CHAPTER ONE

INTRODUCTION

1.1 Background of the Study

History has it that during the late stages of the Industrial Revolution people was

overworked. In the United Kingdom, it was common for the average worker to work

14-16 hours a day, 6 days a week. These long hours had social and health costs,

especially for young mothers who were also working. Labor reformers drew attention

to this until the United Kingdom agreed to fewer hours for women and children.

Around the same time, the United States began tracking the hours worked by its

workers and discovers that, on average, its workers performed more than 100 hours a

week. These hours worked posed serious health and safety risks for the entire country

(Ujvala, 2012; Rama and Mohapatra, 2015).

Work-life Balance programmes were reported to be in existence from 1930’s but

people did not recognize them. Before the Second World War, the W.K. Kellogg

Company created some flexible work hour shifts for their employees who replaced the

traditional daily working hours, and the new shift resulted in increased employee

efficiency and morale (Ujvala, 2012). On October 24, 1940, after decades of worker

movements, the US officially amended the Fair Labor Standards Act and adopts the

40-hour work week. This was the first move in giving workers back more time.

In 1977, Rosabeth Moss Kanter, for the first time in his influential book, Work and

Family in the United States: A Critical Review and Agenda for Research and Policy,

raised the issue of Work-Life Balance and brought it to the forefront of organizations

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and research. This concept forces organizations to follow work-family friendly

environment. Therefore, in the 1980s and 1990’s, some organizations began to offer

work-life programs which aimed at promoting balance work-life. The first waves of

these programs were mainly to support women with children (Brough, Holmes, B.,

Abbott and Pettit, 2008).

Whereas, the actual term “work-life balance” first appeared in the U.K. in the 80’s as

a plank in the Women’s Liberation Movement. The movement advocated for flexible

schedules and maternity leave for women. But while men were socially unencumbered

to pursue their career goals without worrying about housekeeping and family-raising,

working women were expected to work and maintain responsibility for housekeeping

and family rearing. In the 80s a frequent refrain pointed out this obvious work-life

imbalance asking could women in the workplace really “have it all”. Despite voicing

these needs, women experienced little relief or movement towards work-life balance

(Parkash and Jyoti, 2015).

However, despite many policies implemented in the 1990’s, work-life balance

programmes failed due to lack of better impact on real life challenges faced by the

employees. Meanwhile, the eyeball view towards Work-life Balance programs by all

Work-life professionals started after the failure of Work-life Balance programs

implemented by human resource departments in the first years of the 21 st century

(Mwangi, Boinett, Tumwet and Bowen, 2017). Now-a-days, many work-life programs

have been introduced which are less gender specific and identify other obligations as

well as those of family. As a result, initiatives such as flexible working hours,

alternative work arrangements, leave policies and benefits in lieu of family care

2
responsibilities and employee assistance programmes have become a significant part

of most of the company benefit programmes and compensation packages (Sehrish,

Kiran, Rabia and Syed, 2015; Mendis and Weerakkody, 2017).

The importance of work-life balance, whether implicit or explicit, to the organisations

and employees cannot be ignored. This is because when employees struggle to

balance their work and family lives, their families and work will be negatively

affected Gryzwacz and Carlson, (2007). Orogbu, Onyeizugbe and Chukwuemeke

(2015) opine that the Nigerian banking sector is known for its long hour culture, and

high work load of employees. United Bank for Africa Plc, First Bank of Nigeria Plc

and Zenith Bank Plc are not exempted from this culture. They are most likely to be

faced with issue of work life balance, due to the nature of the work environment.

Policies are been made regarding work life balance, but its implementation has

become an issue that needs to be looked into. Ensuring effective delivery of service to

customers may be achieved by the ability of the management of these banks to

maintain policies that promote work life balance.

The reform in the banking sector made it mandatory for commercial banks to have a

minimum of 25 billion naira capital base to continue their operations (Parkash and

Jyoti, 2015). Consequently, commercial banks had to go into strategic alliance with

other banks, by merger and acquisition. This has changed the focus of United Bank for

Africa Plc, First Bank of Nigeria Plc and Zenith Bank Plc to form new strategy that

entails expansion, increasing capital base and customer base. All these have lead to

managers having higher expectation of employees’ performance. It is most likely that

3
there will be a misplacement of priority of interest by the employees trying to meet up

with the target of the banks, which may affect their personal life.

However, 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, reduced work life conflict and enhance organizational

effectiveness. A review of the literature, however, questions this purported link

between work-life balance practices and organizational effectiveness. The

mechanisms by which the provision of work-life practices affects both employee

behaviour and employee productivity remain unclear, and under-researched (Allen,

2011; Schutte and Eaton, 2014). It is on this premise that the study aimed to study the

effect of work-life balance on employee performance of deposit money bank in Enugu

metropolis.

1.2 Statement of Problem

The multi-faced demand between work and home responsibilities have assumed

increased relevance for employees in deposit money banks in recent years. This is due

to demographic and workplace changes, such as; transformation in family structures,

growing reluctance for ‘long number of hours’ acceptance culture, greater number of

women in the workforce and technological advancement. All these may result in the

employees having difficulty in prioritizing between their work roles and their personal

lives. Deposit money banks like United Bank for Africa Plc, First Bank of Nigeria Plc

and that of Zenith Bank Plc are example of banks with poor organizational culture;

4
such as buying of work-leave of employees, inconvenient period of leave for

employees and the inability of employers to keep to leave policy in their employment

agreement (Ojo, 2012). All these may lead to stretched workloads which bring about

different issues to the employee. These issue involves both the psychologically and

the emotional well being of employee and these action may result in reduction in

employee performance such as, poor service delivery and health related issues.

Another major issue that may hinder employee performance are when work life

balance incentives like, leave entitlement, flexi time, and family and welfare policies,

are not adhered to by the management of these banks. These lead some bankers to

work round the clock with little attention to themselves and their families, which may

result to broken home and poor parental upbringing. The personal issues that

employees of United Bank for Africa Plc, First Bank of Nigeria Plc and that of Zenith

Bank Plc face outside work, demoralize them and in turn discourage them to be

zealous in their service delivery to customers. All these result in customers threatening

to withdraw their patronage from the banks. These are the issues that prompted this

research investigation. The broad objective of the present study is to determine the

effect of work-life balance on employee performance of deposit money bank in Enugu

metropolis.

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1.3 Objective of the Study

The broad objective of this study is to determine the effect of work-life balance on

employee performance of deposit money bank in Enugu metropolis. Other specific

objectives are:

i. To assess effect of work-life balance on employee job satisfaction.

ii. To ascertain the influence of work-life balance on employee morale.

iii. To determine the effect of work-life balance on employee job commitment.

1.4 Research Questions

i. How does work-life balance affects employee job satisfaction?

ii. How does work-life balance influence employee morale?

iii. How does work-life balance affects employee job commitment?

1.5 Research Hypotheses

Ho1: Work-life balance has no significant effect on employee job satisfaction.

Ho2: Work-life balance has no significant influence on employee morale.

Ho3: Work-life balance has no significant effect on employee job commitment.

1.6 Significance of the Study

The study will be of great relevant to policy makers, the professionals and academia.

The policy makers: The findings and recommendations of this study could be of

great relevant to aid government in workers’ policy formulation; such polices that can

help to enhance or improve workers welfare and work-life experiences.

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The Professionals: Results of this study will be utilized by professionals in Human

Resource Departments to establish effective work life balance for the employees. If

implemented, this will help to improve employees’ performance.

Academia: This study will be of relevant to academia in lecturing and also to

prospective researchers who wish to write more on a subject similar to this.

1.7 Scope of the Study

The scope of this is limited to the effect of work-life balance on employee

performance of deposit money bank in Enugu metropolis. This study looks into the

following contents; work life balance, employee job satisfaction, employee morale,

and employee job commitment. Geographically, this was carried out in Enugu

metropolis, Enugu state. This covers the period of 2018 to 2019.

1.8 Operational Definition of Terms

 Employee: An individual who works part-time or full-time under a contract of

employment, whether oral or written, express or implied, and has recognized

rights and duties. Also called worker.

 Work life: Work-life is the business practice of creating a flexible, supportive

environment to engage employees and maximize organizational performance.

 Productivity: A measure of the efficiency of a person, machine, factory,

system, and so., in converting inputs into useful outputs. Productivity is

computed by dividing average output per period by the total costs incurred or

resources (capital, energy, material, personnel) consumed in that period.

Productivity is a critical determinant of cost efficiency.

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  Work pressure: This is seen as the demands and intricacies that are evident or

existing in the job that an individual is engaged in in the organization.

 Role Overload: Lack of balance or reasonableness in the number of extent of

expectation from a job or position in hold

 Work family conflict: This occurs when there are incompatible demand

between work and family roles of an individual that makes participation in both

roles difficult.

 Employee Morale: Description of the emotions, attitude, satisfaction and

overall outlook of employee during time in a work place environment.

 Job Commitment: This is an individual psychological attachment to an

organization to carry out task as at when due.

1.9 Limitations of the Study

There is no study like this type that do not have challenges in the quest of carrying it

out. In the same vein, this work had some limitations in the following areas:

 Time: There were limited time available to the researcher as a student; the

researcher needed to attend lectures, carry out other academic works, go out to

issue questionnaire and collect them back, needed to sort information from

relevant agencies. Most times, the researcher was unable to meet up with some

appointments with relevant bodies and was unable to even meet up with lecture

time. And this however did not affect the result of this work, but rather created

stress and delays in the completion of this work. This problem was tackled by

efficient and effective time management strategy by the researcher.

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  Finance: Quality research requires adequate financing. The researcher was

financially constrained due to the economic situation in the country; there were

times the researcher was short of cash. As a result, the researcher found it

difficult to cover some inevitable expenses like transport, stationeriess, typing

and binding labour and so on. This problem was solved by the help and

contributions of friends and relatives.

 Lack of Cooperation from the Respondents: The researcher encountered

challenges in the course of getting quality information from respondents in

order to produce adequate and relevant information. But after much talk to

convince them of the relevance of the questionnaire, they yielded.

1.10 Profile of Selected Banks

First Bank of Nigeria

First Bank of Nigeria Limited (FirstBank) is Nigeria’s premier commercial bank and

most valuable banking brand. With over 10 million active customer accounts and

more than 750 business locations, we provide a comprehensive range of retail and

corporate financial services to customers and investors wishing to explore the vast

business opportunities available in Nigeria and our business locations across Africa,

Europe, Middle East and Asia. To live our promise of ‘YOU First’, we design

products and services to support your personal, family and business needs. Our array

of products – cards, channels, transfer services, loans & advances, deposit products,

guarantees, distributorship financing, cash management and foreign trade service –

create convenience for your transactions, empower your businesses and offer

9
flexibility of choice. We are leveraging on technology to drive optimised and cost

effective service delivery, enhance transaction efficiency, risk management as well as

entrench collaboration, innovation and creativity across the group.

First Bank of Nigeria Limited (“FirstBank”), established in 1894, is the premier Bank

in West Africa, Nigeria’s number one bank brand and the leading financial services

solutions provider in Nigeria. The Bank was founded by Sir Alfred Jones, a shipping

magnate from Liverpool, England. With its head office originally in Liverpool, the

Bank commenced business on a modest scale in Lagos, Nigeria under the name, Bank

of British West Africa (BBWA).

