The effective management of work/life balance (WLB) is an issue increasingly recognized as of strategic importance to organizations and of significance to employees. We argue that an organization's need to attract and retain valued employees in a highly competitive labour market is a strong motivating factor for increased organizational awareness and action with regard to implementation and management of WLB strategies. In this paper, we report the findings of three surveys conducted annually from 1997 to 2000 with organizations in Australia. We explore the range and usage of WLB strategies in Australian organizations and identify the barriers to those strategies. It is evident that, while some achievements have been made over the years, there remain substantial challenges for the uptake and management of WLB strategies.

Achievements and challenges for work/life balance strategies in Australian organizations

Working couples caring for children and aging parents: Effects on work and well-being

This study used a structural equation modelling approach to assess the association between employee work-life policies, psychological empowerment, and academic staff job commitment in universities in Cross River State, Nigeria. Three null hypotheses were formulated to guide the study following a descriptive survey research design. Multistage sampling procedure was adopted in the selection of 315 academic staff from two universities in the study area. “Work-Life Policies, Psychological Empowerment and Job Commitment Questionnaire (WPPEJCQ)” was used as the instrument for data collection. The construct validity of the instrument was ascertained through an Exploratory Factor Analysis (EFA) using the Principal Component Analysis (PCA). The Kaiser-Meyer-Ohlin of .894 and the Bartlett coefficient of 7795.820 were obtained. Several fit indices of Confirmatory Factor Analysis were used to accept the model such as RMSEA=.031, TLI=.969, CFI=.971 and many others. The null hypotheses were all tested using Path analysis. Findings revealed, among others, that there is a significant effect of work-life policies on the affective (β=.774,t=21.636,p<.05), continuance (β=.450,t=8.932,p<.05), and normative (β=490,t=9.967,p<.05) dimensions of academic staff commitment; furthermore, psychological empowerment has a significant effect on the affective (β=.795,t=23.199,p<.05), continuance (β=.501,t=10.261,p<.05) and normative (β = .520, t = 10.795, p< .05) dimensions of staff commitment; and there is a significant composite effect of work-life policies and psychological empowerment on the affective, continuance, and normative commitment levels of academic staff in universities. Based on these findings, conclusions and recommendations were made

/pdf/validation-of-an-instrument-and-measurement-of-employee-work-14naplah1h.pdf

Validation of an Instrument and Measurement of Employee Work-Life Policies, Psychological Empowerment, and Job Commitment of Academic Staff in Universities

Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations by Tawana Lovick-McDaniel MS, University of Maryland University College, 2014 BS, University of Maryland University College, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2019 Abstract Nonprofit organizations’ managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations’ managers used to increase employee job satisfaction. The targetedNonprofit organizations’ managers face challenges in creating nonmonetary rewards to increase the job satisfaction of staff and productivity of the organization. The purpose of this multiple case study was to explore the nonmonetary reward strategies that nonprofit organizations’ managers used to increase employee job satisfaction. The targeted population included nonprofit managers who had successfully implemented nonmonetary reward strategies to increase employee job satisfaction. Kalleberg’s theory of job satisfaction was the conceptual framework for the study. The primary data collection method was semistructured, face-to-face interviews with 3 participants. Secondary data sources included review of company documents such as employee evaluations and workfrom-home request forms. Methodological triangulation of data and information was accomplished by comparing data collected from interviews and company documents. Through coding and thematic analysis, 3 primary themes emerged: experience, effective communication, and flexibility. The primary conclusion of this study was that managers use personal experiences as an employee to develop and implement effective reward systems. The implications of this study for social change include the potential to improve employee job satisfaction in nonprofit organizations, which may result in improved employee productivity and promote social development in the community. Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations by Tawana Lovick-McDaniel MS, University of Maryland University College, 2014 BS, University of Maryland University College, 2012 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University October 2019 Dedication I dedicate my doctoral study to my late grandmother, “Big Mama” Rowena Matthews-Hicks. Without her, I would not have had the push to finish in the time that I did. Every time we were together, she would always check on my doctoral study progress, even if we were together the next day. She always told me how proud she was and encouraged me to pursue my doctoral degree. When I felt like giving up, her words of encouragement, love, and wisdom always spoke to me, and, because of her, I am where I am today. I kept my promise and know that she is smiling down, proud of me. Acknowledgments I would like to first thank God for giving me the strength and knowledge to complete this journey. I would also like to acknowledge and thank my wonderful husband, Derek McDaniel, for being there for me and encouraging me along the way, for not letting me give up, for loving me, for listening to me complain, for taking on extra family tasks, and much more. A special thank you to my family for always encouraging me, praying for me, and checking on me. Last, but not least, I thank my doctoral study committee members--Dr. Erica Gamble (chair), Dr. Eric Sines (SCM), and Dr. Judith Blando (URR)--for their guidance and support.

/pdf/nonmonetary-strategies-to-increase-employee-job-satisfaction-1udizgqm21.pdf

Nonmonetary Strategies to Increase Employee Job Satisfaction in Nonprofit Organizations

As several previous studies have shown, the provision of workâ€“life benefits (WLB) varies between organisations; while some organisations provide a comprehensive range of WLB, others do not. Our research aims to identify and examine the influences on the provision of WLB in an organisation. Recognising the potential for different goals and agenda, we propose that it is necessary to understand the perspectives of WLB held by managers and by employees. To inform our research, we have drawn upon the complementary theoretical bases of strategic choice theory, stakeholder theory and the resource-based view of the firm. Using multiple methods of data collection and including management and employee perspectives, qualitative case studies were undertaken with two Australian subsidiaries of large multinational firms. We develop and refine a framework that identifies the influences on the provision of WLB. This framework is a useful guide for researchers and practitioners seeking to understand and manage WLB.

