Manager's Perspective: Work-life balance and employee performance (Research Paper Sample)

MSc Research
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Topic:
Work-life balance and employee performance – the perspective of managers
Table of Contents TOC \o "1-3" \h \z \u Abstract PAGEREF _Toc523423630 \h 4CHAPTER ONE PAGEREF _Toc523423631 \h 41.0 Introduction: PAGEREF _Toc523423632 \h 4Background of the Problem PAGEREF _Toc523423633 \h 5Problem Statement PAGEREF _Toc523423634 \h 61.2. Purpose of the Study PAGEREF _Toc523423635 \h 71.3. Aims and Objectives of the study PAGEREF _Toc523423636 \h 7The significance of the Study PAGEREF _Toc523423637 \h 81.5 Dissertation Structure PAGEREF _Toc523423638 \h 8CHAPTER TWO: LITERATURE REVIEW PAGEREF _Toc523423639 \h 92.0 Introduction PAGEREF _Toc523423640 \h 92.1 The Concept of Work-Life Balance PAGEREF _Toc523423641 \h 92.2 Causes of Work-Life Imbalance PAGEREF _Toc523423642 \h 102.3 Work-Life Balance and Employee Performance PAGEREF _Toc523423643 \h 112.4 Managers’ Perspective on Work-Life Balance and Employee Performance PAGEREF _Toc523423644 \h 132.5 Gaps between Managers’ and Employees’ Perception of Work-Life Balance PAGEREF _Toc523423645 \h 142.6 Conclusion PAGEREF _Toc523423646 \h 153.0 CHAPTER THREE PAGEREF _Toc523423647 \h 153.1 Research Methodology PAGEREF _Toc523423648 \h 153.2 Data Collection tools PAGEREF _Toc523423649 \h 173.3 Pilot Testing PAGEREF _Toc523423650 \h 173.4 Reliability of the Questionnaire PAGEREF _Toc523423651 \h 183.5 The validity of the questionnaire PAGEREF _Toc523423652 \h 183.5 Procedure and sample PAGEREF _Toc523423653 \h 184.0 CHAPTER FOUR PAGEREF _Toc523423654 \h 204.1 DATA ANALYSIS PAGEREF _Toc523423655 \h 204.2 Research problem PAGEREF _Toc523423656 \h 204.3 Research questions PAGEREF _Toc523423657 \h 214.4 The goals of the study PAGEREF _Toc523423658 \h 214.5 The outcomes of the research will help: PAGEREF _Toc523423659 \h 224.6 Definition of Terms PAGEREF _Toc523423660 \h 234.7 Work-Life Balance PAGEREF _Toc523423661 \h 234.8 Job Satisfaction PAGEREF _Toc523423662 \h 234.9 Private Sector PAGEREF _Toc523423663 \h 244.1 b Literature Survey PAGEREF _Toc523423664 \h 244.1b The correlation between Job Satisfaction and Work-Life balance PAGEREF _Toc523423665 \h 244.2 b Positive relationships. PAGEREF _Toc523423666 \h 254.4 b Research Framework PAGEREF _Toc523423667 \h 264.5 b Hypotheses PAGEREF _Toc523423668 \h 265.0 CHAPTER FIVE PAGEREF _Toc523423669 \h 265.1 Discussion PAGEREF _Toc523423670 \h 266.0 CHAPTER SIX PAGEREF _Toc523423671 \h 336.1 Conclusion PAGEREF _Toc523423672 \h 337.0 CHAPTER SIX PAGEREF _Toc523423673 \h 347.1 Recommendations PAGEREF _Toc523423674 \h 347.2 Suggestions for Future Research PAGEREF _Toc523423675 \h 347.3 Limits of the research PAGEREF _Toc523423676 \h 36Reference list PAGEREF _Toc523423677 \h 37
Abstract
Even though work-life balance plans in Ghana have become gradually popular throughout the years, the need to comprehend the attributions of these plans on workers performance. The reason of this study remains to evaluate the work-life balance practices of a private company in Ghana called Voltaic Ghana limited leaders to improve workers performance in the organization. The job calls a model framed conceptual structure for this research. Statistics collected via semi-structured interviews from a determined sample of 15 managers working in the organization in Ghana. Data gathered comprised institutional performance trail indicator files on worker absenteeism, motivation, motivation, productivity, retention and job satisfaction archived documents on WLB practices, as well as existing WLB strategies plus policies procedures. Through organizational triangulation, several themes emerged. These themes comprised work-life balance plans, efficiency, the significance of a helpful work setting, employee motivation and commitment, employee productivity, and worker job satisfaction as well as better work life, managerial culture improvement, and low application of the job-sharing plans. According to the research outcomes, work-life practice programs could aid better administrative culture as well as employee general performance. The outcomes of this research might provide to social improvement by making ready companies for achievement while instantaneously putting employees to acquire an optimal balance between work as well as life responsibilities.
