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Open Access
Article
Publication date: 22 April 2020

Uzoechi Nwagbara

This paper examines the relationship between the institution’s organizational work-life-balance (WLB) policies and practices and subsequent challenges faced by Nigerian workers…

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Abstract

Purpose

This paper examines the relationship between the institution’s organizational work-life-balance (WLB) policies and practices and subsequent challenges faced by Nigerian workers. The paper argues that institutions shape WLB practices (and policies), and thus, constitute WLB challenges.

Design/methodology/approach

Relying on qualitative, interpretive approach, and the institution-based view of organizational practice, the study investigates the relationship between institutions, WLB practices/policies, and subsequent challenges that female workers undergo, using 25 semi-structured interviews.

Findings

The findings reveal Nigeria’s unique institutional context frames and foster challenges for female workers. Also, it was identified that institutional and sociocultural pressures on female employees demonstrate that consequent challenges, while common to female workers in other countries, are more intense and challenging in Nigeria because of its peculiar institutions and context.

Research limitations/implications

This study offers an opportunity to unpick how institutions are important in understanding organizational practices as part of wider social structures, which influence organizational realities, including WLB. The qualitative, exploratory approach undertaken can limit generalizing the findings.

Originality/value

This study contributes to the emerging concept of WLB discourse from the developing countries’ perspective. It also reveals how WLB discourse differs from nonwestern context and emphasizes previously identified challenges that female workers experience based on WLB practice. The study also sheds light on how institutions shape organizational practice.

Details

Journal of Work-Applied Management, vol. 12 no. 1
Type: Research Article
ISSN: 2205-2062

Keywords

Article
Publication date: 10 January 2024

Kareem Folohunso Sani and Toyin Ajibade Adisa

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB

Abstract

Purpose

The extant literature on work–life balance (WLB) has generally overlooked the interrelationship between leadership and WLB. Does leadership have any impact on employees' use of WLB policies and practices? To answer this question, this article considers the social exchange theory as well as transformational and transactional leadership in an investigation of the impact of leadership on WLB.

Design/methodology/approach

The study employs qualitative data from 32 semi-structured interviews to achieve the study’s objectives.

Findings

The research reveals that leadership does matter in WLB. The study findings reveal that both the transactional and transformational leadership styles result in the establishment of strong reciprocal relationships between leaders and employees in terms of using WLB policies and practices. Managers only sanction the use of WLB policies and practices only as a reward for excellent performance or when they are completely sure the outcome will favour the organisation. The study concludes that the desire to achieve WLB has often led many employees to go the extra mile in carrying out their work duties, which is rewarded with an approval to use WLB policies and practices. These non-contractual exchanges emphasise reciprocity and are based on trust.

Research limitations/implications

The extent to which the findings of this research can be generalised is constrained by the size and nature of the research sample.

Practical implications

Many managers are transactional leaders, and they purposefully allow their employees to use WLB policies and practices only as a reward for meeting targets and for excellent performance. This means that employees who fall short of the required targets and expected performance are not permitted to use WLB policies and practices. This finding implies that such employees experience incessant work–family conflict, which may have negative implications for their work engagement, overall well-being and work performance.

Originality/value

This study demonstrates that leadership is relevant to WLB. It shows that transformational leadership is supportive of WLB, as it considers employees' work performance and non-work outcomes. The results and practical implications of this study aids the understanding of the non-contractual exchanges involved in manager–employee relationships, which is crucial for ensuring employees' achievement of WLB and for organisations to achieve their goals.

Details

Employee Relations: The International Journal, vol. 46 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 March 2011

Abigail Gregory and Susan Milner

This paper seeks to focus on the role of organizations in mediating the impact of national work‐life balance (WLB) policy on employees, in particular fathers.

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Abstract

Purpose

This paper seeks to focus on the role of organizations in mediating the impact of national work‐life balance (WLB) policy on employees, in particular fathers.

Design/methodology/approach

It presents existing research about WLB policy implementation in organizations as well as the findings of empirical work in insurance and social work in France and the UK (questionnaire survey, case study analysis, interviews with national and sector‐level trade union officials).

