GOPTI Emmanuel - For Review

DECLARATION
This is to declare that this thesis work entitled “Work Life Balance and
Employees performance: The case of Catholic University of Cameroon
(CATUC), Bamenda” ” submitted in partial fulfilment of the requirements for the
award of the Executive Master of Business Administration (EMBA) in
Administrative Reforms and Strategic Enterprise Development to the School of
Higher Institute of Commerce and Management (H.I.C.M) at The University of
Bamenda through the Department of Business Administration is an authentic work
carried out by me.
All sources of materials used for this thesis have been duly acknowledged.
Signature: __________________________Date: _________________________

Gopti Emmanuel Nchamcham
Mat. No.: 140010
Signature: __________________________Date: _________________________

Dr Visemih William Muffee (PhD)
Supervisor
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CERTIFICATION
This is to certify that this thesis “Work Life Balance and Employees
performance: The case of Catholic University of Cameroon (CATUC),
Bamenda” submitted in partial fulfilment of the requirements for the award of the
Executive Master of Business Administration(EMBA) in Administrative Reforms
and Strategic Enterprise Development to the School of Higher Institute of
Commerce and Management (H.I.C.M) at The University of Bamenda through the
Department of Business Administration is an authentic work done by Gopti
Emmanuel Nchamcham (MATRICULE: 140010) under my guidance. To the best
of my knowledge the matter embodied in this thesis work has not been submitted
earlier for award of any degree or diploma.
Signature: __________________________Date: _________________________

Dr visemih William Muffee (PhD)
Supervisor
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DEDICATION
I dedicate this work to all internally displace persons and all those in trouble zones
of North West and South West regions of Cameroon.
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ACKNOWLEDGMENT
I express my deepest gratitude to my supervisor, Dr. Visemih William for his

continuous support and constructive comments throughout the preparation of this
thesis. He never relent his efforts to push me to work and encourage me despite the
challenges.
I remain grateful to all full time staff of CATUC for their collaboration during
process of data collection.
Special thanks to my loving and caring wife Dora Nabuin, who was very supportive
to me over the duration of my study. I will never find the exact words to express
my gratitude to her.
Finally, I am extremely grateful to God Almighty, for giving me good health and
the strength throughout the study period.
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TABLE OF CONTENT
DECLARATION..................................................................................................................i
CERTIFICATION..............................................................................................................ii
DEDICATION....................................................................................................................iii
ACKNOWLEDGMENT....................................................................................................iv
TABLE OF CONTENT......................................................................................................v
LIST OF FIGURES.........................................................................................................viii
ACRONYMS......................................................................................................................ix
ABSTRACT.........................................................................................................................x
CHAPTER ONE: INTRODUCTION...............................................................................1
1.1 Background of the Study.................................................................................................1
1.2 Statement of the Problem................................................................................................3
1.3 Research Objectives........................................................................................................4
1.4 Hypothesis of the Study..................................................................................................5
1.5 Significance of the Study................................................................................................5
1.6 Scope of the Study...........................................................................................................5
1.7 Organization of the Study................................................................................................6
CHAPTER TWO: REVIEWED OF RELATED LITERATURE..................................7
2.1 Conceptual Literature......................................................................................................7
2.1.1Work-life Balance (WLB).............................................................................................7
2.1.2 Employees’ Performance...........................................................................................10
2.1.3 Employees’ Motivation..............................................................................................13
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2.2 Theoretical Literature....................................................................................................15
2.2.1. Theoretical Framework on Work- Life Balance (WLB)...........................................15
2.2.2. Basic Management Concepts....................................................................................20
2.2.3 Employees’ Performance...........................................................................................23
2.4. Empirical Literature.....................................................................................................24
CHAPTER THREE: METHODOLOGY.......................................................................26
3.1 Area of Study.................................................................................................................26
3.2 Organisational Chart of CATUC...................................................................................21
3.3 Research Design............................................................................................................22
3.4 Method of Data Collection............................................................................................22
3.4.1 Sources of Data..........................................................................................................22
3.4.2 Instruments of Data Collection...................................................................................23
3.5 Sample and Sampling Technique..................................................................................23
3.6 Method of Data Analysis...............................................................................................23
3.7 Ethical Consideration....................................................................................................25
3.8 Limitations of the Study................................................................................................25
CHAPTER FOUR: PRESENTATION AND DISCUSSIONS OF FINDINGS...........27
4.1. Socio-Demographic Characteristics of Sampled CATUC Workers............................27
4.2. Assessment of the Work-Life Balance of Employees in CATUC...............................28
4.2.1. Assessment of The Work-Life Balance (Wlb) Of Employees: Overall....................28
4.1.2. Opinions of Sampled Workers On Work-Life Balance Situation: By Gender.........30
4.3. Views of Sampled Workers on Workplace Support....................................................35
4.4. Views of Sampled Workers on Workload....................................................................40
4.5. Views of Sampled Workers on Financial Assistance...................................................42
4.6. Views of Sampled Workers on Work Satisfaction.......................................................44
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4.7. The Effect of Work-Life-Balance on Employee Performance: OLS (Ordinary Least
Squares) Regression.....................................................................................................47
4.7.1. Description of variables used in the regression.........................................................47
4.8. Discussions of findings................................................................................................50
CHAPTER FIVE: RECOMMENDATIONS AND CONCLUSIONS..........................55
5.1 Recommendations.........................................................................................................55
5.2 Conclusion.....................................................................................................................57
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LIST OF FIGURES
viii
ACRONYMS
CATUC: Catholic University of Cameroon –Bamenda
EP: Employees performance
MBO: Management by Objective
MBE: Management by Exception
MBWA: Management by Walk About
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ABSTRACT
The research on work-life balance and employees’ performance was done to study the
impact of work-life balance on employees’ performance with evidence from Catholic
University of Cameroon (CATUC), Bamenda. This study engaged a quantitative
approach and survey method were used to gather data from respondents. The
respondents of this study were 89 comprised of full time management and non-
management employees. This study examined the relationship between dependent
variable employee performance as an indicator identified through aggregation method
using primarily indicators (questions): ‘my supervisor gives me more guidelines to
perform my work’; ‘I have good relations among the employees in my workplace’; ‘I have
good understanding with my team members’; ‘I plan my work and perform it orderly
without any delay’; and ‘I am ready to take too many tasks at a full stretch’ and
independent variables financial assistant and financial lack captured through scaling
method using the primary indicators under the sub-section financial assistance in the
questionnaire and workplace support captured using the same method with the help of
primary indicators (a to f) under the sub-section workplace support. The data was analyzed
with the used of SPSS Program and based on the outcome, work-life balance could help
improve organizational and employee overall performance. The results of this study may
contribute to social change by preparing employers for success while simultaneously
positioning individuals to attain optimum balance between work and life responsibilities.
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CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In every organization individuals are an integral part of the family and society.
Employees today, may be considered as a major determinant of organization’s
success and attainment of her objectives. Organizations work to determine different
ways of motivating employees to put forth their best for the success of the
organization. For every organization to gain grounds in terms of productivity,
employees’ performance is a principal point. Again, organizations are constantly
under pressure, to produce goods and services to the taste of customers and at the
right price and to meet such demands sometimes require new techniques of
working with staff to enable them put forth their maximum best. It is good to
understand that work-life balance goes beyond prioritizing the work role and
employee personal life. It affects the social, psychological, economical and mental
wellbeing of the employee. All these being reflected in the output of the employee,
which affects the employee’s performance in the institution. Work life balance
affects employee attitude, behaviors, wellbeing as well as organizational
effectiveness (Eby, Casper, Lockwood, Bordeanx and Brindley, 2005).
The origins of study on work-life balance can be traced back to studies of women
having multiple roles. Barnett and Baruch (1985) investigated the psychological
distress connected to the balance of rewards and concerns generated by individual
women’s multiple roles as a paid worker, wife and mother. They found that
positive role quality – more rewards than concerns experienced in a given role was
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related to low levels of role overload, role conflict and anxiety. Today, work-life
balance has become an increasingly general concern to both employers and
employees of most organizations. Work-life balance, which primarily deals with an
employee’s ability to properly prioritize between work and his or her life style,
social life, health, family etc., is greatly linked with employee productivity,
performance and job satisfaction. Where there is proper balance between work and
life, employees tend to put in their best efforts at work, because their family is
happy. Most research studies have shown that when there are happy homes, work
places automatically become conflict free and enjoyable places to be. Increasing
attrition rates and increasing demand for work-life balance have forced
organizations to look beyond run of the mill Human Resources interventions. As a
result, initiatives such as flexible working hours, alternative work arrangements,
leave policies and benefits in lieu of family care responsibilities and employee
assistance programs have become a significant part of most of the company benefit
programs and compensation packages.
The major focus of this research is to assess work life balance and employee’s
performance in the context of Catholic University of Cameroon (CATUC),
Bamenda. The researcher is assessing work-life balance in context of workload,
pay-package, change of job, working relations with management, and effects on
productivity of the organization.
The aspects of work life balance and employee’s performance were chosen for
study because having deeper knowledge of them appears to provide the greatest
opportunity for creating an organization that allows for growth of employees and
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growth of the organization as well. This therefore makes it appropriate through
research for the factors affecting worker’s performance to be identified and
appropriate measures to retrieve the organization to avoid negative consequences
that may affect the future functioning of the organization. The results will provide
management, as well as employees with research regarding the influence work life
balance has on employee’s performance.
1.2 STATEMENT OF THE PROBLEM

