EFFECT OF WORK-LIFE BALANCE ON STAFF PERFORMANCE OF

SELECTED DEPOSIT MONEY BANKS IN OFFA, KWARA STATE

ISRAEL MICHAEL OLAOLUWA

BA/HND/F22/6089

SUBMITTED TO:

THE DEPARTMENT OF BUSINESS ADMINISTRATION,

SCHOOL OF BUSINESS AND MANAGEMENT STUDIES,

THE FEDERAL POLYTECHNIC OFFA, KWARA STATE

IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE

AWARD OF HIGHER NATIONAL DIPLOMA (HND) IN BUSINESS
ADMINISTRATION

OCTOBER, 2024.

i
 DECLARATION

I, Israel Michael Olaoluwa with matriculation number BA/HND/F22/6089 hereby declare that

this project work titled “effect of work-life balance on staff performance using selected deposit

money banks in Offa, Kwara State as a study”. This project is done to the best of my knowledge,

it has not been presented in this form before and any error that occurs is solely mine as I accept

responsibility for it.

________________ ________________
Israel Michael Olaoluwa Date
BA/HND/F22/6089

ii
 CERTIFICATION

This is to certify that this project work has been read and approved as meeting the partial

requirements for award of Higher National Diploma (HND) in Business Administration, School

of Business and Management Studies, Federal Polytechnic Offa, Kwara State.

_________________________ _________________

DR. M.A JATTO DATE

Project Supervisor

_________________________ _________________

MR. USMAN T.A. DATE

Head of Department

_________________________ _________________

External Examiner DATE

iii
 DEDICATION

I am dedicating this project to Almighty God, the most merciful and the most beneficent, that has

made it possible for me to sail through my Higher National Diploma at ease and also to my good

and loving Mother (Mrs. Israel Olushola) and Mrs. Kazeem Folukemi to whom I owe everything

at a relatively competitive rate of interest that help me in term of financial and parental

assistance. I pray that God almighty will not let you down.

iv
 ACKNOWLEDGEMENTS

All praise due to Almighty God, the most gracious and most merciful, the omnipotent,

omniscience, the all wish and all knower's and the sustainer of earth and sky.

My appreciation and gratitude goes to my project supervisor in person of DR. JATTO M.A for

his words of encouragement and time taken to supervise my project work, he make me know

what they call project work, and made necessary correction where needed throughout period of

this project work. Thanks Sir for being a boss who leads by example and inspired me to do my

best every day, working under your leadership has been a valuable experience and I appreciate

all that you do and I pray to Almighty God to continue to protect you and your family, Amen.

My appreciation also goes to my department lecturers starting from my H.O.D the person of Mr.

Usman T.A and other lecturers in the department too numerous to mentioned, thank you all may

Almighty God continue to be with each and every one of you (Amen).

My special appreciation goes to my mother (Mrs. Israel Olushola Grace) for her support and

prayers over me, you play a role of father and mother you're strong my Mother, thank you

mummy for the sound education. A life without a father is not that easy but you stay with us, you

will not labour in vain, may you live to eat what you have laboured for, Amen.

My sincere gratitude goes to the pillar of my success (Mr. & Mrs. Kazeem Folukemi) for

unending support in all ramification, may Almighty God continue to bless them.

My profound gratitude goes to my brothers, Mr. Adedeji C.E.O of Orilelejo Fashion Design

Academy a.k.a Orilelejo, Master Israel Moses C.E.O of Mosco-Tech Aluminum Enterprises a.k.a

Para Phöbiä, Israel Oluwasegun a.k.a Sir black, Bros Ayomide Oyinlola (SETHNATION),

Captain Opeyemi (Opy Omo YAHOO), Coach Yusuf (PANTHERS FOOTBALL ACADEMY),

Kazeem Israel and Emmanuella (Ashabi) and the last born of the family A. Hamiz a.k.a Hamizco

and others. May the Lord grant you joy in your life's, may he fills your heart with happiness, may

v
the Lord bless your endeavors and keep all families in perfect unity of Love and mutual Support,

Amen.

My appreciation goes to my supportive friend (Boss Adewale Kudus a.k.a PRINCE OG) & Miss

Omoniyi Abosede (Miss Michael) thanks dear I am so grateful for the kindness and loyalty you

have shown me throughout our friendship. Thanks to my friends Kash TV, Larry of ABJ, Seriki

(Ibadan), Omolayo and others which are too numerous to be mentioned thank you all.

My special appreciation goes to my main person Eminent BJ (Eminent Pablo), Miss Hassanat

(My Good Neighbor) I will really miss your food and your company, Opeyemi BJ, Precious,

Pretty Ayomide (Oluwabukola), Bolanle (Pepper Dem), Ajike Mhi thank you for standing by my

side through thick and thin, you are the best.

I congratulate myself (Israel Michael Olaoluwa a.k.a Jatto Jnr/MickyMoney) for having the

courage and endeavour to stand with challenges encounter during this programme. I thank

Almighty God for my success in Federal Polytechnic Offa.

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 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 employees, their performance, and organizational performance. The study
sought to examine the effect of work-life-balance and staff performance of selected deposit
money banks in Offa, Kwara State. The objectives of the study were to establish the effect of:
leave policy on staff performance; flexible working arrangements on staff performance; welfare
policies on staff performance and finally, family responsibilities on staff performance of selected
deposit money banks in Offa, Kwara State. The study adopted an explanatory and descriptive
research design with survey approach. The targeted population was the 98 staff who work in the
organizations. They comprised of top level managers, middle-level managers, and the operating
staff. The researcher adopted a simple random sampling to get a representative sample for the
research. The sample size was 95 staff of the target population out of which 80 staff was used for
the study. The study used a semi -structured questionnaires to collect data from the sample. The
collected data was analyzed and presented using regression with the aid of SPSS vs 20.
Descriptive statistics as frequency distribution was used to analyze the data. The findings of the
study indicated that there is a positive correlation between leave policy and staff performance as
well as between welfare policies and staff performances. Therefore, it was concluded that the
presence of welfare and leave policies is crucial; it affect staff performance, as the lack of it may
cause a decline in performance. The study recommended that more flexible work arrangements
be made available to all employees as long as it won’t compromise on staff performance.
Moreover, the organization 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.

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 TABLE OF CONTENTS

Title page i

Declaration ii

Certification iii

Dedication iv

Acknowledgement v

Abstract vi

Table of contents vii

CHAPTER ONE: INTRODUCTION

1.1 Background to the Study 1-4

1.2 Statement of the Problems 4-6

1.3 Research Questions 6

1.4 Objectives of the Study 7

1.5 Statement of Hypotheses 7

1.6 Significances of the Study 8

1.7 Scope of the Study 8

1.8 Definition of Terms 8-9

CHAPTER TWO: LITERATURE REVIEW

2.0 Introduction 10

2.1 Conceptual Framework 10

2.1.1 Concept of Work-Life Balance 10

2.2 Staff Performance 14

2.3 Relationship between Work-life balance and Staff Performance 15

2.4 Conceptual Review/Model 15-16

2.5 Theoretical Review 16-18

2.6 Empirical Review 18-28

2.7 Gap in Literature 28

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CHAPTER THREE: METHODOLOGY

3.0 Introduction 29

3.1 Study Area 29

3.2 Research Design 29

3.3 Population of the Study 30

3.4 Sampling and Sampling techniques 30-31

3.5 Research Instrument 31

3.6 Source of Data Collection 31-32

3.7 Validity and Reliability of Research Instrument 32

3.8 Model Specification 33

3.9 Methods of Data Analysis 33

CHAPTER FOUR: DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Introduction 34

4.2 Response Rate 34

4.3 Demographic Characteristic of the Respondent 34-37

4.4 Data Presentation and Analysis of Research Questions 37-42

4.5 Test of Hypotheses 42-48

4.6 Discussion of Findings 48

CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary 49-50

5.2 Conclusion 50-51

5.3 Limitations of the Study 51

5.4 Recommendations 51-52

5.5 Suggestions for further Study 52

References
Appendices

ix
 CHAPTER ONE

INTRODUCTION

1.1 Background to the study

As the work environment becomes more dynamic day by day, it is important that employers

both in private and public sector ensure there are better work life balances to ensure

employee performance. Globalization and advancement in technology have led to increased

competition among organizations (Evans, Pucik & Barsoux 2022), prompting organizations

to focus on work life balance initiatives to enhance employee performance. Employees are an

important resource in any organization; hence, it is prudent for human resource managers to

optimize their contribution to the company‟s goals and objectives as a way of sustaining

effective employee performance by minimizing work life conflicts (Afshan, Sobia, Kamran

& Nasir 2021).

Employees‟ performance is an attempt to analyze the performance of the workers and all the

related psychological and physical characteristics, technical skills and behaviour, to identify the

strengths and weaknesses. It tries to strengthen the strength and address the weaknesses to

achieve the effectiveness of the institution now and in the future. Employees are a primary

source of competitive advantage in service oriented organizations. In other words, employees are

resources or assets to organizations. The performance of employees plays an important role in

organizational performance. The performance of employees could include the quantity of output,

quality of output, timeliness of output, presence at work, and cooperativeness. Individual

employee performance could improve organizational performance as well legally (Nyaema &

Wambua, 2019).

Employees‟ performance signifies the efficiency level as well as the productivity of individuals

leading towards organizational goal attainment as a result of their positive contribution which

ultimately results in the overall performance of the organization (Markos & Sridevi, 2020).

1
Anitha (2018) asserted that, organizations have recently realized the consequence of enhanced

employees‟ performance as organizations‟ goals cannot be achieved unless employees‟

performance is above board. Increased employee output therefore is essential in the

accomplishment of such organizational goals as increased customer satisfaction, market share,

market expansion and profitability.

Nowadays, the concept of work-life balance (WLB) is more debatable by researchers and

academicians. The perceived job flexibility leads to improvement in the work-life balance (Hill

et al., 2017). Work-life balance is defined as equity across the multiple roles, relationship

between conflict and facilitation, satisfaction in the multiple roles, and perceived control between

multiple roles (Kalliath & Brough, 2018).

Therefore, there is a need for HR managers to develop policies that solve the work life

conflict; hence, motivating the employees. The common WLB policies that HR managers ought

to develop are leave policies, flexible working arrangements, welfare policies and family

responsibilities. Leave policies entails various types of leaves for the employees. A leave refers

to a number of days or hours employees of an organization are allowed to be out of their duties

without consequences. The employees who are on leave are paid full salary, but are required to

give reasons for the leave (Obiageli, Uzochukwu, & Ngozi, 2015). The time off duties during the

leave helps them to release themselves from work stress creating a balance between their family

and work activities. There are various types of leaves that can be included in leave policies. They

include; annual leave, which is a formal paid leave an employee, is entitled to for the purpose of

recreation after a period of qualifying services (Obiageli, Uzochukwu, & Ngozi, 2015). Parental

leave, which is an official permission an employee with child caregiving responsibilities is

entitled to in the course of employment; Care‟s leave, an official permission for someone who

have a sick or injured immediate members of the family; and paid family and medical leave,

2
which is given to an employee to attend to personal health or dependent care challenges

(Oludayo, 2015). Other leaves are study leaves and sick leave.

