Full Project - IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PRODUCTIVITY IN NIGERIA

Full Project – IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PRODUCTIVITY IN NIGERIA

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CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Work-life balance (WLB) which primarily deals with an employee’s ability to properly prioritize between work and his or her lifestyle, social life, health, family and so on. Work is generally considered as a part of life. Though separated by certain physical, psychological and temporal boundaries, the two concepts are operationalized within the same context of time and space. The nature of work itself has changed from the 9-to-5 affair to a 24-hour, 7-day society, where customers expect services at times that suit them CIPD, 2007 as cited in Adetayo, Olaoye and Awolaja, (2011). Where there is proper balance between work and life, employees tend to put in their best efforts at work, because their family is happy. Today, work-life balance has become an increasingly pervasive concern to both employers and employees of most organisations. In recent time, there has been an upsurge in the consideration of the pressures that work has on family as well as life of employees. This has triggered research bordering on work-life. In an environment where there is high level of competitive pressures stemming largely from efforts to deliver quality service, the weight of this on employees are enormous Uzoechi and Babatunde, (2012).

Most research studies have shown that when there are happy homes, work places automatically become conflict free and enjoyable places to be. Increasing attrition rates and increasing demand for work-life balance have forced organisations to look beyond run of the mill Human Resources interventions. As a result, initiatives such as flexible working hours, alternative work arrangements, leave policies and benefits in lieu of family care responsibilities and employee assistance programmes have become a significant part of most of the company benefit programmes and compensation packages.

The origins of research on work-life balance can be traced back to studies of women having multiple roles. Barnett and Baruch, (1985) investigated the psychological distress connected to the balance of rewards and concerns generated by individual women’s multiple roles as paid worker, wife and mother. They found that positive role and experience was related to low levels of role overload, role conflict and anxiety.

The importance of work-family balance, whether implicit or explicit, to the organisations and employees cannot be ignored. This is because when employees struggle to balance their work and family lives, their families and work will be negatively affected Gryzwacz and Carlson, (2007). The most common approach is to view work-life balance practices through a business case lens: that is, by offering these practices, organizations attract new members and reduce levels of work-life conflict among existing ones, and this improved recruitment and reduced

work life conflict enhance organizational effectiveness. A review of the literature, however, questions this purported link between work-life balance practices and organizational effectiveness. The mechanisms by which the provision of work-life practices affects both employee behaviour and employee productivity remain unclear, and under-researched Allen, 2001; Schutte & Eaton, (2004). It is on this premise that the study will be conducted in other to find out how Nigerian workers are being affected when it comes to the issue or concept of work-life balance.

This study examines the literature to identify the various ways in which organizational work-life practices may influence employee productivity. Using a wide range of studies from a variety of disciplines, the empirical support available for the link between work-life practices and employee productivity at both the individual and organization level will be detailed. Findings from literature will provides us with important new insights regarding potential moderators and mediators of the link between work-life practices and employee productivity, and suggests new research questions that may further enhance our understanding of how (or if) this link operates.

1.2 STATEMENT OF PROBLEM

Sparks, Cooper, Fried and Shirom, (1997) in their study provide some indication that when people spend too many hours at work, and spend less with their families, their health and work productivity begin to deteriorate, therefore resulting to poor employee health due to job stress. There are various explanations for this associated with affluence, the growth of single parent families, the privatization of family life and the lack of local resources and facilities

Noor and Maad (2008) argue that a positive relationship exists between work to family conflict, stress, and job turnover intentions. Research found that workload and work to family conflict also cause job dissatisfaction. Job satisfaction in women and either sex of older people has been negatively affected by work to family conflict Martins, (2002). While steps to redress these concerns transcend work and employment, it is nevertheless argued that the demands of work contribute to a reduced participation in non-work activities resulting in an imbalance. Moreover, there is a view, widely promoted by some management writers but not strongly supported by sound empirical evidence, that workers are less willing to display unlimited commitment to the organization.

Lack of work flexibility, high work pressure and longer working hours are stressing out many Nigerian workers, reducing their job productivity and productivity as well as causing broken homes. In the community, there is growing concern that the quality of home and community life is deteriorating. These have resulted to poor employee input and productivity at his or her job place, because an employee, who finds it difficult to properly balance his or her family life, tends to also have difficulties managing tasks at his or her workplace, therefore resulting in poor employee productivity and employee morale.

