PROFESSIONAL QUALIFICATION IN HUMAN RESOURCE MANAGEMENT
RESEARCH PROJECT REPORT
A STUDY OF THE IMPACT OF WORK LIFE BALANCE ON EMPLOYEE PERFORMANCE
THIS RESEARCH PROJECT REPORT IS SUBMITTED AS A PARTIAL FULFILLMENT OF THE PROFESSIONAL QUALIFICATION IN HUMAN
RESOURCE MANAGEMENT IN THE CHARTERED INSTITUTE OF PERSONNEL MANAGEMENT SRI LANKA
THE CHARTERED INSTITUTE OF PERSONNEL MANAGEMENT SRI LANKA
NAME : D.M.A.K. DIVISEKARA
INDEX NUMBER : PQHRM/16-204-CL/51 RESEARCH PROJECT NUMBER : 8617
DATE OF SUBMISSION: 31 OCTOBER 2019
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ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who supported me throughout the course of this research project. I am thankful for their aspiring guidance, invaluably constructive criticism and friendly advice during the project work. I am sincerely grateful to them for sharing their truthful and illuminating views on a number of issues related to the project.
I express my warm thanks to Mr. Suneth Hitihamu for his support and guidance and all the people who provided me with the facilities being required and conductive conditions for my research project.
Thank you.
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Table of Content
Acknowledgement………..………i
Table of content……….ii
Abstract………vi
Declaration………..vii
CHAPTER 1 1.1 Introduction to the Topic………...………...……….……1
1.2 Introduction to the Company……….2
1.3 Problem Statement……….………2
1.4 Practical Relevance of the Study……….………..3
1.5 Objectives of the Study………...………...3
1.6 Limitation of the Study ………...………..……4
1.7 Organization of the Study………..………4
1.8 Chapter Summary………..………5
CHAPTER 2 2.1 Introduction………...………..…...6
2.2 Employee Performance………..………7
2.3 What Is Work Life Balance...7
2.4 Employee Assistance Program (EAP)………..……….8
2.5 Working Environment……….………..9
2.6 Working Environment Factors That Affect Employee Performance………..……10
2.7 Technology Advancement………...……..……11
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2.8 Relationship between Technology Advancement and Employee Performance………..……11
2.9 Workplace Stress………...12
2.10 Workplace Stress and Its Impact on Employee Performance...12
2.11 The Relationship between Work-Life Balance and Employee Performance……..…..……13
2.12 Chapter Summary………..…………...…14
CHAPTER 3 3.1 Introduction………..………..…...15
3.2 Conceptual Framework ………15
3.3 Hypothesis………...……….…………16
3.4 Operationalization Of Variables………...………..………..17
3.5 Saunders Research Onion Model………...………...………22
3.6 Chapter Summary ………...………..……...23
CHAPTER- 4 4.1 Introduction to the Chapter………..…….………24
4.2 Demographic Variable Analysis………..……….………….38
4.3 Analysis of Each Variable through Close Ended Questions……….……44
4.4 Qualitative Analysis of the Open Ended Questions in the Questionnaire….………...……45
4.6 Chapter Summary………..……….………….48
Chapter 5 5.1 Introduction to the Chapter ……….……….………49
5.2 Conclusion……….………..49
5.3 Recommendations ………...………...……….51
5.4 Chapter Summary………..………...………...52
References ……….………53
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List of Tables
Table 3.1: Operationalization... 17
Table 4.1 - Age Distribution ………..………..….24
Table 4.2 Correlation – Employee Assistance Programs……….……….25
Table 4.3-Regression Model Summary: Employee Assistance Programs and employee performance ………..25
Table 4.4: ANOVA Employee Assistance Programs and Employee Performance………….….27
Table4.5: Coefficient Employee Assistance Programs and employee performance ………....…30
Table 4.6 Correlation – Working Environment………...…31
Table 4.7-Regression Model Summary: Working Environment and employee performance ….31 Table 4.8: ANOVA Working Environment and Employee Performance ……….……...32
Table 4.9: Coefficient Working Environment and employee performance …………..……..…..33
Table 4.10- Correlation Technology Advancement………..…….33
Table 4.11-Regression Model Summary: Technology Advancement and employee performance ………..………..…34
Table 4.12: ANOVA Technology Advancement and Employee Performance …………..……..34
Table 4.13: Coefficient Technology Advancement and employee performance……..…………34
Table 4.14- Correlation Workplace Stress………...………..35
Table 4.15- Regression Model Summary: Workplace Stress and Employee performance……...35
Table 4.16 – ANOVA Workplace Stress and Employee performance……..………36
Table 4.17: Workplace Stress and Employee performance………...36
Table 4.18 - Close ended question on EAP………...39
Table 4.19- Close ended question on working environment……….40
Table 4.20 - Close ended question on Working Environment……….………..41
Table 4.21 - Close ended question on workplace stress………42
Table 4.22 - Close ended question on Employee Performance……….43
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List of Figures
Figure 3.1.: Conceptual Framework………...……….18
Figure 3.2.: Research Onion Model………...………….19
Figure 3.3 : Inductive Approach………..………..20
Figure 4.1 - Age Distribution……….………..………..25
Figure 4.2. - Gender Distribution……….……….……….25
Figure 4.3 - Marital Status Distribution……….………..…..26
Figure 4.4 - Distribution of Responses – Employee Assistance Programs………..……...39
Figure 4.5 - Distribution of Responses – Working Environment………..……..40
Figure 4.6 - Distribution of Responses –Technology Advancement………..……….41
Figure 4.7 - Distribution of Responses – Workplace Stress………42
Figure 4.8- Distribution of Responses – Employee Performance………...………….43
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Abstract
Employee Work Life Balance (WLB) is a major factor to increase employee performance as well as organizational performance. Employee performance is very important for any organization to achieve competitive advantage. ABC Company is not reaching expected performance level and it is clear to have performance gap. The main objective of this study is to find the relationship between work-life balance on employee performance. The research study explores the Impact of Work-Life Balance on employee performance. Employee assistance programs, Technology advancement, working environment and workplace stress are selected independent variables and employee performance is the dependent variable.