Telecommuting as a form of flexible working arrangement (FWA) refers to a work arrangement

where staff does some work remotely from their home without necessarily reporting to the

office. This FWA is beneficial to employees as they can organize their duties around their family

and personal‟ need; thus, reduces work related expenses like travel, reduce commuting time, as

well as working in a less stressful environment without disruption. This arrangement also caters

for employees who could not be able to leave home due to disabilities (Hill, Ferris, Hawkins, &

Weitzman, 2017). However, Duncan & Pettigrew (2021) noted that there are three groups of

staff who are more likely to use telecommuting; namely, the female staffs, married staffs and

those with children. The family and work institute indicates that the prevalence of telecommuting

has significantly improved over the last decade. While 34% of the surveyed organization allowed

telecommuting in 2019, 67% of them allowed the same flexibility in 2015 (Matos & Galinsky,

2018).

The welfare policies considered include employee counseling, free health programmes, paid

holidays, and employee training. Finally, under family responsibilities, the study focused on

the parental role and caring for the elderly. The workforce demographic has changed and now

comprise of women and men, those with families and other family members to take care.

This causes conflict between work and family life, with some having multiple roles which

make it hard to manage family and work responsibilities (Bruck, Allen & Spector, 2022).

The relationship between work-life balance and employee performance has been positively

shown in a number of researches. Work-life balance initiatives have been shown to improve

financial performance, employee satisfaction, employee loyalty, and turnover rates in

organizations that prioritize and support them (Kelliher & Anderson, 2020). The success and

competitiveness of the organization are influenced by these favorable results.

3
In Nigeria, commercial bank employees complain about work-life balance. Most of these

employees have complained about job and family responsibilities, too much work, long hours,

and occupational stress (Ogechi & Nwaeke, 2019; Odita, 2020; Odita, Ehiedu & Kifordu, 2020).

All this have forced bank workers to choose between professional and personal duties (Mmakwe

& Ojiabo, 2018), causing a tension between these responsibilities and other institutional cultural

demands (Odita, 2021). Even banks are focused on meeting targets without considering who or

what suffers. This study studies work-life balance and employee performance in selected deposit

money banks in Offa, Kwara State, Nigeria.

1.2 Statement of the Problem

The employees face various work- related problems. Stress is a common problem that

bedevils most of the employees. Allen & Spector (2022) attributed this to multiple roles and

responsibilities most employees have both at work and at home. When there is no balance

between work responsibilities and home responsibilities, there is usually a conflict between

the two, which when not handled properly causes stress and even depression. Allen and

Spector (2022) found that multiple roles among employees have an effect on the well-being

both at work and home. This may result in a work family conflict which causes negative

spillover from family to work or vice versa (Agarwala, 2017) which manifest itself in form of

stress, passive-aggressive behavior, and inability to concentrate at work. The problems are as

a result work life conflicts which affects individual employees socially, economically,

psychologically as well as their mental wellbeing.

Inability to manage flexible working arrangements is also a problem which affects employee

performance since it is a major cause of occupational stress (Robbins, 2023). Previous studies

have classified stress factors which affects employee performance into four categories. First, the

working conditions which include weekend duty, shift problems, long working hours,

inadequate pay, safety issues and discriminations. The second stress factor is relationship at

4
work and third is ambiguity in responsibility and authority. Finally, organizational structure and

climate such as major change in the workplace, communication policy, and lack of participation

in decision making is among the stress factors that affect employee performance. This may

explain the below-average performance by the employees in many institutions.

The family responsibilities continue to increase in the society globally. According to Brough,

Holt, Bauld, Biggs, & Ryan, (2018) employees all over the world continue to experienced

problems as they trying to balance family, work, and other private matters that relates to their

life. The demand to meet target at work, family related pressure, and the pressure to balance the

two has affected most employees‟ well-being, health. As a result, employers are using a lot of

money on healthcare costs. Organizations continue to register high employee turnover as it

becomes difficult to retain high-quality employees in a competitive environment (Parus, 2020).

A study conducted in the USA by Alexandra, Beauregard, & Henry (2020) revealed that

job-related stress costs the Industry approximately 300 billion dollars annually in the form of

turnover, absenteeism, diminished productivity and medical, insurance and legal expenses.

While the concept of work life balance has been embraced in developed countries, in Africa,

the human resource managers have not fully embraced it, hence the need for this study. Mordi &

Ojo (2021) conducted a study in Nigeria and found that most employees suffer work life

conflicts. Keino & Kithae (2018) conducted a study on the effects of work life performance on

performance staff working at Airtel, Orange, Yu, and Telkom Kenya, and Safaricom,

headquarters in Nairobi. The findings revealed that the factors of Work life balance such as long

hours at work, lack of vacations, overtime, work and family conflict have negative effects on

staff performance at work. Kamau, Mukaya & Wagoki (2019) conducted a study on work-life-

balance practices on Performance of Eco Bank Employee and found that Work life balance

practices like having flexible working hours have a positive relationship with staff performance.

Muli (2018) also conducted a study on WLIs and Performance of Kenya‟s Commercial Banks

5
employees. The outcomes of the study showed there is a positive between employee performance

and HR work-family support services and HR financial incentives. This inconsistency in the

outcome of previous studies also necessitates the exigencies of this study.

Scholars in this area of study have focused on private sectors; the focus has been on some

selected deposit money banks. Yet, even government employees continue to suffer work-related

stress which negatively affects their performance. Therefore, this study sought to close the gap

and contribute to the existing body of knowledge by examining the effect of work life balance

and staff performance with a focus on leave policy, flexible work arrangements, family

responsibilities and welfare policies in some selected deposit money banks in Offa, Kwara State,

Nigeria.

1.3 Research Questions

Following the background discussion, the following research questions are formulated to be

answered by this study.

i. How does the implementation of leave policies relate with staff performance in selected

deposit money banks in Offa, Kwara State?

ii. What is the relationship between flexible work arrangements and staff performance in

selected deposit money banks in Offa, Kwara State?

iii. What is the effect of welfare policies on staff performance in selected deposit money

banks in Offa, Kwara State?

iv. To what extent do family responsibilities affect the performance of the staff in selected

deposit money banks in Offa, Kwara State?

6
1.4. Objectives of the study

The general objective of the study is to investigate the relationship between work-life-balance

and staff performance in selected deposit money banks in Offa, Kwara State, Nigeria. The

specific objectives are to:

i. Establish the effect of leave policy on the performance of the staff of selected deposit

money banks in Offa, Kwara State, Nigeria.

ii. Determine the effect of flexible working arrangements on the performance of the

staff of selected deposit money banks in Offa, Kwara State, Nigeria.

iii. Investigate the effect of welfare policies on the performance of the staff of selected

deposit money banks in Offa, Kwara State, Nigeria.

iv. Examine the effect of family responsibilities on the performance of the staff of

selected deposit money banks in Offa, Kwara State, Nigeria.

1.5 Research Hypotheses

The following research hypotheses are stated in null forms to guide the study

Ho1: Leave policy implementation has no significant relationship with staff performance of

selected deposit money banks in Offa, Kwara State, Nigeria.

Ho2: Flexible working arrangements has no significant relationship with staff performance of

selected deposit money banks in Offa, Kwara State, Nigeria.

Ho3: Welfare policies has no significant relationship with staff performance of selected deposit

money banks in Offa, Kwara State, Nigeria.

Ho4: Family responsibilities has no significant relationship with staff performance of selected

deposit money banks in Offa, Kwara State, Nigeria.

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1.6 Significance of the study

This study seeks to bring out the various work-life balance practices in the Nigerian banking

sector. The study will be of great significance to the banking industry in Nigeria. This study will

therefore help enlighten management of various departments on the various effects of work-life

balance on the performance of staff in an organization.

The outcome of the project is significant to different groups in Nigeria as well as in other

nations where WLB initiatives have not been embraced. The policy makers in organizations will

also find the research findings significant as it will provide relevant information about WLB and

its effects on employee performance. In particular, the Government policy maker on matters of

employment will find the research findings important as it may inform their input in the

Employment Act. Besides the scholars and students pursuing Human Resource Management

(HRM) who may be interesting in researching WLB and employees‟ performance will find the

research significant.

1.7 Scope of the Study

The scope of the project will be limited to some of Nigeria‟s Deposit Money Banks in Offa

Branch, Kwara State. The depth of the information required of the research is to determine the

effect of Work life balance and staff performance. There are eight deposit money banks in Offa,

Kwara State. However, the research focused on four deposit money banks i.e. Guaranty Trusted

Bank Plc (GTB), Eco Bank (EB), United Bank for Africa (UBA) and Zenith Bank (ZB). The

study investigated the relationship that exists between WLB and the staff performance of

selected deposit money banks in Offa, Kwara State, Nigeria.

1.8 Definition of Terms

Employee: Employee is an individual who works part-time or full-time under a contract of

employment, whether oral or written, express or implied, and has recognized rights and duties.

8
Family Responsibilities: Means someone‟s responsibility to care for or support a dependent

child or other member of their immediate family.

Flexible work arrangement: Refers to a work arrangement where staff does some work

remotely from their home without necessarily reporting to the office. This arrangement also

caters for employees who could not be able to leave home due to disabilities.

Flextime: Convenient time for employee to report and leave work station.

Job Stress: This is when the requirement of job does not meet the needs of the employees.

Leave Policy: A leave refers to a number of days or hours employees of an organization are

allowed to be out of their duties without consequences. Also, a document that lays down the

rules and regulations related to various types of leaves that an employee can avail of.

Staff Performance: (Sometimes referred to as workforce productivity) is an assessment of the

efficiency of a worker or group of workers. Productivity may be evaluated in terms of the output

of an employee in a specific period of time.

Welfare Policy: Refers to government programs that help ensure the health of a society and those

who live in it. Also, may be defined as government‟s response to human needs such as food,

healthcare, employment and other necessities.

Work family conflict: This occurs when there are incompatible demand between work and

family roles of an individual that makes participation in both roles difficult.

