Organizational Development, Performance and Work Life Balance

among Employees of Selected Manufacturing Company:

Inputs to Employee Productivity

A Dissertation Submitted to the Faculty of Graduate School

Lyceum of the Philippines University-Batangas
 

In Partial Fulfilment of the Requirements for the Degree

Doctor of Philosophy in Management

By:

Francisco, Christine

June, 2021.

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Introduction

The advent of COVID-19 as brought so many challenges to business

environment and indeed the world at large. Change as we know is the only constant.

Organizational development enables a company to recognize interventions that will

allow them to be more flexible in the face of change, maximize resource utilization, and

contribute to the overall effectiveness and productivity of the company.

Organizational development is a strategic method of organizational change that

involves careful evaluation and coordinated action to address the organization's

changing needs. Organizational development is now integrated with strategic human

resource management, formerly considered a separate area or department within an

organization (NWMissouri.edu, 2018).

While human resource development deals with the job life cycle and

regulatory policy enforcement. In contrast, organizational development uses

behavioral research practices to strengthen individual workers and processes to

become more successful organization members (Wride, 2020).

Human resources are in charge of workers' basic needs, such as salaries,

benefits, and the tools they need to do their jobs. At the same time, organizational

development analyzes research data to use "people tactics" to enhance employee

proficiency and increase organizational effectiveness. Organizational development,

unlike human resources, does not deal with issues like performance management,

benefits administration, or training delivery unless reorganizing those elements would

improve employee and organizational effectiveness in some way.

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 Employee job performance has continuously been a major challenge in

organizational administration. It embraces compelling ways to persuade workers to

accomplish and provide higher job performance. Employees are the basic source of

benefits and competitive advantage in any organization. In other words, the viability and

efficiency of an organization is credited to the viability and productivity of employee’s

performance. Moreover, employee performance is instrumental to organizational

development and productivity (Inuwa 2016).

Therefore, the issue of employee performance is key to the understanding of

organization. Though it can be determined by many factors, the level of effectiveness

and efficiency can be measured in a given organization via employees’ performance.

Within the framework of the professionals, good employee performance mirrors the

ability to contribute through their works leading to the behavioral achievement that is in

accordance with the goals of the company.

On the other hand, little is known about the work‐life balance of individuals who

have non‐standard employment arrangements, such as those on short‐term, part‐time,

or zero hours contracts, those with multiple jobs, and those who are self‐employed,

including the increasing numbers in the “gig economy” or those working mostly on short-

term contracts or freelance work (Deloitte, 2018; McKinsey, 2016). This is true as most

of the studies about work-life balance are associated with organizational impact,

therefore, most of the respondents in the studies are employees.

The success or failure of any organization is determined by its employees as

they are more valuable assets who combine the other resources such as finance,

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technology, information and production system which enables to achieve organization's

competitive advantage. For this to happen, employees should work together and share

good relationship with their employers. Hence, employee relationship management

plays a crucial role for the achievement of organizational goals.

Taking this fact in to consideration, it is necessary to have strong relationship

between employees and managers as well as employees with the organization as it

leads to productivity, motivation and high performance. On the contrary, several studies

revealed that employees’ job dissatisfaction and poor dedication have a negative impact

on the quality products and services offered to the target customers of the organization.

Currently business organizations are operating their business in a dynamic and

turbulent environment which demands highly skilled and flexible manpower that can

offer better quality services enjoy high level of customer retention. To do this,

companies should have retained good rate of employee retention. Retention of

employees refers to satisfied employees that results loyal customers.

The companies under study are different oil and chemical manufacturing

companies. Studies have shown that manufacturing companies requires a lot of man-

power because of the nature of its production of goods that converts raw materials,

parts, and components into finished merchandise using both manual labor and/or

machines.

To sustain such industry, it is important for the top management to review its

vision, mission, goals and objectives within the context of the current pandemic in order

to address the needs of its employees in line with the study of Ozbilgin et al. (2011).

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The findings of this study will further boost employee productivity and sustenance in the

midst of local and global demand of its products.

Objectives of the Study 

This study describes organizational development, performance and work life

balance among employees of selected manufacturing company: inputs to employee

productivity. More specifically,

1. It describes the profile of respondents in terms of:

1.1 age,

1.2 civil status,

1.3 educational attainment,

1.4 length of service

1.5 nature of work

1.6 job status

1.7 monthly income

2. It determines the organizational development of the manufacturing companies

under study in terms of:

2.1 goal setting

2.2 role analysis

2.3 performance evaluation

2.4 training and evaluation

3. It determines the level of employee performance in terms of:

3.1 work stress

3.2 work condition

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 3.3 workload

3.4 compensation and benefit

3.5 engagement

4. It determines work-life balance of employees

5. To test if there is a significant relationship between organizational development,

performance and work life balance when grouped to profile variables.

6. To propose a program for employee productivity

REVIEW OF LITERATURE

Organizational Development

An organization is a group of people who come together in a structured way

to achieve a common goal (Cambridge Dictionary, 2021). An organization is an

organized group of individuals, and the instability of any of its components affects the

entire organization. In any organization, an individual is an essential component of a

subsystem; without an individual, there would be no framework, and therefore no

organization.

Organization Development deals with the change in the group structure, while

organizational development focuses more on individual development (Citehr.com,

2010). Organizational development focuses on developing each employee's capacity

and alignment with the company's priorities and principles, while organizational

development is more concerned with structural changes. The expansion of branches

or departments and an increase in headcount are examples of organizational

development.

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 Change is the only constant in this world, and successful businesses have

long relied on the organizational growth process to adapt and remain competitive in

their fields. Organizational development enables a company to recognize

interventions that will allow them to be more flexible in the face of change, maximize

resource utilization, and contribute to the overall effectiveness and productivity of the

company. Organizational development is a strategic method of organizational change

that involves careful evaluation and coordinated action to address the organization's

changing needs. Organizational development is now integrated with strategic human

resource management, formerly considered a separate area or department within an

organization (NWMissouri.edu, 2018).

The success or failure of making the required improvements in an

organization's functioning to make it more successful is measured by how effectively

an organizational improvement intervention process is implemented. The human

resource component of organizational development, which includes performance

management and talent development, is one way to help a professional organization

grow (Engbers et. al., 2013). Goal setting, performance assessment, and reward

schemes are all part of performance management while coaching and mentoring,

career preparation, and management development are all part of talent development

(Engbers et al., 2013).

The researcher focused on the following organizational development

interventions in specific areas such as goal setting, role analysis, performance

evaluation, and training evaluation. Goal setting is the process of a manager and his

direct reports working together to determine the desired job results supporting the

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organization's objectives. The intervention's purpose is to provide employees with

transparency, a precise and observable collection of deliverables that will allow them

to help the company achieve its objectives. The diagnosis focuses on how goals are

set in terms of engagement, cohesion, transparency, and appropriateness of goals.