Seventy four employees were selected from ABC Company to conduct this research. The required primary data were collected through a structured Likert scale questionnaire, open ended question, close ended questions and the researcher used correlation analysis and regression analysis in order to test the hypotheses. The researcher used mix methodology for this research and data are collected through questionnaires and structured interviews. In qualitative method mainly interviews, focus groups etc. are used. Open ended questions in questionnaires will be used to collect qualitative data. In Quantitative Method researcher used to create a correlation between the variables identified previously. ANOVA test would be used in order to test the hypothesis.
Correlation and linear regression analysis was used to test the hypothesis further. Analyzing the validity of the constructed hypothesis will be done using SPSS software.
In conclusion, it was found that Employee Assistant Programs, Technology Advancement, Working Environment and Workplace Stress positively impact on employee performance. In simply researcher found that there is a relationship between work-life balance and employee performance.
Key Words: Work Life Balance, Working Environment, Technology Advancement, Employee Assistance Programs, Employee Performance.
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Declaration
I hereby declare that the project report entitled “Examine the impact of work life balance on employee performance” submitted by me is a record of bonafide project work carried out by me under the guidance of Mr. Suneth Hitihamu. I further declare that the work reported in this project has not been submitted and will not be submitted, either in part or full, for the award of any other degree or diploma in this institute or any other institute or university.
Signature:………..
Date:………..
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CHAPTER 1 INTRODUCTION
1.1 Introduction to the Topic
“A Study of the Impact of Work Life Balance on Employee Performance”
In dynamic business environment, work life balance has been one of the key issues faced by many employees all over the world. Today workers have many competing responsibilities when they are playing various roles. In organization, it is very important to have healthy work life balance practices to gain a competitive advantage in the market place. The origin of work-life balance practices spans from work-life conflict experienced by the employee (Obiageli, Uzochukwu, &
Ngozi, 2015). Maintaining work-life balance is an issue increasingly recognized as of strategic importance to the organization and of significance to employees (Mendis & Weerakkody, 2017).
Clarke, Koch & Hill (2004) have defined that 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.
Employee performance is simply about employee behavior, contribution and commitment in the success of organization. Armstrong (2006) have defined it as the development of quantified objectives. Performance is not solely matter of what people achieve but how they achieve. It can be defined as the achievement of specified tasks against predetermined. It has three identified standards of accuracy, completeness, cost and speed (Sultana, et al, 2012). For employers, the consequences of poor work-life balance will be poor performance, absenteeism, sick leave and higher staff turnover, recruitment, and training costs (Mendis & Weerakkody, 2017). In this study, researcher attempt to find the impact of work life balance on employee performance.
1.2 Introduction to the Company
ABC is an American global chain of hamburger fast food restaurants. Headquartered in the unincorporated area of Miami-Dade County, Florida. ABC company ventures into the fast food
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restaurant chain began with the opening of three ABC restaurants simultaneously on the same day, December 28, 2013 in Sri Lanka by the brand’s new master franchisee, an ABC Restaurants (Pvt) Ltd, a fully-owned subsidiary of XYZ PLC. ABC is the world’s second largest hamburger chain tracking records of serving over 11 million guests per day across 91 nations. Most of ABC restaurants are owned and operated by independent franchisees with strong business presence in- country. XYZ was its ultimate choice for the franchise in Sri Lanka. ABC Sri Lanka has since expanded its footprint to 16 other locations including Kollupitiya, Rajagiriya, Mount Lavinia, Arcade Independence Square - Colombo 07, Kandy City Centre, Central Hospital - Food Court, Liberty Plaza, Negombo, Wattala, Fort and Bandaranaike International Airport. The restaurants feature ABC signature flame-grilled Whopper, chicken and other specialty sandwiches with an extra flavor of spice to satisfy the Asian tongue along with French fries, soft drinks and desserts at an affordable price ABC Restaurants (Pvt) Ltd.
1.3
Problem Statement
Happy employees always create happy customers. ABC being a business to customer (B2C), it is very essential to have a healthy, balanced workforce. Under these circumstances, ABC Company have experienced a performance gap which has been continuous problem for the company since three months. As an indicator to the problems that the organization suffers there are many symptoms that surfers.
As per the discussion had with Head of Human Resources of the selected company, he emphasized that the company has been faced an issue of not meeting the expected level of employee performance. For further verification researcher checked the reviews and customer comments of the web sites and Facebook pages of the ABC Company. Furthermore, the Head of Human Resources elaborated that the company believes, there is a significant impact of Work-Life Balance regarding the insufficient employee performance. Employee Turnover, Absenteeism, Customer complaints are faced mainly by ABC Company. As it is a fast food restaurant, some outlets of the ABC Company are highly complained by customers for low quality foods, billing errors, unsatisfied customer service, delay in delivery.
Performance of employees in fast food restaurant play a significant role in improving operational efficiency, building customer loyalty and boosting profits. Expectations for better services and excellent customer experience are escalating with each passing day. Main goal is to build a team
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of highly motivated, engaged and productive employees who can ensure that customers have satisfying experience. Fast food Industry employs the largest percentage of the workers. It is essential to have best work life practices to achieve business goals and sustain for long run in the market.
In this research, the company is expected to have healthy work life practices and employee performance is expected to be increased reducing performance gap. As per the discussion had with department heads, they highlighted the factor that their employees are actively participated their counseling programs, counsellors are advising the company management to have healthy work life practices.This research is conducted in fast food industry and it is mainly focused to increase performance while having work life practices such as employee assistant programs, good working environment, job satisfaction and technology advancement.