In 1912, the Bank acquired its first competitor, the Bank of Nigeria (previously called

Anglo-African Bank) which was established in 1899 by the Royal Niger Company. In

1957, the Bank changed its name from Bank of British West Africa (BBWA) to Bank

of West Africa (BWA). In 1966, following its merger with Standard Bank, UK, the

Bank adopted the name Standard Bank of West Africa Limited and in 1969 it was

incorporated locally as the Standard Bank of Nigeria Limited in line with the

Companies Decree of 1968.

Changes in the name of the Bank also occurred in 1979 and 1991 to First Bank of

Nigeria Limited and First Bank of Nigeria Plc, respectively. In 2012, the Bank

changed its name again to First Bank of Nigeria Limited as part of a restructuring

resulting in FBN Holdings Plc (“FBN Holdings”), having detached its commercial

business from other businesses in the FirstBank Group, in compliance with new

regulation by the Central Bank of Nigeria (CBN). FirstBank had 1.3 million

10
shareholders globally, was quoted on The Nigerian Stock Exchange (NSE), where it

was one of the most capitalised companies and also had an unlisted Global Depository

Receipt (GDR) programme, all of which were transferred to its Holding Company,

FBN Holdings, in December 2012.

Building on of its solid foundation, the Bank has consistently broken new ground in

the domestic financial sector for over a century and two decades. FirstBank is present

in the United Kingdom and France through its subsidiary, FBN Bank (UK) Limited

with branches in London and Paris; and in Beijing with its Representative Offices

there. In October 2011, the Bank acquired a new subsidiary, Banque International de

Credit (BIC), one of the leading banks in the Democratic Republic of Congo. In

November 2013, FirstBank acquired ICB in The Gambia, Sierra-Leone, Ghana and

Guinea, and in 2014, the Bank acquired ICB in Senegal. These were major landmarks

in its plan for growing its sub-Saharan African footprint and all the African

subsidiaries now bear the FBN Bank brand.

As the global operating environment evolves, FirstBank has kept pace, responding to

the dynamic needs of its customers, investors, regulators, host communities,

employees and other stakeholders. Through a balanced approach to plan execution,

FirstBank has consolidated its industry leadership by maintaining trans-generational

appeal. Thus, the Bank has continuously boosted its customer-base, which cuts across

all segments in terms of size, structure and sectors.

Leveraging experience spanning over a century of dependable services, FirstBank has

continued to build relationships and alliances with key sectors of the economy that

11
have served as strategic building blocks for the wellbeing, growth and development of

the country. With its huge asset base and expansive branch network, as well as

continuous re-invention, FirstBank is Nigeria’s strongest banking franchise,

maintaining market leadership on all fronts in the nation’s financial services industry

(Ojo, 2012).

Zenith Bank of Nigeria

Zenith Bank Plc (The Bank) is a Nigeria-based company, which is engaged in the

provision of banking and other financial services to corporate and individual

customers. The Bank's segments include Corporate, Retail Banking and Pension

Custodial services-Nigeria, which provides a range of banking and pension custodial

services to a range of corporations, financial institutions, investment funds,

governments and individuals, and Outside Nigeria Banking-Africa and Europe, which

provide a range of banking services to a group of corporations, financial institutions,

investment funds, governments and individuals outside Nigeria.

Zenith Bank Plc was established in May 1990, and commenced operations in July of

the same year as a commercial bank. The Bank became a public limited company on

June 17, 2004 and was listed on the Nigerian Stock Exchange (NSE) on October 21,

2004 following a highly successful Initial Public Offering (IPO). Zenith Bank Plc

currently has a shareholder base of about one million and is Nigeria’s biggest bank by

tier-1 capital. In 2013, the Bank listed $850 million worth of its shares at $6.80 each

on the London Stock Exchange (LSE).

12
Headquartered in Lagos, Nigeria, Zenith Bank Plc has over 500 branches and business

offices in prime commercial centres in all states of the federation and the Federal

Capital Territory (FCT). In March 2007, Zenith Bank was licensed by the Financial

Services Authority (FSA) of the United Kingdom to establish Zenith Bank (UK)

Limited as the United Kingdom subsidiary of Zenith Bank Plc.

Zenith Bank also has subsidiaries in: Ghana, Zenith Bank (Ghana) Limited; Sierra

Leone, Zenith Bank (Sierra Leone) Limited; Gambia, Zenith Bank (Gambia) Limited.

The bank also has representative offices in South Africa and The People’s Republic of

China. The Bank plans to take the Zenith brand to other African countries as well as

the European and Asian markets (Ojo, 2012).

United Bank of Africa

United Bank for Africa (UBA) Plc, is a Nigerian multinational financial institution. It

is one of Africa's best and most resilient banking Groups with operations in 19

African countries and offices in three global financial centers: London, Paris and New

York.

UBA’s has more than 65 years of providing uninterrupted banking operations dating

back to 1948 when the British and French Bank Limited (“BFB”) commenced

business in Nigeria. BFB was a subsidiary of Banque Nationale de Crédit (BNCI),

Paris, which transformed its London branch into a separate subsidiary called the

British and French Bank, with shares held by Banque Nationale de Crédit and two

British investment firms, S.G. Warburg and Company and Robert Benson and

13
Company. A year later, BFB opened its offices in Nigeria to break the monopoly of

the two existing British owned banks in Nigeria then.

Following Nigeria’s independence from Britain, UBA was incorporated on 23,

February 1961 to take over the business of BFB. UBA eventually listed its shares on

the Nigerian Stock Exchange (NSE), in 1970 and became the first Nigerian bank to

subsequently undertake an Initial Public Offering (IPO). UBA became the first sub-

Saharan bank to take its banking business to North America when it opened its New

York Office (USA) in 1984 to offer banking services to Africans in Diaspora.

Today’s UBA emerged from the merger of then dynamic and fast growing Standard

Trust Bank, incorporated in 1990 and UBA, one of the biggest and oldest banks in

Nigeria. The merger was consummated on August 1, 2005, one of the biggest mergers

done on the Nigerian Stock Exchange (NSE). Following the merger, UBA

subsequently went ahead to acquire Continental Trust Bank in the same year, further

expanding the UBA brand. UBA subsequently acquired Trade Bank in 2006 which

was under liquidation by the Central Bank of Nigeria (CBN).

UBA had another successful combined public offering and rights issue in 2007 and

made further banking acquisitions of three liquidated banks namely: City Express

Bank, Metropolitan bank, and African Express Bank. The bank also acquired

Afrinvest UK, rebranding it UBA Capital, UK.

The quest to build a strong domestic and African brand intensified in 2008 when UBA

made further acquisitions of two liquidated banks, Gulf Bank and Liberty Bank while

at the same time intensifying its African footprint with the establishment of UBA

14
Cameroon, UBA Cote d Ivoire, UBA Uganda, UBA Sierra Leone, and UBA Liberia

as well as the acquisition of a 51% interest in Banque Internationale du Burkina Faso,

which was the largest bank in the country with 40% market share. Currently, UBA has

18 African subsidiaries contributing about 20% of the Group’s balance sheet with a

target of contributing 50%

On 13 December 2012, the shareholders of UBA Plc unanimously voted for the bank

to restructure into a Monoline Commercial Banking Model in order for it to fully

comply with the new CBN guidelines for commercial banks in Nigeria, which

repealed the erstwhile universal banking regime.

With the restructuring, the Group’s non-commercial banking subsidiaries with the

exception of Africa Prudential Registrars Plc and Afriland Properties Plc were

consolidated under UBA Capital Plc and spun-off to shareholders of the Bank. The

Bank’s excess real estate assets were used to capitalise Afriland Properties Plc, which

was then spun-off, along with Africa Prudential Registrars Plc, to be held directly by

the Bank’s shareholders.

Along with UBA Plc, the result of the restructuring is three stand-alone entities held

directly by the Bank’s shareholders – UBA Capital Plc and Africa Prudential

Registrars Plc, which are already listed on the Nigerian Stock Exchange, as well as

Afriland Properties Plc, now controlled by independent shareholders.

Under the Monoline business structure, UBA Plc remains the parent company for all

of the Group’s commercial banking activities in Nigeria, Africa and the rest of the

15
world. UBA Plc is also the parent company for UBA Pension Custodian Limited,

UBA Capital (UK) and UBA FX Mart Limited.

Now fully positioned as a pan-African bank, the UBA Group is firmly in the forefront

of driving the renaissance of the African economy and is well positioned as a one-stop

financial services institution, with growing reputation as the face of banking on the

continent (Ojo, 2012).

16
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perceptions. Journal of Vocational Behaviour, 58, 414-435.

Brough, D.C., Holmes, B., Abbott, J., & Pettit, T. (2008). Achievements and challenges for
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Grzywacz, J.G. and Carlson, D.S. (2007). Conceptualizing work–family balance:

Implications for practice and research. Advances in Developing Human Resources, 9,
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employees in the organisations. Global Journal of Business Management, 12 - 24

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 CHAPTER TWO

REVIEW OF RELATED LITERATURE

2.1 Conceptual Framework

2.1.1 Concept of Work-life Balance

Work-life balance has to do with proper prioritizing between work (career and

ambition) and lifestyle (health, pleasure, leisure, family and spiritual development).

The concept of work-life balance is based on the idea that paid work and private life

should be seen less as opposite priorities and more as corresponding essentials of a

full life. Lewis, Rapoport and Gambles (2010) posit that the way to achieve this is to

adopt a system that is conceptualized as a two way process which considers the needs

of the workers as well as those of employers.

The origin of work-life balance practices spans from work-life conflict experienced by

employee. Work Life Conflict is the inter-role conflict that results when one’s roles as

an employee is incompatible with one other area such as being a spouse, parent or

with other religious and leisure activities. The concept of Work Life Conflict

recognises that most individuals have multiple roles. Work-life balance practices help

minimise the amount of Work Life Conflict and also target the antecedents (Lero and

Bardoel, 2009). Some of the antecedents’ of work-life conflicts include heavy job

demands and job overloads.

Work Life Balance proposed by Vidhya (2015) would be adopted because it is broad

and encompassing “Employers working constructively with their employees to put in

19
place arrangements, which take into account the needs of the business as well as the

non-work aspects of employees’ lives. It comprise of both employees and employers

who are both central to the subsequent use and successful implementation of Work

Life Balance policies and practices. This can only be achieved as a joint effort

between employers and employees.

A review of the work-life literature reveals that Work Life Balance initiatives can be

broadly divided into four dominant categories which include flexible working

arrangement (home working, compressed hours); leave arrangement (annual leave,

Parental leave); dependent care assistance (Child care arrangements and Crèche) and

general services (Employment assistant programs) (De Cieri and Bardoel, 2009).

Work life balance are practices that are meant to help employees better manage their

work and non-working times are called in the literature as work-family policies,

family-friendly or family-responsive policies. In recent years, the term “work-life

balance” has replaced what used to be known as “work-family balance” (Hudson

Resourcing, 2015), there are other life activities that need to be balanced with

employment which may include study, travel, sport, voluntary work, personal

development, leisure or eldercare. Work life balance in its broadest sense, is defined

as a satisfactory level of involvement or ‘fit’ between the multiple roles in a person’s

life.

