How do flexible working time policies, telework from home and work fatigue impact on the work-life balance?

Purpose Human resource management (HRM) has become one of the main tools for improving organisational performance and satisfaction. Numerous research studies have shown the importance of promoting work-life balance (WLB), as it influences individual and family well-being. In this context, organisations are looking for strategies such as flexible working hours (FWH) or telecommuting from home to facilitate WLB. The aim of this study is to analyse how these practices, together with physical and mental fatigue, impact both WLB and overall performance, offering implications for HRM. Design/methodology/approach A theoretical model with 4 variables was designed. To test the hypotheses, a structural equation model with partial least squares was applied. A subsample of 13,724 responses from the 2021 special edition of the European Working Conditions Telephone Survey was analysed. Fieldwork was conducted between March and November 2021 in 36 European countries. Findings Teleworking from home (TWH) is shown to negatively impact WLB, highlighting the challenges of balancing work and personal spheres simultaneously. However, the impact of TWH on work fatigue was not statistically significant. In contrast, flexible work schedule policies showed a positive impact on both improving WLB and reducing work-related fatigue (WF). Furthermore, WF emerged as a key factor in the relationship between flextime and WLB, but not in the relationship with TWH. Finally, TWH acted as a moderator in the relationship between flextime and WLB, suggesting that the combination of both practices contributes to reduced fatigue and improved WLB. Practical implications This study offers key guidance for the design of human resource policies focused on employee well-being. Findings show that combining home-based teleworking with flexible schedules enhances WLB and reduces WF. Organisations can improve performance and job satisfaction by adopting strategies that integrate both practices. Additionally, clear boundaries for digital disconnection and workload adjustment are recommended. The evidence provides HR managers with a solid empirical foundation to position working-time flexibility as a strategic tool that fosters more sustainable and competitive working environments. Social implications The findings highlight the broader societal impact of flexible working practices on employees’ quality of life across Europe. Promoting WLB not only enhances individual well-being but also strengthens family cohesion and reduces widespread social stress. Implementing flexible hours and responsible teleworking may help reduce gender inequalities, support caregiving responsibilities and improve mental health. In the post-pandemic context, these measures emerge as essential social tools for shaping more equitable, inclusive and resilient labour models within contemporary societies. Originality/value This study adds value by integrating home-based telework, flexible working hours and fatigue into a unified analysis of WLB. Although previous research has often examined these variables separately, their interaction and the role of fatigue remain underexplored. This study offers a novel perspective on how these factors influence employee well-being and organisational performance, thereby providing valuable recommendations for designing more effective human resource policies.