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In this chapter we discuss research focused on the effects of work-life balance (WLB) practices on employee and organizational outcomes. With respect to employee outcomes, we describe the evidence demonstrating the impact of WLB policies and programs on work-life conflict, personal health, stress, and family wellbeing. There is also significant empirical evidence linking WLB practices with positive organizational outcomes such as increased affective commitment, fewer turnover intentions, greater job satisfaction, and less job burnout. We also discuss several theories that explain personal and organizational effects of WLB practices. These theories include conservation of resources, job demand/job control, role conflict, signal, and social exchange.