According to Clarke, Koch and Hill (2014), work-life balance is generally associated

with equilibrium between the amount of time and effort somebody devotes to work

and personal activities, in order to maintain an overall sense of harmony in life. To

20
understand work-life balance, it is important to be aware of the different demands

upon us and our personal resources- our time and our energy- that we can deploy to

address them. Research has indicated that those workers who have some form of

control over their working environment tend to suffer less stress-related ill-health,

with clear implications for the concept of work-life balance Organizations can

implement various work-life balance initiatives that may assist employees to better

balance their work and family responsibilities, gain improvements in well-being and

provide organizational benefits. There are a large variety of family friendly policies

which include, but are not limited to the following: flexible working hours, job

sharing, part-time work, compressed work weeks, parental leave, telecommuting, on-

site child care facility (Muhammad, 2015).

Kalliath and Brough, (2008) asserts that work-life balance is the individual perception

that work and non-work activities are compatible and promote growth in accordance

with an individual’s current life priorities. From this definition it is important to note

that work-life balance is about individual’s perception as they fulfill multiple and

often competing roles.

Grzywacz and Carlson, (2017) define work life balance as accomplishment of role-

related expectations that are negotiated and shared between an individual and his/her

role partners in the work and family domains. Voydanoff, (2018) posit that work-life

balance is the global assessment that work and family resources are sufficient to meet

work and family demands such that participation is effective in both domains.

21
2.1.2 Causes of Work-life Balance

Work and family are closely interconnected domains of human life Edwards and

Rothbard, (2010). Often, meeting both the demands from work and family can be very

challenging and can lead to issues with work-life balance Md-Sidin, Sambasivan and

Ismail, (2008). Although stress has been studied at length, the definition of stress has

varied widely. Definitions of stress include an event or stimulus itself, the

psychological and physiological process of stress, and/or the stress responses (Kang,

Rice, Turner-Henson and Downs, 2010). Most stress research has examined the

relationship between stressors (e.g. role conflict, role ambiguity, lack of perceived

control) and outcomes (e.g. job dissatisfaction, anxiety, psychosomatic symptoms,

absenteeism, and job performance) (Jex and Gudanowski, 2012). There are many

personal factors that contribute to stress that can lead to an imbalance between work

and life. They include: gender, marital status, parental status, family responsibility,

age, personality differences and education level.

Gender: Gender is a topic that has been extensively reviewed within the work life

balance literature. Warren (2014) explained that women with domestic responsibilities

have taken on part-time jobs as a beneficial way to maintain their labour market skills,

as a secondary source of income and sustain interest outside of the home. However,

there is also resulting conflict between their work and family commitments and

responsibilities. The reason for this has been explained as women typically assume the

majority of childbearing duties (Drew, 2015).

22
This responsibility can influence both role stress and negative attitudes at work (e.g.

role conflict, job burnout and dissatisfaction) and are positively associated with

disruptions at home (Bacharach, Bamberger and Conley, 2009). Men and women tend

to prioritize work and family roles differently; men typically sacrifice more at home

and women tend to sacrifice more at work for home commitments. It has been found

that women’s level of involvement at work did not differ from men’s, however they

did admit to a certain level of concern with home issues at work (Hall and Richter,

2009). Martins, Eddleston and Veiga (2012) found that women’s career satisfaction

was negatively affected by work-family conflict throughout their lives whereas men

showed adverse effects only later in their career.

Marital status: It has been suggested that individuals who are married give more

priority to their personal lives Martins, Eddleston and Veiga, (2012). It has been

explained that employees with families often experience a lack of separation or

difficulty keeping separation between work and home boundaries Hall and Richter

(2009), which can negatively influence both work and family life. Md-Sidin,

Sambasivan, and Ismail (2008) reported that individuals who are married experience

more work-life conflict than those who are unmarried.

Parental Status: The presence or absence of children in the family continues to make

a significant difference in the degree of balance that individuals experience (Tausig

and Fenwick, 2011). Parental status has been found to be a determinant of parents

placing increased importance on the role of family (Blau, Ferber and Winkler, 2009).

Family responsibilities such as household time demands, family responsibility level,

household income, spousal support and life course stage have been found to be

23
sources of work-life stress. Dual earner couples with no children report greater work-

life balance, while both single and married parents report significantly lower levels of

perceived balance compared to single, non-parents (Tausig and Fenwick, 2011).

Age and Lifecycle: Age and lifecycle have been found to be determinants of the

extent of work-life stress those individuals’ experience (Wang, Lawler and Shi, 2010).

It has been observed that there has been a change in lifestyle preferences between

recent generations. Those born after 1969, or “Generation X”, are said to prefer a

lifestyle that includes non-work time, irrespective of other responsibilities, hence may

actively seek employers who offer work-life balance arrangements (Maxwell, 2015).

Tausig and Fenwick, (2011) reported that older adults report greater success with

work-life balance. Bardwick, (2009) suggests that in later life when individuals have

reached a plateau in their careers, they will not be as tolerant of work-family conflict

because putting in the extra work does not seem worthwhile.

Personality: Jennings and McDougald (2017) found that certain personality

differences predispose individuals to work-life balance issues. The tendency to feel

guilty, to be loyal towards others, a lack of sensitivity towards others and the need and

desire for “being there” for family members and being unable to manage a new

situation has been suggested to influence the level to which an individual experiences

work life balance issues (Bekker, Willemse and De Goeij, 2010). A person’s

emotional response to a role is a critical factor influencing their interpersonal

availability and psychological presence in a different role Rothbard, (2001).

Individuals with high negative affectivity seem to experience more negative

interaction between work and family Bekker, Willemse and De Goeij (2010).

24
Intrinsically oriented individuals are thought to focus on developing and actualizing

their inherent potential. Further they are likely to satisfy their basic psychological

needs for autonomy, competence and relatedness and therefore function optimally

Van den Broeck, Vansteenkiste and Has De Witte, (2010). Intrinsic work values

express openness to change – the pursuit of autonomy, interest, growth and creativity

in work Ros, Schwartz and Surkiss, (2009). Pursuing intrinsic life value orientations

positively predicts well-being and optimal functioning Van den Broeck,

Vansteenkiste, and Has De Witte, (2010). Extrinsically oriented individuals, in

contrast, adopt an outward oriented focus and try to impress others by acquiring

external signs of worth.

Educational Level: It has been found that higher education and more working

experience could instill more confidence in that individual and increased self-efficacy

Chong and Ma, (2010). Work-life balance is greater among those with a high school

degree or less, while it is lower among those with an undergraduate degree or

advanced university degree Tausig and Fenwick, (2011). Those currently attending

school also tend to report less balance Tausig and Fenwick, (2011).

Life Demands: Many individuals find they are increasingly isolated from family and

leisure activities in an ever-increasing climate of long work hours and intensity

(Haworth and Lewis (2015). As stated previously, there are over 170 life demands that

have been identified as work, financial resources, leisure, dwelling and

neighbourhood, family, friendship, social participation and health Warren, (2014).

Many individuals who experience issues balancing life demands also experience

emotional exhaustion which has been defined as “a state caused by psychological and

25
emotional demands made on people” which is when an individual is facing seemingly

overwhelming demands on their time and energy Boles, Johnston and Hair, (2009).

When individuals have a negative emotional response to work related stress, they

often self-regulate their response Rothbard, (2011). In doing so, individuals are more

likely to experience depleted energy levels and fatigue which can negatively influence

work and family roles Rothbard, (2011). A person experiencing stress may display a

tendency to withdraw from potentially supportive people and/or influence the

willingness of others to provide support Adams, King and King (2009).

Task Variables: Work related variables that can add to work-life stress many

employees are experiencing long working hours, intensified workloads, constantly

changing work practices and job insecurities. Working long hours has been associated

with high levels of anxiety and low levels of job satisfaction (when employees do not

trust their co-workers to do their jobs well) (Jex and Gudanowski, 2012). Employee

health is affected not only by a job’s physical environment, but also by its

psychological environment (Gilbreath, 2014).

It has been found that stress, an aversive or unpleasant emotional and physiological

state, has a direct influence upon job satisfaction (Bacharach, Bamberger and Conley,

2009). Individuals who experience chronic work stress have been found to be

positively associated with an increased risk of atherosclerotic disease (Kang, Rice,

Park, Turner-Henson and Downs, 2010). Job satisfaction can be explained as the

match between expectations and perceived reality for broad aspects of the job taken as

a whole. Task variables are components of an individual’s work life that can increase

the amount of stress that they encounter. Some of the contributing factors of work

26
stress include: factors at work, performance standards, motivation and perceived

constraints.

Work Characteristics: The organizational environment includes the interaction

between workers, risk-taking orientation, and a trusting and caring atmosphere (Chong

and Ma, 2010). Organizational structure determines levels of responsibility, decision-

making authority and formal reporting relations. Work domain determinants such as

job autonomy, schedule flexibility, hours worked, the amount of social support

provided by supervisors and co-workers, and the existence of family-friendly work

policies directly influences work-life balance (Jennings and McDougald, 2017).

Innstrantd, Langballe and Falkum (2010) report that individuals working in

occupations that necessitate (1) substantial interaction with others, (2) additional work

roles, or (3) professional responsibility for others are more apt to experience greater

numbers of work life balance issues. Moreover, individuals working in a managerial

or higher status occupation report higher levels of conflict between work and their

personal life (Innstrantd, Langballe, Falkum, 2010). Concerns about fairness can also

affect the attitudes and behaviours of employees and lead to employees to doubt their

ability to cope with work demands. When employees feel that they have experienced

injustice, they report higher levels of distress, including resentment, ill will, hostility,

and outrage (Judge and Colquitt, 2014):

 Work Demands: Many organizations are introducing new technologies and

working practices and are consequently demanding greater flexibility in

response to the pressures of competition (Haworth and Lewis, 2015).

Additional work hours subtract from home time, while high work intensity or

27
 work pressure may result in fatigue, anxiety or other adverse psycho-

physiological consequences that can influence the quality of home and family

life White, Hill, McGovern, Mills and Smeaton (2013).

 Autonomy: Individuals with lower levels of perceived control over their work

are more likely to report high role overload and high interference between work

and family roles Baral and Bhargava, (2010). Low job control has been

associated with increased absence rates due to illness, mental health issues and

coronary heart disease Bond and Bunce, (2010). It has also been explained that

providing employees with control over their work serves to improve stress-

related outcomes, such as lowered anxiety levels, psychological distress,

burnout, irritability, psychosomatic health complaints, and alcohol

consumption Bond and Bunce (2010). Increased amount of control and

discretion over working conditions and scope for social interactions also

provide employees the opportunity to engage in extra-role behaviors or

organizational citizenship behaviors Baral and Bhargava, (2010).

 Technology: Technology can both help and hinder work-life balance.

Improvements to technology has helped employers make progress to how

business is done, help is more accessible to clients, processes are often more

efficient and employees are often more reachable. Improvements to technology

have made working twenty-four hours a day, seven days a week more

accessible to employees Maxwell and McDougall (2014). This change has led

to employees working more outside regular office hours. Working more

outside of regular office hours has led to increased interference with

28
 employee’s home life. Individuals are expected to take whatever time is

required to get the job done; they are always on the job Seron and Ferris,

(2009). Changes in technology have led to employers expecting more from

employees and not always respecting employees‟ personal time.

