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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.
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