Work- Life- Balance: Management of work and life responsibilities without adversely affecting

either work or life responsibilities.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter handled a review of literature that is related to this subject matter. It contained

various ideas, findings and theories of different researchers, scholars and writers on work-life

balance. The review was organized under the following sub-headings:

2.1 Concept of Work Life Balance

The concept of work-life balance (WLB) is more debatable by researchers and academicians.

The perceived job flexibility leads to improvement in the work-life balance (Hill et al., 2017).

Work-life balance is defined as equity across the multiple roles, relationship between conflict

and facilitation, satisfaction in the multiple roles, and perceived control between multiple roles

(Kalliath & Brough, 2018).

Hobson et al., (2017) suggest that time causes the supposed imbalance between work and

personal life. WLB is the balancing of individual life complexity and dynamism with

environment, community, employer, geography, economics, personality, values, or information

(Crooker et al., 2022). The simple meaning of WLB is defining work and life clearly (Guest,

2022). WLB comprises the time balance, involvement balance, and satisfaction balance

(Greenhaus et al., 2023). Work-life balance has been defined as „satisfaction and good

functioning at work and at home with a minimum of role conflict‟ (Clark, 2020). Job satisfaction

and organizational commitment are based on the work-family facilitations (Aryee et al., 2019).

Flexi time, working from home, and reduced working hours are not suitable for senior

management persons, for balancing work and family (Drew & Murtagh, 2019). Ademuyiwa et

al., (2021) said that stress and psychological disorder are the major effects observed among the

female staff, at the beginning and end of a job. Warren (2021) found working-time, work

intensification, and financial hardships have an influence on work-life balance.

10
Work-life balance (WLB) is defined as establishing cooperation by building an amicable

connection between 'job' (career and ambition) and 'personal life' (family, health, leisure,

pleasure, and spiritual aspects) (Nayak & Sahoo, 2015). Work-life balance is in light of people's

subjective assessments of harmony among their job and different aspects of their lives (Brough et

al., 2020). Agha et al. (2017) described work-life balance as the way a person strives for a

suitable equilibrium between the facet of work and life.

2.1.1 Leave policy

Obiageli et al., (2015) defined Leave as a number of days or hours staff of an entity are allowed

to be away from their duties within a period without consequences. Some of the leave policies in

most organizations include Study leave, Paid Family, Carer‟s leave, Medical leave, sick leave,

Parental Leave, and annual leave.

Annual leave: Annual leave can defined as paid leave for the purpose of recreation to which

employees become entitled after a period of qualifying service or employment with a particular

employer (Work Place Information, 2022).

Nigeria has been greatly influenced by the British system. The provisions of the Nigerian Labour

Act (1974) mainly concern blue-collar workers and are very basic with limited government

regulations for employers. Daily hours of work are to be fixed by mutual agreement or by

collective bargaining between the employer and employee (section 13:1). Provision is made for

rest intervals of no less than one hour in total if the day‟s work is longer than 6 hours (section

13,3), and for one day‟s rest per week (section 13:7). After twelve months of continuous service,

a worker is entitled to an annual leave of at least six working days that may not be deferred by

more than twelve months (section 18).

Parental Leave: Parental Leave is an official permission given to employees with child care

giving responsibilities. Women are entitled to twelve weeks‟ maternity leave with at least half

pay but usually the customary benefits are more generous with maternity leave fully paid. The

11
female employees often times are the greater beneficiaries of this leave in Nigeria where

maternity leave allows a nursing mother to be away from work for 3 months.

Carer’s leave: Carer‟s leave is an official permission for an employee to take time off to take

care for an immediate family or household member who is sick or injured or help during a family

emergence. But it comes out of the employee personal leave balance.

Paid Family and Medical leave: Paid Family and Medical leave relates with an officially

granted leave of absence from work to attend to dependent care challenges or personal health

concerns of the employee Olumuyiwa et al., (2015)

Sick leave: Sick leave is time off from work that an employee can use to address their health and

safety needs without losing pay.

Study leave: Study leave is given to any staff member who is undertaking an approved study

course. Training leave is given to an employee for self-development and organization

development.

2.1.2 Flexible Working Arrangements

According to Estes & Michael (2021), FWAs are schedules such as telecommuting, flextime,

part-time job, job-sharing, and compressed work week. The technological advancement, market

volatility, increased competition, changing family demographics characterized by increased

women engaging in formal employment, single-parent families and guardians taking care of the

elder has necessitated the need for FWAs (Bond et al., 2022).

Although FWAs has not been adopted by many organizations, Lambert, et al., (2018) noted that

employers are increasingly granting their staff significant level of independence and FWAs to

manage and control themselves as to when and where they work from. FWAs are expected to

attract highly qualified employees. Despite the availability of FWAs, it is not guaranteed that the

12
employees will automatically use; instead, their adoption and usage vary with various factors like

career aspiration, age, and managerial control.

2.1.3 Welfare Policies

Employee welfare policies entail all the activities of the employer meant to provide

employees with certain facilities. According to Singh (2019), the quality of work life depends

on the degree of employee‟s welfare that employer provides to satisfy their need. The

common welfare policies include free medical treatment, Provision of appropriate training,

social club, canteens, sports facilities, operating sick club and savings well fare schemes,

supervising staff and works, providing advice on personal issues and arrangements of legal

aids, giving loans, especially in hardship situations. It also includes leave grants and staff

pension funds, offering assistance to a transferred employee as well as assisting in every area

of ramification that would help the staff feel comfortable working in the organization

(Coventry & Barker 2020). Various organizations have used the employee welfare policies as a

strategy for improving employee performance (Manzini & Gwandure, 2021).

2.1.4 Family Responsibilities

There is a change in demographics over the years in that. Currently, more women are seeking

formal employment than before; there is more dual -earners, single parents, and elder care by

employees (Lazăr et al., 2020). An employee who have parental roles and other caring roles to

play such as caring for the elderly has multiple family responsibilities, which in turn makes it

difficult to manage work and family responsibilities. This may cause either positive or negative

spillover since the two domains have flexible and permeable boundaries (Moon & Roh, 2020).

In support of this Bruck, et al., (2022) opined that multiple roles performed by employees have

an effect on the well-being both at work and at home. This may result in a work family conflict

which causes negative spillover from work to family and vice versa (Agarwala, 2017). To

counter this, organizations have to come up with a mechanism for reconciling the two domains.

13
According to Cayer (2023), organizations achieve this by establishing policies such as crèches,

employee counseling, recreational facilities, or family leave to employees.

2.2 Staff Performance

Workplace performance is multi-component and linked to employee behavior. Behavior refers

to what employees do to do their jobs. Pratseya & Kato (2021) defined performance as the

results of employees' activities and talents. Employee performance can be categorized as task,

adaptive, and contextual (Pradhan & Jena, 2017).

Task performance involves job explicit actions, such as core job requirements. Task

performance requires more cognitive ability and is primarily facilitated by task knowledge

(required technical knowledge or principles to ensure job performance and ability to handle

multiple assignments), task skill (application of technical knowledge to accomplish task

successfully without much supervision), and task habits (innate ability to respond to assigned

jobs that either facilitate or impede performance) (Conway, as cited in O'Reilly) (Pradhan &

Jena, 2017). Thus, job aptitude and experience are crucial to task performance.

Performance is associated with the quantity of output, quality of output, timeliness of output,

presence/ attendance on the job, and efficiency of the work completed and effectiveness of work

accomplished‟ (Mathis & Jackson 2019). Performance is defined as the record of outcomes

produced by a specified job function or activity during a specified time period.

(Abualoush et al., 2018) identified that the execution of work activities or job duties is termed

as employee performance that requires effectiveness, efficiency and better quality. Every

employee is responsible for the achievement of organizational goals. Employee contributions

open the way towards the success of a business. A positive work environment motivates

individuals to perform effectively. Employee performance is a vital factor which marks the

growth of both individual and organization and is beneficial for both as well. There is a link

14
of employee performance with the work activities and task of employee execute in an effective

manner.

2.3 Relationship between Work-life Balance and Staff Performance

The outcome of good work-life balance is very viable by creating a culture of honesty and trust

where staff can admit to home problems and get support (Maxwell & McDougall, 2020). Hall &

Ritcher (2018) argued that the employee needs to have clear boundaries between the two

domains and some degree of separation (too much overlap between work and home can cause

employee burnout and dissatisfaction).

Supportive work-family culture enhances the psychological resources base for employees by

increasing a perception of self-approval and flexibility which can aid individuals develops

positive affection towards work (Baral & Bhargava, 2018). It also leads to self-efficacy, which is

a person‟s belief about whether they can successfully perform a task (Jex & Gudanowski, 2017).

This may suggest that when people are happier with their work role and family life, they will be

more likely to help others and be more enjoyable to work with. It is possible for positive

spillover to occur where an employee could utilize skills used in the workplace, such as setting

agendas, collecting feedback, directing and counseling, with a few modifications, in the home

(DeLong, 2019).

2.4 Conceptual Review/Model

Mugenda & Mugenda (2023) defined a conceptual framework as a hypothesized model that

identifies the model for the study and compares the independent and dependent variables. The

main aim of a conceptual framework is to describe and categorize concepts that are relevant

to the study and map the relationships that exist among them. The Independent variable of

this study will be Work Life Balance Initiatives Including leave policies, Flexible working

arrangements, welfare policies, and Family responsibilities. On the other hand, dependent

variables will be staff performance.

15
Independent Variables Dependent Variable

WORK LIFE BALANCE

Leave Policies
 Annual leave
 Maternity/Paternity leave
 Medical leave
 Study leave

Flexible Working Arrangement

 Flextime
 Telework
 Job-sharing
 Telecommuting STAFF
PERFORMANCE
Welfare Policies
 Employee counseling
 Free health programmes
 Paid holidays
 Employee training

Family Responsibilities
 Parental role
 Caring for the elderly
Figure 2.1: Conceptual Framework

Source: (Author, 2024)

2.5 Theoretical Framework

2.5.1 Spill over Theory

The proponents of the spill over theory are Aldous, 2019; Piotrkowski, 2019; Staines 2020; and

Crouter, 2020; Guest, 2022). The spillover theory is based on asymmetric permeable boundaries

between the family and work. It is concerned with work-related factors and family related factors

(Piotrkowski, 2019). According to Guest (2022), the spillover theory explains the conditions

under which there is spillover between the family microsystem and the work micro system. The

spillover may either be negative or positive. If the interactions between work and family are

rigidly structured in space and time, then spillover in term of energy, behaviour, and time are

16
negative. Whenever there is flexibility such that an employee can integrate and overlap family

and work responsibilities in space and time, a positive spillover is experienced, which is crucial

in attaining healthy balanced life (Guest, 2022). Guest (2022) opined that what determines the

work- life- balance is in both work and home contexts. Contextual determinants include the

culture of work, demands of home, the culture of home, and demands of work. On the other

hand, Individual determinants work orientation or the extent to which home or work is an

epicenter of life interest, coping energy, personality, and personal control, age, career stage, and

gender. The nature of the balance between work and life may be both subjectively and

objectively. The objective indicators include time of uncommitted or free time outside and hours

of work. On the other hand, Subjective Indicators is the states of balance or imbalance. Guest

also argued that balance may occur when gives equal weights to both home and work or either of

the two dominates by choice. Spillover happens when one sphere of life interferes with the other.