Motivation: Work motivation is a “set of energetic forces that originates both within

as well as beyond an individual’s being, to initiate work-related behaviour, and to

determine its form, direction, intensity and duration” Meyer, Becker & Vandenberghe,

(2004). Individuals can be motivated both intrinsically as well as extrinsically (Meyer,

Becker and Vandenberghe, 2014). Intrinsic motivation is undertaken purely for its

own sake (i.e. the activity itself is enjoyable) and reflects “the inherent tendency to

seek out novelty and challenges, to extend and exercise one’s capacities, to explore,

and to learn” Meyer, Becker and Vandenberghe,( 2014). Extrinsic motivation refers to

“the performance of an activity in order to attain some separable outcome” Meyer,

Becker and Vandenberghe, (2014). It has been widely suggested that motivation is an

important factor in individuals decision-making process; the interaction between

motivation and perception of constraints determines, in a large degree, participation in

an activity (Alexandris, Tsorbatzoudis and Grouios, 2012).

Performance Standards: Performance standards and targets have been studied and

used as a method to improve employees‟ performance. Appropriate behaviours and

performance standards are defined within the work environment Chong and Ma,

(2010). The ability and support received in meeting performance expectations enhance

the individual’s self-efficacy Gist and Mitchell, (2009). The effectiveness of

performance standards depends on the relationship between the performance measure

29
used and the organization’s objective Sherstyuk, (2010). Task performance consists of

behaviours required for a job that either directly produce goods and services or

maintain the technical core Major and Lauzun, (2010). Contextual performance is

defined by those behaviours that support the broader work environment and facilitate

task performance, including putting forth effort, assisting and cooperating with others,

complying with organizational rules, and supporting organizational goals (Major and

Lauzun, 2010). Researchers have established a connection between supervisor’s

behaviour and employee’s performance (Chong and Ma (2010). Performance can be

drastically improved by the supervisor providing the employee’s with useful resources

and positive feedback Mumford Scott, Gaddis and Strange, (2002). Performance can

also be enhanced when employees value their work environment and have supportive

supervisors with whom they can work and trust (Chong and Ma, 2010).

 Organizational Culture: Organizational culture can also create a drive for

higher performance standards. Organizational culture relates to “the

assumptions, values, attitudes, and beliefs that are shared among significant

groups within an organization” (Van Beek and Gerritsen, 2010). Organizational

culture gives employees identification and direction (Martel, 2012). There are

many benefits associated with a strong organizational culture. They include:

attract and retainstar performers, guide and inspire employee decisions, provide

fixed points of reference and stability, a more personal connection with

employees, align employees with diverse interests around shared goals and

export what the organization stands for (Rosenthan and Massarech, 2013). It

has been suggested that work life balance programs cannot yield expected

30
 results unless the organizational culture supports use of work-life balance

programs (Porter and Ayman, 2010). Organizational culture is an important

aspect in the success of employee’s attaining work-life balance; if the culture

does not support it employees will not feel comfortable utilizing the programs

(Maxwell, 2015). Commitment to worthwhile objectives evokes moral motives

that can foster satisfaction even in the absence of economic or relational

benefits (Meyer and Parfyonova, 2010). Employees may find working in an

organization with a strong ideology (one consistent with their own) very

rewarding even if other aspects of their daily experiences are not. In other

words, they may be willing to make some sacrifices (e.g. turning down more

interesting or higher paying jobs elsewhere) and continue to cooperate with the

organization because it is the “right” thing to do for the cause (Meyer and

Parfyonova, 2010).

Constraints: Haworth and Lewis (2015) contend that many work-life issues are the

result of structural and social constraints. Godbey, Crawford and Shen, (2010) explain

that there are three types of constraints: structural, intrapersonal and interpersonal.

Structural constraints are external constraints related to the availability of resources

required to participate in activities (Alexandris, Tsorbatzoudis and Grouios, 2012).

Intrapersonal constraints are primarily concerned with subjective perceptions or

assessments of appropriateness and relevance of participation in a given activity by

the individual in question (Godbey, Crawford and Shen, 2010).

The bases for determining such appropriateness and relevance may be psychological,

cultural and/or the result of genetic predisposition Interpersonal constraints must be

31
operationalized within a specific culture, in one culture, religion may play a central

role in determining who one can participate in an activity, in another, and it may play

no role

Successful negotiation of these constraints must be conducted in a sequential manner

Godbey, Crawford and Shen, (2010). The constraints an individual faces can take any

form depending on his/her particular challenges, including his or her attitudes,

interests or stage/level of participation, related knowledge and skills, location or

accessibility of facilities, social network, cultural background and so on Godbey,

Crawford and Shen, (2010). It could be argued that some types of constraints might

influence motivation, which can influence participation (Alexandris, Tsorbatzoudis

and Grouios, 2012).

 Competition: Competition relates to the nature and extent of forces that are

threatening to the success of an organization. While competition is often

considered in positive terms (it encourages innovation and discourages

complacency) is can also make working life more difficult Bloom & Reenen,

(2006). Competition can be negative because it can create high-performance

practices that lead to negative spillover (White, Hill, McGovern, Mills and

Smeaton, 2013). In an organization with high turnover, the excess burden is

often put on remaining employees (Porter and Ayman, 2010).

 Role Conflict: Role conflict has been defined as the “simultaneous occurrence

of two or more sets of pressures in the work place such that compliance with

one would make compliance more difficult with the other” Bacharach,

Bamberger and Conley, (2009). There are three major forms of work-family
32
 conflict and they are: time-based conflict, strain-based conflict and behaviour-

based conflict (Greenhaus and Beutell, 2009).

Time-based conflict is competition over time spent in different roles, such as work

schedules, work orientation, marriage, children and spouse employment patterns may

all produce pressures to participate extensively in the work role or the family roles

(Gilbreath, 2014). Conflict is experienced when these time pressures are incompatible

with the demands of the other role (Williams and Alliger, 2009). Similar to time-based

conflict, quantitative role overload is defined as the conflict between organizational

demands and the time allocated to the individual by the organization to satisfy those

demands (Bacharach, Bamberger and Conley, 2009). Strain-based conflict are work

stressors that can produce strain symptoms such as tension, anxiety, fatigue,

depression, apathy and irritability, these symptoms of strain exist when stress in one

role affects one’s performance in another role (Higgins, Duxbury and Lyons, 2010).

Behaviour-based conflicts are specific patterns of in-role behaviour that may be

incompatible with expectations regarding behaviour in another and if a person is

unable to adapt, then they are likely to experience conflict between the roles

(Greenhaus and Beutell, 2009). Work/family conflict can best be understood

theoretically as a form of stress response to role overload and overlapping or

incompatible non-work and work demands. Many employees are taking work home

with them, which has blurred the boundary between work and family Baral &

Bhargava, (2010). It has been found that work-specific role stressors serve as

predictors of job burnout, job dissatisfaction turnover intentions and physical

symptoms (Judge and Colquitt, 2014).

33
2.1.3 Employee Performance

Employee Performance in a firm is a very important area in the workplace. It can help

the firm increase and utilize the capacity of the human resources it has. It translates

into good service delivery and interaction in which affects every area of the

organization. To achieve this organization need to make polices that will encourage

employee performance. An employee’s job performance depends on or is a

consequence of some combination of ability, effort, and opportunity. But, the

measurements can be done in terms of outcomes or results produced (Ferris et al.,

2009). Performance is defined as the record of outcomes produced on a specified job

function or activity during a specified time period. (Bernadrdin and Russel, 2009).

According to this definition performance is set of outcomes produced during a certain

time period. Hence the researchers have developed the working definition of

employee performance for study purpose is that, “achievement of targets of the tasks

assigned to employees within particular period of time”. Performance is not only

related to the action but also involves judgment and evaluation process (Ilgen and

Schneider, 2011).

According to Campbell (2013) performance is related to that which the individual that

is hired do in fulfilling his / her duties and the activities that can be examined and

measurable are reflected. An organization needs high performance of its employees,

so as to meet its goal and be able to achieve competitive advantage (Frese, 2012).

According to business dictionary employee performance is the job related activities

expected of a worker and how well those activities were executed. The organization

success depends on the employee performance. Therefore, it is important for a

34
manager to create a well –rounded approach to managing and coaching its workforce.

The commercial banks are service industry and their main aim is to satisfy their

customer. The service employee renders to the customer and employee performance is

interrelated. When employees provide excellent customer service, they are exceeding

job expectations. The popularity of an organization’s service is based in part on the

level of service received by the customer. For service industry the business is based

almost solely on their employee’s performance. That is why management must look

for various ways in improving employee performance.

2.1.4 Employee Satisfaction

Job satisfaction is the level of contentment a person feels regarding his or her job. This

feeling is mainly based on an individual's perception of satisfaction (Mendis and

Weerakkody, 2014). Job satisfaction can be influenced by a person's ability to

complete required tasks, the level of communication in an organization, and the way

management treats employees. Job Satisfaction also refers to the employee’s general

attitude towards his job. Job satisfaction is used to describe how content an individual

is with his or her job. Many organizations develop training programs and benefits

packages to develop loyal employees. Longer employees work for the organization,

more valuable the employees become. Job satisfaction is most important attitude in

the field of the organization behavior (Ms. chetna pandey, 2012).

Every organization tries to create satisfied work force to operate the well being of the

organization because satisfied worker extend more effort to job performance. Total

organizational performance depends on efficient and effective performance of

35
individual employees of the organization. (M.D.Pushpakumari, 2008) Further add that

when employee is satisfied with the job he is motivated to perform the job with great

effort. A satisfied individual employee and his effort and commitment are necessary

for the success of the organization.

Many organizational managers believe that salaries and financial benefits are the way

to increase job satisfaction. According to (Al-Zoubi, 2012) employees also agree that

salaries will increase the job satisfaction and as a result level of individual

performance also raised. Job satisfaction also increases employee motivation at work.

But Researches also examined that salary can effect job satisfaction when other job

characteristics are positive.

Employee satisfaction is used to describe whether employees are happy and fulfilling

their desire and needs. Employee satisfaction can help to build commitment of

employees towards organization. (Bharati Deshpande, 2012) Found that financial

benefits, employee relations, work environment and role clarity are the factors that are

used to measure job satisfaction of employees at work. Employee satisfaction is a

factor in employee motivation and goal achievement.

(Afshan Naseem, 2011) Found that satisfied employees show excellent performance

that leads to organizational success thus result in improved financial success.

Employee satisfaction increases the quality of work. Employee satisfaction leads to

customer satisfaction because customer service eventually depends on the community

who provide that service. Result of the study show that employee satisfaction is a key

factor of organizational success.

36
2.1.5 Employee Morale

Morale is an employee’s attitude toward his or her job, employer, and colleagues.

Employee morale as the psychological state with respect to satisfaction, confidence

and resolve; the attitude of an individual or group of employees, resulting in courage,

devotion and discipline; level of fulfillment one has with intrinsic work aspects, such

as variety and challenge, feedback and learning, and space to grow and extrinsic

circumstances of employment such as fair and adequate pay, job security, and health

and safety.

According to Bowles and Cooper (2009), themorale is defined as: “the state of

individual psychological wellbeing based upon a sense of confidence and usefulness

and purpose.” Therefore, the morale is thefeeling of employee enthusiasm, confidence

and challenging tasks. Morale refers to how employees positively and supportively

feel about and for their organization (e.g., Haddock, 2010). Child (2011) explains that

morale is a condition of mental health; it contributes to the person to act effectively

and confidently; and it makes he/she very interested in performing his/her duties.

Simply, morale means how individuals feel at a particular point in time (Watson,

2009). Guion (2015) considers morale as a personal phenomenon. He states extent to

which the person feels satisfaction in his/her job.