1.4 Practical Relevance of the Study
In this study, the researcher will aim to study whether there is a relationship between work life balance and employee performance, while getting adequate knowledge about Fast food industry in Sri Lanka.
This will be an actionable research and the company will be able to use findings of this research to improve employee performance while developing healthy work life practices in the company.
The researcher will provide several suggestions to enhance employee performance in Fast food industry in the aspect of work life balance.
This research will result a useful tool for increasing performance of fast food industry and will be helpful to be stable in the industry. Moreover, the industry will be benefited from this study by being able to identify the relationship between work life balance and employee performance.
1.5 Objectives of the Study
General Objective
To study the impact of work life balance on the employee performance.
11 Specific Objective
The following objectives are also intended to be achieved.
To identify the importance of work life balance.
To identify the factors affected to improve employee performance.
To find healthy work life practices for employees.
1.6 Limitation of the Study
There are certain limitations even though this an effective research on the topic of Examine the Impact of Work Life Balance on Employee Performance in ABC Company. The researcher selected 80 sample of employees which include clerical staff, hostesses and executive staff of ABC Company. The researcher selected the sample of employees of ABC Company in order to get un- biased and true information. The researcher selected clerical staff and hostesses for the questionnaire and executive staff for the interview. Under this situation, all the findings and date are un-biased and true while reflecting the current situation of the ABC Company.
1.7 Organization of the Study
In this study chapter 1 is about introduction to the study and relevant company. Chapter 2 discusses the literature review. In 2nd Chapter, the researcher reviewed key concepts of the study such as working environment, working stress, technology advancement and Employee assistance programs. In 3rd chapter, the researcher discusses how the research is done using data collection, conceptual framework, hypothesis and operationalization of variables. In 4th chapter, the researcher analyzed the data that collected through questionnaire and interviews. In 5th chapter, the researcher analyzed the impact of above mentioned key concepts to the employee performance to the current employees of ABC Company. After this relationship is understood, researcher will find the lacking factors of increasing employee performance with reference to work life balance.
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Further in this final chapter, the researcher conclude and recommend suggestions for the ABC Company to increase employee performance in the name of work life balance in order to achieve competitive advantage in this competitive and dynamic market place.
1.8
Chapter Summary
This chapter discussed on the general objective of carrying out the research on the impact of work life balance on employee performance and its specific objectives. It also highlighted the scope of the study including the limitation of the research and the researcher explained organization of the study that is to briefly establish how each chapter is constructed to achieve research objectives.
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter discusses the information of other researchers, scholar opinions who have completed their research in the same field. Under this chapter, the researcher is going to decorative the term employee performance, work-life balance, technology advancement, working environment, employee assistance programs and workplace stress. The researcher will cover the specific areas of work- life balance and Employee performance. The review of the literature included various research studies of work-life balance and employee performance.
2.2 Employee Performance
Employee performance is relevant for individual employees as well as organization (Mensah,2015). Yi Idlz et al (2008) defined employee performance as the percentage of using the capacity of people in order to complete work successfully in a certain period of time. He further explained that employee performance is a paramount concept in meeting organizational needs to fulfill expectations of stakeholders.
Researchers have explained that the definition of performance does not include the results of an employee’s behavior, but only the behaviors themselves (Aguinis, 2009). Performance means both behaviors and results. Behavior originate from performer and transform performance from perception to action. Not simply the instruments for results, behaviors also are outcomes in their own right-the product of mental and physical effort applied to tasks may be judged except for results (Brumbach, 1988). Behavior can be defined that how the task or goals are achieved. It is not always measurable and visible. There are different kinds of behaviors that improve or impede organizational goals (Boland & Fowler, 2000).
Organizations want active workers so as to fulfill their goals and to deliver the merchandise and services they're specialized in and eventually to attain a competitive advantage.
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Employee performance is that the combined results of effort, ability and perception of tasks (Platt
& Sobotka, 2010). The factors that have an effect on the amount of individual performance area unit motivation, ability and chance to participate (Armstrong, 2006). Further, there are many factors towards the success of employees’ performance. These factors embody physical atmosphere, equipment, important work, performance expectation, feedback on performance, dangerous system among others. He adds that, to own a typical performance, employers need to get the workers task done on the right track thus on bring home the bacon the structure goals (Stup, 2003). Platt (2010) have defined the employee performance as the connected result of effort, ability and perception of tasks. It is the key multi character factor envisioned to achieve outcomes and has a major relationship with set objectives of the organization (Sabir et al. 2012).
Borman and Motowildo (1993) explained that employee performance is a multi-component concept and it is behavioral engagements from an expected outcome. They further explained that behavioural engagement and expected outcome are related concepts to each other. Expected outcome can be affected by factors like cognitive abilities and motivation. They further explained that employee performance can be considered as a multi-dimensional, multi-disciplinary concept.
Anitha (2014) explained that outcome of employee performance can be financial and non- financial and it has a direct connection with the success of the organization. Armstrong (2006) said that top managers’ responsibility is to develop a high performance culture. Gruman and Saks (2011) agreed that high degree of the employee commitment affects directly to increase performance. Ind (2007) researched that companies which shared profits with employees have a higher financial performance and development programs. Organizational performance is a symbol of the capacity of a organization and how it achieves effectively to independent goals (Venkatraman and Ramanujan, 1986).
2.3 What is Work Life Balance?
Balance in work and family life is a rising challenge for each staff and employers.
