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WORK-LIFE BALANCE AND EMPLOYEE COMMITMENT
ABSTRACT
The research profers an appraisal of work-life balance and employee commitment. It
provides a conceptual analysis of
work-life balance and determines its
correlation or non correlation with employee commitment. The research typify a
significant dimension in human resources management as it projects the
importance of improving workers moral for high productivity through providing a
work condition that enhances a balance between employee work hours and other
employee personal and family commitment.
INTRODUCTION
Work life balance describes the relationship between your
work and the commitments in the rest of your life, and how they impact on one
another.Employers, employees and government want to maximise participation in
the workforce. However, in our demanding lives many people struggle to balance
work and the responsibilities of caring for children, family members with a
disability or elderly parents.For other workers it's often difficult to find
time outside work for study, volunteering, taking care of their own health or
participating in sport and recreation. There is no ideal work life balance;
everyone is different and the 'right' balance may alter over time as families
grow older and personal commitments change.Having options about how work is
organised makes managing work and life demands possible by allowing employees
to work in non-traditional work patterns and locations that better fit their
personal commitments. Overall quality of life improves and businesses also
benefit from employees' higher morale and commitment. For employers the
capacity to negotiate flexible work arrangements provides an antidote to loss
of skills and experience and the high cost of recruitment and retention in a
competitive labour market. Employers who provide flexible work options
immediately gain a competitive edge in the labour market by becoming 'employers
of choice.'
1.1 BACKGROUND OF
THE STUDY
The concept of work-life balance, also referred to as
‘work-life conflict’ or ‘work-family conflict’, has received a great deal of
attention from scholars in recent times. Whilst there have been various
interpretations of the term, here we use the definition from the New Zealand
Department of Labour website (2007) that describes it as “…effectively managing
the juggling act between paid work and the other activities that are important
to people”. Work-life imbalance can appear in various forms from the inability
to remove oneself psychologically from the demands of the job (Messersmith,
2007:430), to a blurring of the lines between work and home life (Boswell and
Olson-Buchanan, 2007:593).Despite being a relatively new body of thought, the
existence of academic studies on work-life balance is broad. Focuses range from
political action (see Bryson, Warner-Smith, Brown and Fray, 2007) to the impact
of technologies (see Boswell et. al. 2007) to its effect on worker’s attitudes
(see McPherson, 2007). This saturation is hardly surprising given that,
according to a report written on behalf of global research organisation ESOMAR,
over two thirds of people across 23 different countries believe they lack
work-life balance and nearly half felt personally affected by the imbalance
(Echegaray, Cornish, and Donnelly, 2006:9).The research shall therefore determine work-life balance and employee commitment
1.2 STATEMENT OF THE
PROBLEM
The problem confronting this research is to appraise
work-life balance and employee commitment.The basis for the research stems from
numerous complaint and the inability of
employees to maintain a balance between their official work and personal and
family lives. It is also a significant dimension in human resources management
to profer solution to work-life balance and employee commitment .
1.3 RESEARCH
QUESTIONS
1 What is the
nature of work-life balance and employee commitment
2 What is the effect of work-life balance and employee
commitment
1.4 OBJECTIVE
OF THE RESEARCH
1 To appraise
work-life balance and employee commitment
2 To determine
the effect of work-life balance and employee commitment
3 To profer
strategy to managing work-life balance and employee commitment
1.5 SIGNIFICANCE OF
THE RESEARCH
The research shall determine the nature of work-life balance
and employee commitment and shall profer a significant human resource
management strategy to work-life balance and employee commitment.
The research shall also serve as a veritable source of
information for issues on work-life
balance and employee commitment
1.6 STATEMENT OF THE
HYPOTHESIS
1 HO There is a relationship between work-life
balance and employee commitment
Hi There is no relationship between work-life
balance and employee commitment
2 Ho The level of work-life balance is high
Hi The level of work-life balance is low
3 Ho The effect of work-life balance and employee
commitment is low
Hi The effect of work-life balance and
employee commitment is high.