However, Glimer (1961) indicates that the morale is a group concept and becomes

general description of attitudes of the employees in an organisation. He argues

thatgroup interactions result in forming morale of employees in the organization.

Johnsrud (1996)explains that morale holds satisfaction of work environment and also

37
some characteristics such as excitement, emotion, commitment and loyalty to

organization and tendency toward job.

A high morale means the employee is satisfied with the job, puts in effort, is creative,

takes initiative, is committed to the organization and focuses on achieving

organizational goals rather than personal goals. Low morale leads to high skiving,

high turnover, unsolved complaints and strikes, thereby encumbering firm’s

performance. According to the business dictionary morale is defined as the depiction

of emotions, satisfaction, and overall attitude towards a workplace. Productivity is

directly related to morale. Happy employees have high morale while dissatisfied and

unhappy employees have low morale. Linz, et,. al. measured employee morale, using

job satisfaction, organizational commitment, turnover rates, complaints and employee

strikes as a proxy.

High morale contributes to high levels of productivity, high returns to stakeholders,

and employee loyalty. Low morale may cause high absenteeism and turnover.

Respect, involvement, appreciation, adequate compensation, promotions, a pleasant

work environment, and a positive organizational culture are morale boosters.

2.1.6 Employee Commitment

Concept of Employee Commitment Employee commitment has been variously

conceptualized. To Meyer and Herscovitch, (2001), it is a psychological state that binds

an employee to an organization thereby reducing the problem of employee turnover and

as a mind-set that takes different forms and binds an individual to a course of action that

is of important to a particular target. Employee commitment is a feeling of dedication to

38
one’s employing organization, willingness to work hard for that employer, and the intent

to remain with that organizational attachment of the individual to the organization.

Sharma and Bajpai (2010) assert that employees are regarded as committed to an

organization if they willingly continue their association with the organization and devote

considerable effort to achieving organizational goals. The high levels of effort exerted by

employees with high levels of organizational commitment would lead to higher levels of

performance and effectiveness of both the individual and the organizational levels

However, commitment is considered to be psychological immersion of an individual with

his institute through sense of belonging, ownership of organizational goals and being

ready to accept challenges (Dolan, Tzafrir and Baruch, 2015). Creating commitment

among employees is important because without this it will become difficult for an

organization to achieve strategic goals (Brisco and Claus, 2018). Organizational

commitment means the involvement of an employee to perform his work with zeal and

excitement (Dorenbosch and Veldhoven, 2016).

Meanwhile, Steers (2017) found that more committed employees wish to terminate from

the organization at minimum level. There will be higher intention of these employees,

who are committed to their organization, to remain in the organization and they work

hard in performing their tasks that will increase their positive attitude towards the

organization and that thing will ultimately increase the productivity of the organization.

This thing will result in higher organizational performance. Steers (2017) found that

employee commitment is directly related with the company turnover. Also, Arthur (2014)

concluded that organizational performance will be enhanced by higher level of employee

commitment. Arthur also found productivity of the organization ultimately increased with

the help of organizational commitment. Green, Felsted, Mayhew, and Pack (2010) had
39
found that employee commitment decrease the probability of employees’ tendency of

leaving the job. Patrick Owens (2016) also found in his studies that committed employees

lead to higher organizational performance and very low level of employee shift from the

organization. Effective organizational commitment is always a result of the core behavior

of the major employees along with their behavioral factors like turnover intention (Zafar,

2015).

Organizational commitment can be perceived in three distinct dimensions which include

continuance commitment, affective commitment and normative commitment.

Continuance commitment refers to the commitment the employee experience towards the

organization because of investments they have made or because of the costs associated

with leaving the organization (Dipboye, Smith and Howell, 2014). This form of

commitment develops when employees realize that they have accumulated investments

they would lose if they left the organization or because their alternatives are limited.

Affective commitment refers to the employee’s emotional attachment to identifying with

and involvement in the organization. It shows the extent to which the individual identifies

with the organization in terms of identification, involvement and emotional attachment.

Employees with a strong affective commitment continue employment with the

organization because they want to do so. The difference between affective commitment

and continuance commitment is that employees high in affective commitment stay with

the organization because they want to, while employees high in continuance commitment

stay because they have to; while normative commitment is a form of commitment

concerning a feeling of (Moral) obligation to remain in the organization. It describes the

extent to which an individual believes he/she should be committed to an organization and

may be influenced by social norms. Therefore, employees with a high level of normative

40
commitment feel that they ought to remain with the organization. What these three

dimensions have in common is that they all indicate the extent to which employees are

willing to remain in an organization (Eslami and Gharakhari, 2012).

2.1.7 Importance of work-Life Balance

Organizations can implement various work-life balance initiatives that may assist

employees to better balance their work and family responsibilities, gain improvements

in well-being and provide organizational benefits. There are a large variety of family

friendly policies which include but are not limited to the following: Flexible working

hours, job sharing, part-time work, compressed work weeks, parental leave,

telecommuting, on-site child care facility, (Hartel et al 2017). In addition, employers

may provide a range of benefits related to employees’ health and well-being,

including extended health insurance for the employee and dependents, personal days,

and access to programs or services to encourage fitness and physical and mental

health. Still, other practices may support children’s education, employees’

participation in volunteer work, or facilitate phased retirement. These additional

practices fall outside the scope of our current paper, but can be viewed as supporting

employees’ health, well-being, and work-life balance.

Flexing time: This allows employees, to determine (or be involved in determining)

the start and end times of their working day, provided a certain number of hours is

worked. This can allow them to meet family or personal commitments/emergencies

(enable employees to respond to both predictable and unpredictable circumstances),

41
during the day or to reduce their commuting time by starting and ending work before

or after the rush hour. (Kumar and Mohd, 2014)

Telecommuting: It is becoming more and more common for people to do at least

some of their regular work from home instead of going into the office. This type of

arrangement is often called 'telework' or 'telecommuting' and can be advantageous for

employees by allowing them: to organize their work day around their personal and

family needs; to decrease work-related expenses; to reduce commuting time; and to

work in a less stressful and disruptive environment. It may also help to accommodate

employees who, because of particular disabilities, are unable to leave home. The fact

that employees who telework can use this added flexibility to capitalize on their

personal peak productivity periods can also favourable influence a company’s bottom

line. Despite these benefits and the attention that telecommuting has attracted in the

media, very few collective agreements contain telework provisions. The paucity of

telework clauses is partly due to the fact that not all occupations are amenable to such

an arrangement. Moreover, employers may be concerned by the initial implementation

costs, potential legal liabilities, and difficulties in supervising and appraising the

performance of teleworkers. Trade-Unions may disapprove of work-at-home clauses if

they perceive them as leading to greater isolation of employees, reduced job security

and promotion opportunities, and diminished health and safety protection (Naktiyok

and Iscan, 2003).

Compressed Work Weeks: A compressed work week is an arrangement whereby

employees work longer shifts in exchange for a reduction in the number of working

days in their work cycle (e.g. on a weekly or biweekly basis). This can be beneficial

42
for employees in terms of additional days off work (e.g. longer weekends allowing

“mini vacations”) and reduced commuting time, whereas employers can extend their

daily operating hours, with less need to resort to overtime. Compressed work week

arrangements may be particularly useful for employees who wish to reduce the

number of days per week spent at work, but who cannot financially afford to decrease

their working hours. Compressed work weeks are often initiated by the employee, but

sometimes the employer may initiate the option to improve operational efficiency, to

maximize production (reduced daily start up costs) or to establish longer business

hours which can enhance customer service. Common arrangements for a forty hours

work week are working ten hours per day, four days a week; working an extra hour a

day with one day off every two weeks; or working an extra half hour a day and having

one day every three or four weeks off (Yeandley et al, 2012).

Part-Time Work: Part-time arrangements can also allow people with health

problems, disabilities or limited disposable time (e.g. students) to participate in the

labour force, develop their skills and obtain work experience. Finally, they can

facilitate re-entry into the workforce for those who have had career breaks —

particularly mothers (or fathers) who have stayed at home to raise their children — or

provide a gradual exit for employees nearing retirement. From the employer’s point of

view, the use of part-time workers, where feasible, can help maximize the use of

human resources and increase operational flexibility, by providing additional coverage

during peak periods. Part-time employment can also be considered unsatisfactory for

those employees who would prefer working longer hours to increase their income,

thereby ensuring a higher standard of living for their families. The European Working

43
Conditions Survey found that 85% of those working less than 30 hours per week were

satisfied with their work–life balance. Furthermore, part-time workers and those

working less than 35 hours a week reported the lowest

levels of both physical and psychological health problems. Part-time work is one

strategy frequently used by workers who wish to better balance their work and family

life. Part-time work should be promoted in more, higher-level occupations, for

instance, Daimler Chrysler in Germany promotes part-time work in leading positions

in the company. (Clarke, et al, 2004)

Job sharing: This is an arrangement which allows two (or sometimes more)

employees to jointly fill one fulltime job, with responsibilities and working time

shared or divided between them. Job sharing may be appropriate where opportunities

for part-time jobs or other arrangements are limited. Apart from the obvious

advantage of allowing employees more time for other commitments, including family

responsibilities, job sharing also facilitates the development of partnerships, where job

sharers can learn from each other while providing mutual support. It can benefit

employers as well by improving staff retention, increasing productivity and combining

a wider range of skills and experience in a single job. In some cases, such an

arrangement can also provide additional coverage during busy periods, while ensuring

continuity of coverage when one partner is on sick leave or holidays. For business

with substantial numbers of administrative, maintenance or customer-facing

employees, offering flexible working conditions can be problematic. Where the hours

of work are customer-driven, organizations face limitations on flexibility for

employees, but this is when family-friendly programs such as child care would be of

44
most benefit. A positive example of childcare support is Star City Casino in Sydney

that provides a 24-hour childcare facility Management believes this has helped both

staff and the organization, as evidenced by the lowest staff turnover rate of any casino

in Australia (Australia Government Website, 2015).

2.2 Theoretical Framework

This study is anchored on the following theories: Spill-over Theory and Work-Family

Border Theory.

2.2.2 Spill-over Theory

The Spillover theory was propounded by Alfred Marshall in 1890, which held the

view of the proximity of firms within a common industry often affects how well

knowledge travels among firms to facilitate innovation and growth. Thus, the closer

there is interaction within a firm the greater there is in exchange of ideas.

However, there are certain conditions under which spillover between the work micro

system and the family micro system occurs. It can either positive or negative. If work-

family interactions are rigidly structured in time and space, then spill over in term of

time, energy and behavior is negative. When flexibility occurs which enables

individuals to integrate and overlap work and family responsibilities in time and space

lead to positive spill over which is instrumental in achieving healthy work life balance

(Guest, 2002).

The relevance of this theory to the study is that organizations are expected to adopt

positive work life balance policies that will enable employee have a positive work life

45
balance which will make them to be effectively committed to achieving the

organization’s goals.

2.2.2 Work-Family Border Theory

Work-family border theory "is devoted only to work and family domains. The

outcome of interest in this theory is work-family balance, which refers to 'satisfaction

and good functioning at work and at home, with a minimum of role conflict' (Clark,

2000). It also differs from boundary theory in that its definition of borders

encompasses not only those psychological categories but also tangible boundaries that

divide the times, place and people associated with work versus family (Desrochers

and Sargent, 2009). According to Clark, (2000) work-family border theory "explains

how individuals manage and negotiate the work and family spheres and the borders

between them in order to attain balance. Central to this theory is the idea that 'work'

and 'family' constitute different domains or spheres which influence each other. Given

their contrasting purposes and cultures, work and home can be likened to two different

countries where there are differences in language or word use, differences in what

constitutes acceptable behavior, and differences in how to accomplish tasks. For the

working theory of this study, we will situate this work on the work family border

theory.