Kodz et el (2002) explained the principle of work life balance is that: ‘There ought to be a balance between an individual’s work and their life outside work, which this balance ought to be healthy’
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A comfortable state of equilibrium achieved between an employee's primary priorities of their employment position and their personal life-style. Most psychologists would agree that the stress of an employee's career shouldn't overwhelm the individual's ability to relish a satisfying personal life outside of the business atmosphere.
The issue of work-life balance has received a lot of attention, and therefore the completely different actors and participants in numerous industries turning into awake to practices for leveling work and life (Wong & blow, 2009).
Work-Life Balance is not an equal balance. Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic (Bird, 2003).
The best individual work-life balance will vary over time often on a daily basis (Bird, 2003). Work life balance employment practices are involved with providing scope for workers to balance what they are doing at work with the responsibilities and interests they need outside work (Armstrong, 2006). If the employees fail to achieve balance between the work and family, it will definitely lead negative consequences to the individual employees as well as whole organization.
(Smith, Loudoun and Peetz, 2007). Smith (2010) have explained that employees will spend sufficient, effective time at the job role while they are spending sufficient time on their family and friends. De Cirei, Holmes, Abbot & Pettit (2005) stated that there is no consistent definition of work life balance and it can be defined as an acceptable balance between their work and personal lives. They further agreed that it is a major area in the present business world. They also agreed that it is a important factor for both parties employers and employees. Bird (2003) explained that if employees are trying to schedule an ezqual numbers of hours for each of various work and personal activities, it is unrealistic and unrewarding. He further stated that individual work life balance will vary over time often on a daily basis.
2.4 Employee Assistance Program (EAP)
An Employee Assitance Program (EAP) may be a confidential direction service offered by employers to their staff to support their well-being within the geographical point and in their
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personal lives. Researchers (Bilal, Rehman, & Raza, 2010) disclosed the advantages of implementing family-friendly policies and programs in organizations that may address staff work- life balance, morale and retention, job satisfaction, and productivity. Employee Assitance programs facilitate them address personal, non-work problems, and issues that might probably have an effect on their work life (Wambui, Cherotich, Emily, & Dave, 2017). Even though there may be several motives behind these policies and programs, the major reasons are to reduce work-family conflict, increase organizational commitment, and increase individual and organization performance (Wang, Lawler, & Shi, 2011). Employee assistance program can be defined as work-based intervention program designed to identify and assist employees in resolving personal problems (e.g., marital, financial or emotional problems; family issues; substance/alcohol abuse) that may be adversely affecting the employee’s performance (Wambui, Cherotich, Emily,
& Dave, 2017)
2.5 Working Environment
The quality of the employees’ workplace environment impacts on their motivation level and hence performance (Heath, 2006). When employees have the desire, physically and emotionally to work, then their performance shall be increased (Boles et al., 2004). They also stated that having a proper workplace environment helps in reducing the number of absenteeism and as a result can increase the performance in today’s competitive and dynamic business world. The workplace environment that is set in place impacts employee morale, productivity and engagement - both positively and negatively (Chandrasekar, 2011). Researchers add that factors of workplace environment play an important role towards the employees’ performance. The study is grounded on the Two Factor Theory (Herzberg, 1986). Herzberg came to a conclusion that the aspects of the work environment that satisfy employees are different from the aspects that dissatisfy them. The theory points out that improving the environment in which the job is performed motivates employees to perform better. The other theory is Weiss and Cropanzano’s Affective Events Theory (AET) which explains the link between internal influences and their reactions to incidents that occur in their work environment that affect employee performance, organizational commitment and job satisfaction (Phua, 2012). According to Tripathi (2014) the work environment can be defined as the environment in which people work that include physical setting, job profile, culture and market
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condition. Kohun (2002) have defined the workplace environment as the interrelationship between employee and the environment that they are working. Heath (2006) have further explained it as the physical location as well as the immediate surroundings, procedures, policies and programs and culture. If the working environment is effective, it will give the employees a sense of pride, satisfaction and attractiveness to perform (Humphries, 2005). Challenger (2000) have found that physical working environment always boost and improve employee performance and productivity.
Healthy workplace environment protects the well-being of employees and enabled them to play a complte role in order to get higher performance (Taiwo, 2010).
2.6 Working Environment Factors That Affect Employee Performance
Workplace environment includes mainly physical workplace and psychological factors. Kohun (1992) defined working environment as a full of actions, totality of forces and other influential factors. Brenner (2004) explained that sharing knowledge throughout the organization depends on how the work environment is designed and how it is utilized by employees. Supervisor support is a factor that affects psychologically to improve employee performance. Adair (1988) defined a supervisor as a person with an experience leader who can solve problems and a role model. Rabey (2007) explained that he can assist and guide employees in getting their jobs easier. So he can lead to the employee performance. Vischer (2007) explained that if employees have good physical working environment, they apply their maximum energy and full attention to perform work.
Work incentives, promotions are highly affected factors in work in environment that improves employee performance. Chandrasekar (2011) explained that informal feedback and feedback delivered as part of a formal performance management cycle are helpful to improve employee performance(Chandrasekar, 2011).
Brill (1992) explained that results of the employee performance can be increased from five to ten percent because of physical workplace. McCoy and Evans (2005) stated that working environment should be proper to get maximum output. So physical element is playing an important role in increasing employee performance in the aspect of working environment.
18 2.7 Technology Advancement
Technology has improved people’s lives in many different ways. People can live longer, healthier lives because of technological advancements. With development of new information and communication technologies (ICT), existing organizations in the different industries to achieve a competitive advantage needs to use these technologies. Organizations should withdraw the old methods and move towards the new technologies that based on the World Wide Web context (Parandeh, 2003). Technological advancement is the process of combining and recognizing knowledge to generate new ideas. The development of technology has an impact on firm performance (Mumford, 2000). Technological advancement comes from internal advancement (Pavitt,1990) and internal advancement comes from employee capability. So there is a closer relationship between technological advancement and employee performance (Huselid, 1995).
