WORK-CENTERED LIFE AND EMPLOYEE PERFORMANCE AT GEOTHERMAL DEVELOPMENT COMPANY IN NAIROBI CITY COUNTY, KENYA

Amoro Ebbysibah, Makhamara Felistus

Abstract


Work-life balance entails to the working arrangements that ensure an employee's personal and professional duties are balanced. Poor work-life balance is a key risk that jeopardizes employee well-being, performance, and organizational effectiveness. Most employees find it difficult to strike a balance between their personal lives and their work obligations. Work-life balance is linked to the stability between the time and effort employees devote to work and also attend personal responsibilities to maintain an overall sense of synchronization in life. State corporations such as Geothermal Development Company are currently operating in an extremely competitive environment. This demand for more responsiveness and efficiency of employees that is brought about by Work-life balance as adopted in private organizations. The main objective of this study was to investigate the influence of work-centred life and employee performance at Geothermal Development Company. The anchor theory of the study was Spill-over Theory that was reinforced by Compensation Theory. The study adopted a descriptive research design. Data was collected using structured questionnaires from the senior management, middle management, and lower-level support staffs of Geothermal Development Company. The target population of the study was 341 and the study’s sample size was 102. The study used stratified random sampling. The researcher conducted a pilot study using 10% of the respondents before the questionnaires were distributed for data collection. Pre-testing and expert opinion were used to examine the instrument's validity. The instrument's dependability was tested using the Cronbach’s alpha reliability test. The qualitative data was analyzed with the aid of SPSS version 26.0. Inferential statistics (correlations and regression analysis) was used by the researcher to show the relationship between independent and dependent variables. Pearson correlation helped in envisaging and defining the relationship between the variables. Data was presented on tables and figures. Pearson correlation helped in envisaging and defining the relationship between the variables. The study established that work-centred life had a significant influence on employee performance. The study concluded that work-centered life had significant influence on employee performance. The researcher recommends that the management of GDC should enhance their policies on work-centred life by formulation and implementation of modern policies, and this should be cascaded down to departmental level. The Human Resource department at GDC should reconsider its policies on flexi working arrangements, organization wellness programmes, job sharing as well as employee health as way of motivating employees to improve their performance.

Article visualizations:

Hit counter


Keywords


work–centred life, employee performance, Geothermal Development Corporation

Full Text:

PDF

References


Allen, T. D. (2001). Family-supportive work environment: The Role of Organizational Perceptions. Journal of Vocational Behaviour, Vol. 58, pp. 414-435.

Armstrong, M. (2012). Armstrong's Handbook of Human Resource Management Practice. London: Kogan Page Publishers.

Asiedu-Appiah, F., Frempong, E., & Dufie-Marfo, I. (2016). Work-Life Balance As A Tool For Stress Management In Selected Banking Institutions In Ghana. International Journal of Arts & Sciences vol.9 (2), 17–40.

Borg, M. D., & Gall, P. J. (2009). Educational Research. London: Pearson.

Baral, R., & Bhargava, S. (2010). Work Family Enrichment as a mediator between interventions for work-life balance. Journal of Managerial Psychology Volume 25 Issue 3, 274-300.

Cooper, D., & Schindler, P. (2018). Business Research Methods. New Delhi: McGraw Hill.Dessler, G. (2011). Human Resource Management. Upper Saddle River New Jersey: Pearson Education Limited.

Gragnano, A., Simbula, S., & Miglioretti, M. (2020). Work-Life Balance: Weighing the Importance ofWork Family and Work Health Balance. International Journal of Environmental Research and Public Health vol. 17, 1-20.

Guest, D. E. (2002). Human resource management: When research confronts theory.

Kithae and Keino (2016). Effects of Work Life Balance on Staff Performance in the Telecommunication Sector in Kenya, Archives of Business Research, 4(1).

Kothari, C. R. (2014). Research Methodology: Methods and Techniques. New Delhi: New Age.

Kumar, S. (2010). Exploring career “choices” of work-centered women in a professional service firm. Gender in Management, Vol. 25 (3), 227-243.

Mordi, C., & Ojo, S. (2011). Work-life balance practices in the banking sector: Insights from Nigeria. IFE PsychologIA vol.19(2).

Obiageli, O. L., Uzochukwu, O. C., & Ngozi, C. D. (2015). Work-Life Balance and Employee Performance In Selected Commercial Banks In Lagos State. European Journal of Research and Reflection in Management Sciences, vol. 3(4), 63-67.

Piotrkowski, J. (1979). Reconceptualizing the work-family interface: An ecological perspective on the correlates of positive and negative spillover between work and family. Journal of Occupational Health Psychology, 5, 111-126.

Richmond, V. P., Roach, K. D., & Mottet, T. P. (2006). Teachers’ influence messages. In T.P. Mottet, V.P. Richmond, & J.C. McCroskey (Eds.), Handbook of instructional communication: Rhetorical and relational perspectives (pp. 117-139). Boston: Allyn & Bacon

Riley, D. (2012). Work and Family Interface: Wellbeing and the Role of Resilience and Work- Life Balance.

Sagherian, K., & Rose, K. (2020). Long work hours, prolonged daytime naps, and decreased cognitive performance in older adults. The Journal of Biological and Medical Rhythm Research, 1-7.

Sakthivel, R., Kamalanabhanb, C., & Selvarania, S. (2011). Work-life balance reflections on employee satisfaction. Serbian Journal of Management, vol. 6 (1), 85-96.

Wilderom, C. P. M., Glunk, U., & Maslowski, R. (2000). Organizational Culture as a Predictor of organizational Performance. In In: N. M. Ashkanasy, C. P. M. Wilderom & M. F. Peterson (Eds.), Handbook of Organizational Culture and Climate (pp. 193-209). Sage.




DOI: http://dx.doi.org/10.46827/ejhrms.v5i3.1146

Refbacks

  • There are currently no refbacks.


Copyright (c) 2021 European Journal of Human Resource Management Studies

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2015-2018. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.


 

Hit counter