Purpose The purpose of this article is to compare and contrast the workers and managers of an AngloGerman MNC, focusing on how each group attempts to maintain an acceptable worklife balance. Designmethodologyapproach The article is based on a twoyearlong ethnographic study, including indepth interviews, participantobservation and archival research. Findings Although the bulk of the company's worklife balance initiatives focus on the managers, and the managers display greater loyalty to the company, the workers are better able to achieve worklife balance. Neither group displays a more positive attitude to their work however, the managers focus more on achieving status and the workers on personal satisfaction. Research limitationsimplications The findings challenge assertions that flexible working practices are good for worklife balance, that managers are better able to maintain a good worklife balance than workers, and that the development of an appropriate worklife balance policy assists in ensuring company loyalty and positive attitudes to work. Practical implications This article suggests that flexible working may contribute to poor worklife balance, and that success may be less an issue of developing worklife balance policies and more of encouraging a healthy attitude towards work. Originalityvalue This article focuses on the occupationally stratified aspects of worklife balance, comparing managers and workers within an organisation.

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   |texte=   Worklife balance contrasting managers and workers in an MNC
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