INFLUENCE OF WORKLIFE BALANCE PROGRAMS ON PERFORMANCE OF MIDDLE LEVEL MANAGERS IN COMMISSIONS IN KENYA
Abstract
The study aimed at establishing the influence of work-life balance programs on performance of middle level managers in Commissions in Kenya. The study adopted a descriptive survey design. A population of 5,679 was targeted in the 13 Constitutional Commissions in Kenya. Purposive sampling technique was used to obtain the respondents. A sample size 200 middle level managers was selected from the constitutional commissions in Kenya. Primary data was collected through a questionnaire and structured personal interviews. Drop and pick method was used to administer copies of the questionnaire. Secondary data was obtained through document analysis. Descriptive statistical tools including frequencies, percentages, mean and standard deviation were used. Qualitative data was analyzed thematically along the objectives of the study. Inferential statistical tools such as chi-square, correlation analysis and regression analysis were used. ANOVA test was done to determine the statistical significance of each variable. The findings were presented in tables. The findings revealed that there was a weak but positive relationship between performance and worklife balance programs. The findings also revealed that work life programs for example child care centres, lactation stations, phased return from maternity leave were missing yet they were particularly important and their absence greatly affected performance of the middle level managers. The study therefore concluded that commissions in Kenya lack various worklife balance programs that could enhance worklife balance of middle level managers. The study recommended that commissions adopt worklife balance programs like flexible working options (partime working, teleworking), phased return from maternity leave, child care centres, lactation centre, lactation breaks and subscription to health clubs.
Key words: Worklife balance, Worklife balance programs, performance, middle level managers
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DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.957
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