Any organization's goal-setting process is crucial. This result will specify an

entity's intent and path for a specific period. This result will launch the programs that

will help the company meet its objectives. The way a corporation sets its priorities

and expectations will determine if it survives and thrives over its rivals. Overall, the

company's competitiveness and forward-thinking direction are reflected in its

importance. Organizational goal-setting also affects organizational cohesion because

it motivates workers to cooperate to meet shared targets. According to a study

conducted on XYZ (Singapore) Pte Ltd by (Teo & Low, 2016), respondents

overwhelmingly accept that goal management affects corporate target performance

and therefore is a measure of employee productivity.

Role analysis is the method of deciding what individuals are supposed to do

in the course of their jobs and the competencies and skills they may require to reach

these targets (Armstrong & Taylor, 2020). Role analysis is the process of identifying a

role in the context of its work structure, interims of important persons' expectations,

drafting particular tasks under each position, and elaborating the mechanism,

standards, and essential characteristics, such as experience, temperament, ability,

and behaviors, that are needed for the role to be successful (Kumari, 2020).

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 Role analysis is similar to job analysis. Instead of merely listing the tasks to

be completed, the focus is on deciding the inputs (knowledge, experience, and

competency requirements) and required results (key result areas or accountabilities).

The outcome of the role analysis is the role profile. It defines the role holders'

intended deliverables in terms of main outcome areas or obligations, allowing them to

work efficiently. A job analysis is a systematic and rigorous evaluation of a particular

work function. It is the process of determining a specific career's tasks and skill needs

and choosing the best person for the position. Job analysis is the research, collection,

review, and analysis of data regarding a particular category of work to comprehend

and develop the correct job description and specification. It's used to identify the best

person for the job and boost the person's job satisfaction, well-being, and motivation.

According to a study conducted by Rehman (2010) in Pakistan's public sector

organizations, job analysis has a good association with job success in most

regulatory authorities. It backed up the study's main point that a task appraisal is an

effective HR technique for achieving superior job performance outcomes and gaining

a competitive edge (Suthar, 2014). This result means that the more one's job position

aligns with his competencies and ability, the more involved he will be in the job, and

the higher his sense of workload balance will be so he will be happy with his work

(Nwinyokpugi, 2018).

A structured method for evaluating an individual's job successes, identifying

his achievements and shortcomings, and promoting career development guidance is

called performance evaluation. The intervention aims to hire the right people and

improve their productivity by strengthening, maintaining, and enhancing their success

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by timely input and guidance. The diagnosis focuses on evaluating the planning and

operation of those who administer performance evaluation and how they conduct the

assessment.

A systematic method of evaluating the importance of the individual work

output of an employee in contrast to other job output of a related job role in an

organization is called performance evaluation. It is a comprehensive comparison of

work performances to determine their relative value to create a fair compensation

process for management and workers. Performance evaluation encourages

developing and implementing human resource improvement procedures and a

rational framework for evaluating and compensating job performance.

By providing an incentive that is commensurate with a specific work role

without wage disparity in the pay structure, a successful performance appraisal

mechanism may help reduce labor relations issues between employers and workers.

Performance assessment is a primary motivator that improves job efficiency and

productivity (Hamidi et al., 2011). Employees get input on their job effectiveness and

career advice by performance evaluation, which is a critical and helpful mechanism. If

supervisors and managers conduct appraisals accurately and logically, the

organization will accomplish its targets. Employee success is strongly influenced by

continuous coordination and workforce growth (Zhang, 2012).

Employee performance does not always increase as a result of performance

assessment. In comparison to the uniform predetermined requirements, individual

objectives must consider the employee's talents in terms of how he may relate to the

10
ultimate target (Woerkom, Brulin, 2016). Performance evaluation is a realistic way to

assess an employee's overall effectiveness, and it highlights both his strengths and

weaknesses.

The method of gathering and evaluating the results required to assess if

training is successful is known as training evaluation (Topno, 2012). The intervention

aims to determine the best way to use the organization's existing training tools to

accomplish the organization's objectives. The diagnosis depends on evaluating how

the teaching is performed, the trainee and trainer profiles, and the positive impact on

the organization's effectiveness. Training and development is an ongoing phase that

encompasses all aspects of an employee's job, employment, and working conditions.

It is set up to ensure that engineering technicians are adequately trained to achieve

the company's objectives.

This practice starts with the engineering technician's hiring and persists

throughout their employment with the company. Employees are more likely to

understand and be at ease about organizational transitions if they undergo proper

training, psychological counseling, and engagement (Bolman & Deal, 2008 as cited

by Theodore, 2013). The area of training and development is concerned with

organizational activity to enhance individual and group performance in a corporate

environment. It's a multi-faceted position known as human resources development

(HRD), which refers to the creation of "Human" resources to stay competitive in the

marketplace (Vinesh, 2014).

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 Al-Mzary (2015) found a correlation between practical training and job

performance among Jordanian university employees in a report. Employee training

and advancement provide workers with the necessary skills to do their jobs efficiently.

According to the results of a study conducted in Uganda's telecommunications

industry, employees who have received proper training are more qualified to succeed

in their employment (Nassazi, 2013). They would have a more excellent grasp of the

challenge at hand, resulting in increased trust in their ability to complete it.

"Professional development influences employee success through feedback

and helps them in improving their problem-solving approach," according to Kakui &

Gachunga (2016). This increased overall performance is advantageous to the

organization. According to NFC Kumba's experience, their employees' output

increases dramatically when they receive the requisite development training, so

training plays an important role in increasing their staff's effectiveness, expertise, and

productivity (Engetou, 2017). Training, according to Armstrong (2012), improves

workers' competence proficiency, allowing them to effectively cope with new and

diverse work-related problems and, as a result, increase job performance.

Employee performance and productivity were heavily influenced by training

and development methods. It is vital in ensuring that the company retains an

atmosphere in which quality training is the standard. Employees' creative success will

be improved by a corporate commitment to training and development (Sung & Choi,

2014). A company that conducts regular training and development programs for its

workforce portrays an intense brand portrait (Sanyal & Hisam, 2018).

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 A close collaboration between industry and training institutions will close the

gap in the skillset in the sector. The latter will provide both personalized and off-the-

shelf training packages adapted to a company's individual needs to increase its

market effectiveness. This result indicates that training institutions are inextricably

tied to the corporate world and a positive association between training practices and

organizational performance (Vinesh, 2014). Finding the best learning experiences

and expectations for employees would help the organization achieve a strategic edge

in the global market (Walters & Rodriquez, 2017).

