Work–Family Balance in Small-Island Workplaces: Lessons From the U.S. Virgin Islands

An evidence-based look at how culture, resilience, and community shape work–family dynamics across small-island workplaces in the U.S. Virgin Islands.

How does work–family balance play out in small-island contexts where resources are limited, family ties are strong, and resilience is constantly tested? This article explores the U.S. Virgin Islands (USVI) as a case example, using an evidence-based lens to examine how culture, community, and local context influence work–family dynamics across small-island workplaces. Drawing on local data, culture, and post-disaster experiences, it highlights how organizations can strengthen employee support, well-being, and organizational resilience.

Why Work–Family in the USVI Matters

Work–family balance is a core concern in I-O psychology, yet most research and practice come from mainland U.S. or Western corporate contexts (Henrich et al., 2010; Woo et al., 2021). The U.S. Virgin Islands offer a distinct case within the Caribbean. As an unincorporated territory of the United States, the USVI operates under U.S. labor laws and organizational frameworks while reflecting Caribbean cultural values, community norms, and economic realities. The territory’s economy is shaped by tourism, healthcare, and government services (Bureau of Labor Statistics, 2025), creating a workforce that blends public-sector stability with private-sector seasonality. Household surveys show high rates of single-parent families, multigenerational living arrangements, and strong reliance on kin networks for childcare and eldercare (U.S. Census Bureau, 2021). Extended family networks, communal values, and recurring natural disasters, such as hurricanes, further shape how work and family roles are navigated. These intersecting dynamics make the USVI a powerful example of how global models of work–family balance adapt within localized, culturally grounded systems.

Together, these contextual realities highlight why understanding work–family balance in small-island settings is essential for building more inclusive and globally relevant I-O practices.

What We Know From I-O Research

Foundational research has long shown that competing demands of work and family can create strain and reduce overall well-being (Greenhaus & Beutell, 1985). Decades of I-O scholarship show that work–family conflict predicts burnout, turnover, and reduced job satisfaction, whereas work–family enrichment strengthens engagement and performance (Carlson et al., 2011). Research on family-supportive supervisor behaviors (FSSB) demonstrates how even modest flexibility, emotional support, and role modeling can significantly improve outcomes for employees. These findings are highly relevant in resource-limited contexts such as the Caribbean.

The USVI Context: Culture, Economy, and Resilience

The Caribbean, and the USVI in particular, present a mix of vulnerabilities and strengths. Community and social support systems often function as informal safety nets in daily life. At the same time, wages are often lower than mainland levels, and many jobs are concentrated in tourism, with irregular schedules and vulnerability to external shocks. Yet cultural resilience and community solidarity provide protective factors.

In the U.S. Virgin Islands, family is not only a responsibility but also a source of resilience.

Many organizations in the USVI are adept at fostering belonging and informal support, yet formal policies for flexibility or leave remain limited. The gap between informal cultural support and formal organizational systems creates both opportunities for support and risks for inequity.

Organizational Strengths and Gaps

Prior studies also link family-supportive practices to higher satisfaction and lower turnover (Kossek & Ozeki, 1998), underscoring the importance of moving from informal support to more formalized systems. In the USVI, organizations often emphasize relational support and belonging, but formal flexibility options and leave benefits are still not yet fully established. This disconnect underscores the importance of developing intentional strategies to meet employees’ work–family needs. This context sets the stage for practical steps organizations can take to improve work–family support.

Evidence-Based Recommendations

What can organizations do? Evidence from I-O psychology suggests three key strategies: train supervisors in family-supportive behaviors, build flexibility even in low-resource settings, and partner with community networks. In settings where staffing shortages, irregular schedules, and external shocks are common, even modest adjustments can make a substantial difference. For example, shift swaps or advance scheduling can significantly reduce work–family conflict (Hammer et al., 2009) and are low-cost but high-impact steps.

What This Means for Practitioners

For I-O psychologists and HR leaders, the USVI case highlights the importance of adapting evidence-based practices to cultural and economic context. Family-supportive supervision, flexible scheduling, and community partnerships are not just theoretical best practices. They are practical tools that can enhance employee well-being and retention in resource-limited environments.

Research Opportunities Ahead

The USVI context opens avenues for comparative research: How does work–family enrichment function in collectivist versus individualist contexts? What role does climate resilience play in shaping organizational cultures of support? These questions could expand the boundaries of I-O psychology and deepen our understanding of work–family dynamics globally.

Conclusion

The U.S. Virgin Islands provide a valuable lens for understanding how work–family balance, culture, and resilience intersect in small-island workplaces. By examining these dynamics through an I-O psychology lens, we can better appreciate the importance of context in shaping organizational practices and employee experiences. Learning from the USVI reminds us that effective approaches to employee support and well-being do not come from universal models alone but from recognizing the strength of community, adaptability, and cultural grounding.

This article is part of a growing effort to highlight diverse I-O perspectives across global and regional contexts.

References

Bureau of Labor Statistics. (2025, October). U.S. Virgin Islands: Economy at a glance. U.S. Department of Labor. https://www.bls.gov/eag/eag.vi.htm

Carlson, D. S., Ferguson, M., Kacmar, K. M., Grzywacz, J. G., & Whitten, D. (2011). Pay it forward: The positive crossover effects of supervisor work–family enrichment. Journal of Management, 37(3), 770–789. https://doi.org/10.1177/0149206310363613

Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10(1), 76–88. https://doi.org/10.5465/amr.1985.4277352

Hammer, L. B., Kossek, E. E., Yragui, N. L., Bodner, T. E., & Hanson, G. C. (2009). Development and validation of a multidimensional measure of family supportive supervisor behaviors (FSSB). Journal of Management, 35(4), 837–856. https://doi.org/10.1177/0149206308328510

Henrich, J., Heine, S. J., & Norenzayan, A. (2010). The weirdest people in the world? Behavioral and Brain Sciences, 33, 61–83. https://doi.org/10.1017/S0140525X0999152X

Kossek, E. E., & Ozeki, C. (1998). Work–family conflict, policies, and the job-life satisfaction relationship: A review and directions for organizational behavior-human resources research. Journal of Applied Psychology, 83(2), 139–149. https://doi.org/10.1037/0021-9010.83.2.139

U.S. Census Bureau. (2021). 2020 island areas censuses: Virgin Islands of the United States. https://www.census.gov/data/tables/2020/dec/2020-us-virgin-islands.html

Woo, V. A., Schmidt, G. B., Aiken, J. R., Islam, S., Albeg, A. C., DePatie, T. P., Gelesko, G., & Voss, J. (2021). Where no one has gone before. Industrial and Organizational Psychology, 14(1–2), 55–60. https://doi.org/10.1017/iop.2021.20

Author Bio

Stephanie J. Berry, PhD, is a psychologist with a specialization in I-O psychology. She has more than 15 years of leadership experience in public and nonprofit organizations, including service as chief operating officer, executive director, and director of administration. Her work bridges leadership, compliance, and organizational development, with a consistent focus on organizational culture and employee support. Her doctoral research explored the relationship between organizational culture and job satisfaction, and she continues to examine how small-island workplaces can support resilience, belonging, and work–family balance.