WORK-LIFE BALANCE AND EMPLOYEE PERFORMANCE IN INDEPENEDNT CONSTITUTIONAL COMMISSIONS IN KENYA

John Menza Iha, Dr. Mary Kamaara

Abstract


Worldwide workers respond quite differently to work settings, which poses challenges for independent constitutional commissions operating in numerous countries that need adjustments to human resource practices to optimize performance levels at the workplace. This study sought to establish the influence of work-life balance on performance of independent constitutional commissions in Kenya. The study focused on the following specific objectives; organizational policies and personnel management and one dependent variable; employee performance. The study was anchored in the following theories; spillover, organizational support, integration theory and social exchange. The study adopted descriptive research design. The study collected both primary and secondary data. Primary data was collected using structure and non-structured questionnaire while the secondary data was collected through in-depth review of published work and journals. The target population of the study was the eleven (11) independent commissions in Kenya. The sample size of the study was eighty-eight (88) comprising of commissioners and secretariats. The study used multiple regression model to depict the relationship between the dependent and independent variables. Statistical packages for social sciences (SPSS) version 28 were used to analyze quantitative data while qualitative data was analyzed through content analysis. The results were presented in tables, graphs and pie charts. In addition, the study concludes that organization policies have a positive and significant effect on employee performance in independent constitutional commissions in Kenya. The study also concludes that human resource management has a positive and significant effect on employee performance in independent constitutional commissions in Kenya. This study therefore recommends that flexible policies be set within the independent constitutional commissions to allow for healthy working conditions. In addition this study therefore recommends that independent constitutional commissions should ensure there is effective systems for working time and that employees are accorded retirement benefits.

 

Key Words: Work-Life Balance, Management Practices, Human Resource Management, Employee Performance


Full Text:

PDF

References


Adzovie, D. E, Nyieku, I. E. and Keku, J. A. (2017). Influence of Facebookusage on employeeproductivity: A case of University of Cape Coast staff. African Journal of Business Management, Vol. 11(6), 110-116.

Alagaraja, M., & Shuck, B. (2015). Exploring Organizational Alignment-Employee Engagement Linkages and Impact on Individual Performance a Conceptual Model. Human ResourceDevelopment Review, 15.

Alguenza, B. B., Al-Kaseem A. H., & Mat Som A, P. (2012). Social media and productivity in the workplace: Challenges and constraints. Interdisciplinary Journal of Research in Business, Vol 2(2), pp 22-26.

Ali-Hassan, H., Nevo, D., & Wade, M. (2015). Linking dimensions of social media use to job performance: The role of social capital. The Journal of Strategic Information Systems, 24(2), 65–89.

Anandarajan, M. and Simmers, C.A. (2005), “Developing human capital through personal web use in the workplace: mapping employee perceptions”, Communications of the Association for Information Systems, Vol. 15 No. 1, pp. 776-791.

Athar, R., & Shah, F. M. (2015). Impact of Training on Employee Performance (Banking Sector Karachi). IOSR Journal of Business and Management (IOSRJBM) e-ISSN, 2278.

Aryeetey, E. & Gockel, H., (2014). Supply and demand for finance of small scale enterprises in Ghana. Working Paper No.251.Washington D.C.World Bank.

Ashraf, N., & Javed, T. (2014). Impact of Social Networking on Employee Performance. Business Management and Strategy, 139-150.

Babiker, M.E.I. (2017). An evaluation of the use of social media and how it affects productivity/cost effectiveness at the workplace (Doctoral dissertation). Cardiff Metropolitan University.

Ball-Rokeach, S. & DeFleur. (1976). A Dependency Model of Mass Effects. Communication Research, 3(1), 3-21

Bennett, J., Owers, M., Pitt, M., & Tucker, M. (2010). Workplace impact of social networking. Property Management, 28(3), 138-148.

Black, T. (2009). Doing Quantitative Research in the Social Sciences: An Integrated Approach to Research Design, Measurement, and Statistics. SAGE Publications, Inc.

Boyd, D.M. & Ellison, N.B. (2008). “Social Network Sites: Definition, History, and Scholarship,” Journal of Computer-Mediation Communication. Vol 2 (13), 210-230.

Cao, X., Guo, X., Vogel, D., & Zhang, X. (2016). Exploring the influence of social media on employee work performance. Internet Research, 26(2), 529–545.

Creswell, J. W., & Creswell, J. D. (2017). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.

DeFleur, M. L. (1989). Theories of Mass Communication. New York: Longman.

Devito, J. A. (2008). Essentials of Human Communication. New York: Person.

Divya, S. & Regi, B. (2014). An empirical study on effectiveness of social media as a marketing tool. International Journal of Current Research and Academic Review.

Durant, J. (2010). Social Networking and Workplace Productivity.

Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.

Ferreira, A. & du Plessis T. (2009). “Effect of online social networking employee productivity”. Peer Reviewed Article Vol.11 (1).

Griffiths, M. (2010), “Internet abuse and internet addiction in the workplace”, The Journal of Workplace Learning, Vol. 22 No. 7, pp. 463-472.

Huma, Z., Hussain, S., Ramayah, T. and Malik, M.I. (2017), “Determinants of cyberloafing: a comparative study of a public and private sector organization”, Internet Research, Vol. 27 No. 1, pp. 97-11.

Hsu, S.H. and Yen, H. (2016), “Predicting good deeds in virtual communities of consumption: the cross-level interactions of individual differences and member citizenship behaviours”, Internet Research, Vol. 26 No. 3, pp. 689-709.

Jones, P. & Holmes, D. (2011) Media & Communication 55 City road, London.

Kagaari, J. R. (2011). Performance management practices and managed performance: the moderating influence of organizational culture and climate in public universities in Uganda. Measuring Business Excellence, 15(4), 36-49.

Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of social media. Business horizons, 53(1), 59-68.

Karatepe, O. M. (2013). High-performance work practices and hotel employee performance: The mediation of work engagement. International Journal of Hospitality Management, 32, 132-140.

Kluemper, D. H., & Rosen, P. A. (2009). “Future employment selection methods: evaluating social networking web sites”. Journal of Managerial Psychology, 24(6), 567- 580.


Refbacks

  • There are currently no refbacks.