The assessment of the effect of training on trainees' performance and

behavior is referred to as training evaluation. Training and development reviews

provided management with data that helped them strengthen their processes,

thereby maximizing the efficiency and competitiveness of the enterprise. A well-

designed and conducted programming promotes individual participation, attitudinal

improvements, and the implementation of recently learned expertise and experience

in the workplace in favor of the organization's visions and strategies (Shahrooz,

2012). Employee involvement in the production of the teaching module, the

identification of learning strategies, and the importance of the training subject to their

current jobs are crucial factors in creating high-quality training programs. This result,

in particular, has a positive effect on employee morale and success (Nassazi, 2013).

The advancement of the employee's experience, abilities, and behavioral

pattern due to the training program is used to evaluate training efficacy. This metric

justifies the training growth and delivery costs by demonstrating the resulting gains,

such as achieving set targets or objectives. Employee performance increases

13
dramatically by engaging in talent acquisition and translating the results into job

processes (Ford, Baldwin & Prasad, 2017).

The training evaluation design refers to the compilation of detailed data used

to measure a given training program (Noe, 2008, cited by Topno, 2012). The goal of

training evaluation is to see how the expectations are reached and if the training is

successful. The program's success relates to the advantages obtained by both the

trainees and the organization as a result of the learning program. The trainees will

learn new talents or habits, while the business will benefit from improved revenue and

customer loyalty. However, because of its abstract nature and long-term impact on

both trainees and the company, evaluating the effectiveness of training and

development is difficult (Prasad, 2005 as cited by Topno, 2012).

Companies must have a readily accessible pool of high potential workers at

all organizational levels to succeed and stand out in the dynamic market environment

brought on by globalization (Kamami, 2017). Training and development combined

with succession planning can better prepare an organization for impending talent

shortages and possible uncertainty. Training and development will enable the solar

manufacturing company to upskill and prepare high-potential engineering technicians

for future positions within the organization. This training program gives the company

a sense of continuity and security.

According to Gabriel et. al. (2020), transition and replacement plans are

essential practices in every organization because they help to improve corporate

efficiency and reduce the likelihood of a business ceasing operations. Succession

14
planning entails more than just replacing key employees; it also involves strategic

resource retention, which ensures that companies have an available and capable

work pool at all times, allowing them to adapt, react, and excel in a fast-paced market

environment (Nwosu, 2014). Employee attrition can also be reduced by training and

development. Employees who feel like they belong and are respected by the

organization are more likely to stick with the company. The decline in recruiting costs

as a result of longer workforce retention is a beneficial outcome.

Employee Performance

Employee job performance has continuously been a major challenge in

organizational administration. It embraces compelling ways to persuade workers to

accomplish and provide higher job performance. Employees are the basic source of

benefits and competitive advantage in any organization. In other words, the viability and

efficiency of an organization is credited to the viability and productivity of employee’s

performance. Moreover, employee performance is instrumental to organizational

development and productivity (Inuwa 2016).

Therefore, the issue of employee performance is key to the understanding of

organization. Though it can be determined by many factors, the level of effectiveness

and efficiency can be measured in a given organization via employees’ performance.

Researchers have defined employee performance as well as highlighted

parameters affecting employee performance as in the following. Anitha (2013) reports

that the performance of an individual or an organization depends strongly on all

organizational activities, policies, practices, knowledge management practices and

15
employee engagement. These elements are vital determinants fostering high levels of

employee performance.

While Islami et.al., (2018) recognize managing performance as a planned

process of which the key elements are agreement, measurement, support, feedback

and positive reinforcement, which shaped outcomes in terms of performance

expectation. Also, Bataineh (2017) highlight Employee’s performance as a combination

of efficiency and effectiveness of the employee’s daily tasks to meet the expectations of

the stakeholders. Isaac, Abdullah, Ramayah and Mutahar (2017) show that employees

highly agree that implementing the internet in their job helped them in improving task

process, education acquisition and the quality of their communication which lead to

improving individual performance as well as organization.

On the other hand, Pawirosumarto, et.al., (2017) tide between employee

performance and work environment that contains physical and non-physical factors

around employees which have a positive and significant effect on improving

employee performance. While Smith and Bititc (2017) emphasis on improving

performance measurement systems and performance management practices as factors

of work’s environment which enhance employee’s engagement levels. Based on these

observations, this paper aims to enhance the understood of employee performance and

the factors affecting it. Author proposing a conceptual model, consisting of five factors

which are knowledge management, information and communication technology,

employee’s empowerment, innovation and creativity and organization culture (de

Menezes & Escrig, 2019)

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 Many organizations realize that employees are their major sources of competitive

advantage and hence employees contribute to the organizations performance. In line

with this fact, Hayward (2005) stated that employees performance have a significant

effect on organizational goal achievements. Managing employee's performance is an

indispensable for the accomplishment organizational goals. Assessing an employee's

capability and measuring his or her productivity is the crucial in the overall plan of the

organization. When organizations fail to measure employees’ potential and ability to

perform the given tasks, it is difficult to enhance the production level of the organization.

In the research conducted by (Sequeira and Dhriti, 2015) it was identified that

employee relations practices followed in the organization had a direct effect on the

performance of workers in the organization. Employees with higher level of satisfaction

with the existing organization practices are more productive and resistive towards

changing the current organization. The study also revealed that improving the employee

relations practices of an organization can improve the performance of employees and

thereby the overall productivity of the organization. In similar way the research

conducted by (Kuzu and Ozihan, 2014 and Al-khozondar, 2015).

Employee performance relates to how workers handle themselves in the

workplace and how they complete the duties that have been allocated to them. At the

job level, success may contribute to the efficacy, consistency, and productivity of an

individual employee's work (Donohue, 2019). For an engineering technician, for

example, this is the completion of the required number of job orders needed for a

day, like, for instance, are scheduled maintenance activities. On the other hand, a

factory staff can be held accountable for product efficiency and hourly productivity. As

17
it provides vital quality service to its consumers and minimizes wastages when

running effectively, the company sets output goals for individual workers to achieve.

The performance of an individual affects the performance of the organization.

If the employee cannot keep up with the job requirements or is working subpar, it only

means somebody in the organization needs to pick up the slack for the group to

meets its obligation. Another impact is wastage since if the output fails its quality, it

needs to be re-work, which means an additional cost that eats up the company's

supposed profits. If a defective product reached its intended customers, then the

company suffers further due to the return of products and possible loss of the

customer, resulting in negative sales. A product return due to poor quality of work will

tarnish the company's image and potentially lose its customers, thus impact its profit

negatively.

Employee performance is described as an employee's ability to complete a

specific task under established accuracy, completeness, cost, and completion rate

requirements (Sultana et al., 2012). Work environment and management support

substantially affect employee success, according to Diamantidis and Chatzoglou

(2019), while adaptability and inherent motivation directly impact job performance.

