The Impact of Asymmetrical Interpenetration between Work and Non-work on Employee Well-being

Abstract

Allowing interpenetration between work and non-work is usually regarded by organizations as an important management strategy to improve employee well-being. However, numerous empirical studies fail to provide consistent support for this view. Based on social exchange equity theory and conservation of resources theory, this paper argues that the impact of interpenetration between work and non-work on employee well-being depends not only on the degree of boundary permeability between the two domains, but also on the directionality and asymmetry of such boundary penetration. Specifically, employees exhibit higher well-being when work-to-nonwork penetration is lower than nonwork-to-work penetration, and lower well-being when work-to-nonwork penetration exceeds nonwork-to-work penetration. Under the condition of symmetrical interpenetration between work and non-work boundaries, higher boundary permeability is associated with higher employee well-being. These hypotheses are verified through sample data collection. The research conclusions provide a theoretical basis for the design and management of employees' work and non-work boundaries in organizations, and offer guiding significance for human resource management practices aimed at enhancing employee well-being. Corresponding strategic recommendations are put forward at the end of this paper.