Organizations spend significant amounts of money to address low job satisfaction. As much as 16.5% of an organization's pretax income is lost due to employee withdrawal behaviors, with 27% of that amount associated with turnover. Building on the quality of working life theory, this single-site case study took place at a for-profit university located in the Midwest United States to understand the role that work-life balance programs play in employee job satisfaction. The population consisted of 6 front-line admissions managers, as that population was appropriate for understanding the work-life balance strategies college officials use to improve the job satisfaction of admissions representatives. The data collection process consisted of semistructured interviews, a review of observational field notes, and a review of employee surveys. Based on methodological triangulation of the data sources and analysis of the data, 3 emergent themes were identified. Participants indicated that both autonomy and flexibility contributed to employee job satisfaction, which the quality of working life theory and existing research on the subject supports. Participants also indicated that the manager-employee relationship was fundamental to improving job satisfaction, which was a finding outside of the scope of the conceptual framework used in the study. Social change implications include improving policy makers and business leaders' understanding of the role that work-life balance plays in job satisfaction. Employees will also find the results of this study informative when attempting to understand how work-life balance programs may contribute to the level of satisfaction they experience with their jobs.