2.3 Empirical Review

Vishwa, Chandra, Jaggi, Bijay, Charanjeet, Avadhesh and Diwinder (2015)

investigated Empirical analysis of work life balance policies and its impact on

employee’s job satisfaction and performance in Odisha, India. The aim of the research

46
was to analyze the relationship between work life balance policies and employee job

satisfaction. Questionnaire was filled by 240 respondents who were used for the

survey. The Statistical Package for Social Sciences (SPSS) was used to analyze the

quantitative data using correlation. The findings of this study emphasized that each of

the work life balance policies on its own is a predictor of job satisfaction.

Azeem and Akhtar (2014) investigated the influence of work life balance and job

satisfaction on organization commitment of health care employee in Sri Lanka. This

was aimed at exploring the influence of work life balance and job satisfaction has on

organization commitment among healthcare employee. Questionnaire was distributed

to 275 respondents in the healthcare sector. The Statistical Package for Social

Sciences (SPSS) was used to analyze the quantitative data including correlation and

reliabilities. The finding of the empirical test shows that employee in the health care

sector have a moderate level of perceived work life balance, job satisfaction and

commitment. There is a positive relationship between work life balance, job

satisfaction and organization commitment.

Ojo, Salau and Falola (2014) investigated the concept of work-life balance policies

and practices in three sectors of the Nigerian Economy namely the Banking,

Educational and Power Sector. The types of Work Life Balance initiatives available in

the three sectors were explored and the barriers to implementation of the Work Life

Balance initiatives were identified. Quantitative method was used to investigate the

work-life balance practices in three sectors of the Nigerian Economy. This was

achieved using an in-depth case study analysis of these sectors. The data set

comprised of responses from both managers and employees in the Banking sector with

47
five hundred and eighty six copies of the questionnaire retrieved. The Educational

sector comprised of both managers and employees with five hundred and thirty one

copies of the questionnaire retrieved; while five hundred and seven copies retrieved

from the Power Sector. The findings reveal that there is diversity in terms of how

respondents perceive the concept of Work-Life Balance. The Statistical Package for

Social Sciences (SPSS) was used to analyze the quantitative data including

Anova .There is a wide gap between corporate Work Life Balance practices and

employees’ understanding of the concept; the paper suggests some policy implications

which would aid the implementation of Work Life Balance policies in the studied

sectors.

Fapohunda (2014) investigated on the exploration of the effect of work life balance on

productivity of the banking sector in Karachi Pakistan. The aim of the study was to

explore the connection between work life balance and organization productivity and

whether work life balance practice possibly decreases employee turnover and

absenteeism. 200 respondents in the banking industry were used for the survey. A

structured questionnaire was used to collect data. Chi square was used to analyze the

data. The finding of the result was that there is a positive relationship between work

life balance practice and employee turnover. It also found out that management

support was not satisfactory.

Kamau, Muleke, Makaya and Wagoki, (2013) investigated work life balance practices

on employee job performance at Ecobank Kenya. The main objective was to

determine the effect of organization work life balance on employee performance.

Fifty-Five (55) Eco Bank employees were drawn through quota sampling method who

48
also responded to survey questionnaires. Spearman’s Correlation Analysis was used to

test the candidates’ work life balance, their performance to the organization. The

finding of the empirical study shows that there was correlation between work life

balance and employee performance.

Typically, Hye (2013) investigated “the work life balance and employees

performance: the mediating role of affective commitment” which was aimed at

investigating the effect of work life balance on affective commitment and in role

performance in Italy. 293 respondents filled the questionnaires which were used for

the survey. The Statistical Package for Social Sciences (SPSS) was used to analyze the

quantitative data including reliabilities and multiple regressions. The finding of the

empirical test demonstrated that employee experience of work life balance increase

affective commitment.

Dissanayaka and Ali (2013) investigated the impact of work life balance on employee

performance in Hospitality industry in India. The aim of the study was to analyze the

relationship between work life balance and employee performance. 96 employees

were used for the survey and questionnaire was distributed to them in which the data

was used to run analysis. Pearson moment correlation was used to analyze the data.

The finding of the result was that there is a positive relationship between work life

balance and employee performance. Also there is a need for systematic effort to

enhance work life balance of the employee to achieve better employee performance.

Ojo (2012) investigated work life balance practices and policies manager and

employee experience in Nigeria banking sector: A study of selected banks in Awka,

49
Anambra State. The aim of the research is to explore the extent to which work life

balance policies/ practices in organization in Nigeria. Questionnaire was used as the

instrument and 600 respondents were used for the survey. Spearman’s correlation

analysis was used to analyze the data. The finding of the empirical study shows that

there is need to enlighten employee about the various work life balance.

Sakthivel, Kamalanabhanb and Selvarania (2011) investigated work life balance

reflections on employee satisfaction .The aim of the research was to analyze the

relationship between employee satisfaction and work/life balance. The construct used

for this research consists of career opportunity, recognition, work tasks, payments,

benefits, superior subordinate relationship, employee satisfaction, and work/life

balance. Questionnaire was filled by 210 respondents working in IT organization. The

Statistical Package for Social Sciences (SPSS) was used to analyze the quantitative

data including multiple correlation and regression. Findings of the empirical test show

that high correlation exists between work task and employee satisfaction with a

mediator variable namely work-life balance.

Similarly, Simonetta and Manfred (2010) looked at “work life balance which was an

audit of staff experience at oxford Brookes University” investigated the significance

of work life practise for the university. They looked at the various work life balances

practices in the university and how they were utilised by staff of the university. The

sample included 492 staff of the oxford brooks university. The finding shows that it is

important to achieve a balance between paid work and personal life and that this

enables them to work better. The staff agreed that for this to be achieved it is a joint

responsibility between the employers and the employee.

50
In Muhammad, Muhammad and Muhammad, (2011) the study examines the

relationship of employee work satisfaction (job satisfaction) and prevalence of work

life balance (WLB) practices in Pakistan. A sample of 450 layoff survivors, gathered

via stratified sampling, provides the basis for analysis. The layoff survivors are

working in two big organizations operating in Pakistan. The results of Regression

analysis assured a positive relationship among the variables. Moreover, the results of

ANOVA help in understanding that no significant differences prevail with respect to

employees’ work satisfaction and work life balance at the three levels of management

that are the top management, middle level management and the first level

management. The results of the current study are discussed in the light of available

studies. It is suggested that equal implementation of such policies should be ensured.

The study will prove to be a milestone for the researchers, policy makers and students

to properly understand the concepts of employee work satisfaction, work life balance

and their relationship. Moreover the study also help the managers of government and

non-government organizations the importance of effective implementation of WLB

policies.

Akinyele, Peters and Akinyele (2016) examined work-life balance practices as a

panacea for employee performance. The core objective of the study was to assess the

effect of work life balance on employee performance in Rivers State Television.

Quantitative data was collected using self-administered questionnaires. One hundred

and twenty (120) questionnaires were administered, out of which one hundred and

eight (108) were returned and collated for analysis. Pearson's Correlation at 0.01 level

of significance shows that there is a close relationship between the dependent

51
variables and independent variables. Therefore the study indicated that work

flexibility, employer/employee relationship, working environment and job security

have a positive effect on improved quality of output, increased productivity, rate of

turnover among employees, employee retention. The findings showed that: employees

react negatively when they experience work life imbalance and that management

should adopt work life balance initiatives to improve employee performance. From the

research findings, it is concluded that work life balance is of paramount importance to

the organization.

Parkash, and Jyoti (2015) investigated on impact of work-life balance on performance

of employees in the organisations. The target population comprises of two hundred

regular employees of the different branches of HDFC Bank, Bajaj Alliance, and

Punjab National Bank situated in Jammu City of the J & K State. Data was purified

through the multivariate data reduction technique of factor analysis. Univariate

descriptive analysis has been used to analyse mean and standard deviation of each

variable. The findings indicate that work-life balance approach is positively associated

with employees’ performance in the organisation and is applicable through joint

efforts of the employees and employers.

Mwangi, Boinett, Tumwet and Bowen (2017) examined the effects of work life

balance on employees performance. The research used descriptive technique,

specifically case study. The method used to collect data was primary method. Primary

data was gathered through structured questionnaires. The target population of the

study was 244 from which a sample size of 70 was determined. Data was analyzed

using statistical package for social science (SPSS). The data was presented in table

52
format where percentages were presented. To determine if the independent variables

influence the dependent variable Chi-square tests was done. The study revealed that

work family priorities conflict affected the performance of employees. The study,

therefore, concluded that work life balance is an important aspect of work and family

which should be embraced to improve employees performance.

Mendis and Weerakkody (2017) examined the impact of work life balance on the

employee performance. The target population of the study is executive level married

employees in telecommunication industry in Sri Lanka. Data were gathered through

questionnaire method. In this study, for the purpose of hypothesis testing the

researcher used univariate, bivariate and multivariate statistics methods. The Data

were analyzed through SPSS 15.0 software to find out the relationship between

variables. Findings of the study reveal that there is a strong relationship between work

life balance and employee performance, a strong relationship between work life

balance and employee job satisfaction and a strong relationship between employee job

satisfaction and employee performance. All these relationships are positive and have

significant levels. The research findings give evidence that the better work life balance

of the employees leads to increased employee performance and employee job

satisfaction.

Sehrish, Kiran, Rabia and Syed (2015) examined the impact of work-life balance

practices on employee productivity. The study is explanatory in nature, based on the

philosophy of post-positivism. It is a quantitative study for which inductive approach

was used. To verify if people, at large, feel the importance of work-life balance

practices, a critical factor in driving employee performance, a survey in the form of a

53
structured questionnaire was distributed among the bankers who typically work 9-10

hours a day. The data was then tested through SPSS statistical tools to assess if work

life balance practices have any relationship with the way employees perform at work

or not. Study reveals that, work-life balance practices, when connected appropriately,

would impact employee performance positively. A happy employee will be self-

driven to work compared to an unhappy employee who is striving to get the right

balance between work, family and self.

Orogbu, Onyeizugbe and Chukwuemeke (2015) carried out a study on work life

balance and employee performance in selected commercial banks in Lagos state. The

research adopts a descriptive survey research design, the population of the study is

759 and the sample size is 262 using Taro Yamane’s formula. 262 copies of structured

questionnaire was distributed and completely filled and returned. Pearson product

moment correlation and regression analysis was used to test the hypothesis. Cronbach

alpha was used to test the reliability of the instrument. It was discovered that there is a

significant positive relationship between leave policy and service delivery. The

findings revealed that leave policy motivate employee ability to deliver services

efficiently and effectively, in conclusion work life balance practice is an important

factor in increasing employee performance.

Mmakwe and Ojiabo, (2018) investigated the relationship between work-life balance

and employee performance in the banking sector in Port Harcourt, Rivers state. The

population of the study consisted of 769 employees in 5 commercial banks in Port

Harcourt City, which were randomly selected and the sample size was 400, derived

from using Taro Yamen formula. 301 copies of the instrument were retrieved and

54
useful for analyses, given return rate of 75%. The spearman rank order correlation

coefficient was utilized as the appropriate statistical technique to analyze the data. The

findings revealed a strong correlation between the measures of work life balance and

the measures of employee performance.