Many employees in CATUC are not satisfied with their salaries, workloads, job
motivation and payment of extra hours put into production and not also satisfied
with the recognition of individual initiatives and working relationship by
management. This may be mainly due to low pay and lack of salary increments,
couple with rising cost of living without corresponding rise in income, insufficient
number of employees in various schools, limited support for employees’
educational projects and poorly paid methods of employees’ extras hours.
This therefore affects CATUC in many areas as a result of workers experiencing
work-family conflict which is associated with decreased employees’ job
satisfaction, increased labour turnover and absenteeism, increased job stress and
tension to leave the organization.
This however shows lack of transformation leadership on the part of management
of CATUC which is couple with a poor show of interest by employees, poor
generation of awareness and lack of acceptance of purposes and mission of
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CATUC and employees not stimulated to look beyond their own self-interest for
the good of the institution.
This researcher seeks to investigate how work-life balance will affect employees’
performance in CATUC. The following research questions are outlined:
i. What is the situation of work-life balance in CATUC?
ii. How does work-life balance in CATUC contribute in explaining employees’
performance?
iii. What is the management of CATUC doing in relation to work- life balance
of employees’ as to improve on their performance?
1.3 RESEARCH OBJECTIVES

Considering the level of labour turnover and satisfaction of employees in CATUC,
this researcher seeks to investigate how work life balance affects the performance
of employees in CATUC. This research is guided by the following specific
objectives:
i. To assess the work-life balance of employees in CATUC
ii. To assess the relationship between work life balance and employees’
performance in CATUC.
iii. To assess the contributions of CATUC to employee’s performance.
iv. To propose policy options that can help enhance work-life balance of
CATUC’s employees.
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1.4 HYPOTHESIS OF THE STUDY
This study is guided by the following hypothesis:
H0: Work life balance has no significant impact on employees’ performance.
H1: Work-life balance has a significant impact on employees’ performance.
1.5 SIGNIFICANCE OF THE STUDY

There exist numerous studies and reports written by other scholars on work-life
balance and employees’ performance. Nevertheless, limited data exists on the
contribution of CATUC in this area. Therefore, this research hopes to fill this gap.
This research will also help CATUC to fashion out policies that will increase the
level of employees’ work-life balance which will further improve on their
productivity in the institution.
1.6 SCOPE OF THE STUDY

This study attempts to assess the effects of work life balance on employees’
performance in Catholic University of Cameroon. The Catholic University of
Cameroon CATUC, Bamenda used as a case study is an educational organization
that was founded in the name of the Catholic Church by the bishops of the
Ecclesiastical Province of Bamenda as a national institution of learning. Given its
origins and the historic role of its ecclesiastical faculties, this university has a
responsibility to the Church in Cameroon. It is called to be an intellectual center of
highest quality, where the relation between revealed truth and human truth can be
examined in depth and with authority against the background of the Cameroon
experience.
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The Catholic University of Cameroon, Bamenda became fully operational in
October 2011 and is now a community of scholars, both faculty and students,
seeking to discover, preserve and impart the Truth in all its forms, with particular
reference to the needs and opportunities of the Cameroon nation. CATUC has two
faculties and three schools in the north west and south west regions of Cameroon;
faculty of business and management sciences in Bamenda, faculty of humanity and
social sciences in Bamenda, school of engineering in Bamenda, school of health
and medical sciences in Kumbo and school of agriculture in Mamfe. However, for
this research we shall be examining work life balance in all schools and faculties in
CATUC.
1.7 ORGANIZATION OF THE STUDY

This study has five chapters. The first chapter is the introduction which familiarizes
the reader with the research topic. The chapter also pinpoints the objectives and
hypothesis of the study. The subsequent chapter (chapter two) presents reviewed
literature and theories on work life balance and employee’s performance. Chapter
three describes the target organization(CATUC), research methods, procedures and
methods of data analysis. Furthermore, chapter four brings together the data
collected from the field and discussion of the results from interviews and survey
questionnaires. In conclusion, chapter five presents summary, conclusion and
recommendations of the study.
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CHAPTER TWO
REVIEWED OF RELATED LITERATURE
2.1 CONCEPTUAL LITERATURE
2.1.1Work-life Balance (WLB)

WLB began in the nineteenth century when workers and unions successfully
campaigned against longer hours of work in factories, and it became apparent that a
decline in working hours had no significant impact on production (Bosworth and
Hogarth 2009). The campaigned for a maximum restraint on working hours in the
early twentieth century reflected in pioneering studies in the domain of WLB. The
studies emphasis the role of motivation, human relations and conditions under
which reduction in working hours may improve productivity, (Jaward Syed,2015)
WLB originated from the ideology that there is a difference between the two
categories, work and life. There should be a balanced from these categories
(Kastner 2004). Both terms however are very difficult to define and critics
discussions about the separation of work and life and the definition of work,
whether it is compensated or includes voluntary work. The differentiation between
work and play dates back to the mid-1800s (John et al 2010). Therefore, it is not a
new concept. In the late 1800s and early 1900s, some nations began establishing
labour limitations for women as fair Labour Standards Act of 1938 introduced the
40 hours’ workload per week in the United States of America.
This issue began to generate substantial interest during recent decades, in large part
because families in which all of the adults work for pay have become much more
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common (Bellavia, Frone 2004). Paid employment may lead to conflicts in family
life due to time demands from involved parties. Time and family members, time
and relaxation and fun, time for work, time for one’s own interests. Finding the
right balance between these can cause stress and conflicts. The term WLB can be
misleading at first glance, because one may assume a proper balance between work
and life is always 50/50. Unfortunately, many people discovered that most of the
time the ration between work and life cannot be balanced this evenly. The
individual WLB will even vary overtime. However, what many business experts
suggest avoiding is an all-consuming life style focusing only on one component of
life.
Taking a closer look at the history and development of WLB, we can observe a
change of the focus over the years. The idea of WLB started in the United States
where it was initially applied in connection with women’s issues.
In 2009, Bosworth and Hogarth outline a number of indicators present in the
current policy mix in terms of WLB that ranges from health and safety at work,
equality, flexible labour market and competitiveness. It is seen presently that WLB
is a major issue for both employees and employers to manage. However, many of
the challenges related to WLB can be seen as a by-products retention, ill health and
morals.
Bestowing to Valiulis and Drew, 2006, work life balance refers to the flexible
working arrangements that allow both employee and employer to avail of working
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arrangements that provide a balance between work responsibilities and personal
responsibilities. WLB does not mean to denote equal amount of time to pay.
WLB is in its wider sense defined as a satisfactory level of involvement between
the multiple roles in a person’s life. WLB is associated with equilibrium between
the amount of time and effort an employee denotes to work and personal activities
to have an overall sense of harmony in life (Darke, et al 2004, 121).
WLB initiative is divided into four major categories comprises working
arrangement, leave negotiation, dependent care assistance and general services and
equally the pay package. Working arrangement ranges from home working and
compressed working hours, leave negotiations concerns arrangement with annual
leave, permission and parental leave. Dependent care assistance examines health
policy of employees while general service looks at employment assistance
programs available to employees (De cieri and bardeol, 2008). Best work-life
balance evolved overtime and change for each employee. A comfortable WLB for
an employee be gaining his/her career is different from an employee getting rarely
for retirement. A good work-life balance for an employee who is single with no
children is different from that for a single parent with children.
CATUC is made-up of employees from diverse cultural and educational
background; every employee strived toward institutional and individual
achievements. CATUC embodies teaching and administrative staff. According to
Greenhouse, WLB is the extent to which an employee is engaged in performing
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his/her job and equally satisfied with work roles and family roles and satisfactory
balance refers to equal levels of satisfaction in both work and family roles.
Looking at WLB and gender, women traditionally have the role of homemaker.
Modification in work routine and structures affect women’s WLB. WLB cannot be
complete without taking into account the personal and financial situation of woman
as well as other disadvantaged employees. Slaughter in 2012, observed that women
can achieve better career family balance than men who dominate the economy and
society. In 1990, Brief and Nord stated factors that have contributed to increased
attention to WLB and these factors are increased in number of single parents,
increase participation of woman in the labour market, popularity of part time and
casual work, changing worker’s expectation and a substantial growth in the social
value associated with a father’s involvement within the home.
However, another area of work-life balance and employee performance is the
diversity of employees. Most organizations recruit employees from different
culture. To realize WLB, the behaviour of leaders must reflect diversity values. The
method in which they relate to employees must convey respect and firmness and
demonstrate a willingness to listen and learn. To strict a balance of equality,
everyone needs to listen to know what diversity means for organizational
productivity and should be able to contribute views and opinions in an open and
respectful manner.
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2.1.2 Employees’ Performance
The performance of employees in an institution, is a very important area in the
organization. Employees performance enables an organization to augment and
utilized the capacity of the human resources it controlled. To gain employee
performance, institution need to make policies that will encourage employee’s
performance. Employees’ performance depends on some combination of ability,
effort and opportunity. However, the measurements can be done in terms of defines
performance as the record of outcomes produced on a specified job function or
activity during a specified period. Based on this definition, performance is set of
outcomes produced during a certain period. Performance does not only relate to the
action but also involves judgment and calculation process (Schneider, 1991).
To achieve the goals of an organization, high performance is required to gain
competitive advantages (frees 2002). The success of an organization depends on the
employee’s performance. It is however necessary for managers to create a better
approach to managing and coaching its employees. Educational institutions are
services providers and their major aim is to satisfy their students who are their
clients. When employees provide excellent customers service, they are exceeding
job expectations. For services industry the business almost solely on their
performance. This is the reason management must look for all ways of performance
motivating staff in improving employee performance.
Before going details into employee’s performance, it is important to understand
organizational performance. According to Otley, 1999, performance in an
organization can be separated into organizational performance and employee’s
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performance. Fletcher (2001), defines performance management as “an approach to
creating a vision of purpose and aims of the organization, helping each individual
employee understand and recognize their part in contributing to them, and in so
doing manage and enhance the performance of both the individual and the
organization”. Equally, performance management enables employee focusses on
their work efforts in ways that contribute toward realization of organization
mission. Performance management consist of three phase which comprise of setting
expectations for employee’s performance, maintaining a dialogue between
supervisor and employees to keep performance on the track and measuring actual
performance relative to performance expectation. Performance management is a
tool in converting potential into performance by removing the intermediate barriers
as well as motivating employees (kandula, 2006). Performance management
effectively increases when they ongoing feedback, behaviour-based measures are
used and pre-set goals and trained rates are employed (lawler, 2003).
Organization’s success is dependent upon the employee’s creativity. Innovation and
commitment (Ramlall, 2008). Good job performance and productivity growth is a
major stabilizer of economy by ways of improving living standards, higher wages,
an increase in goods available for consumption (Griftin, 1981). Griftin et al, also
argue that individual employee performance is important to society in general.
Based on organizational context, performance is defined as the extent to which an
organizational member contributes to achieving the goals of the organization.
Based on competitive advantage in service providing organization, employees are
primary sources (Luthans and Stajkovic, 1999). Employee’s performance is what

