WORK LIFE BALANCE AND EMPLOYEES’ PERFORMANCE
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WORK LIFE BALANCE AND EMPLOYEES’ PERFORMANCE
Chapter one
INTRODUCTION
1.1 Background for the Study
Life is a series of pursuits. Nobody can live a meaningful and hopeful life without family, health, riches, a career, social obligations, intellectual contentment, and spiritual enlightenment. To keep the wheel of life turning, balance is essential.
Work-life balance is the harmonious and holistic integration of work and non-work so that people can reach their full potential in all areas of their lives (Kar, 2013).
Work-Life Balance (WLB) is becoming increasingly important to both people who must balance work and non-work responsibilities and organisations looking to increase their organisational effectiveness or competitive advantage (Gregory and Milner 2009).
This increased interest in work-life balance has been fueled by demographic shifts in the workforce and a growing realisation that work-life concerns are critical for all employees (Spector et al., 2004).
Employees face increased friction between work and personal life as they strive for the quality of life they require (Casper, Avadhesh, and Diwinder, 2011). Thus, properly managing work and family life is one of the key issues that today’s individual workers face.
Historically, work-life balance concerns have been considered personal matters (Emslie and Hunt, 2009), and businesses prefer to view their employees’ demands, such as childcare and paid maternity leave, as additional organisational expenditures.
However, as the environment and employee values have changed, employees’ demand for work-life balance has grown, and companies in developed economies have begun to offer more active support for their employees’ work-life balance (Thornthwaite, 2004). Thus, organisational efforts to ensure employees’ work-life balance are more important and respected than ever.
Many scholars have largely agreed on the importance of work-life balance since it is related to an employee’s psychological well-being and overall sense of harmony in life, which is an indicator of balance between workplace and family roles (Clark, 2000).
According to Clark (2009), work-life balance is defined as contentment and good functioning at work and at home, with minimal role conflicts. Work-life balance is about striking the correct balance between work and life (outside of work), as well as feeling at ease with both work and nonwork responsibilities.
The quantity of time spent at work is a key component of work-life balance. Long work hours have been linked to poor personal health, increased risk of injury, and higher stress levels. Developing economies, such as Nigeria, have major economic constraints and labour market pressures, which are compounded by weak social infrastructure, poverty, high unemployment, and corruption.
These conditions exacerbate the work and life of the average Nigerian worker, whose goal is to make a living and who may need to work hard to develop accommodating arrangements and cognitive psychological coping behaviours that promote desirable satisfaction and effective functioning both at work and at home.
Most Nigerian workers are plagued by a lack of work flexibility, increased work pressures, and lengthy working hours, which reduces job performance (Fapohunda, 2014).
Cegarra-Leiva, Sánchez-Vidal, and Cegarra-Navarro (2012), Ojo, Salau, and Falola (2014), and Fapohunda (2014) have all proposed that work-life balance practices improve employee and organisational performance.
But whether work-life balance and organisational effectiveness are negatively or positively associated is an empirical truth that the current study hopes to uncover.
Thus, this study will critically examine the relationship between work-life balance and employee performance, with a focus on Guaranty Trust Bank Nig. Plc.
1.2 Statement of Problem
Inadequate work-life balance is a problem that jeopardises employees’ well-being, performance, and organisational success. Many employees struggle to combine their professional and personal lives. For the bulk of the workforce, the challenges of balancing work and family life are part of their daily lives.
Employees work hard to establish a balance between meeting the demands of their jobs and their family responsibilities. Those who fail to do so either leave the organisation, increasing the rate of attrition, or become less productive.
Work-life balance (WLB) research has advanced significantly in Western countries (Ozbilgin, Beauregard, Tatli, and Bell, 2011), but this cannot be said for developing economies such as Nigeria
where little is known about WLB practices, both structurally and culturally, and there is an obvious lack of empirical studies in this area.As a result, the timing and significance of this research are critical.
Because of the high level of unemployment in Nigeria’s labour market, organisations and employers of labour, primarily in the private sector, have taken advantage of this threat by constantly demanding unattainable and unrealistic results from their employees, with no regard for their social-family well-being.
This has resulted in broken homes, job unhappiness, and subpar commitment and performance among employees. As a result, the purpose of this study is to evaluate the relationship between work-life balance and employee performance at Guaranty Trust Bank Nig. Plc.
1.3 Objectives of the Study
The primary goal of this research project will be to evaluate the relationship between work-life balance practices and employee performance. Other specific objectives of the study include:
i. Investigate the relationship between work life balance and employee performance.
ii. Determine the impact of work-life balance on employee commitment.
iii. To determine the relationship between work-life balance strategies and employee job satisfaction.
1.4 Research Questions.
This study will be led by the following research questions.
i. Is there a link between work-life balance and employee job performance?
ii. How does work-life balance influence employee commitment?
iii. Is the work-life balance strategy a major indicator of employee job satisfaction?
1.5 Research Hypotheses.
The researcher plans to investigate the following hypotheses:
Hypothesis #1:
Ho: There is no substantial correlation between work-life balance and employee performance.
Hi, there is a considerable association between work-life balance and employee success.
Hypothesis #2:
Ho: Work-life balance has no positive impact on employees’ commitment.
HI: Work-life balance correlates positively with employee commitment.
Hypothesis #3:
Ho: A work-life balance strategy does not significantly predict employee job satisfaction.
Ho: The work-life balance strategy is a strong indicator of employee job satisfaction.
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