Work stress is a determining factor for employee performance, as identified in

a study at Aceh DPMPTSP by Munandar et al. (2018). Thus work stress directly

impacts performance degradation. An increase in the work stress intensity can

significantly lower the level of job satisfaction and employee performance. Also, the

18
assessment of the workload and work environment has positively impacted job

satisfaction and employee performance.

Employee productivity increases as they work in a pleasant atmosphere

(Susiarty, 2019). Support from supervisors, strong relationships with coworkers,

training and development, appealing and fast rewards, recognition programs, and an

appropriate workload is identified factors of employee productivity (Awan et al.,

2015).

For the study on employee performance, the researcher focuses on the

following factors: work stress, work condition, workload, compensation & benefits,

and engagement. Work stress is present in every workplace, but the level of stress

varies based on the circumstances. Employees became more stressed due to work-

related accidents and poor working environments, which harms morale. Job stress

and perceived job safety are positively associated, while job stress and job

satisfaction are negatively correlated (Cetinkaya & Aras, 2017). Implementing an

ergonomic working system and implementing healthy labor conditions would reduce

job discomfort, resulting in increased efficiency, which is helpful to the company's

bottom line (Mohammad et al., 2019).

Workplace stress is related to more inadequate workplace efficiency, lower

employee average performance, increased mistake rates and reduced work results,

high worker turnover, and absenteeism due to health concerns such as anxiety,

mental disturbances, work-life balance, depression, and other ailments (Pandey,

2020). According to a study of employees at different Nigerian universities, job stress

19
triggers a reduction in employee morale, reducing their dedication and

competitiveness. Inflexible work hours, a lack of or inadequate monetary incentives,

personal problems, and a lack of control over the work environment and management

structure are all factors that contribute to job stress (Ekienabor, 2019)

According to a study conducted in a Micro Finance institution in Cameron,

excessive work-related stress harms employee results. One of the causes of work-

related stress found is the strain exerted on them by management to maximize their

productivity. As a result, managers must ensure that workers have the best working

and stress-free environments possible. Implementing stress control strategies such

as instilling the practice of recognizing and encouraging an individual for outstanding

success and offering resources for career development may positively affect their

performance (Fonkeng, 2018).

A study found a connection between job stress and employee productivity

among Pakistani bankers (Ehsan & Ali, 2015). Workplace stressors, including

workload, task uncertainty, and role discord, have been shown to have a detrimental

impact on the work environment, lowering employee performance. Management

should create a healthy working condition or environment for its employees.

Organizations must change roles to eliminate or control the workload and incorporate

methods to reduce task tension and uncertainty to reduce employee work stress.

Organizations can include instruction in stress management strategies to their

workers, which would allow them to help handle stress-related issues when paired

with therapy resources.

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 The working environment positively influences employee workplace

satisfaction. Employees cannot demonstrate their skills and reach their maximum

potential due to poor working conditions, so employers must recognize the value of a

positive working climate (Raziqa & Maulabakhsha, 2014). Employees are an

indispensable resource of a successful company. A good organization takes good

care of its employees by paying close attention to the betterment of their employees'

working environment. Companies should foster conducive working conditions as this

encourages employees to exert optimum work effort. Based on a study by Aggarwal

et al. (2014), improvement in the working environment contributes to a significant

increase in productivity and efficiency among employees.

According to research conducted on Kenya Commercial Bank workers,

working conditions have a favorable impact on employee performance (Nduku et al.,

2015). Physical environments, workplace safety, and internal, interpersonal contact,

according to this report, all have a positive effect on employee performance.

According to the results, Kenya Commercial Bank should improve working conditions

and pay more attention to physical conditions, which directly impact employee

performance.

The physical environment is one of the facets of the workplace that has a

significant effect on human experience and, as a result, on interpersonal interactions

and productivity. Features of a work environment within a group affect productivity

and work satisfaction. A research study on a foreign private bank in Turkey showed

that employees felt an increase in motivation working in a well-arranged office space.

21
It showed that a positive work physical condition positively affects employee

performance (Leblebici, 2012).

Increases in a decision-making capacity, social reinforcement, achieving

strategy, and incentive and decreases in task tension and uncertainty, demands, and

negative affectivity may enhance worker job satisfaction (Gu et al., 2011). Employees

do well in workplaces where they are included in the general decision-making

process, have flexible working hours, a lighter workload, a teamwork style, and

humane upper management. Employee engagement results in a high degree of

employee job satisfaction, making workers more loyal to their employer, more driven

to work hard, and more likely to achieve high productivity for their employers, thereby

helping their respective businesses.

Employees seem to value safety coordination, safety programs, and

instruction, and they seem to follow safety laws and policies rather than engaging in

safety exercises willingly (Quartey, 2017). Dwomoh et al. (2013) found that workplace

health and safety programs positively impacted workers' success in Ghana's timber

industry. This was attributed to a decline in absenteeism as a result of the workers'

better physical and mental health.

A study was made to identify the level of preparedness to respond to natural

or man-made disasters among physicians in Lublin, Poland. This analysis aims to

assess the importance of frontline workers in minimizing mortality in the infected

population. The findings revealed that physicians' expected preparedness is not as

vital as it should be, with most respondents believing that their preparedness is

22
inadequate. The researcher suggested that physicians be trained to deal with the

specificity of emergency rescue response, which includes all medical and non-

medical elements of the response and other potential dangers (Goniewicz et al.,

2020).

The working environment dramatically affects employee productivity. As a

result, it is the organization's responsibility to have a pleasant working experience

that encourages workers to work safely and efficiently (Bushiri, 2014). According to a

study, organizational support for protection, including supervisory and coworker

support, will boost safety efficiency and act as a buffer between high job vulnerability

and poor safety performance (Ming et al., 2019).

A managerial preparation program equips administrators with the knowledge

and expertise they need to do their work well. Education should concentrate on

developing current administrative work. At the same time, development should

involve experience with and exposure to the most up-to-date management

techniques, including new management philosophies, psychology, and sociology of

management. Managerial training will help new people administrators train for their

new leadership positions (Anderson, 2019). Management preparation and

advancement, particularly for the growth of middle managers, necessitates actual

practice and experience.

Motivational techniques, such as a supervisor's recognition of workers'

interests, can help create a positive working atmosphere. This indicates that the

managers are worried about the employee's interests and consider them as important

23
members of the team. As a result, the workers' morale grew due to their increased

enthusiasm (Kelli, 2012).

A supportive supervisory feedback environment is related to the image

enhancement motives of employees to improve their work performance (Dahling et

al., 2014). Their bosses' actions influence Korean workers' job stress. To minimize

job tension among their employees, these middle managers must understand the

individual traits of their employees, offer adequate and timely input, and receive

training on respectful behavior (Shin et al., 2017). "Effective interpersonal contact is

crucial to the enhancement of employee motivation and performance," according to

Rajhans (2012). Companies that promote an open collaboration atmosphere would

see an increase in team cohesion.