Moreover, results of work life balance include well-being in life as a whole, personal

satisfaction, impact on others at work as well as friends and families, and productivity at work

and home, (Guest, 2022). This theory explains the condition under which there is conflict

between work and life responsibilities as a result of spillover effect. It is, therefore, relevant to

this study as it shed lights on factors that cause work life conflicts.

2.5.2 The Role Theory

The proponents of the role theories are Jacob, Talcott, George, & Ralph (Micelle, 2017). The

role theory postulates that the role occupied by an employee at work and elsewhere exists in

relation to other employee who relies on the role played by the individual. Therefore, when an

individual lives up to these expectations, they will have succeeded in performing the role (Katz

& Kahn, 2016). Khan (2017), Wolfe, Snoek & Rosenthal (2019) associated the balance between

work and life with the role theory, that is, the conflicting expectations are related with various

roles individuals, men and women have to play in their daily life. Kanter (2017), furthering the

17
work of Khan (2017) was able to prove that family and work are dependent on each other, and

that there exist an inter-link between the two. According to Pleck (2017), there is an agreement

that family and work affect each other either negatively or positively. However, there exist other

variables such as task, emission, stress, time, attitude, and behaviour which affect work life

balance. Moreover, different scholars indicate that the interference between family and work as

well as the conflict that emanates from it empirically and conceptually differ from each other

(Wiley, 2020). This role theory is relevant to the study since it emphasize on the relationship

between work and family responsibilities which are the source of the conflicts when not

balanced.

2.5.3 Work/Family Border Theory

This theory was introduced by Ehiedu, (2020) & Clark (2020) to describe the ways and

manner in which workers manage and draw boundaries between their work and family affairs

so as to sustain a balance. It was noted by this theory that an employee‟s life comprises of

several facets and that they are interrelated with each other to the extent that if one suffers, the

other will surely be affected. This theory also explained that in order for the aspects of an

employee‟s life not to suffer, boundaries must be managed properly, most especially between

the work life and the personal life. As such, an appropriate stability should be maintained

between an employee‟s work and family life connections

2.6 Empirical Review

Bienwi et al., (2020) examined work life balance and employee performance in selected oil and

gas firms in Port Harcourt, Rivers State. The study adopts a descriptive survey design, the

population of the study is 759 and the sample size is 262 using Taro Yamane‟s formula. The

study employed dimensions of worklife balance bordering around the leave policy of selected oil

and gas firms and evaluated their influence on measures of employee performance such as;

service delivery, efficiency and effectiveness. It was discovered that there is a significant

18
positive relationship between leave policy and service delivery. The findings revealed that leave

policy motivate employee ability to deliver services efficiently and effectively, in conclusion

work life balance practice is an important factor in increasing employee performance.

Odita (2023) study investigated work-life balance and employees‟ performance in some selected

commercial banks in Delta and Bayelsa States, Nigeria. The correlational type of survey research

design was adopted and the study‟s population comprised all the employees of commercial banks

with presence in Delta and Bayelsa States out of which seven were selected. 323 employees from

the seven selected banks with branches in Abraka, Delta State and Yenizwe Gene, Bayelsa State

formed the study‟s sample. This research was successfully carried out and completed with the

aid of a self-structured questionnaire. 323 copies were personally administered by the researcher

to the target respondents and 229 copies were properly filled, scored, and found usable for

analysis. The simple percentage, frequencies, charts, mean and standard deviation were used in

presenting the respondents‟ data on the research items while the Pearson Correlation was

adopted for testing the formulated hypotheses. It was discovered that the work leave initiatives

practiced among the banks concerns maternity, marriage; annual type, and sick leave. It was also

found out that the extent to which the employees give and receive informal support at the

workplace is high but the extent to which flexible work arrangements are adopted and wellness

programs are organized was low.

Cita, Annisa, & Dila (2023) investigate the effect of work life balance on employee performance

in manufacture companies. The study aims to examine how work life balance affects employee

performance at PT Gemilang Mitra Sejahtera. The research uses an associative approach with a

target sampling of 50 respondents. The method for collecting data for this research is the

questionnaire method. The analysis technique uses simple regression and SPSS version 26.00

software in processing the data of this study. The results of the study indicate that work-life

19
balance is known to have a positive and significant impact on employee performance of PT

Gemilang Mitra Sejahtera.

Amauche et al., (2020) focused on developing items for measuring quality of work life among

malaysian academics. The study aimed at contributing to the literature by conducting a detailed

validation of seven dimensions of QWL through the Exploratory Factor Analysis (EFA)

procedure. The study employed a cross-sectional research design to establish reliable measures

for the QWL construct. The items were adapted and modified to suit this study. Study data was

obtained using a structured questionnaire from 100 randomly selected academics from the five

Malaysian research universities. The study further conducted the Exploratory Factor Analysis

(EFA) procedure using IBM-SPSS version 21.0. A total of 51 items were initially developed to

measure QWL construct, however, from the EFA procedure, the study found that 8 items with

factor loading below the cut-off point of .60 were deleted and 48 items with a factor loading

above the cut-off point of .60 were retained and deemed suitable to measure the QWL construct.

The study validated the dimensions that lead to improved QWL. Therefore, the study is

particularly useful to the Malaysian universities' management that aim to obtain benefits from

super motivated and high performance academics by making sure that the workers' overall well-

being is protected in the workplace.

Shinta, Anton, & Azali (2021) investigate the effect of work life balance on improving employee

performance. The study aims to determine how much influence work life balance has on

improving employee performance at PT Vegatyan Inti Prakasa. As for the population in this

study are all employees who work in this company with the number of samples taken as much as

the total population of 49 employees. The research method used is descriptive and verification

research methods with processing techniques and data analysis in the form of simple linear

regression analysis. Based on the results of data processing and analysis, it is known that work

life balance has a significant effect on improving employee performance at PT. Vegatyan Inti

20
Prakasa. Thus, it is known that if every employee who works has a balanced quality of life

between work and life outside his / her job, then the work results shown by the employee can be

even better.

Sehrish et al., (2015) explores the impact of work-life balance practices on employee

productivity. The study aims to help this employee, his family and his employer. It covers the

description of commonly used work-life balance practices which includes flexible working

hours, telecommuting, job-sharing, compressed work week, childcare facilities and family leave

programs. The study is explanatory in nature, based on the philosophy of post-positivism. It is a

quantitative study for which inductive approach was used. To verify if people, at large, feel the

importance of work-life balance practices, a critical factor in driving employee performance, a

survey in the form of a structured questionnaire was distributed among the bankers who typically

work 9-10 hours a day. The data was then tested through SPSS statistical tools to assess if work

life balance practices have any relationship with the way employees perform at work or not.

Study reveals that, work-life balance practices, when connected appropriately, would impact

employee performance positively. A happy employee will be self-driven to work compared to an

unhappy employee who is striving to get the right balance between work, family and self.

Titik et al., (2023) analyze the determinants and consequences of work-life balance by

examining the influence of working hours and job burnout on employee well-being, with the

work-life balance as a mediating variable. It involved 100 active employees from the Local

Government-Owned Water Utility of Pontianak City, chosen through a purposive sampling

method. The data was collected using a questionnaire and analyzed using Structural Equation

Modeling –Partial Least Square (SEM - PLS). The results reveal that the job burnout has a

significant effect on both the work-life balance and employee well-being. However, the working

hours does not have a significant effect on both the work-life balance and employee well-being.

Furthermore, this study confirms that the work-life balance is able to mediate the effect of job

21
burnout on the employee well-being, but it is not able to mediate the effect of working hours on

the employee well-being. These results provide managers and HR practitioners with insights into

how to improve the employee well-being through effective working hour‟s plans, job burnout

reduction, and work-life balance programs.

Kolo, Haliru & Hussaini (2024) conducted a study on the effect of work-life balance variation

and succession planning on employee performance of quoted commercial banks in FCT Abuja

Nigeria. The study adopted a survey research design. The study covered 13 quoted Commercial

Banks in FCT Abuja, Nigeria. The sample size of 481 was determined using Cochran (1963)

sample size formula and convenient sampling technique was used to select the respondents.

Adapted questionnaire was used as the instrument for data collection. The study found that

succession planning has positive and significant effect on employee performance of quoted

commercial banks in FCT Abuja, Nigeria. While work-life balance variation has positive but

insignificant effect on employee performance of quoted commercial banks in FCT Abuja,

Nigeria. The study, therefore, concludes that human resources management practice influence

employee performance of quoted commercial banks in FCT Abuja, Nigeria.

Rajat et al., (2023) examine how work-life balance affects productivity and job satisfaction in

employees. It aims to present a thorough understanding of how measures to promote work-life

balance impact the general wellbeing of employees and organizational outcomes. The theories

underlying work-life balance and its effects on employees serve as the foundation for this

investigation. It investigates many theoretical stances, such as role theory, social exchange

theory, and resource-based theories, as well as how work and personal life interact. The work-

life balance and its impacts on worker performance and job satisfaction are discussed in this

paper using a systematic review methodology to synthesize and assess the material that has

already been published. To assemble empirical studies, theoretical frameworks, and useful

insights, a thorough search of pertinent databases and scholarly sources is carried out. The results

22
of this review study paper show that employee performance and job happiness are greatly

impacted by a healthy work-life balance. The productivity, burnout, job happiness, and general

well-being of employees who can successfully juggle work and personal life are all improved.

The review study paper adds to the body of knowledge by compiling and examining empirical

data on the effects of work-life balance on productivity and job satisfaction in employees. It

gives firms looking to promote work-life balance and boost employee outcomes a thorough

understanding of theoretical foundations and practical ramifications.

Juju et al., (2023) examine Work Life Balance strategy to improve employee performance. The

study aims to determine the application of the work life balance strategy to improve the

performance of employees of PT. XYZ, analyzing work life balance through data reduction. The

research is a descriptive qualitative research. The research subjects were employees of PT. XYZ

Jakarta and Bandung. Data collection methods used was observation, interviews, and

documentation. The resource persons used in this study were sixty-seven employees of PT. XYZ.