Employee’s performance is closely linked with technological advancement. Technological advancement can be managed effectively through employees. Advancement makes employees more effective and firm more efficient (Lawless and Anderson, 1996).
2.8 Relationship between Technology Advancement and Employee Performance
Hampel and Martinsons ( 2009) stated that technological advancement change the organize policies and strategies. Madsen etal (2005) said that most of challenges in market place are generated because of competitive market, developed technology and increasing employee efficiency. Dauda and Akingbade (2011) said that organization should motivate the employees to grab the new technology and organization gives incentive to employees for better performance. It is tool for improving employees’ performance. Nohria and Gulati (1996) researched and found that technological advancement is a mostly influenced tool for employee performance. Hitt et al (1997) gave a same finding that technology advancement is improvement factor that technology advancement is important factor for improvement of performance. Foster (1986) found that there is a positive relationship between technology advancement and performance and further concluded that it is important for employee performance.
Chi et el (1989) explained that to acquire new knowledge and technology competencies, employees should be trained to get maximum employee performance. Li and Deng (1999) have
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confirmed that finding explaining that technology advancement can improve organization performance.
2.9 Workplace Stress
Stress can be defined as an individual’s reaction to an environmental force that effect an employee performance (Selye, 1956). It is also a dysfunctional for organizations and their members (Kahn, Wolfe, Quinn, Snoek, & Rosenthal, 1964). Rose (2003) has explained that employees have a trend towards higher level of stress regarding working time, long working hours and these factors are reasons for reducing employee performance. Stamper & Johlke (2003) have explained that organizational assistance, management support are cushions which act positively declining workplace stress. Ivancevich & Donnelly (1975) have studied the link between stress with satisfaction and performance of employees that lower stress leads higher performance. Stress on job can be stated as the outcome of an individual due to the working environment from which he feels unsecured (Ashfaq Ahmed & Dr. Muhammad Ramzan, 2013).Usman &Ismail (2010) explained that stress is that state of mind of an individual in which that it is a misperception and struggle between demands, responsibilities or opportunities and desired work outcomes.
2.10 Workplace Stress and Its Impact on Employee Performance.
Stress can be defined as a negative emotion faced by people. He further explained that it leads to physical and psychological behavior changes that individuals faced difficulties when they are managing their day to day tasks (Taylor, 1995). Sherman, Bohlander and Snell (2001) stated that stress is directly affected to the individual performance and it will affect to the overall performance of the team and department as well. Working stress can be affected in various ways to the organizational performance like decreasing performance, lack of motivation, increasing turnover and lack of commitment. Steers (1991) stated that it is important to consider various forms of behaviors that are known to result workplace stress. Thompson and MChugh (1995) opined that stress is a result of the unmatched between an individual and their environment. Blumenthal (2003)
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stated that excess workplace stress is harmful, destructive to the well-being and productivity of the employees.
2.11 The Relationship between Work-Life Balance and Employee Performance
Work-life balance is a key factor for the employees and organization to achieve success. In simply, it is a balance of work commitments and family responsibilities. It is balanced combination of the individuals’ participation in their work and other aspects of their life. Rebbecca (2000) have found that men and women have different perception on work-life balance. So, it depends on the priorities that someone gives on their work and it is not a common rule. R. Barel & S. Bhargava have suggested through their researches that the organization should implement work life balance programs while incorporating the organization culture and ensuring employees commitment in order to get maximum employee performance.
Ezzedeen and Swiercz (2002) explained that the modern work has become knowledge based, fluid, and intellectual; overworked people think about work all of the time. For many people, work has become cognitively intrusive. Guest (2001) explained that work life balance can impact on both employers and employees. He further explained that it can impact on mental health, life satisfaction, work, physical health and individual performance in employee aspect. Russell and Bowman (2000) researched and found that when employees provide the benefits or working condition, it helps to balance family and the work domains as work life benefits.
Stranks (2005) explained that increase level of workplace stress lead to low employee morale, poor productivity and poor job satisfaction. Stansfield et al (2000) have explained that work related stress impact individuals and affected ones may feel an inability to overcome or cope problems arise in the work place.
In this dynamic and competitive business environment, work life balance a key issue faced by many employees all over the world. Under this situation, it gives strategic importance to the organization and paying adequate consideration for this area is a must. It really affects both employees and employers and every other stakeholder of the company. Inadequate work life practices lead to a big risk to employees’ well-being, their performance as well as organizational performance.
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Kersly et al (2005) said that work life conflict has become a key area and work life balance practices and organizational effects should be integrated. Kumar and Chakraborty (2013) stated that there is a significant connection between work life balance and organizational success. They expressed that there are virtuous cycle which pertains to organization effectiveness, balanced work life and improved performance and vicious cycle related to the imbalanced work life and poor performance. Mendis and Weerakkody (2017) stated that proper work life balance have to maintain in order to improve employee performance. Work life balance lead to the satisfaction and performance of work and family (Guest, 2002).
2.12 Chapter Summary
Having analyzed past researcher’s and scholar’s findings, the researcher mainly focused on the impact of work life balance on employee performance. Researcher reviewed on the literature especially the impact of working stress to the employee performance, impact of employee assistance programs to the employee performance, impact of the working environment to the employee performance. The researcher studied and reviewed relevant theories, concepts and findings of the scholars on the literature.
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CHAPTER 3
RESEARCH METHODOLOGY
3.1 Introduction
Research methodology should flow from research questions and objectives. It should be handled with the time the researcher have allocated for the study. To make study successful, data should be collected in a right way in order to analyze the data. The whole research depend on the Information which required by the researcher. This chapter is helpful to gather data in order to analyze and to come conclusions.