Findings

These indicate that fathers' take‐up of WLB policies is the outcome of a complex dynamic between national fatherhood regimes, organizational and sector characteristics and the individual employee. They suggest that fathers tend to use WLB measures to spend time with their families where measures increase their sense of entitlement (state policies of paternity leave) or where measures offer non‐gendered flexibility (reduced working time/organizational systems of flexi‐time). In line with other studies it also finds that fathers extensively use informal flexibility where this is available (individual agency).

Practical implications

These findings have implications for the way WLB policies are framed at national and organizational level. At national level they indicate that policies work best when they give fathers a sense of entitlement, by giving specific rights linked to fatherhood (e.g. paternity leave or “daddy month”‐type arrangements), and or by providing universal rights (e.g. to reduced working time and/or flexible working time); however, where measures are linked to childcare they are often framed as mothers' rights when translated to the organizational level. The research also shows that informal flexibility is used and valued by fathers within organizations, but that such informal arrangements are highly subject to local variation and intermediation by line managers and co‐workers; hence, for effective and even coverage they would need to be backed up by formal rights.

Originality/value

Cross‐national comparative research into WLB policy and practice at national and organizational level is very rare. The empirical work presented in this paper, although exploratory, makes a significant contribution to our understanding of WLB policy and practice, particularly as it relates to fathers.

Details

International Journal of Sociology and Social Policy, vol. 31 no. 1/2
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 13 April 2010

Fatima Malik, Linda McKie, Rona Beattie and Gillian Hogg

The purpose of this paper is to outline the development of a toolkit designed to assist UK small to medium enterprise businesses (SMEs) manage work‐life balance (WLB) policies and…

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Abstract

Purpose

The purpose of this paper is to outline the development of a toolkit designed to assist UK small to medium enterprise businesses (SMEs) manage work‐life balance (WLB) policies and practice issues, across the life stages.

Design/methodology/approach

A multi‐method approach was adopted combining a literature review, limited empirical study and piloting of the toolkit.

Findings

Life stages pose complex work‐life challenges for employees and resource and workforce management issues for employers. Demographics, employment cultures and socio‐economic and labour market trends impact on the physical and psychological wellbeing of employees. In striving to fulfil multiple work‐life roles, workers constantly face challenges in terms of (un)paid work/non‐work commitments, caring responsibilities and changing family structures resulting in work/family tensions. This leads to workforce planning, recruitment and retention costs for businesses. Employers face challenges in working with the growing number of WLB policies and in monitoring and evaluating policies, practices and procedures. SMEs require support to adopt a comprehensive WLB approach, whilst meeting operational requirements within resource capabilities and ensuring business sustainability.

Practical implications

The toolkit is a source of WLB guidance for practitioners and those with an HR role in SMEs. The paper encourages reflection on research from business and social science research to better inform human resource (HR) practice.

Originality/value

The paper identifies the critical need for “WLB across the life‐stages” policy and practice guidance for UK SMEs.

Open Access
Article
Publication date: 22 August 2023

Zuzana Opatrná and Jakub Prochazka

Work-life balance (WLB) policies have become a popular topic in both academic literature and organizations. However, previous studies in this area have provided mixed results, and…

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Abstract

Purpose

Work-life balance (WLB) policies have become a popular topic in both academic literature and organizations. However, previous studies in this area have provided mixed results, and the impact of WLB policies on various indicators of organizational financial performance remains unclear. There has been no comprehensive review that synthesizes the current state of knowledge and indicates future research directions. This review addresses this gap and provides a systematic review of published papers investigating the relationship between WLB policies and organizational financial performance.

Design/methodology/approach

The review follows the PRISMA-ScR guidelines for scoping reviews. An analysis of 421 relevant records in Web of Science and Scopus databases identified 22 original empirical studies that focused on the relationship between WLB policies and financial performance at the level of the organization.

Findings

Most reviewed studies indicated a weak positive relationship between WLB policies and financial performance. There was the strongest support for the effectiveness of flexible working hours and job sharing, while there was mixed support for the policy of working from home. There were a higher proportion of positive results in studies conducted in Western countries compared to Asian countries, which indicates a potential moderating effect of culture. This review also describes the primary limitations of previous studies, namely, low test power and insufficient evidence about causality.