Based on the results of the interviews that have been conducted, researchers provide suggestions

and solutions through a work life balance strategy by prioritizing employees. In the work life

balance strategy, there is a method used, namely prioritizing employees. In this method, five

methods will be applied as solutions to solve problems in work life balance and improve

employee performance at PT. XYZ. From the results given by researchers to the company, the

company gave a positive response to the solutions provided by the researchers.

Emmanuel & Amoozegar (2023) focused on the factors impacting work life balance for

employees in organization. Work–life balance is the term used to describe the balance that an

individual needs between time allocated for work and other aspects of life, which is the ability to

manage balance between work and personal life. The paper aims at identifying the factors in

work life influencing work-life balance of employees in organizations. The study would be

beneficial for organizations in designing work-life policies and programmes for employees. The

23
data will be collected via a questionnaire and there is no interview in the research design method,

it will also be using the statistical package social sciences (SPSS). The study focused at 100

populations, based on the factors in work life balance for employees in an organization.

Onuorah & Ugochukwu (2020) examined the work life balance and employee productivity in

selected banks in Anambra state, Nigeria. The study was necessitated by high rate of work-life

unbalance in the banking industry. Specifically the study determined the effect of workload

pressure, role conflict, family stress and Work flexibility on employee productivity. Relevant

conceptual, theoretical and empirical literatures were examined. A total of fifteen banks were

studied, and the population of study was 1967, while the statistical formula devised by Borg and

Gall (1973) was employed to determine the sample of 386.The study also employed Multiple

Regression Analysis (MRA) method to determine work life balance and employee productivity.

The tools used in analyzing the data collected include simple percentages, descriptive statistics

and correlation analysis. Finding from the study reveals a significant effect of workload pressure

on employee productivity while role conflict has a significant effect on employee productivity.

The study concluded that work load pressure, role conflict and family related stress has negative

significant effect on employee productivity.

Cletus & Obed (2022) investigated the effect of work life balance in organizational productivity.

Work-life balance is an all-encompassing concern to both employers and employees. It is an

important tool while choosing a career. The study aimed to examine the perception of employees

on the influence of work life balance on the productivity of tourism centers in Port Harcourt,

Rivers State, Nigeria. The study adopted a descriptive survey design, with a sample size of 154.

The data collected were presented in tables and analyzed using simple percentages and the

hypothesis was tested using Chi-square statistical method. The study revealed that a balanced life

at work has a desirable influence on the output and efficiency of the tourist centers in Port

24
Harcourt among other ways as stimulation of employees‟ performance, fostering job and life

satisfaction, decreased absenteeism and motivates the employee to work.

Kiki, Tetra, & Anisa (2022) examined effect of work-life balance on employee engagement in

increasing employee performance. Most firms focus on scenario planning and substantial

operational reactions to preserve company continuity during the Corona Virus pandemic, but

work from home (WFH) becomes a blurred line between work and personal life. The

organization benefits from the notion of Work-Life Balance (WLB) because employee

performance and creativity improve. The sample size for this study is 211 participants, which

will be used to support the research data acquired from a list of questions or questionnaires.

Work-Life Balance has no direct effect on employee performance, but it does have a positive and

significant effect on employee performance through employee engagement, according to the

results of this study, which were analyzed using Smart PLS software.

Aditi & Neha (2020) assessed the impact of work life balance on employee‟s performance. The

study aimed to know whether the organization have family-friendly policies which include

flexible working hours, job sharing, part-time work, compressed work weeks, parental leaves,

telecommuting, on- site child care facilities. The pressures of work have been intensifying in

recent decades, for both men and women. Factors such as the advances in information

technology demand for speedy response, existence of tight deadlines, importance attached to

quality customer service - demand the time of those in the labour force, which frequently lead to

tremendous stress and pressure. The evidence from this study shows that while the average

number of working hours and days is steady and fixed the proportion of women professionals

working more than eight hours and for six or even seven days of the week is not uncommon.

Muna (2021) focused on the study is on the measurement of work-life balance and job

satisfaction of employees and the exploration of the relationship between both terms at different

Palestinian companies in the investment sector while exploring the critical working issues and

25
personal life matters among employees with further examination on how the concept of WLB

might affect job satisfaction. With the continuous evolution of globalization and the increasing

technological openness between all countries worldwide, employees‟ awareness about the

quality of life and balance between work and life matters has constantly been escalating.

Although a tremendous body of literature internationally exists on Work-Life Balance and Job

Satisfaction, yet previous scholars across the Palestinian context have not connectedly addressed

these terms. The study was conducted on 502 employees from 7 different investment companies

in Palestine. The statistical tests that were processed and the interference relationships tested

confirmed a positive relationship between the three constructs of Work-Life Balance and Job

Satisfaction. Both Work-Life Balance and Job satisfaction matters have been recently getting

more focus than expected due to the fast-forwarding life cycles and the continuous obnoxious

and inferior political and economic situation that faces every person, family, society, and

company in Palestine, which have a significant influence on the productivity and performance of

both the Palestinian organizations and employees.

Mulwa (2017) examines the relationship between worklife-balance and performance of Kitui

county government employees. 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

of the ministry for finance and economic planning Kitui County government. The study adopted

an explanatory research design and a descriptive research design. The targeted population was

the 207 employees who work in the ministry of finance and economic planning of Kitui county

government. 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;

26
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 was

analyzed and presented using SPSS. 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.

George (2016) focuses of the study was to explore the work-life balance programs (e.g.,

flexible work schedules, job sharing, health and wellness, paid time-off, and flexible work

arrangements) that nonprofit school leaders at a charter school organization utilize to improve

employee performance The purpose of this case study was to explore the work-life balance

programs that nonprofit school leaders utilize to improve employee performance at a charter

school organization. Data were collected through semi structured interviews from a purposeful

sample of 10 managers and 10 non-managerial employees working at a charter school

organization in Harlem, New York. Data collection also included organizational performance

track indicator documents on employee absenteeism, turnover, motivation, productivity, job

satisfaction, and retention, archived organizational records on WLB programs, and current WLB

programs and policies guidelines. According to the study results, work-life balance programs

could help improve organizational culture and employee overall performance. The results of this

27
study may contribute to social change by preparing employers for success while simultaneously

positioning individuals to attain optimum balance between work and life responsibilities.

2.7 Gap in Literature

Based on the Empirical literature reviewed, work life balance is used as a strategy to entice

employees to achieved organizational goals through their performance. Most of the studies

reviewed were conducted outside Africa with a few conducted in Kenya and Nigeria. Scholars

focus on private sector and more so commercial banks in Pakistan and a few other companies in

the manufacturing sector. A study by Mulwa Gladys (2017) was conducted at the Kenya ministry

of finance and economic planning, one of the government institutions. However, Mulwa Gladys

focused on the employee‟s welfares and fond a negative relationship between welfare services

and employee performance. The findings of this study cannot be used to generalize about the

work life balance because he did not cover most of the life balance initiatives.

There is hardly any research on the different challenges faced by the employees with

respect to work life balance. There is also a dearth of comprehensive studies linking odd working

hours and work life balance.

28
 CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter comprises of the techniques and procedures that were used to collect, process,

and analyze the data. Specifically, the following subsections include the study area, research

design, population of the study, sampling techniques, source of data collection, and validity of

research instrument, method of data analysis and ethical consideration.

3.1 Study Area

This study was conducted in Offa, Kwara State. Offa is a city in Kwara State of Nigeria, with a

population of about 166,112 inhabitants. Also the selection of the study area was convenient for

the researcher to get a sample for data collection (Kumar, 2018).

3.2 Research design

Shajahan (2020) defined a research design as a master plan that specifies procedures and

methods for collection and analysis of the information required in a study. This study adopted an

explanatory research design and a descriptive research design. According to Firebaugh (2018),

an explanatory research design is conducted to discover and report the relationships between

various aspects of the phenomenon under study. On the other hand, Cooper & Schindler (2016)

noted that a descriptive research design portrays an accurate profile of events, persons, or

accounts of characteristics such as abilities, behaviour, beliefs, opinions and knowledge of a

specific situation, individual or group. The purpose of this study was to examine the relationship

between work life balance and employees‟ performance of some selected deposit banks in Offa,

Kwara State.

29
3.3 Population of the Study

According to Mugenda & Mugenda (2008) a target population refers to a well-defined set of

persons, services, elements, and events, a group of things being that are being examined. In other

words, it is the total collection of elements a researcher would wish to make inferences. The

population of this study was 98 staff of the four selected deposit money banks in Offa, Kwara

States, Nigeria. The breakdown of the population is as follows:

Table 3.1: Population of the study

S/N Deposit Money Banks Total No. of Employees

1. Guarantee Trusted Bank Plc 30
2. United Bank for Africa 25
3. Eco Bank 20
4. Zenith Bank 23
Total 98
Source: The Manager‟s Office of the four banks‟ branches in the selected locations.

3.4 Sample Size and Sampling Technique

The researcher used the Taro Yamane, (1976) to determine the sample size out of research

population 98 staff of which 79 samples was arrived at. Multi-stage sampling technique was

adopted comprises of stratified and simple random. For the purpose of this study random

sampling was adopted because it would help to eliminate bias, it give all individual an equal

chance to be chosen.

The sample size of the study is determined using the formula adopted from Taro Yamane‟s

(1967). Thus, the formula used to calculate the sample size is: n = N/ (1+N (e)2

Where:

n = sample size required

N = number of people in the population

e = allowable error (%)

30
n= 98/1+N(e)2

n=98/1+98(0.0025)

n= 98/1.245

n= 79 samples.

Therefore, 20% of non-response rate was added i.e. (20% 0f 79) = 95 samples

Table 3.2: Sample size of the study

Department Population Sample size Sampling method

Guaranty Trust Bank 30 27 Simple random
United Bank for Africa 25 25 Simple random
Eco Bank 20 20 Simple random
Zenith Bank 23 23 Simple random
Total 98 95
Source: Primary data (2024)

3.5 Method of Data collection

Data collection instruments refer to tools of carrying out the research (Kombo & Tromp, 2006).

The study will use structured questionnaire as the data collection instrument. A questionnaire

refers to a research instrument that captures data over a large sample. The questionnaire will be

designed to collect both qualitative and quantitative data from the sample. The questionnaire was

divided into three sections, one addressing the respondent‟s general information, the second

section will address the independent variables and the third one the dependent variables. A five-

point Likert response scale was used for the study. The Likert scale is in the category of: S.A. =

Strongly Agree, A = Agree, U = Undecided, D = Disagreed, SD = Strongly Disagree.