3.2 Conceptual Framework
3.1. Conceptual Framework Independent Variable
Employee Assistant Programs
Technology Advancement
Working Environment
Workplace stress
Employee Performance Dependent Variable
23 3.3 Hypothesis
Null Hypothesis- there is no impact of the work life balance on employee performance.
Alternative Hypothesis- there is an impact of the work life balance and employee performance.
Hypothesis 1
H01: There is no impact of the employee assistant programs on Employee Performance.
Ha1: There is an impact of the employee assistant programs on Employee Performance.
Hypothesis 2
H02: There is no impact of the working environment on Employee Performance.
Ha2: There is an impact of the working environment on Employee Performance.
Hypothesis 3
H03: There is no impact of the technology advancement on Employee Performance.
Ha3: There is an impact of the technology advancement on Employee Performance.
Hypothesis 4
H04: There is no impact of the workplace stress on Employee Performance.
Ha4: There is an impact of workplace stress on Employee Performance.
24 3.4 Operationalization of Variables
Variables Indicators Measurement Question No.
Independent Variables
Employee Assistance Programs
1. Non work problems ((Wambui, Cherotich, Emily, & Dave, 2017) 2. Family Friendly policies and programs (Bilal, Rehman, &
Raza, 2010)
3. Work based intervention program (Wambui, Cherotich, Emily, & Dave, 2017)
4. Individual & organizational performance (Wang, Lawler, &
Shi, 2011)
5. several motives behind these policies and programs (Wang, Lawler, & Shi, 2011)
Likert Scale Q Likert Scale Q
Likert Scale Q
Nominal Q Open-ended Q
6 7
8
9 10
Working Environment
1. Motivational level &
Performance ( Heath,2006) 2. Desire physically and
emotionally to work(Boles et al,2004)
3. Affective Event Theory (J Phua,2012)
4. Impact of work place environment
(Chandrasekara,2011)
Likert Scale Q
Likert Scale Q
Likert Scale Q Nominal Q
11 12
13 14
25 5. Factors of work place
envoironment (Herzberg,1986)
Open-ended Q 15
Technology Advancement
1. New Technology
(Parandeh,2003)
2. Technological advancement (Mumford,2000)
3. Internal
advancement(Pavitt,1996) 4. Firm performance
(Mumford,2000)
5. Effective and efficient employees (Lawless &
Anderson,1996)
Likert Scale Q Likert Scale Q
Likert Scale Q
Nominal Q Open-ended Q
16 17
18
19 20
Workplace stress
1. Environmental Force (Seyle,1956)
2. Organizational assistance (Stamper & Johlke,2003) 3. Feels unsecured (Ashfaq
Ahmed & Dr. Muhammad Ramzan, 2013)
4. Employee performance (Seyle,1956)
5. Key reasons (Rose,2003)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q Open-ended Q
21
22
23
24 25
26 Dependent
variable
Employee performance
1. Individual performance (Armstrong,2000)
2. Results(Brumbach,1988) 3. Employee Behaviour
(Aguinis, 2009)
4. Employee tasks and goals(Stup,2003)
5. Factors affecting performance
(Armstrong,2000)
Likert Scale Q Likert Scale Q Likert Scale Q
Nominal Q Open-ended Q
26 27 28
29 30
3.2 Operationalization of variables 3.5 Saunders Research Onion Model
Source: Research Onion- Saunders et al (2009) Figure 3.1
27 3.5.1 Research Philosophy
The researcher would follow Pragmatism where the respective philosophy is emphasized with the practical problems. This philosophy is based on both subjective and observable facts where qualitative and quantitative methods will be utilized for the analysis of data.
Pragmatism
This addresses practical problems experienced by people and these problems are dealt with directly. It will lead to adopt different views to answer the research problem.
“Pragmatism argues that the most important determinant of the research philosophy adopted is the research question – one approach may be ‘better’ than the other for answering particular questions.”
-Saunders et el- Research Methods for Business Students (4th Edition)
3.5.2 Research Approach
Saunders et al, 2009 have explained two research approaches as “Deductive” and
“Inductive” approach in research onion model. The researcher adopts the inductive approach.
3.5.3 Inductive Approach
https://www.researchgate.net Figure 3.2 : Inductive Approach
28
Inductive approach initiate with the observation and collection of data and theories are invented towards the end of the research as a result. At the beginning of the research no theories would apply and the theories may develop as a result of the research.
3.5.4 Research Strategy
According to (Saunders et al, 2009), the research strategy should be decided based on the research objectives, time and resources available for the research. In this study, the researcher’s strategy is to conduct primary research based on the survey method done through a questionnaire. Cross- sectional studies often employ the survey strategy (Easterby-Smith et al., 2002; Robson, 2002).
3.5.5 Research Choice
A mixed method of research design was considered suitable because of the background of this project. This means, researcher used qualitative and quantitative data. Qualitative data have to be converted or quantities to numerical codes in order to analyze statistically.
3.5.6 Time Horizon
Time horizon for this study is cross-sectional time horizon as this means comparing data and conducting analysis for a given point in time. It is called ‘snapshot time horizon. If the study is limited to a particular time, it will need a time frame to organize it well.
3.5.7 Data Collection and Analysis
Data can be collected either primarily and secondarily. Primary research is when field research is conducted where first-hand data is obtained. When collecting primary data, researcher got higher responses. Secondary research is when data is collected through existing theories and data of other
29
researchers and other secondary sources. Most research questions are answered using some combination of secondary and primary data.
3.5.8 Sampling
Sampling techniques provide a range of methods that enable you to reduce the amount of data you need to collect by considering only data from a subgroup rather than all possible cases or elements.
The sampling technique facilitates reducing the amount of data that should be collected from an aggregated population by considering collection of data from sub groups. Many researchers, for example Henry (1990), argue that using sampling makes possible a higher overall accuracy than a census.