Originality/value

This review summarizes the growing body of quantitative research on the relationship between WLB policies and organizational financial performance. It presents a model that includes moderators and mediators of this relationship and indicates potentially fruitful areas for future research.

Details

Employee Relations: The International Journal, vol. 45 no. 7
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 20 October 2023

Innocent Chigozie Osuizugbo, Olalekan Shamsideen Oshodi, Patricia Omega Kukoyi, Amos Okemukoko Lawani and Anthony Ogochukwu Onokwai

The current study seeks to investigate and determine the principal barriers to the adoption of work–life balance (WLB) practices amongst construction companies operating in the…

Abstract

Purpose

The current study seeks to investigate and determine the principal barriers to the adoption of work–life balance (WLB) practices amongst construction companies operating in the developing countries using Lagos, Nigeria as a case study.

Design/methodology/approach

This study adopts a survey research technique. Snowball sampling technique was adopted to identify the target respondents for the administration of questionnaire. A total of 156 questionnaires were distributed and a response rate of 66% (103 questionnaires were completely filled and returned) was attained. Data elicited were analysed using descriptive and inferential statistics.

Findings

The results from the exploratory factors analysis show that the principal barriers to the adoption of WLB practices amongst construction companies in Lagos, Nigeria are categorised into four components: nature of construction job and limited evidence on impact of WLB, support, awareness and culture, lack of involvement of management staff and organisational factors.

Originality/value

This study contributed to more effective WLB studies by highlighting the barriers to the adoption of WLB practices in the construction sector. An understanding of these barriers can aid policy makers and management personnel in construction organisations as well as facilitate development of strategies required to reduce the barriers to WLB practices in the construction sector.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 3 April 2017

Toyin Ajibade Adisa, Chima Mordi and Ellis L.C. Osabutey

Whilst significant evidence of western work-life balance (WLB) challenges exists, studies that explore Sub-Saharan Africa (SSA) are scarce. The purpose of this paper is to explore…

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Abstract

Purpose

Whilst significant evidence of western work-life balance (WLB) challenges exists, studies that explore Sub-Saharan Africa (SSA) are scarce. The purpose of this paper is to explore how organisational culture in Nigerian medical organisations influences doctors’ WLB and examine the implications of supportive and unsupportive cultures on doctors’ WLB.

Design/methodology/approach

The paper uses qualitative data gleaned from semi-structured interviews of 60 medical doctors across the six geo-political zones of Nigeria in order to elicit WLB challenges within the context of organisational culture.

Findings

The findings show that organisational culture strongly influences employees’ abilities to use WLB policies. Unsupportive culture resulting from a lack of support from managers, supervisors, and colleagues together with long working hours influenced by shift work patterns, a required physical presence in the workplace, and organisational time expectations exacerbate the challenges that Nigerian medical doctors face in coping with work demands and non-work-related responsibilities. The findings emphasise how ICT and institutions also influence WLB.

Originality/value

The paper addresses the underresearched SSA context of WLB and emphasises how human resource management policies and practices are influenced by the complex interaction of organisational, cultural, and institutional settings.

Details

Personnel Review, vol. 46 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 17 June 2020

Uzoechi Nwagbara

This study explores the nexus between institutions and managerialist employment relations and subsequent work-life balance (WLB) challenges for Nigerian employees. Through an…

Abstract

Purpose

This study explores the nexus between institutions and managerialist employment relations and subsequent work-life balance (WLB) challenges for Nigerian employees. Through an exploratory approach, the paper investigates how institutions shape employment relations, which is characterised by systematic and normalised managerialist practices and lack of employee participation.

Design/methodology/approach

Relying on a qualitative, interpretive approach, this study explores the relationship between institutional pressures, managerialism and employment relations. 31 semi-structured interviews and nine focus group interviews data was used.