Influences on the provision of work-life benefits: management and employee perspectives. [Paper in: Achieving Work-Life Balance. Kalliath, Thomas and Brough, Paula (eds).]

Work-life balance is basically the positive relationship between work and other equally important activities in life which include family, leisure, personal development and community development issues. The relationship cannot be clearly defined and varies from person to person according to their life demands. Work life balance is intended to allow employees greater flexibility in their working patterns so that they can balance what they do at work with the responsibilities and interests they have outside work. The purpose of the study was to examine the effects of work life balance on employees performance. The unit of study was Kabarak University which is private Chartered University in Nakuru County.Â  The main objective of the study was to analyze the effects of work life balance on employee performance in Kabarak University. The specific objectivesÂ  was to establish the effects of work-family priorities conflict on employees performance, establish the effects of employee assistance programs affect employees performance. The research used descriptive technique, specifically case study.Â  The method used to collect data was primary method.Â  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 format where percentages were presented. To determine if the independent variables influence the dependent variable Chi-square tests was done.Â Â  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. The study therefore recommended that organization should come up with ways of balancing what employees do in their jobs and how they cater for their family needs to reduce the imbalance and thus improve their performance. Â Â It is expected that the study will be utilized by the Human Resource Department of Kabarak University to understand the effects of work life balance on the performance of employees.

Effects of Work life Balance on Employees Performance in Institutions of Higher Learning. A Case Study of Kabarak University

Human resource management is the strategic approach to the management of an organizations most vital asset, the people who contribute to the achievement of the objectives of the organization. Employee incentives constitute some of the high performance work practices used by organizations to improve knowledge, skills, and abilities of current and potential employees, increase motivation and enhance retention of quality employees. Kabarak University has a number of employee incentives in place. However, there is scanty empirical study, to determine the influence of these incentives on employee performance. The study examined the relationship between specific employee incentives to employee performance in private Universities in Kenya. The study population was all the employees of Kabarak University, selected as respondents; thereby a census study was carried out .The study involved use of structured questionnaire to collect the data. Secondary data was extracted from the department of Human resource. The analysis of the collected data was done by use of Mann Whitney U test, factor analysis and Chi-square, and presented using descriptive statistics in frequency tables and charts. Financial and nonfinancial incentives are applied to a great extent to motivate the employees. Financial incentives that are perceived to have significant influence on employee motivation include: salary, insurance financing, retirement benefits, performance based rewards, holiday, overtime pay, and loan entitlement. Among the non-financial incentives with significant influence on performance were: creativity at work, organizational goals, challenging tasks, opportunity for personal development, autonomy and responsibility, teamwork, job security, professionally stimulating environment, opportunity to set performance goals, predictable work life,Â  opportunity to lead, training and development and flexible policies. Recommendations include; the need for top management of organizations to design effective incentive schemes that comprise a mix of financial and non-financial incentives, with non-financial incentives being key, supplemented by financial incentives. The findings are vital for policy makers in human capital intensive organizations such as universities.

Effects of employee incentives on employee performance in private universities in Kenya - A case of Kabarak University

Â Significant shifts in the global economy have accelerated the need for organizations to find innovative ways to address new technological, demographic and marketplace realities. These shifts have also forced institutions of higher learning in Kenya to reevaluate costs associated with talent, necessitating a need to maximize productivity with minimal work force. At Kabarak University, employees are expected to be proactive, show initiative, take responsibility for their own professional development and to be committed to high quality performance standards. These expectations place high job demands on the staff and in so doing predispose them to burnout. However, there is no comprehensive staff counseling programs aimed at helping the human resource develop their positive psychological capital that would inoculate them from psychological indisposition and thus boost work engagement for higher output. This paper explores the role of counseling in promoting work engagement and increasing productivity at Kabarak University. The article theorizes that engagement, conceptualized as the investment of an individualâ€™s complete self into a role, is a significant factor in job wellness and correlates positively with counseling. Mixed methods research was used to conduct the study. Secondary data was augmented with the participant observation data collection procedure. Qualitative and quantitative data analysis was done using SPSS 22. It was established that work engagement is a human resource concern that can be strengthened by staff counseling programs. The job specification for the professional counselors within the university precludes their active involvement with psychological welfare of staff. HRD researchers seeking to conduct original research in universities, and practitioners interested in creating greater levels of engagement in their organizations will find the discussion and implications sections valuable.Â Key words: staff counseling, productivity, engagement, attrition//

The Role of Staff Counseling in Promoting Work Engagement and Productivity: A Case of Kabarak University

/pdf/staff-involvement-on-employee-performance-in-geothermal-81dddbgr.pdf

Emily Tumwet

Papers

Effects of Work life Balance on Employees Performance in Institutions of Higher Learning. A Case Study of Kabarak University

Effects of employee incentives on employee performance in private universities in Kenya - A case of Kabarak University

The Role of Staff Counseling in Promoting Work Engagement and Productivity: A Case of Kabarak University

Staff Involvement on Employee Performance in Geothermal Development Company in Nakuru County, Kenya