3.5.9 Population
This research is targeted clerical level employees including crew members and Hostesses of the selected company. Population of the ABC organization is 420 employees all together but for clerical level staff the number is 121.
3.5.10 Sample
Among this population a sample of 80 employees is estimated to be selected for this project.
Clerical staff including crew members and Hostesses at ABC Company will be selected. In this process the gender or their age will be considered as a parameter.
3.5.11 Sampling Technique
In this research project simple random sampling technique will be used as the sampling technique. It would be most effective and each and every item in the population has an equal chance of inclusion in the sample.
30 3.6 Chapter Summary
Researcher used research onion model as a guide to describe the research’s methodology. Further, researcher used operationalization of variables that is explained independent and dependent variables. This included a sample size of 80 employees where questionnaires are being distributed and primary research is being done using this.
31
CHAPTER- 4
DATA PRESENTATION AND ANALYSIS
4.1 Introduction to the Chapter
In this chapter, researcher focuses on analyzing collected data by using data analysis techniques like correlation, Anova test by using SPSS software. Data collected by using questionnaire and interviews are mainly addressing on employee performance, working environment, technology advancement, employee assistance programs and work place stress. So in this chapter, researcher tries to test hypothesis whether they are rejected or accepted.
4.2 Demographic Variable Analysis
4.2.1 Age
Age distribution was categorized into four subsections. According to the data, majority of the employees fall in to the age category of 26-35 which is nearly 51%. On the other hand, age categories of 18-25 and 35-45 comparatively have lesser number of employees and percentage wise 30% and 13% respectively. The least number of employees belong to the age category of 46 and above and a percentage wise 6% out of the total sample population.
Age Category (Years) No of Employees
18-25 24
26-35 41
35-45 10
46 & above 5
Table 4.1 - Age Distribution
32
Figure 4.1 - Age Distribution
4.2.2 Gender
The pie chart below shows the distribution of male and female employees at ABC Company. Out of the 80 respondents who have faced the questionnaire, 60% are female and 40% are male,
Figure 4.2. - Gender Distribution 4.2.3 Marital Status
30%
51%
13%
6%
AGE
18-25 26-35 36-45 46 or above
Male 60%
Female 40%
Gender
Male Female
33
According to the data that has been generated by the researcher and it is presented in the above graph, it is clear that the majority of the sample of employees was unmarried which contains 58%
and married employees are 42%.
4.3 Figure- Marital Status Distribution
4.2.4 Independent Variable – Employee Assistance Program
Correlations
Employee_Pe rformance
Employee_Assist ance_Programes Employee_Pe
rformance
Pearson Correlation 1 .589**
Sig. (2-tailed) .000
N 74 74
Employee_As sistance_Prog rames
Pearson Correlation .589** 1
Sig. (2-tailed) .000
N 74 74
**. Correlation is significant at the 0.01 level (2-tailed).
4.2. Correlation Table – Employee Assistance Programs
42%
58%
Marital Status
Married Unmarried
34
According to the correlation matrix, employee assistance programs are strongly associated with Employee performance. Both correlation coefficients of employee performance and Employee Assistance Programs shows positive relationship. And, Employee Assistance Programs are statistically significant at the 0.01 level (2-tailed).
The strongest positive significant association shows in between employee assistance programs and Employee Performance and its coefficient of correlation is 0.589 at a 0.01 significant level.
Regression
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .311a .097 .083 .72730
a. Predictors: (Constant), Employee_Assistance_Programes
Table 4.3-Regression Model Summary: Employee Assistance Programs and employee performance
Regression statistics R – 0.311
R Square - 0.097
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.579 1 3.579 6.767 .012b
Residual 33.325 72 .529
Total 36.905 73
a. Dependent Variable: Employee_Performance
b. Predictors: (Constant), Employee_Assistance_Programes
ANOVA Table 4.4: Employee Assistance Programs and Employee Performance
35 Coefficientsa
Model
Unstandardized Coefficients
Standardized Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 2.027 .606 3.347 .001
Employee_Assistance_Progr ames
.428 .165 .311 2.601 .012
a. Dependent Variable: Employee_Performance
Coefficient Table 4.5: Employee Assistance Programs and employee performance
According to the model summary of the regression analysis on Employee Assistance Programs and Employee performance, R is 0.311 which indicates that the model is successful in predicting elements. R2 is the proportion of variance in the dependent variable which can be explained by the independent variable. In the current study, R2 is 0.097. Correlation is significant at 0.01 level.
4.2.5 Independent variable- Working Environment
Correlations
Correlations
Employee_
Performanc e
Working_En vironment
Employee_Performance Pearson Correlation 1 .780**
Sig. (2-tailed) .000
N 74 74
Working_Environment Pearson Correlation .780** 1
Sig. (2-tailed) .000
N 74 74
4.6 Correlation Table – Working Environment
The correlation between Employee Performance (Dependent Variable) and working environment (Independent Variable) is represented by the Pearson’s correlation coefficient value. (0.780) it shows that there is a moderate degree of positive correlation.
36 Regression
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the Estimate
1 .780a .609 .603 .64807
Table 4.7-Regression Model Summary: Working Environment and employee performance
Regression statistics R Square – 0.780
Adjusted R Square - - 0.609
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 44.444 1 44.444 105.820 .000b
Residual 28.560 72 .420
Total 73.004 69
ANOVA Table 4.8: Working Environment and Employee Performance
Coefficientsa
37
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .086 .311 .278 .782
Working_Environment 1.033 .100 .780 10.287 .000
Coefficient Table 4.9: Working Environment and employee performance
According to the model summary of the regression analysis on working environment and Employee performance, R is 0.780 which indicates that the model is successful in predicting elements. R2 is the proportion of variance in the dependent variable which can be explained by the independent variable. In the current study, R2 is 0.609. According to the coefficient table, the regression coefficients of working environment is statistically significant. In this analysis, the regression coefficient is 0. 240. Correlation is significant at 0.01 level.