3.6 Sources of Data Collection

Data for the research was collected from primary sources. The primary data are materials which

were originated by the researcher for the purpose of inquiry at hand. They were obtained through

questionnaire. The questionnaire was structured, simple and direct questions, the respondents

31
were placed on objective response for each statement. The researcher administered the

questionnaires to the respondents personally. The researcher booked appointments with the

management of the respondent bank branches and notified them of the mission and purpose of

the study and asked for permission to be allowed to administer the questionnaires to the

employees. Drop and pick method was the most appropriate due to the fact that the bank

employees are usually busy. The researcher therefore left behind the questionnaires for the

respondents to complete at their own free time but to be collected at an agreed time.

3.7 Validity and Reliability of Research Instrument

3.7.1 Validity

The validity of research instrument refers to the extent to which the instrument reflects the

abstract construct being examined Burns & Grove (2019). There are three types of validity that

ultimately contribute to the overall validity of instruments of the study. They include content,

internal and external validity. Content validity relates to the appropriateness of the items

developed to operationalize a construct and giving an adequate and representative sample of all

the items that could be used for measuring the specific construct. However, because there exists

no statistical ways for determining whether a measure adequately cover a content, content

validity rely on the expert‟s judgment (Burns & Grove, 2019). In this study, content validity was

achieved by developing questions based on the reviewed literatureand conceptual framework.

3.7.2 Reliability

Data reliability measures the internal consistency of the research instruments. According to

Burns & Grove (2019), reliability refers to the degree of consistency with which the instrument

measures an attribute. Reliability of the questionnaires will be measured using Cronbach‟s alpha

correlation which ranges from 0 to 1 (Kothari, 2018). A higher alpha coefficient values imply

that the scales are more reliable and vice versa. Therefore, the rule of thumb is that acceptable

alpha should be at least 0.70 or above (Hall, 2018).

32
3.8 Model Specification

The study adopts a multiple regression model to capture the relationship between the employee

performance (dependent variable) and the explanatory variables (Leave policy, Flexible working

arrangement, Welfare policy, and Family responsibilities) in line with the studies of Tarurhor

2018.

The regression equation was be as follow

Y = β0 + β1X1 + β2X2 + β3X3 + β4X4 + ε

Whereby;

Y = Staff performance

B0 = Constant

β1, β2, β3, β4, = Coefficients of determination

X1 = Leave policies

X2 = Flexible working arrangements

X3 = Welfare policies

X4 = Family Responsibilities

ε = Error term

3.9 Method of Data analysis

The collected data was examined for completeness before being summarized, coded and

tabulated. The results were tabulated in frequency tables for ease of interpretation to easily

visualize the various results from the respondents. Analysis of Quantitative data was done using

regression and correlation aided by Statistical Packages for Social Sciences (SPSS) software.

Moreover, a regression and a linear regression analysis to determine the relationship between

work life balance and staff performance were conducted. This is a statistical method for

determining the relationship between the dependent variable and independent variables.

33
 CHAPTER FOUR

DATA PRESENTATION, ANALYSIS AND INTERPRETATION

4.1 Introduction

This chapter presents the research findings of the study carried out to examine the relationship

between work-life-balance and staffs performance of selected deposit money banks in Offa

Branch. The investigation was aimed at examining the individual effect of leave policies, flexible

work arrangements, welfare policies, and family responsibilities on staff performance.

4.2 Response Rate

Ninety-five (95) copies of questionnaire were administered to the respondents, out of which 80

were properly filled and returned, representing a response rate of 84.2% as shown below. This

response rate is adequate for the study. Mugenda & Mugenda (2008) & Kothari (2009) argued

that a response rate of 50% is adequate for a study.

Table 4.2.1: Response Rate

Response Frequency Percent

Copies of questionnaire distributed 95 100%

Copies of questionnaire returned 80 84.2%

Copies of questionnaire unreturned 15 15.8%

Total 95 100%

Source: Survey data, 2024

4.3 Demographic Characteristics of Respondents

The researcher sought to find out the characteristics of the respondents who participated in the

study. The biographic details and general information of the respondents in terms of the gender,

age, marital status, number of children, education level, job position and duration worked in the

organization are presented below.

34
Table 4.3.1: Characteristics of the respondents

Gender Frequency Percentage %

Male 44 58
Female 36 42
Total 80 100
Age
20 – 30years 15 18
31 – 40years 23 34
41 - 50years 25 38
51 – 60years 11 10
Total 80 100
Marital status
Single 18 20
Married 40 64
Widowed 11 8
Divorced 11 8
Total 80 100
Number of Children
None 17 18
1 22 30
2-3 21 28
4-6 20 24
7 and above - -
Total 80 100
Duration you have been working in the
organization
0 – 5year 13 10
6 – 10years 10 4
11 – 15years 18 22
16 years and above 39 63
Total 80 100

35
 Highest level of education Frequency Percentage
SSCE/Equivalent 11 13.8
OND/Equivalent 32 40
HND/BSC/Equivalent 19 26
MSC/Equivalent 9 11.3
PhD/Equivalent 9 11.3
Total 80 100
Which Position do you hold in organization?
Senior management level 15 20
Middle Management level 20 25
Subordinate staff 45 55
Total 80 100
Source: Survey data, 2024

Table 4.3.1 present the gender distribution of the respondent‟s background characteristics. The

male respondents had the highest percentage rate of 44(55%) while their female counterparts

were 36(45%). This implies that there are more male respondents than the female.

The majority of the respondents were between the age of 41 and 50 years. 31(38.8%) were

between 41 and 50 years while 23(28.8%) were between 31 and 40 years. 15(18.8%) of the

respondents were the youth aged 20 and 30 years while only 11(13.8%) of the respondents were

between the age of 51 and 60 years.

The majorities, 40(50%) of the respondents were married and 18(22.5%) were single while

11(13.8%) were separated and 11(13.8%) divorced.

The table 4.3.1 indicated the no of children of respondent. 17(21.3%) of the respondents had no

children, the majority, 22(27.5%) had only one child and 21(26.3%) had between 2 and 3

children and 20(25%) had between 4 and 6 children.

The majority of the respondents have been working in the organization since devolution started

since 38(47.5%) indicated that they have worked there for a duration between 16years and

above. 19(23.8%) have worked for a duration of between 10 and 15 years, 10(12.5%) between 6

36
and 10 years, while 13(16.3%) have been working in the organization for 0 and 5 years. This

implied that there has been low employee‟s turnover in the organization.

The table 4.3.1 shows the education qualification of respondents. On the highest level of

education, 9(11.3%) had attained a university master level and PhD level, 19(23.8%)

undergraduate level, and the majority 32(40%) had attained a diploma level, 11(13.8%) had

attained a SSCE level.

The highest proportions of the respondents were the subordinate staffs who were 44(55%). The

middle level respondents were 20(25%) while the senior management level respondents were

16(20%).

4.4 Data Presentation, Analysis and Interpretation of Research Questions

4.4.1 Leave Policies

Table 4.4.1: Descriptive Statistics for items measuring leave policy in the organization

Statement Mean Std.

Deviation
My employer gives me leave to care and support my
LP1 3.05 1.101
dependents
My institution observes the leave policy in employment
LP2 1.58 .497
agreement
Sick leave helps me to take care of my emotional
LP3 1.69 .518
health
Study leave allows me to take time- off for study to
LP4 3.85 .393
improve on my personal growth
My employer usually gives me additional leave to
LP5 4.78 .420
prolong my annual leave
There is a paid maternity/ paternity leave in this
LP6 1.56 .499
Organization
LP7 Annual leave helps me to reduce work related stress 2.00 .842
Aggregate
2.64 0.61
Scores
Source: Survey data, 2024

Table 4.4.1 shows a mean score of 2.64 and the standard deviation of 0.61. The mean value is

high, and the standard variation indicates a low variation in the employees‟ responses. The high

37
mean score is an indication that respondents had varying responses concerning the application of

leave policy in the organization. Employer gave them leave to care and support their dependents

(3.05). The results show that the organization observes the leave policy in the employment

agreement (1.58). The sick leave helps the employees of the organization to take care of their

emotional health (1.69). The study leave seems not be effective in the organization (3.85). The

organization lacks a flexible leave policy since all respondents disagreed that the organization

gives them additional leave to prolong their annual leave (4.78). However, all respondents were

in agreement that there is a paid maternity/ paternity leave (1.56). The respondents indicated that

annual leave helps them to reduce work-related stress (2.00).

4.4.2 Flexible work arrangements

Table 4.4.2: Descriptive Statistics of Flexible Work Arrangements in the organization

Statement Mean Std. Deviation

FWA1 I sometimes work from home 3.49 .795
FWA2 I sometimes work on part-time arrangement 3.00 .955
FWA3 Job sharing is a practice in my bank 4.06 1.129
Compressed working hours is highly practice in
FWA4 3.49 1.501
my bank
Customized working hours is frequently
FWA5 4.01 1.238
practice in my bank
FWA6 My superior gives mealtime hours to workers 3.32 .952
FWA7 I am sometimes sent to other branches to work 2.15 .359
Aggregate
3.36 0.99
Scores
Source: Survey data, 2024

Table 4.4.2 shows a mean score of 3.36 and a standard deviation of 0.99 meaning there is high

variation in employees‟ responses. This perhaps is an indication of the disparity between

subordinate staff and those in management levels. The majority disagreed that they work from

home (3.49). Some of the respondents sometimes work on part-time arrangement (3.00). The

38
results show that only a few employees can work for long hours (3.49). On the other hand,

respondents disagreed that customized working hours is frequently practice in their organization

(4.01). Superior gives mealtime hours to workers (3.32), respondents sometimes sent to other

branches to work (2.15).

4.4.3 Welfare policies

Table 4.4.3: Descriptive Statistics for welfare policies

Statement Mean Std. Deviation

Breastfeeding mothers enjoy flexible working
WP1 1.74 .443
arrangements to take care of their babies.
WP2 Childcare facilities are available for nursing mothers 4.00 .000
There is adequate provision of recreational facilities
WP3 4.40 .756
in the institution
The bank arranges for a fully or partly paid holiday
WP4 4.40 .756
from time to time.
All staff are constantly educated and trained by the
WP5 4.55 .840
bank on nutritional matters
Health risk assessments are usually organized by the
WP6 4.00 .000
bank for its entire staff.
Aggregate
3.85 0.47
Scores
Source: Survey data, 2024

The table 4.4.3 indicates the means for all 6 items ranged from 1.74 (SD = .44) to 4.55 (SD =

.84). Specifically, the highest mean score was reported on All staff are constantly educated and

trained by the bank on nutritional matters (M=4.55, SD=.84); followed by The bank arranges for

a fully or partly paid holiday from time to time (M = 4.40, SD = .756); there is adequate

provision of recreational facilities in the institution (M = 4.40, SD = .756); Childcare facilities

are available for nursing mothers (M= 4.00, SD= .000); Health risk assessments are usually

39
organized by the bank for its entire staff. (M= 4.00, SD= .000); Breastfeeding mothers enjoy

flexible working arrangements to take care of their babies. (M= 1.74, SD= .44).

