertheless, this is not certain, given
that some past research indicates that gender differences may be decreasing
or no longer present. The current study will evaluate whether there are gender differences regarding work-life balance among Millennial job candidates.

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WHO ARE THE MILLENNIALS?

The current generation goes by a variety of namesMillennials, Generation
Y, and Echo Boomers. There is also some discrepancy in exactly what birth
years constitute this generation. The widest range includes 75 million people
born between 1977 and 1998. A more common range is 1980 to 1995. Regardless of which years are used, the Millennials are the biggest generational
group since the Baby Boomers.
The current generation has some distinctions from the previous generation, Generation X. Millennials are more racially diverse (one in three is
not Caucasian), more of them come from single-parent households (one in
four), and three in four have working mothers (Neuborne, 1999). This generation is very connected to their friends and acquaintances. Through new
technologies and forms of communications, Millennials can stay in touch
with people from any location and at any time. This connectivity manifests
itself in the workplace through teamwork; Millennials prefer and work well
in teams.
Besides being an instrument for socializing, the Internet has affected this
generation in various ways. The Internet encourages investigation, openness,
immediacy, and creates doubts about authenticity. As a result, Tapscott
(1998) bestows the following characteristics to Millennials: investigative,
freely expressive, and the need to authenticate. He also claims that the Internet creates a sense of authority in Millennials because they teach their parents
and older people how to use the medium.
The Internet fosters a sense of control. Millennials not only control what
websites and people they interact with via the Internet, but they also use the
Internet to exert control by expressing their opinions through a multitude of
sites and thus sway friends, marketers, and even politicians. Alsch (2000)
claims that Millennials manifest a need to control their environment. He also
says that Millennials need more time for themselves and to have lives that are
less structured. This is compatible with their view that there is more to life
than work.
Millennials want to be mentored rather than bossed. Employers of this
new generation have to start focusing on using positive reinforcement rather

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Work-Life Balance Perspectives in Gen Y

441

than coercion or negative consequences (Stoner, Stephens, & McGowan,

2009). In a 60 Minutes segment on millennials, Morley Safer claimed that a
Millennial who becomes dissatisfied with an employer will promptly find
another job. This generation does not mind job-hopping. Family, friends,
and lifestyle are the priorities; fervent careerism is beginning to fade (Safer,
2008).
So what is the upside of having a Millennial as an employee? One asset
is that they are technologically savvy. They have grown up with technology
and know how to manipulate it to achieve results. In dealing with all this
new technology, they have become great multitaskers. Millennials are also
hardworking, clever, and resourceful (Safer, 2008). In summary, Millennials
may demand more time for activities other than work, but their skills and
team-oriented spirit may ultimately enable them to get the job done (Howe
& Strauss, 2003).

ANALYSIS AND RESULTS

To evaluate the importance of work-life balance issues to Millennial job candidates, 482 college business students at one southwest U.S. university were
surveyed in the fall 2008. Students were enrolled in junior- and senior-level
marketing classes, and were considered representative of Millennial job candidates. The respondents were likely to be thinking about future job prospects. The survey instrument included questions designed to ascertain to
what extent Millennials consider work-life balance when choosing a job
and if they think a healthy work-life balance will enable them to be a better
employee. The respondents answered questions using a 5-point Likert scale,
with 1 representing strongly disagree and 5 representing strongly agree.
Millennials consider work-life balance to be important. In deciding on a
career, they consider how work-life balance will be affected. Availability of
flexible work arrangements is an important consideration in choosing their
employer. Millennial job candidates strongly agree that the availability of
flexible work arrangements is important to long term job satisfaction.
Table 1 shows the mean scores to the survey questions. T tests were used
to determine if the responses to each statement were significantly different
from neutral (score 3).
As shown in Table 1, the five questions on first section on the survey
relate to work-life balance perspectives regarding career and job performance. The second section pertained to specific flexible work arrangements.
Statement 2 received the most positive response, with an average score
of 4.47: Work-life balance leads to better job performance. Statement 5
received the second most positive response, with an average score of 4.34:
Availability of flexible work arrangements is important to my long-term
career satisfaction.

