Abstract

Work Life Balance is the working arrangements that make sure an employee balances between personal and work responsibilities. Poor Work Life Balance is a major risk that poses risks to the well-being of the employees, their performance, and organizational performance. Most of the employees often find it challenging to balance their social life and employment responsibilities. The study sought to examine the relationship between work- life-balance and performance in selected financial institutions in Buea

The objectives of the study were to establish the effect of leave policy on the performance of employees; to examine effect of flexible working arrangements on the performance of Employees; to investigate the effect of welfare policies on the performance of employees and to examine the effect of family responsibilities on the performance of employees.

The study was anchored on the spill over theory and the role theory. The findings of the research would be helpful to the HR managers, government policy makers and scholars and students of HRM. The study adopted an explanatory research design and a descriptive research design. The targeted population was the 207 employees. They comprised of top level management, middle-level management, and the subordinate staff. The researcher adopted a stratified sampling and simple random sampling to get a representative sample for the research. The sample size was 25% of the target population; that is, 53 employees, 4 from the top management, 11 from middle-level management and 38 from the subordinate staff.

The study used a semi -structured questionnaires with both closed-ended and open-ended questions to collect data from the sample. A drop and pick method was employed to administer the questionnaires to the respondents, but they were pre-tested for reliability and validity before being administered to the respondents. The collected data is Analyzed using the simple regression analysis technique. These respondent were obtain from these selected financial institutions using the convenience sampling technique. Descriptive statistics like frequency distribution was used to analyze the data. The presentation of the data was done using frequency tables, pie charts and bar graphs.

Moreover, a correlation and multiple regression analysis to determine the correlation between WLB and employee’s performance were conducted. The findings of the study indicated that there is a negative correlation between leave policy and employees’ performance as well as between welfare policies and employees’ performances. Therefore, it was concluded that the presence of welfare and leave policies is crucial; it does not affect performance, but the lack of it may cause a decline in performance.

On the other hand, flexible work arrangements and family policies were found to be positively correlated to employees’ performance. The researcher recommended more flexible work arrangements be made available to all employees as long as it won’t compromise on performance. More welfare service such as a professional counselor, recreational facilities, and childcare services should be made available for all employees.

Moreover, the county government should consider establishing family holiday where employees and their dependents would be shown a sort of appreciation. This would not only help the employees to reduce work-related stress but would also be motivated to perform better at work. Finally, further research should be conducted in other county governments and over the years to confirm the findings of this study.

CHAPTER ONE

INTRODUCTION

1.1 Background to Study

The brain behind every organisation is to boost its performance. It has become clear that a firm’s performance has important implications for its employees and the organisation as confirmed by past research (Asumaduet et al, 2018; Kithae & Keino, 2016; Mmakwe & Ukoha, 2018; Parkash & Jyoti, 2013). Organisational performance is determined by the efforts and attachment of their employees (Musgrove et al, 2014).

Therefore, for organisations to remain on top, they should be able to improve their employee’s performance and monitor it. Most companies typically set performance target for individual employees and the company as a whole with the aim that the business offers good value to customers, minimizes waste and operates efficiently.

In today’s business world, employee performance is key determinant in the achievement of organisational goals. As a result, organisations look for different ways of motivating their employees, in order for them to give their best to the organisation.

Since the development of the Resource Based View by Barney (1991) that sees employees as a strategic asset which if well managed can be a source of competitive advantage, organisations have continuously focused on implementing high performance human resource practices (HPHRP) and strategies to improve on their employee’s job performance such as performance appraisal techniques, training and development, compensation, information technology, job security, motivation, leadership style and a balance in the work life of employees.

Among these human resource practices, improving work life balance (WLB) is considered as one of the HPHRP which highly contributes to enhance employee performance (Hyde et al, 2013).

Work life balance is defined as the maintenance of balance between the responsibilities at work and at home (Ciere et al, 2002).  Although employees spend time looking for jobs, when they finally get a job, they also got another life to live at home which is of utmost importance as the life in the office in such a way that each of these separate lives affects each other. It is in this light that people have often tried to answer these questions: do we work to live? or do we live to work?

The success of employees in an organisation depends on how well they can blend their normal day to day activities with responsibilities at the work place. Employees’ work pressure has increased significantly since 2000 (Burke, 2010). However, work and family are of great importance to employees, It was discovered that work with family and family with work are always in conflict; This conflict arises due to long working hours, reduced presence at home, missing social activities and child sickness just to mention a few (Gutek et al, 1991).