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an employee does or does not do. In addition, employee’s performance can include
quality of output, quality of output, timeliness of output, presence at work,
cooperativeness (Gungor, 2011). According to Deadrick and Gardner (2008),
employee performance could be defined as the recent of outcomes achieved at
employee performance this way, performance is picture as a distribution of
outcomes achieved, and many parameters are used in measuring which illustrate an
employee’s paten of performance as a rating system adopted in diverse
corporations to decide the abilities and output of an employee. Finally, employee
performance is view as the relate activities exerted of an employee and how those
activities were executed. Many managers or directors evaluate performance of their
employees either annually, quarterly so as to help identify employees and suggest
areas for improvement.
2.1.3 Employees’ Motivation

Motivation is a method of generating high level of zeal to reach organizational
goals, and this situation is accommodated by satisfying individual needs. Equally,
motivation refers to achieving organizational major goals by satisfying individual
employee’s needs or demands. Organisations need to find creative ways in which to
consistently keep their employees motivated as much as possible. Motivation is
highly important due to the benefits that it’s able to bring. Such benefits are human
capital management, meeting personal goals and enabling employees stay
motivated, greater employee’s satisfaction and raising employee’s satisfaction. In
regard to human capital management, full potential can only be made by making
use of all the financial, physical, and human resources that it has. It is through these
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resources that the employees get motivated to accomplish their duties. This way,
the enterprise begins to glow as everyone is doing their best to fulfil their tasks.
Motivation can facilitate a worker reaching his/her personal goals, and can facilitate
the self-development of an individual. Once that worker meets some initial goals,
they realize the clear link between effort and results, which will further motivate
them to continue at a high level. Worker satisfaction is important for every
institution, as this one factor can lead towards progress or regress. In the absence of
an incentive plan, employees will not fill ready to fulfil their objectives. Thus,
managers should seek to empower them through promotion opportunities, monetary
and non-monetary rewards, or disincentives in case of inefficient employees. In
order to get the very best results, an employee needs to have a perfect balance
between ability and willingness. Such balance can lead to an increase of
productivity, lower operational costs, and an overall improvement in efficiency,
and possibly realized only through motivation.
Among theories of employees’ motivation, Herzberg's (1966) motivator-hygiene
theory has been one of the most influential in recent decades. The theory breaks
motivating factors into two groups: Motivator factors, which have something to do
with the work itself, and Hygiene factors, which have something to do with the
surrounding context. Based on Maslow ideology, most of what we know of human
motivation comes not from psychologists but from psychotherapists treating
patients. He explains that these patients are a great source of error as well as of
useful data, because they constitute a poor sample of the population. The
motivational life of neurotic sufferers should be rejected as a pattern for healthy
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motivation. Any theory of motivation must deal with the highest capacities of the
healthy and strong man.
One psychological view suggests that very high levels of intrinsic motivation are
marked by such strong interest and involvement in the work, and by such a perfect
match of task complexity with skill level, people experience some kind of
psychological "flow," a sense of merging with the activity they are doing
(Csikszentmihalyi 1975). The major psychological view suggests that extrinsic
motivation works in opposition to intrinsic motivation (Deci & Ryan 1985).
Extrinsic motivation takes place when individuals feel driven by something outside
of the work itself such as promised rewards or incentives. In general, these theorists
suggest that, when strong extrinsic motivators are put to work, intrinsic motivation
will decline.
2.2 THEORETICAL LITERATURE
2.2.1. Theoretical Framework on Work- Life Balance (WLB)