According to a report conducted by a Kenyan local government, time strain is

one of the critical causes of occupational tension. Their morale is suffering due to

their high rate of burnout (Awadh et al., 2015). Our workers were stressed out as a

result of the incorrectly set delivery time goals. Supervisors must measure the time it

would take for a proposal to be submitted or completed by allocating enough

resources to employees. It will enable them to perform on time and stress-free.

Work performance is a function of an employee's enthusiasm and capacity to

respond to various situational constraints resulting from uncomfortable physical

working conditions. Unacceptable workplace practices harm employee morale and

have tainted the company's reputation (Ambrey & Smallwood, 2014). Such situations

should not be overlooked since they can result in a drop in job performance.

24
Employees that are more inspired and do well at work help the company accomplish

its optimal results and objectives, according to Al-Omari & Okasheh (2017).

Organizational processes influence employee workload and task complexity.

Job duties vary or are differential among employees of similar rank even within the

same organization. Educational attainment, area of expertise, and location in the

organization all play a part in workload assignment disparities. Employee

dissatisfaction can be caused by an employee's sense of workload equilibrium or

inconsistency due to perceived discrepancies between his allocated workload and his

comparable rank peers (Sravani, 2018). According to the fairness principle, an

employee would believe he unfairly handled if he believes a coworker who puts in the

same amount of effort as him makes more or earns similarly to someone who puts in

less effort.

According to an Indonesian bank report on the impact of workload on

employee performance, raising the workload to a comfortable degree improves

employee performance and productivity (Siswanto et al., 2019). A comfortable level

of workload is dependent on tasks that are appropriate for their skills, does not

include repetitive tasks, ensures comfort, requires task completion according to the

specifications, and has the necessary capability. Employees' motivation to raise their

workload was also found to be influenced by educational factors. Employees with a

bachelor's degree or further education are more likely to boost their results than their

coworkers with less formal education due to their ability to demonstrate their talents

to further their careers within the company in the future.

25
 Compensation & benefits are critical in motivating employees to do their best

at work due to their potential to change their lives and protect their future. The

employee will boost their performance to earn a bonus or advancement as an

incentive and benefit. One of the most significant motivators for employers to boost

their employee productivity is their pay plan. Kelechi et al. (2016) found that pay

management is critical in increasing employee productivity at Dangote Nigeria.

According to studies, employee satisfaction is improved by work stability and

health care (Jean et al., 2017). Employee conduct was heavily affected by a company

that provided retirement benefits, health plans, and different means of appreciation,

which offers workers a valid incentive to stick with their boss. It is concluded that

multiple types of incentives have a beneficial effect on employee engagement and

performance. It is also discovered as part of the acknowledgment technique of

including workers in decision-making and valuing their contributions helps boosts

their productivity, enabling them to work harder and deliver more.

Compensation, job motivation, and work satisfaction have a beneficial and

vital impact on employee performance, according to research conducted by PT. Bank

XYZ (Persero) Tbk on the relationship between compensation, work motivation, and

job satisfaction on employee performance. This result means that the greater the

salary, the more inspired the employee is and the better they are at performing the

duties assigned. As a consequence, employee performance and productivity

increased (Sudiardhita et al., 2018).

26
 Working conditions such as seating, illumination, noise, acknowledgment, and

promotion are essential in deciding employee efficiency, according to a study

conducted at Kenya Literature Bureau in South C Nairobi (Mangale, 2015). Worker's

inclusion in creating the overall reward strategy to ensure their approval and

cooperation for the program. Employees became more committed to the plan as a

result of this.

Sule et al. (2015) researched employee compensation as a motivating

instrument for enhancing corporate efficiency in a sample of Nigerian workplaces.

They found that variables such as labor market pressures, the willingness to afford

acceptable compensation, and living costs are all counterproductive to adequate

compensation. It also identified other monetary and non-monetary factors such as

employee performance recognition and taking care of individual concerns to motivate

employees to improve their performance. Based on the findings, it is recommended

that there should be a pay scale and regularly scheduled performance reviews. The

disparity in the evaluation and wage increase between similar work scales should be

based on their ability to deliver their targets. Ndungu (2017) found a strong positive

association between reward and acknowledgment and employee performance in a

study conducted at Kenyatta University. There is also a connection between

employee performance and independent variables like incentives, visibility, work

environment, and leadership style.

Employee engagement is described as employees' positive attitude toward

their employer. It's also vital to have engaged management to encourage and

motivate their staff to meet goals and contribute to the growth of their organization

27
(Dajani, 2015). Employee participation is a corporate practice that encourages

workers to be loyal to and consistent with their organization's priorities while still

doing their best work. Employees who are involved are more driven and active than

others who are not. A highly engaged workforce can improve growth, creativity, and

bottom-line efficiency. In intensely competitive talent markets, it cut expenses

associated with recruiting and retaining.

Today's companies should constantly strive to satisfy their workers' needs

and retain close friendships. Employee engagement has a positive effect on

employee morale and will directly impact the organization's performance. Employees

who are engaged will assist their company in achieving its goal, executing its plan,

generating good financial performance, and succeed in today's market climate.

According to Otieno et al. (2015), employee commitment may be an indicator of

employee performance because it contributes to constructive behavior, which

increases employee productivity.

The partnership between leaders and workers is an essential component of

employee loyalty, contributing to improved corporate profitability. Employee

engagement leads to increased corporate and individual performance (Osborne &

Hammoud, 2017). The effectiveness of an organization depends on the execution of

employee participation techniques. Leaders who execute an employee engagement

plan must be good listeners, show respect, be honest, create trust, and consider their

employees' concerns.

28
 The effectiveness of a worker or a group of employees is determined by

employee productivity (Rouse, 2014). Productivity is a metric that calculates an

employee's performance over a fixed period in comparison to the average for workers

doing equivalent tasks. Employee productivity is a vital factor for organizations

because it determines a large part of an organization's growth. Raising employee

productivity is a vital target for every company. The higher the workforce productivity,

the greater the institution's growth and profitability (Sharma & Sharma, 2014). A

productive worker gains a higher performance rating, thus higher compensation and

rewards and better career growth opportunities. A company with productive

employees will have many advantages such as higher output, less product wastage,

and better product quality, thus overall financially beneficial to the organization

Work-Life Balance

According to Kelliher, Richardson and Boiarintseva (2019), the term “work‐life

balance” refers to the relationship between work and non‐work aspects of individuals'

lives, where achieving a satisfactory work‐life balance is usually understood as

restricting or limiting one side (usually work), to have more time for the other. In another

definition provided by Delecta (2011), work-life balance was defined as an individual’s

ability to meet work and family commitments, as well as other non-work responsibilities

and activities. This means that now there are other factors needed to be considered

other than work. Delecta also defined work–life balance as “satisfaction and good

functioning at work and at home with a minimum of role conflict”. In addition, work-life

balance was defined as “the relationship between the institutional and cultural times and

spaces of work and non-work in societies where income is predominantly generated

29
and distributed through labor markets”. In the definitions provided by Delecta, work-life

balance was not only related to personal life but was also connected to business.