1.7 SCOPE OF THE
STUDY
The study profers an appraisal of work-life balance and
employee commitment and elucidate
a significant human resource dimension strategy to managing
work-life balance an employee
commitment.
1.8 DEFINITION OF
TERMS
WORK-LIFE BALANCE DEFINED
Work life balance describes the relationship between your
work and the commitments in the rest of yourand how they impact on one another
Definition: Employee Commitment is the psychological
attachment and the resulting loyalty of an employee to an organization.
According to Kanter ('68) there are 3 types of EC:
Continuance, Cohesion and Control Commitment.
According to Meyer and Allen (1991) there are 3 mindsets for
an employee to be commited to an organization:
1. AFFECTIVE COMMITMENT: positive feelings of identification
with, attachment to, and involvement in the organization.
2. NORMATIVE COMMITMENT: feelings of obligation to remain
with the organization resulting from values and beliefs.
3. CONTINUANCE COMMITMENT: the result of the perceived cost
associated with leaving.
The field of work-life balance, although new, spans a wide
range of academic fields. This study examines the relationship between
work-life balance and Meyer and Allen’s (1991) three components of
organisational commitment. It found that a positive correlation exists between
affective commitment and perceived work-life balance. Results also showed that
no significant relationship exists between continuance or normative commitment
and perceived work-life balance. However, the strongest correlation found to
work-life balance perceptions was that of worker identification with the goals
of the organisation.
Introduction
The concept of work-life balance, also referred to as
‘work-life conflict’ or ‘work-family conflict’, has received a great deal of
attention from scholars in recent times. Whilst there have been various
interpretations of the term, here we use the definition from the New Zealand
Department of Labour website (2007) that describes it as “…effectively managing
the juggling act between paid work and the other activities that are important
to people”. Work-life imbalance can appear in various forms from the inability
to remove oneself psychologically from the demands of the job (Messersmith,
2007:430), to a blurring of the lines between work and home life (Boswell and
Olson-Buchanan, 2007:593).
Despite being a relatively new body of thought, the existence
of academic studies on work-life balance is broad. Focuses range from political
action (see Bryson, Warner-Smith, Brown and Fray, 2007) to the impact of
technologies (see Boswell et. al. 2007) to its effect on worker’s attitudes
(see McPherson, 2007). This saturation is hardly surprising given that,
according to a report written on behalf of global research organisation ESOMAR,
over two thirds of people across 23 different countries believe they lack
work-life balance and nearly half felt personally affected by the imbalance
(Echegaray, Cornish, and Donnelly, 2006:9).
Literature Review
Guest (2002:256), who provides a general review of the topic,
believes that the contemporary prevalence of work-life imbalance is caused by
the excessive demands of work in affluent societies. Factors such as
technological advancements, the increasing need for higher efficiency levels
and the entrance of women into the workforce (Guest, 2002:257) all contribute
to the intensity of pressure on workers and cause inter-role conflict between
the work and non-work spheres.
Publications discussing findings from The Australian Survey
of Social Attitudes 2003 (Wilson, Meagher, Gibson, Denemark& Western, 2005
and van Wanrooy& Wilson, 2006) are useful for placing matters of work-life
balance into an Australian context. Van Wanrooy et.al. (2006:349) found that
those who work longer hours, despite reporting a higher work-family conflict,
believe that long working hours are a choice. The authors claim that this
perception is the result of the ‘liberal’ working time regime that exists in
Australia (van Wanrooy et. al. 2006:350) wherein unreasonable demands on
workers are structurally ingrained in culture. Subsequently, the gap between
hours that workers would prefer and those they actually commit to is simply
accepted due to the institutionalisation of standards and absence of solid
legislation to regulate long working hours in the Australian workforce.