Findings

This paper found that institutions shape organisational practice, specifically employment relations and human resource management (HRM) practice generally through its normative tendency. The study also found that although managerialist employment relations leads to WLB challenges, Nigeria's unique context aggravates this situation constituting serious WLB challenges for workers.

Research limitations/implications

Researches dealing with the relationship between managerialism, employment relations and WLB are largely underdeveloped and under-theorised. HRM phenomena such as unhappy workforce, stress, lack of flexibility, burnout, turnover and turnover intention, associated with management practice, have major implications for engagement procedures and HRM strategies. However, the sample size used potentially limits generalisation including its qualitative approach.

Originality/value

This study contributes to the dearth of researches focusing on employer–employee relationship quality as a precursor to WLB challenges and a mediator between managerialist employment relations and WLB challenges. Additionally, the study contributes to the burgeoning WLB discourse from developing countries perspective, which is understudied. It also sheds light on how Nigeria's unique context can bring new insights into the nascent WLB discourse and its associated HRM practices.

Details

Employee Relations: The International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 April 2006

Liz Doherty and Simonetta Manfredi

This paper aims to show the extent to which an action research approach, which incorporates learning from previous studies and interventions, can be used to progress work‐life…

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Abstract

Purpose

This paper aims to show the extent to which an action research approach, which incorporates learning from previous studies and interventions, can be used to progress work‐life balance (WLB) policies and practices in a university context.

Design/methodology/approach

The paper builds on the now considerable knowledge relating to the theory and practice of WLB. It adopts an action research/change management approach as part of a project partly funded by the Department for Trade and Industry partnership scheme. Specific methods utilised include a fundamental review of organisational policy using an evaluative matrix and an analysis of the outcomes of four workshops with 51 line managers.

Findings

The findings show considerable differences between the experiences of administrative, professional, technical and clerical (APT&C) staff and academics. In particular, APT&C staff seek a greater sense of “entitlement” and more trust and autonomy, whereas academic staff seek a more manageable work load. By moving through the stages of the action research cycle, many of the limitations associated with past WLB initiatives can be overcome for APT&C staff. By comparison, universities' disinclination to tackle academic work intensification is best explained by the lack of labour market pressure to do so and the fact that sustainable WLB does not constitute part of the “tablestakes” of academic employment.

Originality/value

The paper presents theoretical models, together with practical approaches for embedding WLB into organisational cultures. It also offers theoretical explanations for employers' predisposition to adopt WLB change programmes.

Details

Women in Management Review, vol. 21 no. 3
Type: Research Article
ISSN: 0964-9425

Keywords

Article
Publication date: 25 June 2020

Sanghamitra Chaudhuri, Ridhi Arora and Paramita Roy

In the past decade, the rapid globalisation and modernisation has resulted in an increased focus of organisations on implementation of family friendly work–life balance (WLB

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Abstract

Purpose

In the past decade, the rapid globalisation and modernisation has resulted in an increased focus of organisations on implementation of family friendly work–life balance (WLB) policies for enhancing employee retention. The purpose of this study is to review the importance of WLB policies and programmes and its impact on organisational outcomes.

Design/methodology/approach

Using Deery’s (2008) framework as the conceptual framework, the current study attempts to provide an integrated literature review of the empirical studies conducted in the area of WLB and employee retention in India for a decade from 2007 till 2017.

Findings

The analysis of the extant literature revealed that the research on WLB for Indian organisations really surged since 2013. Most of the empirical studies conducted in this area use a positivist paradigm. Numerous industry sectors including the information technology (IT) and business process outsourcing sectors have benefitted from WLB policies, but the banking and higher education sector have generously implemented employee-friendly WLB policies.

Practical implications

The study stresses upon the implementation of employee friendly WLB policies for achieving high organisational outcomes. Furthermore, the findings may be useful for human resource management and human resource development professionals to understand and appreciate the organisational components, settings that are necessary to facilitate better WLB in Indian organisations, thereby resulting in better organisational outcomes.

Originality/value

The study provides us with a comprehensive review of different WLB studies conducted in India till date and its possible impact on various organisational outcomes.

Details

Industrial and Commercial Training, vol. 52 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

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