This has been the case with the financial sector in Buea, due to fierce competition and extensive working hours. In fact, in this sector employees work from 8am to 5pm to attend to their customers and after which they will stay for at most 2hours to balance up their accounts for the day and give daily reports at their head offices. They are charged heavy work load to meet up with their targets at the detriment of their personal life which has a great effect on children upbringing, unstable homes and poor social life.

Work life balance practices (WLBP) such as flex time, fringe benefits, job design, leaves and wellness programmes originated from work life conflict (WLC) experienced by employees. Work life conflict is the inter-role conflict that results when an employee does not strike a balance with other areas such as being a spouse, parent, member of church and other social groups. The concept of work life conflict accepts the fact that most individuals have multiple roles. If this conflict is not settled, it will lead to increase attrition rate and turnover intentions, hence, poor employee performance. Work life balance practices help to minimize the level of work life conflicts in organisations (Lero & Bardoel, 2007).

Historically, work life balance became a subject amongst scholars in the mid 60’s (Khaled, 2018). The integration of work life balance emerged in the 1970’s, when more women started working in offices. Competing and multi-faced demands between work and home responsibilities have assumed increased relevance for employees in recent years, due in large part to demographic and workplace changes, such as: a greater numbers of women in the workforce, transformation in family structures with a rise in the number of single parents, a growing reluctance to accept the longer hours culture and technological advancements (Mwangi et al, 2017). At this point the matter was seen as women’s problem and social problem.

In the late 1980’s human resource practitioners presented this area of employment policy as a potential business issue (Frame and Hartog, 2003). Social forces have altered the needs of both employees and employers. Work life balance can be attained and encouraged as it is an important issue in the field of human resource management and has received significant attention from employers, workers, government, academic researchers, and the popular media (McPherson and Reed 2007, p13). Most researchers have emphasized work life balance has become one of the most important criteria managers use to ensure employees’ performance and organisational improvement (Hye, 2014).

But in recent time, it is seen that a successful work life balance practice is beneficial to both the employee and the organisation (Greenhaus & Powell, 2006; Hammer et al, 2005). This is because the disadvantages associated will impact both the employer and the employee (Mulanga et al, 2018). Furthermore, the absence of work life balance practices causes poor performance and more absenteeism of employees (Fron et al, 1997).

Also, the benefits of work life can improve both the quality of life of employees and the effectiveness of the organisation. Several researchers in this context have argued that improving the work life balance of employees, highly contributes to increase their satisfaction, commitment and engagement (McDonald et al 2013). Hence, reducing absenteeism and employees’ turnover intentions.

Globally, work life balance is reciprocally beneficial (Kumar & Chakraborty, 2013). From an organistional perspective, WLB may be part of a good performance while from an employee perspective WLB programmes may be a positive factor in deciding to work or remain for a particular organisation (Mayerhofer et al, 2011).

Furthermore, there is an ongoing struggle between employees and employers regarding work life balance because some employees and employers do not understand that every individual is an integral part of the family in particular and the society in general. In a situation where this does not occur, they are liable to face several challenges which stand as a setback to the organisation in the sector where they belong.

Empirical findings indicate that employees who feel good and experience limited stress at work and at home are more likely to feel satisfied with their jobs (Wright & Cropanzano, 2000) and to engage supportive behaviour towards the organisation (Rosen et al,  2010). Many researchers have generally agreed on the importance of work life balance in improving employee performance (Karatepe, 2013; Kim, 2014). Several researchers revealed that work life balance in the work place has become a more important issue as it tends to exhibit positive results such as low turnover intentions, in-role performance, increased employees’ productivity, job satisfaction and organisational commitment (Wang & Walumbwa, 2007; Nawab & Iqbal, 2013) which boast the performance of employees.

Studies by Mmakwe (2018) and Ojiabo (2018) specifically in the financial sector revealed a strong correlation between work life balance practices and employee performance and proposed the banking sector should promote structures to foster a balance between work and family. On the other hand, employees achieve a healthy balance between work and family through a flexible work arrangement (Asif et al, 2014). However, work life balance policies did not influence the performance of employees in the banking sector in Accra, Ghana because they were not satisfied with their leave programmes (Darko et al, 2018).