2.4 Summary of Review Literature

The influence of work-life balance has been well established in the literature

reviewed. The literature reviewed shows that in terms of job attitudes, employees

report high levels of both work-to-life and life-to-work conflict tend to exhibit lower

levels of job satisfaction and organizational commitment. Behavioural outcomes in

both directions of conflict which include reduced work effort, reduced performance,

and increased absenteeism and turnover. However, the majority of work-life balance

literature focuses on employees' family responsibilities as having a negative effect on

employee job performance.

2.5 Research Gap

The literature review establishes the fact that Work-Life significant influence on

employee job performance and overall organisation performance. However, there are

scanty literatures that treated the subject of work-life balance on the context of

banking industry in Enugu metropolis. Also, there were no visible strategies on work-

life balance suggested by the authors and researchers. Hence, Strategies for Increased

Organizational Performance through work-life balance should be looked into as this is

the basis for this research.

55
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59
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

The study used survey research design method. What informs the researcher’s use of

the survey method was that the study gathers both factual information and the opinion

of respondents, hence the relationships among given variables were determined.

3.2 Sources of Data

The researcher used both primary and secondary sources of data collection in the

course of this research.

3.2.1 Primary Sources of Data

The primary sources are copies of questionnaire distributed to the staff of selected

money deposit banks in Enugu State. Questionnaire was also used to collect data from

respondents. The questionnaire was structured using open-ended dichotomous and

multiple choice question.

3.2.2 Secondary Sources of Data

This has to do with events or phenomena by other people who did not participate or

witness the events. The following secondary source of data was used by the researcher

to gather information especially under the literature review part of this work: journal,

textbook, encyclopedias and dictionaries, academic research works unpublished. The

National Library Enugu and the Internet played great roles towards gathering the

secondary data for this research work.

60
3.3 Population of the Study

The population of the study is made up of one hundred employees of First Bank,

Zenith Bank and United Bank of Africa, Polaris Bank and Keystone Bank in Enugu

Metropolis. These banks were selected because of their proximity to the researcher

and based on the easy access the banks’ management granted to the researcher during

the course of this study. Thus, the population of this study is 100.

3.4 Sample Size Determination

Due to the population of the study is not too large, the research study adopted the 100

figure as the sample size.

3.5 Method of Data Collection

The method of data collection that was used by the researcher on this topic is the

questionnaire. The choice of this was informed by its advantage over other methods of

measuring instruments and its relevance to the nature of our study.

3.6 Validity of Instrument

The validity for the research instrument was ascertained by ensuring that the questions

are constructed according to the objectives of the study. Checks and correction from

the supervisor helped to ensure the validity of the questionnaire in this study.

3.7 Reliability of Instrument

The reliability for this study was used to ascertain by subjecting the questionnaire

items to a reliability test based on the Cronbach Alpha test of reliability, the reliability

level for acceptance should not go below 0.7.

61
3.8 Data Presentation and Analysis

The data collected in the course of the field work was presented in a simple

percentage tabular form. The three Hypotheses were tested with Linear Regression

with the aid of Statistical Package for Social Sciences (SPSS) software. However, the

decision rule state that when the probability value is greater than 0.05 significance

level, it reveals that the response have a significant effect.

62
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Presentation of Results

For the purpose of this study and analysis, only relevant questions that will help us test

the hypothesis would be chosen and analyzed. In analyzing the data from the

questionnaires administered, simple percentage was used to analyse the data while

simple Linear Regression was used to determine the hypotheses. Thus, the data

collected were presented as follows:

4.1.1: Questionnaire Distribution and Return

Questionnaire Respondents Percentage of Respondents
Returned 85 85
Not returned 15 15
Total distributed 100 100
Source: Field Survey, 2019

Table 4.1.1 above shows the distribution and returns of the questionnaire. The copies

of questionnaire administered were 100 representing (100%) from which 85 (85%)

were returned, while 15 representing (15%) were not returned. The 85 copies of

questionnaire that were returned were considered adequate enough for making valid

deductions and conclusions. Hence, the research analysis was based on the returned

copies of questionnaire.

63
Table 4.1.2: Age Distribution of Respondents
OPTION FREQUENCY PERCENTAGE
21-29 20 23.5
30-39 45 52.9
40-49 15 17.6
50 and above 5 5.8
Total 85 100%
Source: Field Survey 2019

Table 4.1.2 shows the age distribution of respondents. In the table, 20 respondents

representing 23.5% out of the entire respondents are within the age of 21-29 years, 45

respondents representing 52.9% are within the age bracket of 30-39 years, 15

respondents representing 17.6% are within the age bracket 40-49 years while 5

respondents representing 5.8% out of the entire respondents are within the age bracket

of 50 and above.

Table 4.1.3: Sex Distribution of Respondents

OPTION FREQUENCY PERCENTAGE
Male 30 35.3
Female 55 64.7
Total 85 100
Source: Field Survey 2019

The table above represents the sex distribution of the respondents. In the table, 30

respondents representing 35.3% indicted to be male while 55 respondents representing

64.7% indicated to be female. Thus, there are more females staff.

64
Table 4.1.4: Distribution of Respondents According to Material Status
OPTION FREQUENCY PERCENTAGE %
Single 32 37.6
Married 53 62.4
Divorced - -
Total 85 100
Source: field survey, 2019

Table 4.1.4 shows that the responses of respondents on marital status. Out of 32

respondents representing 37.6% of the entire respondents are single while the 53

respondents representing 62.4% are married and none of the respondents indicated

divorced. Hence, it is crystal clear that married respondents are more than any other

group indicated in the table.

Table 4.1.5: Distribution on Educational Qualification

OPTION FREQUENCY PERCENTAGE %
SSCE 2 2.4
B.Sc/HND 60 70.6
MA/M.Sc 23 27.1
PhD - -
Total 85 100
Source: Field Survey, 2019

Table 4.1.5 shows the responses of the research respondents on educational

qualification. In the table, 2 respondents representing 2.4% indicated that they are in

possession of SSCE qualification, 60 respondents representing 70.6% of the entire

respondents stated that they have qualification of B.Sc/HND, 23 respondents

representing 27.1% indicated MA/M.sc while no respondent indicated that he or she is

in possession of PhD qualification.

65
Table 4.1.6: Distribution on length of career service
OPTIONS FREQUENCY PERCENTAGE
Below 5 years 28 32.9
5 -10 years 46 54.1
10-20 years 7 8.2
21 years and above 4 4.7
TOTAL 63 100
Source: Field survey, 2019.

The above table presents the research respondents on length of career service of the

staff. In the table, 28 respondents representing 32.9% of the entire respondents states

that they have worked below 5 years, 46 respondents representing 54.1% states that

they have worked for 5 -10 years, 7 respondents representing 8.2% states that they

have worked for 10- 20 years while the remaining 4 respondents representing 4.7%

states that they have worked for 21 years and above.

66
 4.1.1 Data Analysis

This is the analysis of the questions that contributes majorly on the deductions and

conclusions of the study. These questions were coined out from the research questions

of this study.

Table 4.1.7: Response on the effect of work-life balance on employee job

satisfaction
S/N ITEMS SA A U D SD N FX X Decision
1 I am given too much task to handle at work 18 20 9 45 2 85 290 3.4 Accepted
place.
2 I do not have enough time t do all the jobs 60 24 1 - - 85 399 4.7 Accepted
assigned to me
3 I am assigned many jobs that are not related to 51 36 - 1 - 85 401 4.7 Accepted
each other in my workplace
4 Too many unrelated jobs that I am doing in 61 20 4 - - 85 397 4.7 Accepted
my workplace has negative effect on my job
performance
5 Too much work demand on me affects my job 26 10 9 4 36 85 241 2.8 Accepted
delivery effectiveness
Total Mean 4.1 Accepted
Source: Field Survey, 2019.

Table 4.1.7 above shows the mean mark calculated from the response of the

respondents on the effect of work-life balance on employee job satisfaction. Based on

the decision rule, that if x is below 2.5 it is considered rejected and if x is 2.5 and

above it is considered accepted. However, all the items in the table were accepted

because they score the mean score of 2.5 and the overall mean is 4.1 it therefore

proves that work-life balance affects employee job satisfaction.

67
 Table 4.1.8: Response on the influence of work-life balance on employee morale
S/N ITEMS SA A U D SD N FX Decision
X
6 I usually work overtime in my workplace 73 12 - - - 85 413 4.8 Accepted
7 I struggle to timely assigned duties before the 80 5 - - - 85 420 4.9 Accepted
official closing time daily
8 Limited time has to be shared among various 34 46 - 5 - 85 364 4.3 Accepted
related and unrelated tasks in the organization.
9 Working hours are rated according to the task at 61 14 2 - 8 85 375 4.4 Accepted
hand
10 Work life conflict is a major source of stress to 14 30 15 - 26 85 261 3.1 Accepted
me
Total Mean 4.3 Accepted
Source: Field Survey, 2019.

Table 4.1.8 above shows the mean mark calculated from the response of the

respondents on the influence of work-life balance on employee morale. Based on

the decision rule, that if x is below 2.5 it is considered rejected and if x is 2.5 and

above it is considered accepted. However, all the items in the table were accepted

because they score the mean score of 2.5 and the overall mean is 4.3 it therefore

proves that work-life balance influences employee morale.

Table 4.1.9: Response on the effect of work-life balance on job commitment

S/N ITEMS SA A U D SD N FX X Decision

11 My work often clashes with my family demands 58 20 5 1 1 85 388 4.6 Accepted

at home.
12 I always share my limited time between work and 72 11 2 - - 85 410 4.9 Accepted
family responsibilities.
13 My family understands the tight schedule I have 39 41 - 5 - 85 369 4.2 Accepted
in the office.
14 My organization understands the necessity of 60 24 1 - - 85 399 4.7 Accepted
being in good terms with my family members.
15 Family Priorities lead to a motivated workforce 51 36 - 1 - 85 401 4.7 Accepted
and high employee morale
Total Mean 4.6 Accepted

Source: Field Survey, 2019.

Table 4.1.9 above shows the mean mark calculated from the response of the

respondents on the effect of work-life balance on job commitment. Based on the

68
decision rule, that if x is below 2.5 it is considered rejected and if x is 2.5 and above it

is considered accepted. However, all the items in the table were accepted because they

score the mean score of 2.5 and the overall mean is 4.3 it therefore proves that work-

life balance affect job commitment.

4.2 Test of Hypotheses

The results for the various tests of hypotheses, which were tested with simple Linear

Regression and the results are presented below:

Test of Hypothesis One

Ho : Work-life balance has no significant effect on employee job satisfaction.

Hi : Work-life balance has significant effect on employee job satisfaction.

Table 4.2.1a Model Summary

Model R R Square Adjusted R Square Std. Error of the
Estimate
1 .345a .339 .104 .44086

a. Predictors: (Constant), Work-life balance

b. Dependent Variable: Employee job satisfaction

Table 4.2.1a above revealed that there is a relationship at R= .345 between work-life

balance and the level of employee job satisfaction. An examination of the table shows

that the R square = .119 which implies that work-life balance accounts for only 33.9%

of variations having a significant effect on the level of employee job satisfaction.