The intersection of work and life research is fundamentally challenged by a lack of
commonly established basic language and key constructs; no single prevailing
framework or perspective is universally established (Pitt-Catsouphes et al., 2006).
The academic body of knowledge regarding work-life balance relies on a
multiplicity of theoretical frameworks (Morris and Madsen, 2007), which include
spill-over, compensation, resource drain, enrichment, congruence, work-family
conflict, segmentation, facilitation, integration, and ecology theories (Clark, 2000)
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a. Spill-over: Spill-over is a process whereby experiences in one role affect
experiences in the other, rendering the roles more alike. Research has
examined the spill-over of mood, values, skills and behaviours from one role
to another (Edwards and Rothbard, 2000), although the most of this research
has focused on mood spill-over. The experiences resulting from spill-over
can manifest themselves as either positive or negative (Morris and Madsen,
2007). In the literature, spill-over has also been termed as generalization,
continuation, extension, familiarity, and similarity (Edwards and Rothbard,
2000; Zedeck, 1992). There are two interpretations of spill-over (Edwards
and Rothbard, 2000): (a) the positive association between life and work
satisfaction and life and work values (Zedeck, 1992) and (b) transference in
entirety of skills and behaviours between domains (Repetti, 1987) such as
when fatigue from work is experienced at home or when family demands
interfere with work demands. In a study of spill-over, Williams and Alliger
(1994) used experience sampling methodology to examine mood-related
spill-over on a daily basis, finding suggested that working parents in their
sample were more likely to bring work-related emotions home than they
were to transfer family-related emotions to the workplace.
b. Compensation: Compensation theory refers to the efforts intended at
countering negative experiences in one domain through increased efforts for
positive experiences in another domain. An example would be a dissatisfied
worker focusing more on family than work, thus reallocating human
resources (Edwards and Rothbard, 2000). According to Zedeck and Mosier
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(1990), compensation can be viewed in two broad categories: supplemental
and reactive. Supplemental compensation happens when positive
experiences are insufficient at work and are therefore pursued at home.
Reactive compensation occurs when negative work experiences are made up
for in positive home experiences (Zedeck and Mosier). In other words,
according to compensation theory, there is an opposite relationship between
work and life, so workers attempt to satisfy voids from one domain with
satisfactions from the other (Clark, 2000). Tenbrunsel et al., (1995) also
found a compensatory relationship between work and life roles for
employed. Whereas Rothbard (2001) avert that women who experienced
negative move from family were more engaged with their work, consistent
with a compensation story.
c. Resource drain: Resource drain theory refers to the transfer of resources
from one domain to another; because resources are limited (time, money,
and attention), available resources in the original domain are reduced
(Morris and Madsen, 2007). Resources can also be shifted to other domains
that are not work and family related, such as community or personal pursuits
(Edwards and Rothbard, 2000).
d. Enrichment: Enrichment theory refers to the degree to which experiences
from instrumental sources (skills, abilities, values) or affective sources
(mood, satisfaction) improves the quality of the other domain (Morris and
Madsen, 2007). Greenhaus and Powell (2006) defined enrichment as "the
extent to which experiences in one role improve the quality of life in the
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other role" (p. 73) and reported that employees perceive that their work and
life roles enrich each other. Zedeck and Mosier (1990) used the term
instrumental to characterize this notion, which states that good work
outcomes lead to good life outcomes and vice versa.
e. Congruence: Congruence theory refers to how further variables that are not
directly related to work or family influence the balance of multiple roles.
While spill-over is a direct relation between work and family, congruence
attributes similarity through a third variable, like personality traits,
behavioural styles, genetic forces, and socio-cultural forces (Edwards and
Rothbard, 2000; Staines, 1980; Zedeck, 1992). Based on congruence theory,
a third variable such as intelligence or level of education could positively
affect both work and life domains.
f. Segmentation: Segmentation theory refers to viewing work and life as
separate domains that do not influence each other (Edwards and Rothbard,
2000). Segmentation has been used to describe the separation of work and
life, such that the two roles do not influence each other (Edwards and
Rothband, 2000; Staines, 1980; Zedeck, 1992). Since the industrial
revolution, work and life have been inherently separate by time, space, and
function. Piotrkowski (1979) expressed this process as what occurs when
people actively suppress work-related thoughts, feelings, and behaviours in
the life domain, and vice versa. As this has been proven no longer to be true
(Kanter, 1977) and conceivably never was, particularly for female workers,
18
segmentation is now referred to as the active process that people use to form
and maintain boundaries between work and family.
g. Facilitation: Facilitation theory refers to what occurs when the participation
in one domain cultivate and enhances the engagement in another domain.
This portability of augmentation can comprise skills, experiences, resources,
and knowledge (Edwards and Rothbard, 2000). Grzywacz (2002),
facilitation occurs because social systems naturally utilize available means to
improve situations without regard for domain limitations.
h. Integration: Integration theory refers to the holistic view that a healthy
system of flexible and permeable boundaries can better facilitate and
encourage work-life and community-life domains (Clark, 2000). Morris and
Madsen (2007) acknowledged that integration theory best portrays the
incorporation of additional contextual elements, such as community, into the
body of knowledge in regard to work and life. Integration calls for
contemporary understandings that retool traditional work-life paradigms,
making all stakeholders (employers, workers, and communities) active
partners with equal voices in the formation of a holistic model of work-life
balance (Morris and Madsen, 2007). Googins (1997) believed that an
approach to work and family that includes all parties and shared
responsibility will yield better results in both domains than solutions shaped
in isolation.
19
i. Ecology: Ecological systems theory refers to the suggestion that work and
life are a joint function of process, person, context, and time characteristics,
and symptomatic of the fact that each and multiple characteristics yield an
additive effect on the work life experience (Grzywacz and Marks, 2000).
Ecology theory was later developed into the person-in-environment theory
with the common thread among diverse person environment variants as the
recognition that individuals and groups have vibrant relationships with their
social, physical, and natural environments (Pitt-Catsouphes et al., 2006).
j. Inter-role conflict: Inter-role conflict theory refers to what occurs when
meeting the demands in one domain makes it difficult to meet the demands
in the other domain (Greenhaus and Beutell, 1985). In the literature, this has
also been termed opposition or incompatibility theory (Edwards and
Rothbard, 2000). Greenhaus and Beutell (1985) averts that an individual
encounters role conflict when the sent expectations or demands from one
role interfere with the individual’s capacity to meet the sent expectations or
demands from another role (Kahn et al., 1964; Katz and Kahn, 1966;
Metron, 1957). An example of role conflict is that of an employee who is at
the same time pressured to work overtime while family members urge that
employee to come home. Greenhaus and Beutell (1985) described eight
propositions where the constructs are in conflict in relation to time, role
strain, and specific behaviour, as follow: pressures must come from both
work and family; self-identification with roles is necessary; role salience
20
moderate’s relationships and is positively related to conflict level; conflict is
strongest when there are negatives associated with non-compliance.
2.2.2. Basic Management Concepts

Management by Objective
This is a performance management approach in which a balance is sought between
the objectives of employees and the objectives of the organization. According to
perter Drucker, management by objectives is to determine joint objectives and to
provide feedback on the results. Setting challenging but attainable objectives
promotes motivation an empowerment of employees. By increasing commitment,
managers are given the opportunity to focus on new ideas and innovation that
contribute to the development and objectives of the institution.
For MBO to be implemented in an institution, objectives are determined with the
employees, objectives are formulated at both quantitative and qualitative levels.
Such objectives must be challenging and motivating, daily feedback on the state of
affairs at the level of coaching and development instead of static management
reports, rewards for achieving the intended objectives and basic principle is growth
and development not punishment. MBO provides a means to identify and plan for
achievement of institutional goals. Planning permits proactive behaviour and a
disciplined approach to goal achievement. It allows the manager to prepare for
contingencies and road backs that may hinder the plan. Goals are measurable so
that they can be assessed and adjusted easily. Organisations can also gain more
efficiency, save resources, and increase organizational morale if goals are properly
set, managed and achieved.
21
Management by Exception (MBE)
MBE is a practice where only significant deviations from a budget or plan are
brought to the attention of management. The idea behind it is that management’s
attention will be focused only on those areas in need of action. When they are
notified of variance, managers can hone in on that specific issue and let staff handle
everything else. To implement management by objective, an appropriate budget to
measure performance need to be put in place a metrix of exceptional amounts and
who will be notified and a timely and accurate reporting system.
Once these measures are present, the process can be rolled out to all staff. Anything
that falls outside the budget or plan as defined in the metrix of exceptions will be
sent to the appropriate level of management for review and action.
Management by Walking About (MBWA)
MBWA is the conscious commitment by management to interact with employees
on a regular basis in an attempt to better understand, and act on, their issues, ideas,
and concerns. There is no prescription for MBWA to be undertaken in a structured,
formalized way (Peters and Waterman, 1982). If a manager walks around to assign
tasks, subordinates have the opportunity to ask details and will enable them to do
the right thing. MBWA was popularized by Tom Peter and Robert Waterman in the
early 1980s because it was felt that managers were becoming isolated from their
subordinates. At Hewlett-packard, where the approach was practiced from 1973,
executives were encouraged to know their people, understand their work, and make
themselves more visible and accessible.
22
Managing by walking about does not just cut through vertical lines of
communication, it also builds trust and relationships, motivate staff by suggesting
that management takes an active interest in people, encouraged staff to achieve
individual and collective goals, strengthens ability to drive cultural change for
higher organizational performance, refreshes organisational values, makes work
less formal and create a healthy organization.
2.2.3 Employees’ Performance