The Overall mean score and standard deviation of the effects of monetary rewards on

performance was (M = 3.85; SD = .47).

4.4.4 Family responsibilities

Table 4.4.4: Descriptive Statistics for Family responsibilities

Statement Mean Std.

Deviation
I find it difficult to manage work and multiple
FR1 3.56 .499
family responsibilities
Multiple family responsibilities contributes to
FR2 3.20 .986
my absence from work
My performance was better when I had no
FR3 parental role than currently when I have 3.03 1.136
parental role.
Family responsibilities slightly affect my job
FR4 4.06 1.194
performance
Aggregate
3.46 0.95
Scores
Source: Survey data, 2024

Table 4.4.4 indicated all 4 items ranged from 3.03 (SD = 1.136) to 4.06 (SD = 1.194).

Specifically, the highest mean score was reported on Family responsibilities slightly affect my

job performance (M = 4.06, SD = 1.194); followed by respondents find it difficult to manage

work and multiple family responsibilities (M = 3.56, SD = .499); Multiple family responsibilities

contributes to my absence from work (M = 3.20, SD = .986); Their performance was better when

they had no parental role than currently when they have parental role. (M= 3.03, SD= 1.136

The Overall mean score and standard deviation of the effects of family responsibilities on staff

performance was (M = 3.46; SD = .95).

40
4.4.5 Staff performance

Table 4.4.5: Descriptive Statistics on whether work life increase staff performance

Statement Mean Std.

Deviation
Flexible work arrangements influence my
SP1 2.94 1.194
productivity
My performance is affected by trying to
SP2 2.95 1.030
balance work and family responsibilities
Leave policies have a positive impact on my
SP3 2.09 .860
performance
Welfare policies have a positive impact on my
SP4 2.14 .568
performance
Multiple family responsibilities affects my
SP5 3.24 1.058
performance
There is a direct correlation between
SP6 employees‟ performance and the work life 3.30 1.130
balance initiatives in the bank.
Aggregate Scores 2.78 0.97
Source: Survey data, 2024

Table 4.4.5 shows the means for all 6 items ranged from 2.09 (SD = .86) to 3.30 (SD = 1.130).

Specifically, the highest mean score was reported that there is a direct correlation between staff

performance and the work life balance initiatives in the bank. (M = 3.30, SD = 1.130); followed

by Multiple family responsibilities affects their performance (M = 3.24, SD = 1.058); their

performance is affected by trying to balance work and family responsibilities (M = 2.95, SD =

1.030); Flexible work arrangements influence my productivity (M= 2.94, SD= 1.194); Welfare

policies have a positive impact on my performance (M= 2.14, SD= .568); Leave policies have a

positive impact on my performance (M= 2.09, SD= .86). The Overall mean score and standard

deviation of staff performance was (M = 2.78; SD = .97).

41
4.5 Test of Hypotheses

Four (4) hypotheses were raised and tested using regression analysis in the course of this study.

In regression analysis, when the significant (sig) value is less than 0.05 for 95% confidence level

or less than 0.01 for 99% confidence level we accept the alternative hypothesis and reject the

null hypothesis and vice versa.

In order to test the hypothesis linear regression analysis was used.

Hypothesis One:

Ho: Leave policy implementation has no significant relationship with staff performance

Table 4.5.1a: Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

a
1 .642 .412 .404 1.88218
a. Predictors: (Constant), Leave Policies
Source: SPSS Output 20.0

Table 4.5.1a revealed the relationship at R = .642 between leave policy and staff performance.

An examination of the table shows that R square = .412 which implies that leave policy accounts

for 41.2% of variations on staff performance.

Table 4.5.1b: ANOVAa

Model Sum of df Mean F Sig.

Squares Square
Regression 193.543 1 193.543 54.633 .000b
1 Residual 276.324 78 3.543
Total 469.867 79
a. Dependent Variable: Staff Performance
b. Predictors: (Constant), Leave Policies
Source: SPSS Output 20.0

Table 4.5.1b shows that the results of the F-value (54.633) divided by the Mean Square Residual

(3.543), yielding F=54.633. From the results, the model in this table is statistically significant

(Sig =.000). It is a statistically significant at 5% level of significance (p<0.05).

42
Table 4.5.1c: Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta
(Constant) -1.634 2.112 -.773 .442
1
Leave policies .925 .125 .642 7.391 .000
a. Dependent Variable: Staff Performance
Source: SPSS Output 20.0

The table 4.5.1c revealed the degree of influence of leave policy on staff performance and its

level of significance. The statistical results is given as; (Leave policy; β=.728; t=8.852; p<0.01).

The statistical result implies that leave policy is a statistically significant predictor of staff

performance.

Based on the results in the Anova table above, the significance level for all items are less than

0.01 therefore we accept the alternative hypothesis and reject the null hypothesis. That is, leave

policy has a significant effect on staff performance.

Hypothesis Two:

Ho: Flexible working arrangements has no significant relationship with staff performance

Table 4.5.2a: Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .586a .343 .335 1.98889
a. Predictors: (Constant), Family Work Arrangement
Source: SPSS Output 20.0

Table 4.5.2a revealed the relationship at R = .586 between flexible work arrangement and staff

performance. An examination of the table shows that R square = .343 which implies that flexible

work arrangement accounts for 34.3% of variations on staff performance.

43
Table 4.5.2b: ANOVAa

Model Sum of Squares df Mean F Sig.

Square
Regression 161.323 1 161.323 40.783 .000b
1 Residual 308.544 78 3.956
Total 469.867 79
a. Dependent Variable: Staff Performance
b. Predictors: (Constant), Family Working Arrangement
Source: SPSS Output 20.0

Table 4.5.2b shows that the F-value is the Mean Square Regression (40.783) divided by the

Mean Square Residual (3.956), yielding F=40.783. From the results, the model in this table is

statistically significant (Sig =.000). It is a statistically significant at 5% level of significance

(p<0.05).

Table 4.5.2c: Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta
(Constant) 6.769 1.139 5.945 .000
1 Family working
.329 .052 .586 6.386 .000
arrangement
a. Dependent Variable: Staff Performance
Source: SPSS Output 20.0

The table 4.5.2c revealed the degree of influence of flexible work arrangement on staff

performance and its level of significance. The statistical results is given as; (Flexible work

arrangement; β=.329; t=6.386; p<0.01). The statistical result implies that flexible work

arrangement is a statistically significant predictor of staff performance.

44
Based on the results in the Anova table above, the significance level for all items are less than

0.01 therefore we accept the alternative hypothesis and reject the null hypothesis. That is,

flexible work arrangement has a significant effect on staff performance.

Hypothesis Three:

Ho: Welfare policies has no significant relationship with staff performance

Table 4.5.3a: Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .483a .233 .224 2.14901
a. Predictors: (Constant), Welfare Policies
Source: SPSS Output 20.0

Table 4.5.3a above revealed the relationship at R = .483 between Welfare policy and staff

performance. An examination of the table shows that R square = .233 which implies that Welfare

policy accounts for 23.3% of variations on staff performance.

Table 4.5.3b: ANOVAa

Model Sum of df Mean F Sig.

Squares Square
Regression 109.645 1 109.645 23.742 .000b
1 Residual 360.222 78 4.618
Total 469.867 79
a. Dependent Variable: Staff Performance
b. Predictors: (Constant), Welfare Policies
Source: SPSS Output 20.0

Table 4.5.3b shows that the F-value is the Mean Square Regression (23.742) divided by the

Mean Square Residual (4.618), yielding F=23.742. From the results, the model in this table is

statistically significant (Sig =.000). It is a statistically significant at 5% level of significance

(p<0.05).

45
Table 4.5.3c: Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta
(Constant) -.569 2.979 -.191 .849
1 Welfare
.732 .150 .483 4.873 .000
policies
a. Dependent Variable: Staff Performance
Source: SPSS Output 20.0

The table 4.5.3c revealed the degree of influence of Welfare policy on staff performance and its

level of significance. The statistical results is given as; (Welfare policy; β=.732; t=4.873;

p<0.01). The statistical result implies that Welfare policy is a statistically significant predictor of

staff performance.

Based on the results in the Anova table above, the significance level for all items are less than

0.01 therefore we accept the alternative hypothesis and reject the null hypothesis. That is,

Welfare policy has a significant effect on staff performance.

Hypothesis Four:

Ho: Family responsibilities has no significant relationship with staff performance

Table 4.5.4a: Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .566a .320 .311 2.02373
a. Predictors: (Constant), Family Responsibilities
Source: SPSS Output 20.0

Table 4.5.4a revealed the relationship at R = .566 between Family responsibilities and staff

performance. An examination of the table shows that R square = .320 which implies that Family

responsibilities accounts for 32% of variations on staff performance.

46
Table 4.5.4b: ANOVAa

Model Sum of Squares df Mean F Sig.

Square
Regression 150.419 1 150.419 36.728 .000b
1 Residual 319.448 78 4.095
Total 469.867 79
a. Dependent Variable: Staff Performance
b. Predictors: (Constant), Family Responsibilities
Source: SPSS Output 20.0

Table 4.5.4b shows that the F-value is the Mean Square Regression (36.728) divided by the

Mean Square Residual (4.095), yielding F=36.728. From the results, the model in this table is

statistically significant (Sig =.000). It is a statistically significant at 5% level of significance

(p<0.05).

Table 4.5.4c: Coefficientsa

Model Unstandardized Standardized t Sig.

Coefficients Coefficients
B Std. Error Beta
(Constant) 6.931 1.172 5.914 .000
1 Family
.645 .106 .566 6.060 .000
responsibilities
a. Dependent Variable: Staff Performance
Source: SPSS Output 20.0

The table 4.5.4c revealed the degree of influence of family responsibilities on staff performance

and its level of significance. The statistical results is given as; (Family responsibilities; β=.645;

t=6.060; p<0.01). The statistical result implies that a family responsibility is a statistically

significant predictor of staff performance.

47
Based on the results in the Anova table above, the significance level for all items are less than

0.01 therefore we accept the alternative hypothesis and reject the null hypothesis. That is, a

family responsibility has a significant effect on staff performance.

4.6 Discussion of Findings

Leave policies and staff performance

The study found a statistically significant between leave policies and staff performance. Majority

of the respondents suggested that the leave policy in the organization should be more flexible.

For instance, majority suggested that an employee should able to pool together leave days and

combine them at their convenience time to have more time to solve domestic issues. Some

people, especially the subordinate felt that the leave policies should help them grow improve

their potential by providing paid study leaves.