The existence of controversies in the literature on the link between work life balance practices and employee performance in the financial sector as described above gives room for further study. In addition, few studies have been carried out on work life balance practices and employee performance in financial institutions in Cameroon and in Buea specifically, where employee performance and work life balance are current issues of concern with the effects of the ongoing crisis.

1.2 Statement of the Problem 

Globally, employees continue to experience major conflicts trying to balance work, family, and other private matters related to their life (Brough, Holt, Bauld, Biggs, & Ryan, 2008). As a result, employee burnout, stress, and under performance continue to pervade challenging constructive performance and productivity programmes instituted by organisations.

The pressure of work, for those in work place has been escalating over the latest decades due to current competition in the competitive business world. Work life balance practices and employee performance are still insufficiently studied worldwide although this subject has been receiving increasing attention from scholars.

The United States in 1986 gave an insight on the trend of people spending more time on work-related tasks and very little time on other aspects of their personal lives (Emslie & Hunt, 2009). This has caused organisations to loss approximately $74 billion a year due to absenteeism and lost productivity (Lally, 2014). Furthermore, the performance of many organisations in the developed world has deteriorated due to high turnover rates, low loyalty and low productivity (AbuKhalifeh & Som, 2013).

African countries such as Nigeria, Ghana and Kenya have not been an exception.  There has been an upsurge in the consideration of the pressures that work has on family as well as life of employees (Mmakwe et al, 2018).  This has triggered research bordering on work life. Despite the number of studies conducted on WLB and workers’ performance in the United States, the United Kingdom, Australia and New Zealand; there seems to be little research assessing the influence of WLBP on the performance of people working in Cameroon.

In Cameroon today, the seeking of competitive advantage has led to an increased work load and put a strain on the employees, consequently, causing an imbalance between their work and life and hence, impacting negatively on their performance.

Work pressure, for those in work place has been alarming over the years more specifically in financial institutions. Factors such as long working hours, tight work schedules, fast adaptive technological changes and the pace of change all demand our time and can be sources of pressure (Taiwo, Miebaka & Feyisayo: 2016). This situation is more critical in financial institutions operating in the North West and South West Regions of Cameroon due to the ongoing “Anglophone Crisis”.

In fact, nowadays, financial institutions in NOSO Regions of Cameroon face work life balance issues due to their timing from 8am to 5pm but originally there was no time limit so employees had to work for longer hours due to unpredictable workflows, increase in workload due to the compression of Mondays work to other days within the week due to the observation of Monday as ghost town.

Also, with the ongoing crisis, Saturday which was initially a half working day has now been taken as a full working day in these organisations and some have even extended to Sunday to meet up with the lost hours which are observed as ghost town every Monday, giving their employees less time to meet up with family demands and other social issues. As a result, many have reported experiencing stress and work life imbalance.

Furthermore, most of these workers have relocated their families to other regions of the country for education and security purposes. In trying to balance work and family activities, it has often resulted in conflicts. Employees in financial institutions continue to experience major conflicts trying to balance work, family, and other private matters related to their life.

These conflicts are due to long working hours, unpredictable working hours, reduced presence at home, missing social activities, and child sicknesses, reducing their job performance and productivity as well as affecting the upbringing of children, leading to broken and unhappy homes and poor social life.

With the above mentioned challenges faced by these organisations, financial institutions have put in place concrete measures by adopting different types of WLBP to address such issues like compressed working weeks, job design, flextime, fringe benefits, telecommuting, leave and employee assistance programmes. For instance, most of these institutions have put in place a concrete leave programme for their employee such as an annual leave, maternity leave and sick leave for their employees’.

These WLB policies are aimed at balancing work life of their workers and then create a proper environment for better performance. Although work life programmes have the potential to benefit organisations, they can also be an expensive investment and for this reason, employers are most likely to realize gains in situations where potential benefits outweigh expected costs (Konrad & Mangel, 2000).  However, the effectiveness of these policies has not been studied in the Cameroon context especially with the ongoing socio-political crisis because the work family life of almost every employee has been greatly affected.

1.3 Research Questions 

1.3.1 Main Objective

What are the effects of work-life-balance on employees’ performance in financial institutions in Buea?

1.3.2 Specific Objectives

1. What is the effect of leave policy on the performance of employees?
2. How do flexible working arrangements affect the performance of Employees?
3. What is the effect of welfare policies on the performance of employees?
4. To what extent does family responsibilities affect the performance of employees?

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