According to Aguinis (2009), performance is about behaviour or what employees
do, and not what employees produce or the outcomes of their work. Performance is
an effort along with the ability to put efforts supported with the organisations’
policies in order to achieve certain objectives. Campbell (1990) also defines
performance as behaviour. It is something done by the employee. This concept
differentiates performance from outcomes. Outcomes are the result of an
individual's performance, but they are also the result of other influences.
There exist variables that determine performance. These variables could be
classified as general determinants of performance. For example, the qualification of
an employee can go a long way to enhance his performance. When one goes
through education, development and training to acquire a certain level of
qualification, it will enhance his working ability all other things being equal. Also,
experience is a great asset that can improve an employee’s performance. The longer
the number of years‟ experience, the higher the level of performance all other
things being equal. Again, quality and style of supervision is a key factor. The use
of democratic and autocratic styles of supervision will have varying degree of
23
results given different behaviours of employees. The working environment is
another determinant that could pose serious threat to performance. For example, if
the working environment is hazardous, it could endanger the lives of employees.
The use of protective gadgets and clean working environment could reduce the
hazards employees are exposed to at the workplace. The single most important
determinant of performance is compensation package. In the absence of
compensation, performance levels would be very low compensation could be
financial or non-financial may have. Technology has made it possible to have
certain tools and equipment that enhance productive activities; and other
determinants of performance include support from other colleagues, working
materials, health condition of employees, job security, and retirement and other
benefits, age, loyalty or commitment (Aguinis, 2009).
Campbell (1990) and Aguinis (2009) have provided their version of performance
determinants to complement the general determinants. They suggested that
individual differences on performance are a function of three main determinants:
declarative knowledge, procedural knowledge, and motivation. Declarative
knowledge refers to knowledge about facts, principles, and objects among others. It
represents the knowledge of a given task's requirements. Procedural Knowledge is
having certain skills in knowing what to do and how to do it. That is, the employee
requires certain technical skills to be able to accomplish a task. Procedural
knowledge also relates to one’s intelligence level and physical ability. The third
predictor of performance is motivation, the driving force behind every human
activity.
24
2.4. EMPIRICAL LITERATURE
Work-life balance is about creating and maintaining supportive and healthy work
environments, which will enable employees to have balance between work and
personal responsibilities and thus strengthen employee loyalty and productivity. A
number of studies have been conducted on work-life balance. According to a major
Canadian study conducted by Lowe (2005), 1 out of 4 employees experience high
levels of conflict between work and family, based on work-to-family interference
and caregiver strain. Work-life balance reduces stress and strain of employees
thereby increasing employees focus on his work which increases his performance.
However, Hudson (2005) analysis emphasized that employee in organizations who
do not have a balance of work and life matters tend to experience and generate
negative outcomes. Hudson (2005) expressed further by stating that employees are
more likely to be less productive, less committed and highly decisive of leaving the
organization once they are experiencing increased stress due to work/life
conflicting issues and are perceived of having no control over balancing work and
life demands. Allowing employees to take emergency time off to attend to care
responsibilities has been a driving force behind their retention and ‘superlative
services’ provision. Organizations that offered more extensive bundles of work-life
balance practices had higher ratings on a measure of organizational performance
obtained from senior HR directors on such dimensions as being able to attract
essential employees, the quality of relations between management and employees,
and product quality. Lambert (2010), believed that if balancing work and life was
as a means of reducing absenteeism, reducing stress and health issues, then one can
25
safely relate that work-life integration can have a positive impact on employees’
performance and productivity. Work-life balance not only benefits the organization
through productivity but also enables the employees to minimize strain level,
increase concentration at work, and have happy lives/families.
26
CHAPTER THREE
METHODOLOGY
3.1 AREA OF STUDY
The idea of creating the Catholic University of Cameroon, (CATUC) Bamenda
took many years to mature. But the formal reflection and consultations on the
establishment of such a University started as far back October 2006with the
constitution of a provincial Think Thank composed of scholars an experts
representing the dioceses of the Ecclesiastical Province of Bamenda. The actual
work of the Think Tank did not start until November 2008. The group conducted a
thorough process leading to the preparation of the different constitutive acts such as
the statutes, Academics Regulations, the Academic Programmers’, the Financial
Policies, the Student’s Guide and other relevant documents of the new University.
March 5, 2009, the Bishops of the Bamenda Ecclesiastical Province submitted a
request to the minister of Higher Education seeking the creation of the various
university institutions. The National commission for the private Higher Education
in Cameroon discussed the proposal during its 14th ordinary session. By letter
N.09/02561/MINESUP/DDES/ESUP/SAC/NJE/ebm of 6 July, 2009 from the
Minister of Higher Education, the Bishops were granted the permission to create
the Catholic University of Cameroon, CATUC Bamenda.
After eight months of intensified preparation, the Catholic University of Cameroon
was officially launched with a Pontifical Holy Mass and the matriculation of the
first batch of students on 15th October 2010. On the 12th January 2011, the
Minister of Higher Education, Prof. Jacques Fame Ndongo, signed an ordinance
No.11/0047/MINESUP authorizing the Catholic
27
3.2 ORGANISATIONAL CHART OF CATUC BOARD OF TRUSTEES
(BAPEC)
CHANCELLOR PRO-CHANCELLOR
CONVOCATION COUNCIL
VICE CHANCELLOR
DVC ACADEMICS CONGREGATION SENATE DVC/COOP/RESEARCH
SENATE COMMITTEES RESEARCH SERV. COOP. SERVICES
PROVOSTS/DEANS DIR.ACC.AFFAIRS
LIBRARIAN REGISTRAR DIR. FINANCE

HODS
ACCOUNTING
CASHIER
SERVICE
DEP.REG/SA MAIL SERVICE SER.AD.PERSONNEL DEP.REG/INFR
PROCUREMENT MAINTEANCE STRATEGIC & DEV.

CHAPLANCY STUDENTS AFFAIRS ALUMNI
SERVICES SERVICES SERVICES
21
3.3 RESEARCH DESIGN
The present study had as an objective to assess the level of influence work life
balance has on employee’s performance. Also examined was the relationship
between work life balance and employee’s performance. In examining the
objectives, the descriptive and influential statistical methods were used in analyzing
data. This is to permits us to determine the extent to which performance is
influenced by work life balance which happens to be our research question.
3.4 METHOD OF DATA COLLECTION
3.4.1 Sources of Data

In order to get the view on work life balance and workers performance in Catholic
University of Cameroon (CATUC), Bamenda, both primary and secondary data
sources were used. Information was obtained from workers occupying both
executive and non-executive positions in the organization. In gathering the primary
data, both open and closed ended questionnaires were issue to the entire staff of
CATUC to be able to capture a variety of rich data. The questionnaires were to
establish the kind of structure that exist in the organization and what motivates the
staff to perform well and also particularly what the management office has done so
as to help improve the performance of workers.
Secondary data have been fully utilized to analyse the type of work life balance
measures that can enhance good performance, past studies and case studies were
used from available internet sources. All possible accessible relevant books,
journals, published papers and documents related to work life balance and
22
employee’s performance were consulted from libraries and available internet
sources.
3.4.2 INSTRUMENTS OF DATA COLLECTION

This research work makes used structured questionnaires for collection of primary
data from employees of the Catholic University of Cameroon. The questionnaire
included three main parts. Part one relates to background information, part two
targets employees perceived notion on work life balance in the work place and part
three explores the level of employees’ satisfaction. The five point Likert scale was
used for rating the responses of employees’ patterning to strongly agree, agree,
disagree, strongly disagree and neutral.
3.5 SAMPLE AND SAMPLING TECHNIQUE

The sampling technique used for this study is the probability random sampling.
This sampling technique was chosen because it increases the likelihood of
obtaining samples that are representative of the population. In addition, they
provide valid results because it reflects the characteristics of the population from
which they are selected. Considering our case study- Catholic University of
Cameroon, with three different campuses, that is Bamenda, Kumbo, and Mamfe, it
makes this sampling technique the most effective for this study.
3.6 METHOD OF DATA ANALYSIS

In this study, we used the descriptive and inferential statistical method in analyzing
information collected from the field. Concerning the inferential statistic, we used
the statistical test called chi-square (q2) to analyse the information collected through
23
questionnaires. We considered this method appropriate to use because it allows for
the determination of relationship that might exist between our two qualitative
variables.
The formular of the chi-square ( ) is given as follow:
X2=∑
Chi-square(X2)
In this expression
Foi= represents the observed frequencies of the independent variables (work life
balance) and the dependent variable(performance)
FEI = Represents the theoretical frequencies of the independent variable (work life
balance) and dependent variable (performance).
In order to obtain the theoretical frequency (FEI), the following formular is used
E=
Where:
Tci = total frequency of column of the independent variable (work life balance) and
the dependent variable (performance)
Tri = Total frequency of row of the independent variable (work life balance) and
the dependent variable (performance).
N = Total number of observation of the sample
24
3.7 ETHICAL CONSIDERATION
Authorization was obtained from the Higher Institute of Commerce and
Management of the University of Bamenda. Before conducting the research,
appropriate documentation was submitted for review to the University. At the
outset of the study, the participating organization was contacted via a letter. The
letter contained information about the identity of the researcher, purpose of the
study and methods. Issues of anonymity, potential benefits the organizations would
get from participation, and time commitment of participants were also explained.
No participants were forced to participate or disclose information. The Bel Month
Report (1979) outlines three basic principles relevant to the ethics of research
involving human subjects, namely respect of persons, beneficence, and justice. In
conducting this research great care was taken to understand and be familiar with
any and all regulations associated with the field of the study. It was extremely
important to protect the rights of the participants. Cooper & Schindler (2003)
argued that research must be designed so that a respondent does not suffer physical
harm, discomfort, pain, embarrassment, or loss of privacy. Informed consent,
confidentiality, anonymity and, the participant’s right to privacy were some of the
measures used to ensure that the participant, respondent or subject were treated
with the principles of respect of person, beneficence and justice.
3.8 LIMITATIONS OF THE STUDY