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K. T. Smith

TABLE 1 Survey Responses Regarding Work-Life Balance, Job Performance and Job
Satisfaction
Questions

Overall M

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Work-life balance does not affect a persons quality of

work.
Work-life balance leads to better job performance.
Work-life balance leads to better ethical
decision-making.
The availability of flexible work arrangements will affect
my decision when choosing an employer.
The availability of flexible work arrangements is
important to my long-term job satisfaction.

Male M

Female M

1.64

1.64

1.63

4.47

4.05

4.43
3.96

4.51
4.13

4.03

3.88

4.16

4.24

4.13

4.34

Note. Scores were on a range from 1 strongly disagree to 5 strongly agree. The survey included 482
students in junior and senior-level marketing classes, 228 males and 254 females.


p < .01; T tests showed overall means significantly different from neutral (3).

p < .01; ANOVA showed
male and female means to be significantly different.

The studys first research question is: Do Millennial job candidates think
work-life balance affects job performance and career decisions? Results indicate that the answer is a definite yes. Millennial job candidates think that a
healthy work-life balance leads to better job performance. In addition, they
think that a healthy work-life balance promotes better ethical decision making on their part. The respondents averaged 4.05 for Statement 3: Work-life
balance leads to better ethical decision making. This corresponds to the
results of the Deloitte & Touch 2007 study linking ethics and work-life balance (cf., Schurr, 2007; AFP, 2007; Meyer, 2007).
The second part of the survey gathered data about flexible work
arrangements. Respondents were asked which of the following flexible work
arrangements would be important to them in their future job: flex-time, part-time work, work at home options, special summer or holiday hours, or
telecommuting. Millennial job candidates responses regarding flexible work
TABLE 2 Survey Responses Regarding Work-Life Balance and Flexible Work Arrangements
Flexible work arrangements
In my future job, the availability of the
following flexible work arrangements will
be important to me:
1. Flex-time
2. Part-time work
3. Work at home options
4. Special summer or holiday hours
5. Telecommuting

Overall M

Male M

Female M

4.07

3.00
3.49

4.24

3.69

4.04
2.91
3.45
4.11


3.66

4.09
3.08
3.53
4.37


3.77

Note. Scores were on a range from 1 strongly disagree to 5 strongly agree. The survey included 482
students in junior and senior-level marketing classes, 228 males and 254 females.


p < .01; T tests showed overall means significantly different from neutral (3).

p < .01; ANOVA showed
male and female means to be significantly different.

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Work-Life Balance Perspectives in Gen Y

TABLE 3 Survey Responses Regarding Compensation Choices
Compensation
4% more pay ($1,600)
Two weeks more vacation
Flexibility to work your 40-hour workweek
on any days=times
Total

% Total
(n 482)

% Females
(n 228)

% Males
(n 254)

12.7
56.2
31.1

11.9
55.1
33.0

13.5
57.1
29.4

100.0

100.0

100.0

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Note. The survey included 482 students in junior and senior-level marketing classes, 228 males and 254
females. There were no significant differences between male and female responses.

arrangements are provided in Table 2. The second research question asked:

What types of flexible work arrangements are preferred by millennial job
candidates? Millennial job candidates are most concerned with the availability
of special summer or holiday hours, flex-time, and telecommuting. They are
least concerned with the availability of part-time work and work at home
options.
The third and last part of the survey asked participants to choose
between three compensation options. The participants were given a scenario
as follows: Assume you have a job that pays $40,000 a year with two weeks
paid vacation. If your employer offered you a choice of one of the following,
which would you take? The three choices are: 4% more pay ($1,600), two
weeks more vacation, or flexibility to work your 40-hour workweek on
any days or times of your choosing. Results are shown in Table 3.
As shown the most popular choice of respondents is two weeks more
vacation, followed by flexibility to work your 40-hour workweek on any days
or times. The choice of more compensation was in last place. Strikingly, only
12.7% chose the pay option; 87.3% chose either more vacation or flex-time.
The third research question asked: Is there a difference between the
work-life balance perspectives of these male and female Millennials? Findings
indicate that the answer to the second research question is mixed. Only three
questions resulted in significant differences. For 7 of the 10 questions, and for
the compensation scenario, there was no significant difference between male
and female responses. Further, the direction (positive vs. negative) of the
responses was the same for males and females on all 10 questions and the
compensation scenario. In addition, ANOVA was used to evaluate the impact
of age and work experience; no significant differences were found.