69
 Table 4.2.1b: ANOVAa
Model Sum of Df Mean Square F Sig.
Squares
Regression 4.742 3 1.581 8.132 .000b
Residual 35.179 81 .194
1
Total 39.921 84
a. Dependent Variable: Employee job satisfaction
b. Predictors: (Constant), Work-life balance

Table 4.2.1b shows that the F-value is the Mean Square Regression (1.581) divided by

the Mean Square Residual (0.194), yielding F=8.132. The table shows that work-life

balance is statistically significant at (Sig =.000).Therefore it is a significant predictor

of employee job satisfaction at F (3,184) = 8.132.

Table 4.2.1c: Coefficientsa

Model Unstandardized Coefficients Standardized T
Coefficients Sig.
B Std. Error Beta
(Constant) 3.403 .265 12.859 .000
1 WLB .258 .056 .340 4.589 .000
a. Dependent Variable: Employee job satisfaction

The table above revealed the degree of influence of work-life balance has on

employee job satisfaction and its level of significance. The statistical result is given as

(Work-life balance; β =.258; t=4.589; p<0.01). The statistical result implies that work-

life balance is a significant predictor of the level of employee job satisfaction.

Linear Regression Model is given as Y = a + βX

Where Y = Employee job satisfaction

a = constant

βx = Coefficient of X
70
 Therefore Employee job satisfaction = 3.403 + 0.258WLB

Based on the results in the Anova table above, the significant levels for work-life

balance is less than 0.01 therefore we accept the alternative hypothesis and reject the

null hypothesis. That is, work-life balance has significant effect on employee job

satisfaction.

Test of Hypothesis Two

Ho : Work-life balance has no significant influence on employee morale

Hi : Work-life balance has significant influence on employee morale

Table 4.2.2a: Model Summary

Model R R Square Adjusted R Std. Error of the Estimate
Square
1 .598a .358 .351 .32026
a. Predictors: (Constant), Work-life balance
b. Dependent Variable: Employee morale

Table 4.2.2a above revealed that there is a strong relationship at R= .598 between

work-life balance and the level of employee morale. An examination of the table

shows that R square = .358 which implies that work-life balance accounts for only

35.8% of variations having a significant effect on the level of employee morale.

Table 4.2.2b: ANOVAa

Model Sum of Squares Df Mean Square F Sig.
Regression 10.392 2 5.196 50.658 .000b
Residual 18.667 82 .103
1
Total 29.059 84
a. Dependent Variable: Employee morale
b. Predictors: (Constant), Work-life balance

71
 Table 4.2.2b shows that the F-value is the Mean Square Regression (5.196) divided by

the Mean Square Residual (0.103), yielding F=50.658. From the results, the model in

this table is statistically significant (Sig =.000).Therefore, work-life balance are

significant predictors of employee morale at F (3,184) = 50.658.

Table 4.2.2c: Coefficientsa

Model Unstandardized Standardized T
Coefficients Coefficients Sig.
B Std. Error Beta
(Constant) 1.910 .206 9.283 .000
1 WLB .204 .075 .215 2.714 .007

a. Dependent Variable: Employee morale

The table above revealed the degree of influence of work-life balance on the level of

employee morale and the level of significance. The statistical result is as follows;

(Work-life balance; β = .204 t=2.714; p<0.01). The statistical results imply that work-

life balance is significant predictor of employee morale is more statistically

significant.

Multiple Regression Model is given as Y = a + β1X1 + β2X2

Where Y = Employee morale

a = constant

βx = Coefficient of X

Therefore employee morale = 1.910 + 0.204WLB

72
Based on the results from the Anova table above, the significant level for the item is

less than 0.01. Therefore we accept the alternate hypothesis and reject the null

hypothesis. That is, work-life balance has significant influence on employee morale.

Test of Hypothesis Three

Ho : Work-life balance has no significant effect on employee job commitment.

Hi : Work-life balance has significant effect on employee job commitment.

Table 4.2.3a: Model Summary

R R Adjusted Std. Error
Model Square R Square of the Estimate
1 .420a .324 .321 .11452
a. Predictors: (Constant), Work-life balance
b. Dependent Variable: Employee job commitment

Table 4.2.3a above revealed that there is a relationship at R= .420 between work-life

balance and the level of employee job commitment. An examination of the table

shows that R square = .324 which implies work-life balance accounts for 32.4% of

variations having a significant effect on the level of employee job commitment.

Table 4.2.3b ANOVA

Model Sum of Df Mean F Sig.
Squares Square
Regression 12.032 2 .412 2.012 .004b
1 Residual 10.341 82 .104
Total 22.373 84
a. Dependent Variable: Employee Job commitment
b. Predictors: (Constant), Work-life balance

Table 4.2.3b shows that the F-value is the Mean Square Regression (4.12) divided by

the Mean Square Residual (0.104), yielding F=2.012. The model reveals that work-life

73
 balance is statistically significant at (Sig =.004) therefore it is a significant predictor of

employee job commitment at F (3,184) = 2.012.

Table 4.2.3c: Coefficientsa

Model Unstandardized Coefficients Standardized Coefficients T Sig
B Std. Error Beta .

(Constant) .403 .102 1.431 .000

1 WLB .123 .024 .420 1.114 .005
a. Dependent Variable: Employee Job commitment

The table above revealed the degree of influence of work-life balance had on

employee job commitment and its level of significance. The statistical results is given

as; (Work-life balance β; =.123; t=1.114; p<0.05). The statistical result implies that

work-life balance is a statistically significant predictor on the level of employee job

commitment.

Linear Regression Model is given as Y = a + βX

Where Y = employee job commitment

a = constant

βx = Coefficient of X

Therefore employee job commitment = .403 + 0.13LLS

Based on the results in the Anova table above, the significant levels for work-life

balance is less than 0.01 therefore we accept the alternative hypothesis and reject the

null hypothesis. That is, work-life balance has significant effect on employee job

commitment.

74
4.3 Discussion of Findings

4.3.1 Effect of Work-Life Balance on Employee Job Satisfaction

The Table 4.2.1c revealed that work-life balance has significant effect on employee

job satisfaction. This is consistent with international previous studies of Vishwa,

Chandra, Jaggi, Bijay, Charanjeet, Avadhesh and Diwinder (2015) which results

showed that each of the work life balance policies on its own is a predictor of job

satisfaction. Furthermore a study done by Azeem and Akhtar (2014) revealed that

employee in the health care sector have a moderate level of perceived work life

balance, job satisfaction and commitment. There is a positive relationship between

work life balance, job satisfaction and organization commitment.

4.3.2 The Influence of Work-Life Balance on Employee Morale

The Table 4.2.2c revealed that work-life balance has significant influence on

employee morale. This result is coherent with the study conducted by Fapohunda

(2014) found that there is a positive relationship between work life balance practice

and employee turnover. It also found out that management support was not

satisfactory. Additionally, Dissanayaka and Ali (2013) claimed that there is a positive

relationship between work life balance and employee morale.

4.3.3 Effect of Work-Life Balance on Employee Job Commitment

The Table 4.2.3c revealed that work-life balance has significant effect on employee

job commitment. This result is consistent with the study of Hye (2013) which revealed

that demonstrated that employee experience of work life balance increase affective

75
commitment. The study of J Orogbu, Onyeizugbe and Chukwuemeke (2015) agrees

that constant leave policy motivate employee ability to deliver services efficiently and

effectively, in conclusion work life balance practice is an important factor in

increasing employee performance.

76
 CHAPTER FIVE

SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Summary of Findings

The study made the following findings:

1. Work-life balance has significant positive effect on employee job satisfaction. This

is indicated as: β =.258; t=4.589; p<0.01.

2. Work-life balance has significant positive influence on employee morale. This is

indicated as: β = .204 t=2.714; p<0.01.

3. Work-life balance has significant positive effect on employee job commitment.

This is indicated as: β =.123; t=1.114; p<0.05.

5.2 Conclusions

Employees are happier when they are able to balance their work life demands.

Management also experience improve relationship with employees. Management

support for employees work life balance fosters a good relationship between the work

force and management which improve effective communication in the organization.

However, the researcher concludes that there is a strong relationship between work

life balance and employee performance. This relationship is positive and has

significant level.

77
5.3 Recommendations

Based on the findings and conclusion of the study, the following recommendations are

made:

1. Management of the commercial banks should ensure they have welfare

packages that will encourage employee to be committed to the growth of the

bank.

2. Management should ensure there is constant leave programmes for employee

as this enhance employee morale to work.

3. Also, managers of these organisations should encourage their employee to fix

their leave at their convenient period after performing all their work related

duties.

78
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82
 APPENDIX

QUESTIONNAIRE

University of Nigeria Enugu Campus,

Faculty of Business Administration
Department of Management
6th May, 2019

REQUEST FOR THE COMPLETION OF QUESTIONNAIRE

I am a student of the above named institution and Department, carrying out a research
on the topic titled; “Effect of work-life balance on employee performance of deposit
money bank in Enugu, Nigeria”
The attached questionnaire contains a set of questions on the study which require your
sincere completion. It is all part of the requirement for the award of Bachelor of
Science degree (B.Sc.) in management. All information to be provided will be strictly
used only for academic purposes.

Thank you

Yours faithfully

Jennifer

83
 SECTION A
INSTRUCTION: Please tick (√) in your preferred option

1. In which of these age bracket do you belong?

a. 21-29 years [ ] b. 30-39 years [ ] c. 40-49 [ ] d. 50 and above [ ]

2. Which is your gender?

a. Male [ ] b. Female [ ]

3. Which is your marital status?

a. Single [ ] b. Married [ ] c. Divorced [ ]

4. Education qualification:
a. SSCE [ ]
b. B.Sc/HND [ ]
c. MA/M.Sc [ ]
d. PhD [ ]

5. How long have you worked at Nsukka local Government Secretariat

a. Below 5 years [ ]
b. 5 – 10 [ ]
c. 10 – 20 [ ]
d. 21 years above [ ]

84
 SECTION B
Please tick (√) in the appropriate column that represents your opinion in each statement.
Key words are shown below:
SA - Strongly Agree
A – Agree
U - Undecided
D - Disagree
SD – Strongly Disagree

SECTION (B1)

The following statements are meant to elicit responses from the respondents on the effect of
work-life balance on employee job satisfaction
S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
1 I am given too much task to handle at work place.
2 I do not have enough time t do all the jobs assigned to
me
3 I am assigned many jobs that are not related to each
other in my workplace
4 Too many unrelated jobs that I am doing in my
workplace has negative effect on my job performance
5 Too much work demand on me affects my job delivery
effectiveness

SECTION (B2)
The following statements are meant to elicit responses from the respondents on the influence
of work-life balance on employee morale
S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
6 I usually work overtime in my workplace
7 I struggle to timely assigned duties before the official
closing time daily
8 Limited time has to be shared among various related
and unrelated tasks in the organization.
9 Working hours are rated according to the task at hand
10 Work life conflict is a major source of stress to me

85
SECTION (B3)

The following statements are meant to elicit responses from the respondents on the effect of
work-life balance on job commitment
S/N ITEMS Response Keys
SA A U D SD
5 4 3 2 1
11 My work often clashes with my family demands at
home.
12 I always share my limited time between work and
family responsibilities.
13 My family understands the tight schedule I have in
the office.
14 My organization understands the necessity of being
in good terms with my family members.
15 Family Priorities lead to a motivated workforce and
high employee morale

86