The limitation is being considered in relation to the natural explanation to which
the researcher has limited the study and the choices to limit the study area that is
work-life balance and employee’s performance. The study is limited to existing
25
theories and models, and their influence and limitations on employee’s
performance. Here I have considered limitation in line with the research objectives.
I believed that with the changing nature of work force, recent trends, information
and technology, the issue of work life balance is one of the most important assets in
an organization. A lot has been said on work life balance and employee’s
performance in organizations by different scholars. This research focused
particularly on the case of CATUC. However, a study of all the explanatory
variables will be considered appropriate in order to capture the interactive
influences of other variables and thus be able to come up with holistic and
generally more acceptable results, of work life balance and impact on employee’s
performance in CATUC.
26
CHAPTER FOUR
PRESENTATION AND DISCUSSIONS OF FINDINGS
4.1. SOCIO-DEMOGRAPHIC CHARACTERISTICS OF SAMPLED
CATUC WORKERS
Table 4.1: Summary statistics of sampled workers
FREQUENCY PERCENT
Gender
male 56 62.9
female 33 37.1
Total 89 100.0
Age
below 30 9 10.1
30-40 years 31 34.8
41-50 years 32 36.0
above 50 17 19.1
Total 89 100.0
job function
management 13 14.6
non-management 73 82.0
Non response 3 3.4
Total 89 100.0
years of service with the organization
less than 1 years 4 4.5
1-3 years 20 22.5
4-6 years 41 46.1
above 6 years 24 27.0
Total 89 100.0
Source: Compiled by author using field survey 2018
Table 1 presents the summary statistics of sampled workers. The study considered
the male and female gender to ensure a balance in the views needed to response to
the research questions. 62.9% of the sampled CATUC staff was male and 37.1%
were female. Concerning the age distribution of respondents, majority were aged
41-50 years followed by those aged 30-40 years and bottomed by those aged below
30 years. The research also took into consideration the position of respondents in
27
the organization, 14.6% management and 82.0% non-management which is an
indication that CATUC has more non-management staff than management.
The research captures the working experiences of staff so as to measure the level of
employees’ labour turnover in the organization. From the statistical result, 46.1% of
staff are those who have worked between 4-6 years, 27.0% above 6 years, 22.5%
between 1-3 years and 4.5% below one year.
4.2. ASSESSMENT OF THE WORK-LIFE BALANCE OF

EMPLOYEES IN CATUC
4.2.1. Assessment of The Work-Life Balance (Wlb) Of Employees:

Overall
Table 4.2: Opinions of sampled workers on work-life balance situation: overall
Strongly Strongly Non

Agree Neutral Disagree Total
agree disagree response
In my organization, specific WLB policies have been established and
documented
Frequency 9 35 27 10 6 2 89
Percent 10.1 39.3 30.3 11.2 6.7 2.2 100.0
The employees are expected to adhere to assigned WLB policies
Frequency 10 38 29 6 4 2 89
Percent 11.2 42.7 32.6 6.7 4.5 2.2 100.0
The organization provides family friendly policies that help me to fulfil
family commitment
Frequency 3 26 39 15 2 4 89
Percent 3.4 29.2 43.8 16.9 2.2 4.5 100.0
I can access flexible work schedule in my organization
Frequency 9 40 29 6 2 3 89
Percent 10.1 44.9 32.6 6.7 2.2 3.4 100.0
Employees are expected to work from home, outside normal working hours
Frequency 11 29 31 11 5 2 89
Percent 12.4 32.6 34.8 12.4 5.6 2.2 100.0
WLB policies implemented in the organization make my job easier
Frequency 2 30 39 13 2 3 89
Percent 2.2 33.7 43.8 14.6 2.2 3.4 100.0
All the employees are aware of the WLB policies created in the organization
Frequency 1 17 44 18 5 4 89
Percent 1.1 19.1 49.4 20.2 5.6 4.5 100.0
28
Table 2 hosts the opinions of sampled workers on work-life balance situation in
CATUC. 49.4% of the sampled workers agree (10.1% for strongly agree and 39.3
for agree) that specific WLB policies have been established and documented in
CATUC, as opposed to 17.9% who disagree (11.2 disagree and 6.7% strongly
disagree). The rest (neutral and non-response rates) chose to sit on the fence on this
statement. More than half (53.9% - 11.2% for strongly agree and 42.7% for agree)
agree that the employees are expected to adhere to assigned WLB policies
compared to 19.1% who disagree. In fulfilling family commitment, just 32.6%
agree that CATUC provides family policies that help to fulfil family commitment,
8.9% disagree and 37.1% decided not to give their own opinions.
Above half (60%-10.1% for strongly agree and 44.9% for agree) agree that
employees can access flexible work schedule in CATUC against 8.9% (6.7% for
strongly agree and 2.2% for agree) that disagree and the rest of 34.8% chose not to
give their views. As concerns employees expecting to work from home outside the
normal working hours, 55.0% agree (12.4% for strongly agree and 32.6% for agree)
while 18.0% disagree (12.4% for strongly disagree and 5.6% for disagree) and rest
(neutral and non-response rates) were indecision workers. On the opinion that WLB
policies implemented in the organization makes employees job easier, 35.9% (2.2%
for strongly agree and 33.7% for agree) agree, 16.8% (14.6 for strongly disagree
and 2.2% for disagree) mean while 47.2% (neutral and non-response rate) chose to
sit on the fence on this statement. With respect to WLB policies created in the
organization, 20.2% (1.1% for strongly agree and 19.1% for agree) agree of the
29
awareness compared to 25.8% who disagree and majority representing 53.9% are
neutral and non-respondents.
4.1.2. Opinions of Sampled Workers On Work-Life Balance Situation:

By Gender
and documented
90.00%
80.00%
70.00%
60.00%
50.00%
male
40.00% female
30.00%
20.00%
10.00%
0.00%
strongly agree agree neutral disagree strongly
disagree
Figure 4.1: Opinions on the fact that specific WLB policies have been established
Figure 1 hosts the opinions across gender on the fact that specific WLB policies
have been established and documented. We observe that majority of those who
agree are male and majority of those who disagree are the female. This may be an
indication that the female staff are not comfortable with the already established and
documented policies on WLB or that these policies do not address their specific
needs as women.
30
80.00%
70.00%
60.00%
50.00%
40.00% male
female
30.00%
20.00%
10.00%
0.00%
strongly agree neutral disagree strongly
agree disagree
Figure 4.2: Opinions on the fact that the employees are expected to adhere to assigned
WLB policies
Figure 2 hosts the opinions across gender that on the fact that the employees are
adhere to assigned WLB policies. We observe that greater populations of
employees who agree are male and majority of those who disagree are female. This
may be an indication that female staff are not comfortable to adhere to assigned
WLB policies.
100.00%
90.00%
80.00%
70.00%
60.00%
50.00% male
40.00% female
30.00%
20.00%
10.00%
0.00%
disagree
31
Figure 4.3: Opinions on the fact that the organization provides family friendly policies
that help me to fulfil family commitment
Figure 3 hosts on the opinion across gender that organization provides family
friendly policies that help me to fulfill family commitment, the greater proportion
of respondents are male. The majority of those who agree are male against women.
This indicates little knowledge women have that help to fulfill family commitment
or they are not contented with the policies.
80.00%
70.00%
60.00%
50.00%
40.00% male
female
30.00%
20.00%
10.00%
0.00%
disagree
Figure 4.4: Opinions on the fact that they can access flexible work schedule in their
organization
Figure 4 hosts the opinion across gender that employees can access flexible work
schedule in their organization. The greater numbers of those who agree are men and
the minor numbers are women. This shows that men are stress free in accessing
flexible work schedule than women. It also let us know that women are not
32
comfortable with the work schedule in the organization since majority of them
cannot access.
80.00%
70.00%
60.00%
50.00%
40.00% male
30.00% female
20.00%
10.00%
0.00%
disagree
Figure 4.5: Opinions on the fact that employees are expected to work from home,
outside normal working hours
Figure 5 hosts on the opinion across gender that employees are expected to work
from home, outside normal working hours. Majority of men agree against women.
This shows that women strongly disagree on the idea of working from home or
outside normal working hours.
80.00%
70.00%
60.00%
50.00%
40.00% male
30.00% female
20.00%
10.00%
0.00%
disagree
Figure 4.6: Opinions on the fact that WLB policies implemented in the organization
make my job easier
33
Figure 6 host the opinion across gender on the fact that WLB policies implemented
in the organization make my job easier. Although majority of men are neutral, the
statistics show that male agree (strongly agree and agree) against women on the
disagreed path which may be an indication that they are not comfortable with the
WLB policies implemented in the organization that make job easier.
100.00%
90.00%
80.00%
70.00%
60.00%
50.00% male
40.00% female
30.00%
20.00%
10.00%
0.00%
strongly agree neutral disagree strongly
agree disagree
Figure 4.7: Opinions on the fact that all the employees are aware of the WLB policies
created in the organization
Figure 7 host the opinion across gender on the fact that all the employees are aware
of the WLB policies created in the organization. We observe that majority of male
staff agree on the motion as compare to female staff who disagrees. This shows that
female staffs do not have good knowledge about the existence of WLB policies in
CATUC.
34
4.3. VIEWS OF SAMPLED WORKERS ON WORKPLACE SUPPORT
Table 4.3a: Opinions of sampled CATUC workers on workplace support
Non
Strongly Agre Neutra Disagre Strongly
respons Total
agree e l e disagree
e
All the employees are treated equally, if they request assistance
with work and family related matters
Frequency 3 30 45 8 3 0 89
Percent 3.4 33.7 50.6 9.0 3.4 0.0 100.0
My organization clearly educates the employees about the
expectations to be fulfilled
Frequency 17 58 8 6 0 0 89
Percent 19.1 65.2 9.0 6.7 0.0 0.0 100.0
My superior gives more importance towards the well-being of the
employees
Frequency 3 40 33 10 1 2 89
Percent 3.4 44.9 37.1 11.2 1.1 2.2 100.0
I can give my attention for urgent family or personal issues
immediately
Frequency 9 49 17 12 0 2 89
Percent 10.1 55.1 19.1 13.5 0.0 2.2 100.0
My organization supports the employees in terms of combining
professional life with family life
Frequency 1 50 28 10 0 0 89
Percent 1.1 56.2 31.5 11.2 0.0 0.0 100.0
Table 3a hosts on the opinions of sampled CATUC workers on workplace support.
From this table, 37.1% (3.4% for strongly agree and 33.7% for agree) agree with
the statement that all the employees are treated equally, if they request assistance
with work and family related matters as opposed to only 12.4% (3.4% for strongly
disagree and 9.0% for disagree) who disagree. However, more than half (50.6%)
chose to sit on the fence. This is an indication that CATUC, to some extent, pays
attention to the work related matters as well as family related matters.
Notwithstanding, care needs to be taken as a significant proportion of the sampled
workers did not make their position known on this aspect. A large majority, 84.3%,
35
agree (19.1% for strongly agree and 65.2% for agree) that CATUC clearly educates
them about the expectations to be fulfilled as opposed to only 6.7% who disagree.
This indicates that CATUC takes great consideration in educating staff of what is
expected of them which is an initiative of perfecting staff performance on assigned
task. 48.3% (3.4% for strongly agree and 44.9% for agree) agree with the opinion
that superior gives more important towards the well-being of the employees
compared to 3.3% (1.1% for disagree and 2.2% for strongly disagree). Everything
being equal, attention should be given to 37.1% of respondents with indecision.
This is an indication that CATUC supervisors pay attention to the wellbeing of
their subordinates. Based on the opinion of staff giving attention for urgent family
or personal issues immediately, majority of respondents agree which is 65.2%
(10.1% for strongly agree and 55.1% for agree) as compared to 13.5% that disagree
with some being indifference. This indicates that CATUC does not only give more
attention to work related issues but also personal related issues. As for the fact
CATUC supports the employees in terms of combining professional life with
family life, 57.3% agree (1.1% for strongly agree and 56.2% for agree) compared
to 11.2% for disagree. This indicates that there is some sort of attachment of family
life and professional life although a significant number of staff are neutral on this
view and need to be study keenly.
Table 4.3b: Opinions of sampled CATUC workers on workplace support

I can openly discuss issues relating to work life balance with my superior
Frequency 8 44 23 8 2 4 89
Percent 9.0 49.4 25.8 9.0 2.2 4.5 100.0
I get high degree of respect and fair treatment from my boss
Frequency 10 56 17 5 1 0 89
36
Percent 11.2 62.9 19.1 5.6 1.1 0.0 100.0
My supervisor gives me more guidelines to perform my work
Frequency 6 56 19 6 0 2 89
Percent 6.7 62.9 21.3 6.7 0.0 2.2 100.0
My colleagues understand others non-work situation and work accordingly

Frequency 6 51 27 5 0 0 89
Percent 6.7 57.3 30.3 5.6 0.0 0.0 100.0
I have good relations among the employees in my workplace
Frequency 17 59 12 1 0 0 89
Percent 19.1 66.3 13.5 1.1 0.0 0.0 100.0
I have good understanding with my team members
Frequency 19 58 9 3 0 0 89
Percent 21.3 65.2 10.1 3.4 0.0 0.0 100.0
Furthermore, the researcher in table 3b sorts to find out the opinion on workplace
support. Based on the opinions of employees discussing issues relating to work life
balance with superior, 58.4%(9% for strongly agree and 49.4% for agree) of the
respondents asserted that they can openly discuss their work life balance related
issues with their superior compare to 11.2% (9% for disagree and 2.2% for strongly
disagree) with the rest of the respondent who stood on the fence. We observe that
100% of those who declared are above average which is an indication that
employees can openly discuss their work life balance related issues with their
superior although some refused to give their views on the fact. We can deduce from
this that open communication with employees on their work life related issues plays
a profound role on worker’s performance.
On the fact which hosts that employees get high degree of respect and fair
treatment from their boss, above 50% average agree (6.7% for strongly agree and
62.9% for agree) against 18.1% who sat on the fence and 6.7% (5.6% for strongly
disagree and 1.1% for strongly disagree) disagree. A good number of respondents
37
agree to the fact which is a sign that employees are treated with respect and
fairness, hence encouraging the performance of employees.
On the opinion that my superior gives me more guidelines to perform my job,
69.6% agree (6.7 for strongly agree and 62.9 for agree) compare to 6.7% that
strongly disagree with 23.5% being neutral and non-respondents. We observe that
workers are clearly guided on how to perform their assigned responsibilities which
goes a long way to improve on worker’s productivity.
The respondents were equally questioned if they understand others non-work
situation and work accordingly. As the illustration in table 3b, 64%of the
respondents agree (6.7% for strongly agree and 57.3% for agree) construe to 5.6%
for disagree and 13.5% for neutral. We can presume that there is mutual
understanding amongst staff in terms of term work although care needs to be taken
especially with those that stood on the fence on this view.
Respondents were likewise questioned if they have good working relations among
employees in the workplace. As per table 3b above 75.4% (19.1% for strongly
agree and 66.3% for agree) accepted the fact as compare to 1.1% that disagree and
13.5% who refused to give their opinions. From the percentages, we can conclude
on the fact that there exist cordial relationship among employees in the workplace
although attention need to be pay to those that decided to sit quiet which show a
sign of disagreement with the fact and need to be put on the moving scale with
others.
38
On the hosts opinion that employees have good understanding with team members,
86.5% (21.5% for strongly agree and 65.2 for agree) agreed compared to 3.4% that
strongly disagree with the rest being neutral. This indicates that mutual
understanding exists among team members in the workplace which is a favourable
factor for employees’ productivity.
39
4.4. VIEWS OF SAMPLED WORKERS ON WORKLOAD
Table 4.4: Opinions of sampled CATUC workers on workload

