WORK LIFE BALANCE AND EMPLOYEE ENGAGEMENT IN COMMERCIAL BANKS IN NAIROBI CITY COUNTY, KENYA
Abstract
This study looked at the influence between of work life balance on employee engagement in commercial banks in Nairobi city county, Kenya. The intended audience consisted of 43 regulated and authorized banks by the Central bank of Kenya. The researcher utilized a questionnaire to gather primary data from bank personnel. When analyzing qualitative data, content analysis was employed to prepare and organize the content of the responses, evaluate and explore the data, and then categorize the responses according to similar themes or patterns for logical categorization. Descriptive statistics, such as percentages, was utilized to help convert raw data into a format that facilitated understanding and interpretation in relation to the study themes. Additionally, to examine quantitative data, inferential statistics like linear regressions were used. For quantitative data, the presentation took the form of tables and graphs with a textual explanation. The study found that work flexibility, employee assistance programs, teleworking arrangement and job sharing had a positive and significant influence on employee engagement in commercial banks in Nairobi City County Kenya. The study concluded that allowing current employees to work flexible schedules can help you retain valuable employees. Offering flexible schedules may assist the organization in attracting more top-tier talent. Employers can benefit from employee assistance programs by lowering absenteeism, workers’ compensation claims, health-care costs, accidents, and grievances. Teleworking arrangements can help employees feel more in control of their working lives, which can lead to increased productivity, fewer instances of sickness and absenteeism. Before beginning to implement the employee assistance program, the commercial banks should plan a workable and simple design for it. The commercial banks should provide flexible and remote working options and encourage managers to prioritize productivity over hours. The commercial banks should clearly define the collective role description and responsibilities to ensure the role the employee is serving the bank and that those all-important outcomes or objectives are set out and ensure the skillset of individuals matches.
Key Words: Work-Life Balance, Work Flexibility, Employee Assistance Programs, Teleworking, Job Sharing
CITATION: Afwande, S., & Kiiru D., (2023). Work life balance and employee engagement in commercial banks in Nairobi City County, Kenya. The Strategic Journal of Business & Change Management, 10 (4), 24 – 40. http://dx.doi.org/10.61426/sjbcm.v10i4.2732
Full Text:
PDFReferences
Baral, R., & Bhargava, S. (2010). Work-family enrichment as a mediator between organizational interventions for work-life balance and job outcomes. Journal of Managerial Psychology,25(3), 274-300.
Bhattacharya, S., & Mittal, P. (2020). The impact of individual needs on employee performance while teleworking. Australasian Accounting, Business and Finance Journal, 14(5), 65-85.
Chang, A., McDonald, P., & Burton, P. (2010). Methodological choices in work-life balance research 1987 to 2006: A critical review. The International Journal of Human Resource Management,21(13), 2381-2413
Fatima, N., & Sahibzada, S. A. (2012). An empirical analysis of factors affecting work life balance among university teachers: the case of Pakistan. Journal of International Academic Research,12(1), 16-29
Kamau J .M, Muleke V., Mukai S. O and Wagoki J., (2013). Work-Life Balance Practices on Employee Job Performance at Eco Bank Kenya; School of Human Resource Development, Jomo Kenyatta University of Agriculture and Technology; European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.5, No.25, 2013
Kim, J., & Wiggins, M. E. (2011). Family‐Friendly Human Resource Policy: Is It Still Working in the Public Sector? Public Administration Review,71(5), 728-739
Lingard, H., Francis, V., & Turner, M. (2012). Work-life strategies in the Australian construction industry: Implementation issues in a dynamic project -based environment. International Journal of Project Management, 30, 282-295.
Milot, M., & Borkenhagen, E. (2018). Job stress in users of an Employee Assistance Program and association with presenting status. Journal of Workplace Behavioral Health, 33(3-4), 153-167.
Mukururi, J. N. and Ngari, J. M. (2014) Influence of Work Life Balance Policies on Employee Job Satisfaction in Kenya’s Banking Sector; A Case of Commercial Banks in Nairobi Central Business District. IOSR Journal of Humanities and Social Science(IOSR-JHSS) Volume 19, Issue 3, Ver. II (Mar. 2014), PP 102-112 e-ISSN: 2279-0837, p-ISSN: 2279-0845.
Mwangi, R. G. (2016). Influence of Work-life balance on Employee Productivity in Government Institutions: a case of the Supreme Court, Nairobi. Strategic Journal of Business & Change Management,3(4).
Ngambi, H. C. (2018). Job-sharing and employee productivity: two for the price of one? Southern African Business Review, 8(2), 16-30.
Rofcanin, Y., Las Heras, M., & Bakker, A. (2017). Family supportive supervisor behaviors and organizational culture: Effects on work engagement and performance. Journal of Occupational Health Psychology, 22(2), 207-217.
Sabatini, B. L., & Svoboda, K. (2018). Signalling in Dendritic Spines in: Structural and functional organization of the Synapse. Ehlers MD, Hell JW, editors: Springer.
Saeed, M. S. (2016). The impact of job satisfaction and knowledge sharing on employee performance. Journal of Resources Development and Management, 21(1992), 16-23.
Saks, A. M. (2016). Antecedents and consequences of employee engagement. Journal of
Salt, B. (2008). The global skills convergence: Issues and ideas for the management of an International workforce. Australia: KPMG International.
DOI: http://dx.doi.org/10.61426/sjbcm.v10i4.2732
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.