Khallash and Kruse (2012) stated that the term “work-life balance” can be

subjective and may vary from individuals as impacted by differences like culture or even

relationship status. The definition used in their study is that work-life balance “articulates

the desire of all individuals – not just those with family responsibilities – to attain a

balance between their paid work and their life outside work, from childcare and

housework to leisure and self-development”. Work-life balance traditionally had a very

little focus on health, stress-related burnout, work hours, maternity rights, and formal

employment. But with the different developments and studies on work-life balance, it

can already be assumed that the focus for work-life balance is not narrow anymore. As

stated, businesses and organizations obtain improvements, both qualitative and

quantitative, the availability of human resources because work-life balance affects the

productivity of employees, and individuals adapt to balance the various demands made

upon them, resulting in a qualitative improvement to their lives, not only limited to work

but to their personal lives as well.

Individuals experience more conflict between work and personal life as they

continue to pursue the quality of life that they need (Casper et al., 2011). It is noted that

successfully balancing work and family life is one of the major challenges facing current

individual workers (Kim, 2014).

Things should be considered to attain a more holistic understanding of work-life

balance according to Kelliher, Richardson & Boiarintseva (2019). First, there are

30
evidences supporting that satisfactory work-life balance is beneficial to both employers

and employee. According to the study, maximum benefit will not be realized by

organizations or individuals if support for work‐life balance focuses only on certain

lifestyles, or certain working arrangements. Second, work‐life research needs to be

aligned with social and economic trends in order to retain the practical and scholarly

value. Third, a deeper understanding of work‐life balance would create opportunities to

generate strategic policy in alignment to current trends, as well as more informed

preparation for future developments or continuous improvement. For human resource

practitioners, it is therefore important to appreciate the various life forms of their

workforce in order to respond to their needs better. It is also important that they

appreciate the implications of different work arrangements and relationships for work‐life

policy development. With this, the decision makers need to understand the existing

diversity in the workplace in order to have the right information needed for the right

decision dedicated to affect the work-life balance of the employees in the organization.

The study has focused on four main points. First, a number of researches and

studies are already available focusing on how an individual can obtain a satisfactory

work‐life balance. The study has focused mainly indicating the positive effects of work‐

life balance on individual well‐being (Lunau, Bambra, Eikemo, van der Wel & Dragano,

2014; McGinnity & Russell, 2015). (Kelliher, Richardson & Boiarintseva, 2019).

Second, there are researchers examining the impact of organizational policies

with the intention of having the employees obtain a more satisfactory work‐life balance,

like providing flexible work options (Farivar & Cameron, 2015). There are also

evidences that an organization which considers work-life balance can have a positive

31
impact on motivating, recruiting, and retaining employees (Farivar & Cameron, 2015)

and on attitudes of the employees such as commitment to the organization and job

satisfaction (Chang & Cheng, 2014; Kim, 2014; Shannafelt et al., 2012)

Third, job related factors such as hours of work, work recognition, and

managerial support have all been shown to influence perceptions of work‐life balance

among employees. (Allen & Finkelstein, 2014; Korpi, Ferrarini, & Englund, 2013;

Prowse & Prowse, 2015). These factors, even though the studies were conducted

recently related to work-life balance, were already considered by applicants and

employees in the organization they want to work with or working with.

Fourth, there are studies evaluating the relationship of work and life. Studies of

remote workers revealed different work‐life balance outcomes. To cite examples, some

like not having the need to travel as it frees up time going to and from work (Richardson

& Kelliher, 2015). However, remote working results in work intensification for other

employees (Kelliher & Anderson, 2010), because time saved from commuting is used to

extend working hours due to additional activities (Richardson & McKenna, 2013). In

addition, remote or virtual workers may expend a considerable amount of energy

creating visibility to compensate for their lack of physical presence (Richardson &

Kelliher, 2015), which may create a negative on their time outside work. Where work

takes place in the home, there may also be greater spillover from work to non‐work life

(ILO, 2017).

On the other hand, little is known about the work‐life balance of individuals who

have non‐standard employment arrangements, such as those on short‐term, part‐time,

32
or zero hours contracts, those with multiple jobs, and those who are self‐employed,

including the increasing numbers in the “gig economy” or those working mostly on short-

term contracts or freelance work (Deloitte, 2018; McKinsey, 2016). This is true as most

of the studies about work-life balance are associated with organizational impact,

therefore, most of the respondents in the studies are employees.

Ozbilgin et al. (2011) observed that “making the conceptualization of the work‐life

interface more akin to the nature of reality on the ground would render organizational

change initiatives to improve work‐life arrangements more effective”. There are different

studies indicating what affects work-life balance but the study of Delecta (2011)

identified 4 determinants which sums up the determinants of work-life balance for most

of the studies. These determinants are: Individual, Family, Work and organization and

Social environment

The first determinant is the individual. It is said that the individual is the most

important determinant of work–life balance. In the study, Delecta referred to a study of

two American cardiologists Rosenman and Friedman as they determined two different

types of personality depending on heart disorders and individual behaviors: type A and

type B. Type A is someone who is “more active, more work-oriented, more passionate

and competitive”, while Type B is “calm, patient, balanced and right-minded”. It is said

that it can be argued that the Type A individual are more prone to work-life imbalance

since they are the people who are more oriented towards work. These individuals spend

more time in the office and spends more energy focusing on the completion of tasks

delegated to them as an employee. With this, the Type A individual spends lesser time

and focus on matters outside work, including family and social network like friends or

33
peers. The type B individual, on the other hand, knows how to spend sufficient amount

of energy in completing organization-related activities and saves energy for family,

friends and other activities like hobbies. The individual is the one directly impacted by

the decisions he/she is making, also affecting the factors externally like the other

determinants. The way the individual decides and acts will significantly impact how

work-life balance will be achieved.

The second determinant is family. The experiences of an individual in his/her

family life has an impact in the work-life balance as the role of the person impacts the

expectation that he/she needs to meet. This results to greater expectations to workload,

gathering more work to have a better opportunity to support the family. It is also

included in the literature that variances like marriage, parenthood, taking care of the

elderly and others have effect on work-life balance since they demand more family

responsibilities. The people who have children or elderly to take care are usually

compromising their careers as they need more time to spend with their family. These

people are often trying their best to shorten their work schedule. On the other hand,

people who don’t take care of children or elderly are less impacted by the imbalance on

work and life as they have lesser people to take care of.

