Work-Life Balance in the UAE: Myth vs. Reality

In the rapidly evolving economy of the United Arab Emirates, the idea of achieving work-life balance has become a frequent talking point among professionals, HR leaders, and policymakers. But is it truly possible? Or is work-life balance in the UAE more of a myth, a goal that sounds good in theory but proves elusive in practice?

In this article, we’ll examine the “myth vs. reality” of work-life balance in the UAE: what the data and research say, what the obstacles are, what has been done to improve it, and how individuals and organizations can make meaningful progress.

Why it matters: The business case and human cost

• Employees who experience poor balance often suffer from burnout, stress, reduced engagement, and even turnover.

• On the flip side, healthier balance correlates with higher productivity, better retention, job satisfaction, and mental well-being.

• In the UAE specifically, a recent study involving UAE employees showed that work engagement is positively related to work-life balance, which in turn boosts individual work performance. Frontiers+1

• Moreover, a 2023 survey found that 67% of UAE workers rank stable work and good work-life balance among their top priorities when assessing job offers. Consultancy ME

Thus, work-life balance is not just a “nice to have”, it’s increasingly a strategic imperative in a competitive talent market.

The Myth: Why many believe it’s impossible

Here are some of the prevailing beliefs that fuel skepticism:

1. Long working hours are inevitable
   Many assume that in the UAE’s fast-paced, results-driven culture, long hours are unavoidable and that success demands sacrificing personal time.

2. Flexible or remote options are only perks, not rights
   Some believe flexibility is a luxury granted selectively, not a standard workplace norm.

3. Cultural expectations discourage boundary setting
   In high-context workplace cultures, showing loyalty often means being “available” beyond strict office hours, even if not formally demanded.

4. Organizations won’t support change
   The assumption is that companies won’t tolerate less “face time” or flexible arrangements, particularly in sectors where in-person presence is prized (e.g. finance, hospitality, education).

5. Expat workers have fewer rights
   Expats often feel they have less negotiating power to insist on policies or work practices that support balance, compared to nationals or long-tenured employees.

These perceptions feed into a common narrative: that work-life balance is aspirational rather than achievable in the UAE context.

The Reality: What research and practice reveal

Despite the myths, there are positive signs, efforts, and structural shifts underway that suggest the balance is more attainable than many think, though still imperfect.

1. Policy changes and institutional moves

• The UAE government has experimented with reducing or adjusting workweeks and has promoted flexible work policies, especially in the public sector. addcd.gov.ae+2fardapaper.ir+2

• For example, in recent years, some emirates have adopted four-day workweek trials or summer flex schedules to ease pressure on employees. (One pilot in Dubai’s public sector introduced alternate schedules with shorter Fridays and compressed weeks.) News.com.au

• Organizations (especially in higher education) are increasingly studying how employee empowerment and work-life support can drive better performance. SpringerLink

2. Organizational initiatives & HR practices

• A 2025 study exploring WLB initiatives within UAE HR departments found that establishing clear policies, supportive leadership, and training programs are key drivers to better balance. ibima.org

• Some UAE firms now offer hybrid work, flexible hours, compressed workweeks, wellness programs, and time management resources.

• In academic settings, empowerment strategies tied to work-life balance positively influence outcomes. SpringerLink

3. On-the-ground experiences

• In UAE’s education sector, interviews with lecturers revealed that workload, administrative demands, and lack of boundary enforcement remain major obstacles to balance. ResearchGate

• However, many professionals do find pockets of flexibility in practice by negotiating shifts, remote days, or redefining roles, particularly in sectors where output is measurable over physical presence.

• A 2025 global news article highlighted that the UAE has among the highest average weekly working hours globally (~50.9 hours), often exceeding official limits, particularly for expatriates expected to go “above and beyond.” Business Insider

4. Moderating factors & contextual realities

• The impact of working hours on well-being is nonlinear: beyond a threshold, further hours degrade life satisfaction, social engagement, and health. addcd.gov.ae

• The effectiveness of any balance initiatives depends heavily on organizational culture, leadership buy-in, role flexibility, and job autonomy.

• The UAE’s demographic structure with a large expatriate workforce, diverse cultural norms, and competitive labor market adds layers of complexity to how balance is negotiated and experienced.

So, in sum: work-life balance in the UAE is not wholly a myth. Pockets of progress and best practices exist but the reality is still uneven, fragile, and highly context-dependent.

Key Obstacles & Barriers

To become more realistic about achieving balance, it’s important to understand the main friction points:

• Rigid hierarchies / face time culture: Some organizations still equate presence with performance.

• Overwork norms / implicit expectations: Unspoken pressure to respond outside-business hours.

• Insufficient formal policies: Flexibility often lacks clarity, uniformity, or enforceability.

• Sectoral constraints: Healthcare, hospitality, education, oil & gas often require fixed hours.

• Talent pressure & turnover: High churn undermines continuity of policies.

• Expat power imbalance: Some employees feel less secure pushing for accommodations.

• Lack of awareness/training: Managers often unprepared to lead flexibility or balance.

• Technology / “always on” culture: Digital tools blur boundaries, encourage constant connectivity.

How to Move from Myth → Reality: Recommendations

Here are actionable strategies for individuals, organizations, and policymakers:

For Individuals

1. Set clear boundaries, e.g. define “no meeting” hours, disable notifications after work, protect weekends

2. Prioritize and delegate, focus on high-impact tasks, delegate where possible, say “no” when needed

3. Negotiate flexibly, propose hybrid or compressed work formats backed by evidence

4. Communicate with stakeholders, align expectations with supervisors, team, and family

5. Practice self-care, rest, hobbies, socializing, mental health support

6. Monitor & adjust, track when balance is disrupted and adapt continually

For Organizations & Leaders

1. Offer structured flexibility, formal policies for remote work, flex hours, compressed weeks

2. Train managers, equip leaders to coach outcomes instead of policing time

3. Use performance-based metrics, emphasize results over attendance

4. Pilot & iterate, test new models (e.g. 4-day week, flexible summer schedules) and refine

5. Provide wellness support, mental health services, wellness programs, sabbaticals

6. Cultural shift, reward boundary respect, discourage “always on” hero narratives

7. Transparent communication, set expectations, guidelines, and escalation paths

For Policy / Government

• Expand and promote legislative support for work flexibility, leave entitlements, and fair working hours

• Encourage public sector innovation (as a model), e.g. flexible schedules, four-day trials

• Monitor compliance and enforcement of working hours laws

• Launch awareness and education campaigns for balance, mental health, and workplace rights

Conclusion

Work-life balance in the UAE sits at an intersection of aspiration and challenge. While there are real obstacles cultural norms, policy gaps, sector constraints, and “always on” expectations the notion that it’s wholly impossible is overstated. Researchers are demonstrating that balance can positively influence engagement and performance in the UAE context. Frontiers+1

The path forward lies in continued experimentation, courageous leadership, and structural support. For individuals, setting boundaries and negotiating thoughtfully matter. For organizations, embracing flexibility, shifting cultures, and rewarding outcomes over hours is key. And for governments, enabling policies and modeling change can catalyze broader adoption.