The pressures and demands of work, reflected both in longer hours, more exhaustion and the growth of evening and weekend work leave less scope for quality family time. The consequences include increases in juvenile crime, more drug abuse, and a reduction in care of the community and in community participation and less willingness to take responsibility for care of elderly relatives and for the disadvantaged resulting work life conflict

One reason offered for this is the changing nature of the psychological contract at work; turbulence in organizations has made it less feasible to offer secure progressive careers and therefore to justify why workers should be committed. It is on this premise that this study will investigate the relationship between work life balance and its impact or potential effects on employee productivity. From the discussions above, it will suffice to ask, can work life balance impact on employee productivity?

1.3 OBJECTIVES OF THE STUDY

The objective of this study is to evaluate work-life balance and employee productivity and to identify which factors of work life balance have more influence on employee productivity. Specifically the following specific objectives will be pursued.

To examine the effect of job stress on employees health.
To evaluate the effect of role overload on employee job satisfaction
To evaluate the influence of long working hours on employee morale
To evaluate the effect of work family conflict on Job commitment

1.4 RESEARCH QUESTIONS

What is the effect of job stress on employee health?
How does role overload affect employee job satisfaction?
How does long working hours influence employee morale?
How does work family conflict affect job commitment?

1.5 HYPOTHESIS OF THE STUDY

Accordingly, following are the hypothesis to be tested for this study:

H01: Job stress has no effect on employee health.
H02: Role overload does not affect employee job satisfaction.
H03: Long working hours does not influence employee morale.
H04: Work family conflict does not affect job commitment.

1.6 OPERATIONALIZATION OF VARIABLES

In essence, there are variables that will be used to test the relationship between work-life balance and employee productivity.

X = Work Life Balance.

Y = Employee Productivity.

= x1, x2, x3, x4,
= y1, y2, y3, y4,

x1 = Job Stress

x2 = Role overload

x3 = Long working Hours

x4 = Work family Conflict

y1 = employee health

y2 = Job satisfaction

y3 = employee morale

y4 = Job commitment

Functionally, Y = a + bx + µ

From the operationalization above, it means that the (X) variables will be used as determinants on the (Y) variable.

1.7 SCOPE OF THE STUDY

The scope of the research will be limited to one of Nigeria’s Indigenous Banks, Zenith Bank Nigeria Plc. The population of workers altogether are 80. The research will rely on the bank for vital information including data for the study through the total enumeration method in as the sampling technique. This will be done in Lagos State. The depth of the information required of the research is to determine the effect of Work life balance and Employee productivity on Staff.

1.8 SIGNIFICANCE OF THE STUDY

This study seeks to bring out the various work-life balance practices in the Nigerian banking sector. The study will be of great significance to the banking industry in Nigeria. This study will therefore help enlighten management of various organizations of the various effects of work-life balance practices on the productivity of employees in an organization. The study will also bring out specifically, the work-life balance practices which the bank has been able to make available to its employees. It will also point out those practices that are not in accordance. It also seeks to bring out the level of encouragement and motivation the bank has given to its employees to work effectively, among others. The importance of this study is therefore to highlight the various employee work-life balance practices and how it affects the productivity of an organization. This study will go a long way to illustrate how organizations should treat its employees in order to increase productivity.

1.9 OPERATIONAL DEFINITION OF TERMS

Employee: An individual who works part-time or full-time under a contract of employment, whether oral or written, express or implied, and has recognized rights and duties. Also called worker.

Work life: Work-life is the business practice of creating a flexible, supportive environment to engage employees and maximize organizational productivity.

Productivity: A measure of the efficiency of a person, machine, factory, system, and so., in converting inputs into useful outputs. Productivity is computed by dividing average output per period by the total costs incurred or resources (capital, energy, material, personnel) consumed in that period. Productivity is a critical determinant of cost efficiency.

Work pressure: This is seen as the demands and intricacies that are evident or existing in the job that an individual is engaged in in the organization.

Role Overload: Lack of balance or reasonableness in the number of extent of expectation from a job or position in hold

Work family conflict: This occurs when there are incompatible demand between work and family roles of an individual that makes participation in both roles difficult.

Employee Morale: Description of the emotions, attitude, satisfaction and overall outlook of employee during time in a work place environment.

Job Commitment: This is an individual psychology attachment to an organization to carry out task as at when due.

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Full Project – IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PRODUCTIVITY IN NIGERIA

Full Project – IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PRODUCTIVITY IN NIGERIA

Full Project – IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PRODUCTIVITY IN NIGERIA

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