4.3.6 Independent variable- Technology Advancement
Correlations
Employee_
Performanc e
Technology_
Advancement
Employee_Performanc e
Pearson Correlation 1 .670**
Sig. (2-tailed) .000
N 74 74
Technology_Advanceme nt
Pearson Correlation .670** 1
Sig. (2-tailed) .000
N 74 74
**. Correlation is significant at the 0.01 level (2-tailed).
Correlation Table 4.10- Technology Advancement
38
According to the table of correlation between Technology advancemet and employee performance gives a positive value. Therefore, it is a strong positive relationship between Technology advancement and employee performance which means they are statistically correlated..
The correlation coefficient value of the coefficient table (0.670) indicates a strong positive relationship.
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the Estimate
1 .670a .449 .441 .76887
a. Predictors: (Constant), Technology_Advancement
Table 4.11-Regression Model Summary: Technology Advancement and employee performance
R Square (R2)will show the percentage of regression between the independent variable and the dependent variable.
Regression statistics R – 0.670
R Square - 0.449
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1
Regression 32.805 1 32.805 55.491 .000b
Residual 40.199 68 .591
39
Total 73.004 69
a. Dependent Variable: Employee_Performance b. Predictors: (Constant), Technology_Advancement
ANOVA Table 4.12: Technology Advancement and Employee Performance According to the tables Anova table and Coefficients table, it is identified that the relationship between Technology Advancement and employee performance was significant at 0.000 which is less than in the significance level of 1% (0.01).
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .297 .398 .746 .458
Technology_Advancement .932 .125 .670 7.449 .000
a. Dependent Variable: Employee_Performance
Coefficient Table 4.13: Technology Advancement and employee performance
According to the model summary of the regression analysis on technology advancement and Employee performance, R is 0.670 which indicates that the model is successful in predicting elements. R2 is the proportion of variance in the dependent variable which can be explained by the independent variable. In the current study, R2 is 0.449.
According to the coefficient table, the regression coefficients of technology advancement is statistically significant. In this analysis, the regression coefficient is 0. 932.
40
4.2.7 Independent variable- Workplace Stress
Correlations
Workplace_St ress
Employee_Pe rformance
Workplace_Stress Pearson Correlation 1 .352**
Sig. (2-tailed) .002
N 74 74
Employee_Performance Pearson Correlation .352** 1
Sig. (2-tailed) .002
N 74 74
**. Correlation is significant at the 0.01 level (2-tailed).
Correlation Table 4.14- Workplace Stress
According to the table of correlation between workplace stress and employee performance gives a moderate value. Therefore, it is moderate relationship between workplace stress and employee performance which means they are statistically correlated.
The correlation coefficient value of the coefficient table (0.352) indicates a moderate relationship.
Regression
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the Estimate
1 .352a .124 .112 .56066
a. Predictors: (Constant), Workplace_Stress
Table 4.15- Regression Model Summary: Workplace Stress and Employee performance
Regression statistics R – 0.352
R Square - 0.124
41 ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.195 1 3.195 10.163 .002b
Residual 22.633 72 .314
Total 25.827 73
a. Dependent Variable: Employee_Performance b. Predictors: (Constant), Workplace_Stress
ANOVA Table 4.16 – Workplace Stress and Employee performance
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 1.332 .267 4.992 .000
Workplace_Stress .240 .075 .352 3.188 .002
a. Dependent Variable: Employee_Performance
Table 4.17: Workplace Stress and Employee performance
According to the model summary of the regression analysis on Employee Assistance Programs and Employee performance, R is 0.124 which indicates that the model is successful in predicting elements. R2 is the proportion of variance in the dependent variable which can be explained by the independent variable. In the current study, R2 is 0.352.
According to the coefficient table, the regression coefficients of Employee Assistance Programs is statistically significant. In this analysis, the regression coefficient is 0. 352 at a 0.01 significant level.
42 4.2.8 Hypotheses Testing
Hypotheses Status
Hypothesis 1
H01: There is no impact of the employee assistant programs on Employee Performance.
Rejected
Ha1: There is an impact of the employee assistant programs on Employee Performance.
Accepted
Hypothesis 2
H02: There is no impact of the working environment
between on Employee Performance. Rejected
Ha2: There is an impact of the working environment
on Employee Performance. Accepted
Hypothesis 3
H03: There is no impact of the technology advancement on Employee Performance.
Rejected
Ha3: There is an impact of the technology
advancement on Employee Performance. Accepted
Hypothesis 4
Rejected
43 H04: There is no impact of the workplace stress on Employee Performance.
Ha4: There is an impact of the workplace stress on
Employee Performance. Accepted
Table 4.18: Hypotheses Testing
4.3 Analysis of each Variable through Close Ended Questions
4.3.1 Employee Assistance Programs Q-9:
Employee Assistance Programs are helpful to increase your performance?
EAP Frequency Percentage
Yes 59 80%
No 15 20%
Total 74 100%
Table 4.19 - Close ended question on EAP
44
Figure 4.4 - Distribution of Responses – Employee Assistance Programs
As per the response provided to the question number 9 which asked whether the employee assistance programs are helpful to increase your performance or not, it is evident that the 80% of the sample agreed that they are helpful to increase performance.
4.3.2 Working Environment
Q-14:
Do you think your working environment affects your performance positively and negatively?
Working Environment
Frequency Percentage
Yes 55 74%
No 19 26%
Total 74 100%
Table 4.20- Close ended question on working environment
80%
20%
EAP
Yes No
