الفهرس 
Research frameworkOnly 14 pages are availabe for public view
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Abstract
The 21st Century is in an era of rapid social, technological, demographic, and economic changes. The work and domestic life in the 21st century is far from balanced (Houston,D.,2005, Kossek,E.&Lambert,S.,2005, and Wong, S.& Ko.A,2009 ). The work-life imbalance is still firmly entrenched presented in: long working hours, shift duties and handling demands of work, childcare, elderly care, and the restraints imposed on mothers by poor part-time and non-standard work opportunities. Fathers too have a rare deal, they seek to maximize the family inputs, and their efforts can be hindered and ingrained in linear career trajectories which provide no flexibility. Therefore, people are working in multiple challenging and difficult roles which lead to stress (Houston, D., 2005 and Wong, S., & Ko , A. 2009).
At the same time, when employees find that their work interferes with their lives and life interface with their work, they may leave their jobs and seek for “quality of life’’. Consequently, work/life balance approach is a mastermind and one facet of employees’ well-being, commitment, and productivity. Thus, it emerged as a strategic human resources management tool in the western world to attract and retain top talent s (Wong, S.& Ko.A,2009 ).
The perceived work/life imbalance may hide many problems with employees’ personal lives affecting their work/life satisfaction for prolonged periods of time (Evans,P et al. ,2011).Hence, the work/life balance is now getting greater attention in many organizations and employees across different industries. They are gradually becoming aware of practices for balancing work and life. On the other hand, the tactics of work/life balance are vague because it is not a ‘‘one size-fits-all strategy ’’ but it is a multi-facetted strategy (Wong, S.& Ko.A,2009 ).
Today organizations are under pressure to have more consistent talent practices across the world because of the change in the nature of supply and demand for skilled employees. What forces this change is; First, the shift to knowledge economy. Second, the demographic changes presented in the aging population of the west and rapid growth of the rest of the world. Third, the progressive globalization of talents, most of the multinationals and the local companies seek for talents. Lastly, the increasing job mobility is highly affected by work/life balance practices.
Therefore, organizations need talented employees with a high strategic value who are capable to implement their strategies (Evans,P. et al. , 2011).
To enhance recruitment and retention of talented employees, organizations need to make themselves attractive to those talents. This means organizations have to market themselves in the same way they market their brands to customers (Torrington, D. et al. , 2011).
Subsequently, organizations have to be pro-active in attracting and retaining talented employees to achieve a strong competitive positioning in the market.
8.2 Research Model
Independent variable: Employee perception of Work/life balance.
Moderating variable: Attraction of the talented employees’.
Dependent variable: Retention of talented employees’ to their current jobs.