CHAPTER ONE
1.0 Introduction:
Human resource experts continue to advocate the creation of effective work-life balance at work to enhance employee performance. High performing employees are mostly associated with employees with good work-life balance and approach tasks with a high sense of engagement. Line managers require self-motivated, independent-minded and competent employees with high ethical standards and good work-life balance.
Employee burnout is partly attributed to stress and the inability of employees to effectively deal with it. Managers are overwhelmed with pressure to achieve targets including effective human resource management. The human resources constitute the most important resource to manage to achieve the desired output. Thus, managers take cognizance of the employee life cycle and especially the well-being of employees. Consequently, no manager desires to have employees who are susceptible to stress.
In view of this, managers are exploring innovative ways of helping employees have the good work-life balance to enable them to take good care of their families and have the peace of mind to deliver against agreed goals. Research shows that work-life balance affects employee motivation and performance (Haider, Jabeen and Ahmad, 2017).
There are also health implications for work-life balance and above all, employee performance and productivity play a pivotal role and inform the reason(s) why line managers ought to create a suitable environment that enhances work-life balance in organizations.
Background of the Problem
Job satisfaction occurs an aspect of the labour economy matches since it shows an overview measure of effectiveness at work. Alternatively, job satisfaction indicates an individual’s relations and feelings connected with opinions about work as well as its related aspects. Organizational managers, as well as research practitioners, acknowledged the indirect and direct linking between workers’ job satisfaction as well as organizational output, job-related health, job performance and turnover. Scholars have emphasized these relations in numerous theoretical and practical studies. Organizational procedures and policies for instance compensation packages, quality of management, and decision-making programs, reaction, the physical outlook of the work setting, and factors of the entire load could pose an influence on staff job satisfaction. Generally, the main goal of human resource plans in businesses remains to improve the worker performance and productivity to withstand the firm’ competitive edge. If some employees remain not satisfied with the jobs, working condition, management, and work culture, which makes them, fail to provide their clients with quality amenities as well as the ultimate influence on organization’s efficiency.
Work-life balance brings an important element for both the organization and employees. The business setting could demand with tight schedules and deadlines. Increasing demographics, competition, technological advancement, and globalization, influence the growth of work-life plans. The use of work-life practices to aid decrease work-life conflict as well as increase positive worker reviews of the company. Work-life programs could increase institutional structural, relational aid and cultural for family and work.
There exist a greater emphasis in Ghana than other places on firm fueled by work-life programs, predominantly those applied by big organizations to help higher managers as well as skilled professional. The globe has changed because work-life initiatives first began, demanding bosses to further conventional work-life enterprises to react to different societal improvements varying from market to set as well as from technological to health. Companies face intensified competition on an international basis, staffs remain to experience growing performance stress, as well as the hour's workers, utilize at the working setting increased expressively. Additionally, there exists a continuing fight between employers and employees concerning work-life balance for the reason that some employers and employees do not comprehend that work-life balance as reciprocally helpful.
Problem Statement
Globally, line managers remain inundated with myriads of challenges ranging from managing scarce resources, creating efficiency, managing tighter budgets, over-stretched targets or goals through to managing human resources and creating the enabling environment to achieve the desired output. Consequently, production losses incurred, underperformance and inputs result in under productivity that has a rippling effect on the bottom line (Newman, 2012, Johnson, 2014).
Many companies in Ghana, including Voltic Ghana limited experience wastage in the resource utilization (including human resources) which eventually result in operational inefficiencies. Typical examples include but not limited to the Ghana Telecommunications Company, the defunct Ghana Airways, and the Electricity Company of Ghana that is publicly owned on one hand, and Voltic Ghana limited, Accra Brewery Limited, and Guinness Ghana Breweries Limited on the other hand which are private companies. Consequently, whereas public companies are usually diversified, private companies continuously result in high rate of employee turnover, unproductiveness and corporate layoffs as a way of managing inefficiencies (Beauregard and Henry, 2009; GSS...