IMPLICATIONS FOR EMPLOYERS OF MILLENNIAL JOB

CANDIDATES
Employees are a companys most important resource; they are the decisive
factor in competitiveness (Berry, 1999). Employers are not just looking for

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K. T. Smith

good employees; they are competing for them. Since Millennial job candidates regard work-life balance issues as very important in their future careers,
employers can use work-life balance issues as incentives in recruiting.
Employers should offer ways for employees to achieve work-life balance.
One method of facilitating work-life balance is to offer flexible work
arrangements for employees. Flexible work arrangements are alternate schedules to the traditional working day. Employees may require a flexible work
schedule to meet personal needs. According to the Bureau of Labor Statistics
of the U.S. Department of Labor, 27.5% of all full-time wage and salary workers had flexible work schedules that allowed them to vary the time they
began or ended work (U.S. Department of Labor, Bureau of Labor Statistics,
2004). Flexible work arrangements previously described include: Flex-time,
telecommuting, work at home options, part-time, and special summer or
holiday hours.
If a person has a positive work-life balance, he or she is potentially more
content with life in general. Theoretically, a happy worker is more productive and healthier, thereby benefiting the company through lower turnover
and healthcare costs. In conducting exit interviews, PricewaterhouseCoopers
learned that many of its employees were leaving because of they did not
have a good work-life balance. Estimates are that companies incur costs of
$80,000 when an employee leaves (Dwyer, 2005).
As noted earlier, since the majority of respondents would forego
additional pay in order to have a flexible workweek or extra vacation time,
employers should put their resources into these options. An offer of a flexible
workweek or additional vacation time may sway a job candidate. Not only
may these options attract employees, but may also help retain them, as a
these options facilitate a positive work-life balance.
Providing the means for employees to achieve work-life balance will
potentially reap rewards for a company. The job candidates currently in
the market feel that a healthy work-life balance will improve their quality
of work and lead to better job performance. Further, a company will potentially have more ethical employees, as Millennial job candidates indicated
that a healthy work-life balance leads to better ethical decision-making. A
healthy work-life balance is a win-win situation for employee and employer
alike.

SUMMARY AND CONCLUSIONS

Results of this study have important implications for professional services
firms. Millennial job candidates consider work-life balance issues very important in making career decisions. Millennials indicate that a healthy work-life
balance positively affects their job satisfaction, job performance, and ethical
decision-making. While both male and female Millennials consider work-life

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445

balance issues to be important, on some questions pertaining to flexible

work arrangements, females have significantly higher response scores.
To help achieve a healthy work-life balance, professional services firms
can offer flexible work arrangements preferred by Millennials, such as special
summer or holiday hours, flex-time, and telecommuting. Among the three,
special summer or holiday hours are the most preferred, followed by flextime. Profoundly demonstrating their concern for work-life balance, when
given a choice, the great majority (87.3%) of Millennials declined extra pay
and chose instead either more vacation or flex-time.
Todays employer should consider offering a variety of flexible work
arrangements to assist Millennials in achieving their work-life balance goals.
Positively dealing with work-life balance issues makes a job attractive to
younger persons who are making career choices. Correspondingly, by providing flexible work arrangements, a professional services firm is better able
to retain quality people who can make valuable contributions to their firm,
community, and society.

LIMITATIONS OF THE STUDY AND FUTURE RESEARCH

Limitations of the study include those associated with survey-based methodologies. The generalizability of the findings is limited to the extent that
the sample is representative of the population. The 482 Millennials in the
sample of this study were selected from junior- and senior-level marketing
classes at one southwestern U.S. university; these respondents may not
necessarily be representative of other millennials. Future research could
examine Millennials at other universities. Future research could examine
additional types of flexible work arrangements and other job-related issues
pertaining to work-life balance. Future research could examine if and how
perspectives of Millennials change as they gain work experience. Finally,
future research could compare perspectives of Millennials in the United
States with Millennials at other countries, and consider how different national
cultures affect work-life balance perspectives.

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