The results of The Australian Survey of Social Attitudes 2003
also show that the work-life balancing act impacts in greater (albeit slightly)
levels on Australian families (Wilson et. al. 2005:55). Edgar (2005:3) notes
the guilt experienced by parents who perhaps don’t spend as much time as they
‘ought’ to with their children due to work commitments. This is captured in the
reflective piece by Stevens (2007), an artist who yearns for a healthier
work-life balance. She writes:
My days were too full of distractions and interruptions. When
I drew, I felt guilty about being away from my family. When I was with my
family, I felt guilty about not drawing.
Whilst this example is useful in contextualising the damage
work-life imbalance can cause Australian families, we now shift the focus to
why this increasing trend is having a bearing on the attitudes and behaviours
of workers; of immense relevance to organisations (Siegel, Post, Brockner,
Fishman and Garden, 2005:13).
Drawing on an article in The Age newspaper, Gettler (2007:14)
explains how advancements in technology and the onset of globalisation have
produced a “syndrome of 24/7 availability”. It is through the accessibility of
devices such as laptops, BlackBerrys and PDAs that work has entered the private
realm and enabled workers to carry out job responsibilities from anywhere in
the world. According to Gettler (2007:14) organisations are increasingly
realising the need to provide solutions to their employee’s conflict between
life spent working and time devoted to the family and other personal
commitments. ‘The Way Ahead Report’ published by Managing Work/Life Balance
International (2007) documents results of an annual benchmarking survey into
the status of the work-life balance programs of organisations throughout
Australia. The report promotes the benefits of participation to employees and
also creates a standard for organisations to strive for.
In fact there are academic articles available that have
sought to measure the effects of employer initiatives designed to minimise
work-life conflict. For example Premeaux and Adkins (2007:705) reported that
family-friendly policies (FFPs) contribute minimally to workers’ feelings of
inter-role conflict. It would be expected, however, that employee support
programs would improve the worker’s relationship with the organisation. The
findings of Premeaux et.al. (2007:722) support this assumption; however it is
through the antecedents of managerial support and less consequences of using
FFPs that the connection is made. Workers may believe accepting such personal
benefits as maternity leave to be frowned upon and therefore detrimental to
their career. Thus, managerial support combined with cultural encouragement of
family-friendly programs contribute positively to both work-life balance and
organisational commitment.
In a similar vein, the study by Siegel et. al. (2005:14) was
based on the hypothesis that low levels of work-life conflict and high levels
of procedural fairness result in employee outcome favourability - which
interact to influence organisational commitment. The results found that higher
levels of work-life conflict do not necessarily lead to a decreased
organisational commitment and that procedural fairness is a mitigating factor
(Siegel et. al. 2005:17). Messersmith’s (2007:431) article summarises the body
of research on the work-life conflict experienced by IT professionals and finds
that work-life conflict is negatively correlated to organisational commitment.
Within the Australian construction industry a survey amongst females found that
whilst career and work environment were important predictors of organisational
commitment, family variables, such as number of dependent children, failed to
relate (Lingard and Lin, 2004:415).
Adding a technological dynamic to the relationship between
work-life balance and organisational commitment, Boswell et. al. (2007:592)
discovered that those more likely to use communication devices after working
hours recorded higher ambition and job involvement levels. Despite not finding
a connection between communicative technology use and emotional organisational
commitment, the use of these devices during non-work time correlated positively
with employee work-life conflict (Boswell et.al. 2007:603).
It should be noted that organisational commitment is a
dynamic that is changing as work is no longer necessarily a major source of
one’s identity (Bauman, 2005:27). Guest (2002:257-258) investigates the
intentions of the new generation of workers, who supposedly place greater
importance on achieving a work-life balance than previous generations. He
reasons that these workers are less willing to display commitment to the
organisation due to the unstable employment market and trend towards high employee
turnover (Guest, 2002:257). The Meaning of Work Team (1987) used the question
“would you still work if you won enough money never to need to work again?” to
gauge the extent to which work is a central life interest. While most would
perceive their motivation to work as stemming from the need to generate income
it is possible that when faced with the decision to give up work this
consciousness may be challenged.
Research Aims
This research aims to build on the theoretical framework
provided by Meyer and Allen (1991) on organisation
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