The third determinant is work and the organization. It is noted that the working

environment has a greater impact in one’s work-life balance compared to family

environment as the job and the institution the person is employed to demand time,

efforts and mental capacity. With this, many organizations are creating ways to improve

the environment inside the workplace, not only focusing on operational efficiency, but

also aiming to decrease stress in the workplace, hoping to increase satisfaction,

34
motivation, efficiency and retention. This is the reason why many organizations have

introduced and applied different strategies to improve work-life balance like teleworking

or virtual working, remote working, flexitime and others.

The last determinant is the social environment. Depending on the culture the

individual is exposed to, an individual may a feeling that he/she has a responsibility to

be active in the social group he/she belongs to. This determinant may not be as

impactful as family or the organization but being in a society wherein social interaction is

highly active, this will play a significant factor in an individual’s work-life balance.

To understand more the relativity of work-life balance, Nam (2014) has cited two

dimensions needed to be considered: flexibility or the ability of a determinant to push or

pull to accommodate the demands of another determinant, and permeability or the

extent to which a boundary allows the psychological or behavioral aspects of one

determinant to enter another. As different levels of flexibility and permeability is

displayed by an individual, Nam cited four types of work-life balance. First is integration

or transfer of affects, values, skills, and overt behaviors between different determinants

of crossing work-life boundaries. Next is autonomy or the relaxation of one determinant

to meet the demands of the other determinants. Another is interference or interruption

from one determinant into the other, and the last type is segmentation or

compartmentalization or separation of competing role demands by operating each

determinant independently. These types of work-life balance as determined by Nam,

can be practiced simultaneously or separately, depending on the capability of the

individual as each individual’s way of life differs from one another.

35
 Work-life balance should be maintained or it will have consequences. Delecta

(2011) indicated that the stress – based conflict occurs the family role of the individual

affects the role at work or vice versa. The conflicting consequences incurs stress to the

individual which might affect the work-life balance of the person. Delecta has cited

implications of work-life balance to the individual, family, organization and to the society

the person belongs to.

For personal implications, work life imbalance affects the overall well-being of the

individual. This result to negative consequences such as dissatisfaction from life,

prolonged sadness, using drugs or alcohol or even depression. These effects can be a

determinant to a more serious negative implications to the life of the individual

For family implications, organizations expect the employees to spend time and

give their best for the benefit of the organization. This is usually conflicting with family as

individuals sometimes experience spending more time in the organization than with

family. Where individuals spend most of the day inside the workplace and spend very

little time with family during dinner time onwards, this might result to negative

relationship with the family, arising to misunderstandings, arguments and sometimes,

family conflict and dissatisfaction.

To organizations, it is expected that individuals should spend time in the

organization especially during working hours. But as individuals spend more time in the

workplace and affecting the other determinants, the organization is indirectly impacted

by the effects of imbalance as the individual loses focus on the targeted deliverables as

affected by the dilemma that the person experiences outside work. To fix the family or

36
social issues, the individual usually prefers to spend lesser time in the office and carry

out the personal needs.

This is also true with social implications of work-life imbalance as a socially-

active individual, having lesser time with friends, are affecting the other determinants as

well, with a major impact to the individual and the organization. Again, depending on the

culture that the individual is accustomed to, an individual with a high exposure to social

interaction will be needing more time to spend with friends to meet the social needs.

Work/life balance has important consequences for employee attitudes to their

organizations and to their personal lives. This is why Rani and Mariappan (2011) cited

that the management of work-life balance has been significant especially to highly

skilled workers and managers as the organization targets to ensure that the employees

will be retained. This is also supported by Azeem and Akhtar (2014) as they have cited

that the employees’ attitudes toward their organizations and life are affected by work-life

balance. They have also noted that work-life balance is especially important when

organization has to manage highly technical professionals because their high

commitment and loyalty is needed for the success of the organization. The contributions

as well as the knowledge accumulated by highly skilled employees are important assets

for the organization, reason why organizations create ways to manage the work-life

balance of their employees through key management decisions.

To address organizational dilemma on work-life balance relative to management

decisions, Azeem & Akhtar (2014) noted that several research findings have identified

number of factors which determine the satisfaction and dissatisfaction level of people in

37
the organization. These factors include working conditions, perceived quality of

supervision, reward system in work, status and seniority, age group, marital status, and

years of experience. These factors are some of the determinants to check the

satisfaction or dissatisfaction of the employees but the factors can get complicated

depending on the complexity of the organization as well as the diversity of the people

working for them.

In the study on work-life by Adnan Bataineh (2019), the focal point has been the

effect of organizational services, decisions and policies established to provide

assistance to employees regarding the conflicts between their life and work. The

literature studied and analyzed the role of organizations with the intention to reduce the

conflict experienced by the employees that occurs from the demands of work and the

role mandated to be filled at home (Hon and Chan, 2013).

As evidenced from the findings, employees with access to services including

flexible schedules, childcare, parental leave, and support from supervisor appear to

have lesser conflicts between work and life, higher job satisfaction, lesser stress, and

are highly retained by the organization (Helmle et al., 2014). It was also indicated

gender has also been explored as a potential issue for work-life, specifically on how the

roles and expectations of gender affect the perceptions regarding work and family roles.

Effective Work-Life Balance is supported by two primary concepts: the day-to-

day accomplishment and enjoyment. Achievement or accomplishment is the successful

completion of something particularly after a series of attempts or being given what is

desired. With respect to enjoyment, it does not denote happiness as per Adnan

38
Bataineh (2019). Rather, enjoyment signifies “pride, satisfaction, celebration, joys of

living as well as a sense of wellbeing”. It is also noted that in life, achievement and

enjoyment have close linkage in terms of value and a person has to have both.

METHODS

Research Design

The descriptive method of research will be used to gather the needed information

on the organizational development, performance and work life balance.

Participants of Study

Participants will be employees from different departments within the selected

manufacturing companies. The participants will be randomly selected irrespective or

their rank and/or file. The researcher will use G*Power 3.1.9 to determine the sample

size with margin of error of 5%.

Data Gathering Instrument

The researcher will use four main data gathering instruments:

Part 1 was based on the questionnaire made by the researcher. This includes the

age, sex, civil status, educational attainment, length of service, department, job status,

and monthly income.

39
 Part 2 is the standardized survey questionnaire on organizational development

from the article by Preziosi (1980) as cited by Mamillo, 2016. It will be modified to fit the

participants of this study. 

Part 3 is a standardized survey questionnaire on employee performance from

Munisamy (2013) on the Factors that Influence Job Performances. It was modified to fit

the participants of this study.

