Abstract
Work-Life Balance is increasing interest in academic literature, legislation and public sector. It is meaningful daily achievement and enjoyment in life. Organizations have started introducing various schemes to attract, retain employees and productivity. The total population for the study is 200 staff of Merchant Bank Ghana Limited (MBG) Koforidua, Ghana. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made accountants, marketers, senior staffs and junior staffs were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
CHAPTER ONE
INTRODUCTION
- Background of the study
Today, work-life balance has become an increasingly pervasive concern to both employers and employees of most organizations. Work-life balance which primarily deals with an employee’s ability to properly prioritize between work and his or her lifestyle, social life, health, family etc., is greatly linked with employee productivity, performance and job satisfaction. Where there is proper balance between work and life, employees tend to put in their best efforts at work, because their family is happy. 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 organizations 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 quality – more rewards than concerns experienced in a given role – was related to low levels of role overload, role conflict and anxiety. Based on their research, Barnett and Baruch defined role balance as a “rewards minus concerns” difference score which could range from positive to negative values. Over the past two decades, various studies on work-life balance practices have been conducted and have been discussed in publications representing a number of different academic disciplines – economics (e.g., Johnson & Provan, 1995; Whitehouse & Zetlin, 1999), family studies (e.g., Hill, Hawkins, Ferris, & Weitzman, 2001; Raabe, 1990), gender studies (e.g., Nelson, Quick, Hitt, & Moesel, 1990; Wayne & Cordeiro, 2003), industrial relations (e.g., Batt & Valcour, 2003; Eaton, 2003), information systems (e.g., Baines & Gelder, 2003; Frolick, Wilkes, & Urwiler, 1993), management (e.g., Konrad & Mangel, 2000; Perry-Smith & Blum, 2000), social psychology (e.g., Allen & Russell, 1999; Hegtvedt, Clay-Warner, & Ferrigno, 2002), and sociology (e.g., Blair-Loy & Wharton, 2002; Glass & Estes, 1997). 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 majority of studies investigating the outcomes of work-life practices does not measure work-life conflict, and thus cannot support this proposed mediated relationship (Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005). The mechanisms by which the provision of work-life practices affects both employee behaviour and organizational performance remain unclear and under-researched (Allen, 2001; Schutte & Eaton, 2004). The results of a number of studies reviewed in this paper appear to suggest that work-life balance practices do not necessarily influence levels of employee work-life conflict, but instead improve organizational performance via other routes, such as reduced overheads in the case of employees working from home, improved productivity Work-Life among employees working at their peak hours, or social exchange processes arising from perceptions of organizational support (e.g., Allen, 2001; Apgar, 1998; Shepard, Clifton, & Kruse, 1996).
This study examines the literature to identify the various ways in which organizational work-life practices may influence organizational performance. Using a wide range of studies from a variety of disciplines, the empirical support available for the link between work-life practices and organizational performance at both the individual and organization level of analysis is reviewed. Integrating the literature in this fashion provides us with important new insights regarding potential moderators and mediators of the link between work-life practices and organizational performance, and suggests new research questions that may further enhance our understanding of how (or if) this link operates.
1.2 STATEMENT OF THE PROBLEM
Lack of work flexibility, high work pressure and longer working hours are stressing out many Ghanaian workers, reducing their job performance 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 performance 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 performance. 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 performance begin to deteriorate. 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 In addition, 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, 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. 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. 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
1.3 OBJECTIVE OF THE STUDY
The objectives of the study are:
- To examine various Work-Life balance practices/programs that exists in Merchant bank, Koforidua.
- To identify work-Life balance challenges faced by employees of Merchant bank, Koforidua.
- To identify the influence of imbalance Work-Life practices on organizational performance of Merchant bank, Koforidua, and the social life of its employees.
- To identify ways of enhancing proper Work-Life balance practices amongst employees of Merchant bank, Koforidua.
1.4 RESEARCH HYPOTHESES
For the successful completion of the study, the following research hypotheses were formulated by the researcher;
H0: there is no work-Life balance challenges faced by employees of Merchant bank, Koforidua
H1: there is work-Life balance challenges faced by employees of Merchant bank, Koforidua
H02: there are no ways of enhancing proper Work-Life balance practices amongst employees of Merchant bank, Koforidua.
H2: there are ways of enhancing proper Work-Life balance practices amongst employees of Merchant bank, Koforidua
1.5 SIGNIFICANCE OF THE STUDY
This study seeks to bring out the various work-life balance practices which Merchant Bank has undertaken to increase its productivity and contribute its quota in the economic development of the communities which it operates, and the country at large. This study will therefore help enlighten management of various organizations of the various effects of work-life balance practices on the performance 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 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.
1.6 SCOPE AND LIMITATION OF THE STUDY
The scope of the research will be limited to Merchant Bank at the New Juaben Municipal Assembly in the Eastern Region of Ghana. The research will rely on the bank for vital information as well as information from secondary source. The research will take duration of four months to complete. The researcher encounters some constrain which limited the scope of the study;
- a) AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study
- b) TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
- c) Organizational privacy: Limited Access to the selected auditing firm makes it difficult to get all the necessary and required information concerning the activities.
1.7 DEFINITION OF TERMS
WORKLIFE BALANCE: Work–life balance is a concept including the proper prioritization between work (career and ambition) and lifestyle (health, pleasure, leisure, family). Paul Krassner, an American journalist, observed that anthropologists define happiness as having as little separation as possible between your work and your play.
EMPLOYEE: A person employed for wages or salary, especially at non-executive level.
PRODUCTIVITY: Productivity describes various measures of the efficiency of production. A productivity measure is expressed as the ratio of output to inputs used in a production process, i.e. output per unit of input
EMPLOYEE PRODUCTIVITY: Employee productivity (sometimes referred to as workforce productivity) is an assessment of the efficiency of a worker or group of workers. Productivity may be evaluated in terms of the output of an employee in a specific period of time.
1.8 ORGANIZATION OF THE STUDY
This research work is organized in five chapters, for easy understanding, as follows
Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study. Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding. Chapter five gives summary, conclusion, and recommendations made of the study
