INFLUENCE OF WORKLIFE CULTURE ON PERFORMANCE OF MIDDLE LEVEL MANAGERS IN COMMISSIONS IN KENYA
Abstract
The study aimed at establishing the influence of work-life culture 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 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 a weak but positive relationship between performance and worklife culture. It was established that the worklife culture in commissions does not support worklife balance. The study established that officers who work for long hours are seen to be more dedicated. It was also established that a culture of long hours would result in poor concentration and low productivity. The study therefore concluded that a value system, assumptions and beliefs that support worklife balance greatly enhance employees worklife balance. The study recommended that policy makers (commissioners) in Commissions in Kenya need to show commitment to worklife balance by using worklife balance initiatives and by use of positive daily discourse in support of worklife balance.
Key words : Worklife balance, Worklife culture, performance, middle level managers
Full Text:
PDFReferences
Allen, T., & Russell, J. (1999). Parental leave of absence: Some not so family friendly implications. Journal of Applied Social Psychology, 29(1), 166-191.
Babatunde , A (2013) An exploratory study of work-life balance in Nigeria:Employees’ perspectives of coping with the role conflicts. International Journal of Research Studies in Management 2(2), 89-100
Beauregard, T. Alexandra, T & Henry, L. (2009) Making the link between work-life balance practices and organizational performance. Human resource management review, 19. 9-22. ISSN 1053-4822. DOI: http://dx.doi.org/10.1016/j.hrmr.2008.09.001
Bharat,B (2003). Women, work, and family in urban India, Towards new families? in J. W. Berry, R. C. Mishra, and R. C. Tripathi ed., Psychology in human and social development, Lessons from diverse cultures.155-169. New Delhi, India, Sage
Bloor,G. & Dawsom, P. (1994). Understanding professional culture in organizational context. Organisational Studies,15(2), 275-295
Buchanan, Denyer, Jaina, Kelliher, Moore, Parry & Pilbeam,(2013). How do they manage? A qualitative study of the realities of middle and front-line management work in health care. Health Service Delivery Research 1(4). ISSN 2050-4349
CIC,(2015) .Commission for the Implementation of the Constitution, End Term Report December 2015.
Chua.B. (2003).Multiculturalism in Singapore: An instrument of social control. Race & Class, 44 (3) 58–77
DeLong, D., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14 (4), 113-127
Kalaiselvi, T., Muruganandam, D & Suganya, R. (2010). A study on work life balance amongst managers of garment units in Tamilnadu State, India. International Journal of Human Sciences, 7(2), 446-460.
Karasek, R. (1979). Job demands, job decision latitude and mental strain: Implications for job redesign. Administrative Science Quarterly. 24, 285-306
Kinman, G. & McDowall, A. (2009) Does work/life balance depend on where and how you work? EAWOP Symposium in Practice.Santiago
Kirby E. & Krone K. (2002). The policy exists but you can't really use it: communication and the structuration of work-family policies. Journal of Applied Communication Research, 30(1),50
Kodz, J., Harper, H., & Dench, S. (2002). Work-life balance: Beyond the rhetoric. Institute for Employment Studies Report 384. London: IES.
Kothari, C. (2004). Research Methodology: Methods and Techniques. New Delhi: New Age International
Mayerhofer, H., Schmidt, A., Hartmann, L., & Bendl, R. (2011). Recognising diversity in managing work life issues of flexpatriates. Equality, Diversity and Inclusion: An International Journal, 30, 589-609. oi:10.1108/02610151111167043
Mugenda, O., & Mugenda, A. (2003) .Research Methods: Quantitative and Qualitative Approaches. Nairobi :Acts Press.
Saleem & Abbasi (2015) Impact of life and job domain characteristics on work life balance of textile employees in Pakistan. Science Inernational t.(Lahore),27(3),2409-2416. ISSN 1013-5316
Thompson, C., Beauvais,L., & Lyness,S. (1999). When work-life benefits are not enough: The influence of work-life culture on benefit utilization, organizational attachment, and work-life conflict. Journal of Vocational Behavior, 54, 392-415.
Visser,F & Williams, L.(2017) Work-life balance: Rhetoric versus reality?An independent report commissioned by UNISON
Weida ,M (2010). A Culture of work-life ‘imbalance’ in Singapore. New Zealand Journal of Asian Studies 12, (2) 22-27
Wei,C., Yilli,L, & Tian,Y. (2013)How Can HRM Help Organizations Build the Supportive “Work-Life/family” Balance Culture? International Journal of Business and Social Science ,4 ( 9),104-110
Wheatley,D (2012). Work-life balance, travel-to-work, and the dual career household. Personnel Review, 41(6). 813 – 831
DOI: http://dx.doi.org/10.61426/sjbcm.v5i4.958
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.