Part 4: standardized but modified questionnaire on work-life balance from

Bharathi and Mala (2016). The questionnaire will be modified to fit the objectives and

participants of the study.

The researcher will have a pilot test (Cronbach Alpha) of the questionnaire to

further validate its use through a trained statistician.

Data Gathering Procedures

Questionnaire will be distributed to participants using Google Forms. The

researcher will seek the permission of the HR Directors from the selected manufacturing

companies for the conduct of the survey among its employees.

Ethical Consideration

The researcher shall assure the participants of the confidentiality of the gathered

data. The data shall be for academic purposes only. Thus, the researcher will ensure

that the participants, fill a consent form.

Data Analysis

40
 The researcher will tally, tabulate and encode and analyze the data using the

following tools: Frequency Distribution and Percentage, Weighted Mean, T-Test

and ANOVA. The researcher will also use the following Likert Scale:

Scale Verbal Interpretation

4 Strongly Agree
3 Agree
2 Disagree
1 Strongly Disagree

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Questionnaire
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Organizational Development, Employee Performance & Effectivity (Engineering)

Date: ___________________

Part 1 - Profile of the Respondents

Direction: Kindly put a check on the answer that correspond to your answer.

Age: ( ) 20 years old & below

( ) 21-30 years old

(  ) 31-40 years old

( ) 41-50 years old

( ) 51 & above

Civil Status: ( ) Single   

(  ) Married    

(  ) Widower

(  ) Divorce

(  ) Separated

Educational Attainment:
( ) High School

( ) Vocational

( ) College: Engineering  

( ) College Non-Engineering

( ) Masteral/ PhD

Length of Service:

( ) below 1 year    

(  ) 1-3 yrs

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 (  ) 4-6 yrs

(  ) 7-9 yrs

(  ) 10-12 yrs

(  )13 yrs and above

Nature of Work________________________________

Job Status
( ) Regular
( ) Contractual
( ) Probationary

Monthly Income
( ) P 30,000 above
( ) P 20,000-25,000
( ) P 15,000-20,000
( ) P 10,000-15,000
( ) P 8,000-10,000

Part 2 - Organizational Development: Mark (/) to indicate the rating that best
describes your answer                       

4- Strongly Agree 3– Agree 2– Disagree 1– Strongly Disagree   

  

A. Goal setting
1. Participative methods are used in the goal-setting of 4 3 2 1
our company
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2. At every department in our company, goal-setting is 4 3 2 1
practiced
3. The goals set by our company present challenges 4 3 2 1
but are still doable

4. The company provide sufficient resources (e.g. time, 4 3 2 1

money, and equipment) to make goal setting effective

B. Role Analysis
5. Periodic discussions take place to review and 4 3 2 1
evaluate the role of employees

6. Role Analysis help minimize my risk of work-related 4 3 2 1

injuries
7. Role analysis is an important factor for proper job 4 3 2 1
placement
8. Role analysis gives a clear understanding of my job 4 3 2 1
Requirement

C. Performance Evaluation
9. My supervisor gave me a fair appraisal base on 4 3 2 1
my work outcome
10. Present organizational set-up supports career 4 3 2 1
planning
11. Performance appraisal is an important factor for 4 3 2 1
proper job placement

12. Interpersonal relations are an important factor to 4 3 2 1

evaluate the performance of an individual

D. Training & Development

13. Our company provides us with regular certification 4 3 2 1
training periodically

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 14. Our company assess the training needs periodically 4 3 2 1
15. Our company conducts surveys through observation 4 3 2 1
and interview to identify the training needs

16. I agree that training is indispensable for the next 4 3 2 1

higher job

Part 3 – Employee Performance: Mark (/) to indicate the rating that best describes
your answer                       

4- Strongly Agree 3– Agree 2– Disagree 1– Strongly Disagree      

A. Work Stress
1. I receive the respect I deserve from my colleagues 4 3 2 1
2. I am clear with my duties and responsibilities 4 3 2 1
3. My co-workers and I openly talk about what needs 4 3 2 1
to be done more effective

4. My relationship with my supervisor is harmonious 4 3 2 1

B. Working Condition
5. My supervisor creates a motivating and 4 3 2 1
energizing workplace
6. The physical working condition in our company 4 3 2 1
(e.g. heating, ventilation, space cleanliness) are very good

7. We are provided with the appropriate tools and 4 3 2 1

equipment for the job at hand

8. Our company promote a safe work environment 4 3 2 1

C. Workload
9. I gain personal accomplishment through my work 4 3 2 1
10. I was not burnout in my current workload 4 3 2 1

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 11. Our supervisor assigns reasonable work with 4 3 2 1
fair deadlines
12. The workload is distributed evenly across our group 4 3 2 1

D. Compensation & Benefits

13. I experience personal growth financially in 4 3 2 1
this company
14. There are opportunities for career advancement 4 3 2 1
in our company
15. The salary that I receive commensurate with 4 3 2 1
the job that I perform
16. Performance appraisal influence our pay raise 4 3 2 1

E. Engagement
17. I am proud to work in our company 4 3 2 1
18. I recommend my company as a great place to work 4 3 2 1
19. I rarely think about looking for a job at 4 3 2 1
another company
20. Our company motivates me to go beyond what 4 3 2 1
I would in a similar role elsewhere

Part 4 – Work-Life Balance: Mark (/) to indicate the rating that best describes your
answer                    

4- Strongly Agree 3– Agree 2– Disagree 1– Strongly Disagree   

A. Perception
1. I understand what virtual/remote working is and its effect
to my role including my expectations to ensure
operational efficiency 4 3 2 1
2. I understand the expectations of my role during the
transition from being in a physical workplace

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 to a remote workplace. 4 3 2 1
3. I understand that virtual working may have
a positive or negative effect on my mental
and emotional health 4 3 2 1
4. The management is doing its best to
make necessary adjustments to ensure that
employees are taken cared of 4 3 2 1
5. the policies placed by the organization are
Helping me maintain a healthy mind 4 3 2 1
6. The company made provision of what I needed
to do my job without stress 4 3 2 1
7. The management was able to help
me balance my work and family 4 3 2 1
8. I feel that the management is showing
concerns about my mental health 4 3 2 1
9. I am allowed by the management to file
a scheduled vacation leave in work from
home set up when I feel depressed 4 3 2 1
10. I am reminded by the management to take care
of myself and my family to avoid mental stress 4 3 2 1
11. The management ensures that I finish my
work and if not its okay to continue the next day 4 3 2 1
12. The management is very much concerned about
How I feel at work 4 3 2 1
13. The management is willing to let me take a
break from work if I feel tired or emotionally
stressed due to concerns from my family 4 3 2 1
14. The management appreciates the importance
of work life balance 4 3 2 1
15. The management ensures that I take care
of myself and family to ensure productivity 4 3 2 1

Thanks po and God bless

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