Flexible Work Arrangement and Staff Performance

Most of the staff expressed their concern that flexible work arrangements are applied selectively.

The argued that only senior management staffs enjoys flexible work arrangements. However,

most of the respondents expressed their gratitude for the organization ensuring that their duties

are co-shared as it offers some flexibility.

Welfare policies and Staff Performance

The respondents expressed their concern on lack of numerous welfare policies such as childcare

facilities for mothers, counselling services, and recreational facilities. The majority suggested

that recreational facilities would be useful in enhancing their performance.

Family responsibilities and Staff Performance

The majority of the respondents who have family responsibilities listed elderly or parent‟s care

and parental roles are their family responsibilities. While some indicated that the responsibilities

do not affect their performance, others indicated they are affected.

48
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATIONS

5.1 Summary

The study sought to examine the effect of work-life balance and staff performance of selected

deposit money banks, Offa Branch, Kwara State. The specific objectives included; to examine

the effect of leave policy on the performance of staff; to examine the effect of flexible working

arrangements on staff performance; to investigate the effect of welfare policies on staff

performance; and to examine the effect of family responsibilities on staff performance.

The study established that the majority (86%) of the staff of the organization were aware of the

written leave policies. Some felt that the leave policies were adequate while other felt they were

not adequate. The annual leave was found to be effective in reducing work-related stress.

Moreover, leave policy was found to help the respondents to take care of their personal life.

However, correlation analysis indicated that there exist a positive relationship between staff

performance and Leave Policies. This is an indication that an organization cannot focus on leave

policies alone to enhance staff performance.

The results also shows that only a few employees can work for long hours per week to get a day

off as 5.7% agreed, and 1.7% strongly agreed that can be such flexible the rest cannot work long

to take a day off in compensation. This is because breastfeeding women were found to be

favoured regarding work flexibility and senior management could sometimes work remotely

through phones while the majority could not. However, some employees enjoy flexibility in the

form of sharing duties and responsibilities. The study established that there exist a positive

correlation between staff performance and flexible work arrangements. Therefore, based on this

study, once flexible work arrangement is increased, staff performance would increase.

The study established that breastfeeding mothers enjoy flexible working arrangements to take

care of their babies. However, the organization has not established childcare facilities where

49
mothers should take their babies for care while working. This would enable them to continue

breastfeeding even when they return from maternity leave. In this study, it was established that

welfare initiatives that are known to be instrumental in balancing work life were missing. The

study established that there exist a positive correlation between staff performance and welfare

policies.

The study established that most of the respondents had family responsibilities. However, most of

them, 56.6% indicated that they had no problem managing work and multiple family

responsibilities. However, some respondents, 24.5%, indicated that multiple family

responsibilities contribute to their absence from work. It was also found that there is a positive

correlation between employee performance and family responsibilities.

5.2 Conclusions

Staff performance is very crucial in any organization as it determines to a great extent its

performance. In fact, any organization is as good as it employees. Based on the findings, the

following were the conclusions.

i. The study found that certain types of leaves were present and more effective in

determining staff welfare. For instance, annual leave and sick leave seems to be effective,

but study leave has less impact perhaps because it does not apply to the majority.

Ultimately, the leave policies were found to be positively correlated with staff

performance. Therefore, the study concludes that leave policies are important and

positively affect staff performance.

ii. Flexible work arrangements were found to be positively correlated to employees‟

performance. This is despite the disparity of the level of flexibility between different

levels of employments. Therefore, the study concludes the flexible work arrangements

provide motivation to employees; hence the positive correlation.

50
 iii. The study established that the organization has not put in place some of the important

welfare services such as professional counseling services, childcare services, as well as

adequate recreational facilities which are crucial in balancing work life. It was found that

there is a positive correlation between welfare policies and staff performance. Therefore,

this study concludes that good welfare policies are crucial in any organization, but it does

not influence staff performance. The lack of it, however, may lead to a decrease in

employees‟ performance.

iv. Finally, the study has established that there is a positive correlation between staff

performance and family responsibilities. Therefore, the study concludes that employees

with family responsibilities tend to perform better at work. This is perhaps because the

stress of losing the job is more than the stress of balancing work and life responsibilities.

5.3 Limitation to the study

The researcher was faced by the following limitations during the study. First, accessing the

respondents who work in the organization, which is one of the sensitive departments in any

organization, was not easy. To mitigate this, the researcher first sought an introduction letter

from Federal Polytechnic Offa, Kwara State and a research permit from the relevant authority. It

was also be difficulty to know how honest the respondents were in their responses. However, the

researcher mitigated this by testing the reliability and viability of the research instruments to

ensure they met the required standard.

5.4 Recommendations

The recommendations are presented in relation to the findings of the study.

i. The leave policies were found to be positively correlated to staff performance. While

leave policies do not improve performance, their absence affects the performance

negatively. Therefore, it would be prudent for any employer to enhance the leave policies

51
 to ensure that all employees are covered; that is, regardless of the position of the

employees.

ii. The flexible work arrangements are positively correlated with performance, but there was

a wide gap between the employees in the senior level of management and the

subordinates. Therefore, it is recommended more flexible work arrangements be made

available to all employees provided it won‟t compromise on the performance.

iii. Welfare policies were found to be positively correlated to performance. Therefore, this

study concluded that good welfare policies are crucial in any organization, and lack of it

may lead to a decrease in employees‟ performance. As such, it is recommended that more

welfare services that such as a professional counselor, recreational facilities, and

childcare services be made available for all employees. This would help significantly in

reducing the work related stress which may prevent reduction of staff performance.

iv. Family responsibilities were found to be positively correlated to performance. Therefore,

the organization 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.

5.5 Suggestions for further research

Areas arising for further investigation include:

i. First, this methodology and tools should be employed in conducting similar studies in

other banking institutions to establish the reliability of the study findings.

ii. Secondly, a study could be carried out to determine the optimum duration of leave from

work and frequency that would ensure maximum productivity in an employee.

52
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 APPENDIX I

School of Business and Management Studies,

Department of Business Administration,

Federal Polytechnic Offa,

P.M.B 420, Kwara State.

Dear Sir/Ma,

REQUEST FOR THE COMPLETION OF RESEARCH QUESTIONNAIRE

The researcher is a final year student of the above named institution, conducting research work

on “effect of work-life balance on staff performance in selected deposit money banks” as

part of the requirements for the award of Higher National Diploma (HND) in Business

Administration. I hope to get relevant information from you. The study is solely for academic

purposes and the information given will be treated with strict confidentiality. I therefore, humbly

request you to spare some time and answer the following questions. Thank you very much for

your understanding.

Yours faithfully,

__________________
ISRAEL MICHAEL O
BA/HND/F22/6089

57
 APPENDIX II: Questionnaire

SECTION A: DEMOGRAPHIC DETAILS AND GENERAL INFORMATION

Kindly ticking the applicable box to complete this section

1. Indicate your Gender: Male [ ] Female [ ]

2. Indicate your Age bracket: 20 – 30years [ ] 31 – 40years [ ] 41 - 50years [ ]

51 – 60years [ ] Over 60 years [ ]

3. Marital Status: Single [ ] Married [ ] Separated [ ] Divorced [ ]

4. Number Of Children: None [ ] 1 [ ] 2-3 [ ] 4-6 [ ] 7 and above [ ]

5. For how long have you been working in the organization? 0 – 5year [ ] 6–

10years [ ] 10 – 15years [ ] 16years and above [ ]

6. What is your highest level of education?

SSCE/ Equivalent [ ] ND/ Equivalent [ ] HND/B.Sc/ Equivalent [ ]

M.Sc/ Equivalent [ ] PhD/ Equivalent [ ]

7. Which Position do you hold in organization? Senior management level [ ]

Middle Management level [ ] Subordinate staff [ ]

SECTION B: WORK LIFE BALANCE INITIATIVES

This section require you to respond the level of agreement or disagreement given the extent

to which work life initiatives (Leave policy, flexible work arrangements, welfare policies,

and family responsibilities) that are offered by the banking sector affect your performance.

1. Strongly Agree (SA)

2. Agree (A)

3. Neutral (N)

4. Disagree (D)

5. Strongly Disagree (SD)

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LEAVE POLICY

Kindly tick once in every statement based on your level of agreement or disagreement

S/N Statements SA A N D SD
LP 1 My employer gives me leave to care and
support my dependents
LP 2 My institution observes the leave policy in
employment agreement
LP 3 Sick leave helps me to take care of my
emotional health
LP 4 Study leave allows me to take time- off
for study to improve on my personal
growth
LP 5 My employer usually gives me additional
leave to prolong my annual leave
LP 6 There is a paid maternity/ paternity leave
in this Organization
LP 7 Annual leave helps me to reduce work
related stress

FLEXIBLE WORK ARRANGEMENT

Kindly tick once in every statement based on your level of agreement or disagreement

S/N Statements SA A N D SD
FWA 1 I sometimes work from home
FWA 2 I sometimes work on part-time
arrangement
FWA 3 Job sharing is a practice in my bank
FWA 4 Compressed working hours is highly
practice in my bank
FWA 5 Customized working hours is frequently
practice in my bank

59
 FWA 6 My superior gives mealtime hours to
workers
FWA 7 I am sometimes sent to other branches to
work

WELFARE POLICIES

Kindly tick once in every statement based on your level of agreement or disagreement

S/N Statements SA A N D SD
WP 1 Breastfeeding mothers enjoy flexible
working arrangements to take care of their
babies.
WP 2 Childcare facilities are available for
nursing mothers
WP 3 There is adequate provision of
recreational facilities in the institution
WP 4 The bank arranges for a fully or partly
paid holiday from time to time.
WP 5 All staff are constantly educated and
trained by the bank on nutritional matters
WP 6 Health risk assessments are usually
organized by the bank for its entire staff.

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FAMILY RESPONSIBILITIES

Kindly tick once in every statement based on your level of agreement or disagreement

S/N Statements SA A N D SD
FR 1 I find it difficult to manage work and
multiple family responsibilities
FR 2 Multiple family responsibilities
contributes to my absence from work
FR 3 My performance was better when I had no
parental role than currently when I have
parental role.
FR 4 Family responsibilities slightly affect my
job performance

STAFF PERFORMANCE

Kindly tick once in every statement based on your level of agreement or disagreement

S/N Statements SA A N D SD
EP 1 Flexible work arrangements influence my
productivity
EP 2 My performance is affected by trying to
balance work and family responsibilities
EP 3 Leave policies have a positive impact on
my performance
EP 4 Welfare policies have a positive impact on
my performance
EP 5 Multiple family responsibilities affects my
performance
EP 6 There is a direct correlation between
employees‟ performance and the work life
balance initiatives in the bank.

61