My job keeps me away from my family too much
Frequency 5 30 22 24 8 0 89
Percent 5.6 33.7 24.7 27.0 9.0 0.0 100.0
I feel I have more to do than I can handle comfortably
Frequency 9 39 17 18 6 0 89
Percent 10.1 43.8 19.1 20.2 6.7 0.0 100.0
There is insufficient number of employees in work stations
Frequency 15 35 20 17 2 0 89
Percent 16.9 39.3 22.5 19.1 2.2 0.0 100.0
My responsibility at work increases my workload
Frequency 16 50 6 14 1 2 89
Percent 18.0 56.2 6.7 15.7 1.1 2.2 100.0
Coming up with new ideas to get appreciated in the organization creates
work pressure
Frequency 10 43 18 15 3 0 89
Percent 11.2 48.3 20.2 16.9 3.4 0.0 100.0
I often come home late in the evening
Frequency 7 35 15 25 7 0 89
Percent 7.9 39.3 16.9 28.1 7.9 0.0 100.0
I plan my work and perform it, orderly without any delay
Frequency 19 51 16 2 1 0 89
Percent 21.3 57.3 18.0 2.2 1.1 0.0 100.0
Generally, I prepare work schedule to fulfil both my personal and family
commitments
Frequency 16 60 9 4 0 0 89
Percent 18.0 67.4 10.1 4.5 0.0 0.0 100.0
Figure 4 hosts on the opinion of sample CATUC workers on the workload. 39.3%
agree (5.6% for strongly agree and 33.7% for agree) against 36% for disagree (27%
for disagree and 9% for strongly disagree) on the fact that their job keep them away
from their family too much. 49.4% agree (10.1% for strongly agree and 39.3% for
agree) and compared to 21.3% (19.1% for disagree and 2.2% for strongly disagree)
with 22.5% standing on the fence on the fact staff fill they have more to do than
they can handle comfortably. 56.2% (16.9% for strongly agree and 39.3 for agree)
40
agree against 21.3% (19.1% for agree and 2.2% for strongly disagree) that there is
insufficient number of employees in work stations. Also, 74.2% of respondents
agreed (18.5 for strongly agree and 56.2% for agree) against 16.8% (15.7% for
disagree and 1.1% for strongly disagree) on the fact that responsibility at work
increases their workload with the rest standing on the fence on that view and from
the respondents, staffs are not really comfortable with the responsibilities that
increases their workload and as such a point of concern for productivity.
On the view of coming up with new ideas to get appreciated in the organization
creates work pressure, more 50% (11.2 for strongly agree and 48.3% for agree)
agreed against 20.3% that disagree (16.9% for disagree and 3.4% for strongly
disagree). Furthermore, on the opinion of coming home late in the evening, 47.2%
agreed (7.9 for strongly agree and 39.3% for agree) compare to 36% for disagreed
(28.1% for disagree and 7.9% for strongly disagree) with the rest being neutral
which is an indication that staffs are not satisfy with their closing hours.
On the respondents of staffs planning and performing it orderly without any delay,
more than 75% agreed (21.3% for strongly agree and 57.3% for agree) compare to
3.3% for disagreed and 18% who stood on the fence and such positive respondents
indicate signs of staff commitment. Last but not the least on the fact that individual
staff prepared their work schedule to fulfil both personal and family commitments,
more 75% of respondents agreed (18% for strongly agree and 67.4% for agree)
against 4.5% for disagree with 10.1% being neutral and non-respondents. Although
majority of respondents are for the fact which is a good sign of employee’s
performance, need has to be taken with those that stood on the fence.
41
4.5. VIEWS OF SAMPLED WORKERS ON FINANCIAL SSISTANCE
Table 4.5: Opinions of sampled CATUC workers on financial assistance

My organization provides me good compensation for my work
Frequency 1 8 19 39 21 1 89
Percent 1.1 9.0 21.3 43.8 23.6 1.1 100.0
I can enrich my kitchen, buy fixed assets, household appliances with
financial support from my job
Frequency 1 9 16 37 26 0 89
Percent 1.1 10.1 18.0 41.6 29.2 0.0 100.0
Repayment of loans is easier for me through my good package
Frequency 6 20 39 23 0 1 89
Percent 6.7 22.5 43.8 25.8 0.0 1.1 100.0
I can help my family to solve the problems that arise due to money
Frequency 2 20 31 25 11 0 89
Percent 2.2 22.5 34.8 28.1 12.4 0.0 100.0
Sometimes, I solve my financial problems through my colleagues
Frequency 8 36 26 11 6 2 89
Percent 9.0 40.4 29.2 12.4 6.7 2.2 100.0
I get stressed often due to my income level
Frequency 21 41 11 11 5 0 89
Percent 23.6 46.1 12.4 12.4 5.6 0.0 100.0
There is rising cost of leaving with no salary increase
Frequency 32 39 8 4 6 0 89
Percent 36.0 43.8 9.0 4.5 6.7 0.0 100.0
There is Poor payment for extra hours put into work
Frequency 29 30 23 4 3 0 89
Percent 32.6 33.7 25.8 4.5 3.4 0.0 100.0
Table 5 hosts on the opinions of sample CATUC workers on financial assistance.
On the opinion that my organization provides me good compensation for my work,
more that 75% of the respondents disagreed (43.8 for disagree and 23.6% for
strongly disagree) against 10.1% for disagree (1.1% for strongly agree and 9% for
agree). 21.3% of the respondents chose not to give their views which is an
indication that they are not satisfied with the compensation policies of the
organization. On the hosts opinion of the fact that I can enrich my kitchen, buy
fixed assets, household appliances with financial support from my work, just 11.1%
42
agrees (1.1% for strongly agree and 10.1% for agree) compare to the majority of
70.8% for disagree (41.6 for disagree and 29.2% for strongly disagree) which
shows that staffs are not comfortable the financial support of CATUC. On the hosts
opinion that repayment of loan for me through my good pay package, 29.2% agree
(6.7 for strongly agree and 22.5% for agree) compare to 25% for disagree with
majority of respondents 43.8% who chose not to give their views which is an
indication that staffs are not satisfied with their pay packages.
Also, on the hosts pinion that I can help my family solve the problems that arise
due to money, 29.2% of respondents agree (6.7% for strongly agree and 22.5% for
agree) against 25.8% for disagree with majority of 44.9% who chose not to give
their views on the opinion which is a negative indication of the financial
compensation of CATUC. Furthermore, on the hosts opinion that sometimes I solve
my financial problems through my colleagues, 49.4 agree (9% for strongly agree
and 40.4% for agree) compared to 19.1% for disagree (12.4% for disagree and
6.7% for strongly disagree) with some who stood on the fence proven their
disengagement with that view.
Equally, on the hosts opinion that I get stressed often due to my income level,
69.7% of respondents agree (23.6% for strongly agree and 46.1% for agree) against
18% who disagree (12.4% for disagree and 5.6% for strongly disagree) some
respondents who refused to give their views on the question. The reactions of
respondents further indicate that financial compensation available does not meet
their financial needs. The respondents were also questioned on the host opinion that
there is rising cost of living with no salary increase. Based on that view, 79.8%
43
agree (36% for strongly agree and 43.8% for agree) compared to 7.9% who
disagree the rest being neutral. It is however a point to note that CATUC staffs are
not able to meet up with their financial commitments hence a negative reaction to
their productivity in the organization.
The respondents were equally questioned on the host opinion that there is poor
payment for extra hours put into work. On this viewed point, 67.3% agree (32.6%
for strongly agree and 33.7% for agree) compared to 7.9% that disagree with 25.8%
decided to stand on the fence. From the results, there is clear indication that
payment of extra hours is not the best and this affects productivity in the negative
sense.
4.6. VIEWS OF SAMPLED WORKERS ON WORK SATISFACTION

Table 4.6a: Opinions of sampled CATUC workers on work satisfaction

I feel satisfied with my working hours
Frequency 8 57 17 6 1 0 89
Percent 9.0 64.0 19.1 6.7 1.1 0.0 100.0
I feel satisfied with the recognition I get for good performance of my work
Frequency 4 40 28 15 0 2 89
Percent 4.5 44.9 31.5 16.9 0.0 2.2 100.0
I am satisfied with the break and lunch time to have healthy food and talk to
my colleagues
Frequency 15 59 12 3 0 0 89
Percent 16.9 66.3 13.5 3.4 0.0 0.0 100.0
I am satisfied with the challenging opportunities, I get in the organization
Frequency 5 45 30 7 1 1 89
Percent 5.6 50.6 33.7 7.9 1.1 1.1 100.0
I feel satisfactory with the training when new systems are introduced in the
organization
Frequency 12 52 18 7 0 0 89
Percent 13.5 58.4 20.2 7.9 0.0 0.0 100.0
I am satisfied with the fair treatment and respect I get among the employees
of the organization
Frequency 10 59 15 4 1 0 89
Percent 11.2 66.3 16.9 4.5 1.1 0.0 100.0
My job causes an unreasonable amount of stress on me
44
Frequency 7 34 25 22 0 1 89
Percent 7.9 38.2 28.1 24.7 0.0 1.1 100.0
I am satisfied with the work performance and respect with co-workers,
customers and superiors from diverse backgrounds
Frequency 6 52 27 3 1 0 89
Percent 6.7 58.4 30.3 3.4 1.1 0.0 100.0
I am satisfied with the Work Life Balance I follow that makes me to stay
healthy
Frequency 5 41 32 8 2 1 89
Percent 5.6 46.1 36.0 9.0 2.2 1.1 100.0
Table 6 hosts on the opinions of sampled CATUC workers on work satisfaction.
Based on the opinion on the fact that I feel satisfied with my working hours, 73%
of sampled workers agree (9% for agree and 64% for strongly agree) against 7.8%
for disagree (6.7% for disagree and 1.1% with the rest who stood on the fence. This
shows that workers are satisfied with their working hours although needs need to be
taken with those who sat on the fence. On the hosts opinion that I feel satisfied with
the recognition I get for good performance of my job, 50.4% agree (4.5% for
strongly agree and 44.9% for agree) compared to 16.9% workers who refused to
give their own views. Average number of staff feels satisfied with the recognition
the get from good performance although consideration needs to be done with the
rest.
Furthermore, on the pinion on the fact that I am satisfied with the break and lunch
time to have healthy food and talk to my colleagues, majority of respondents are
satisfied. 83.2% (16.9% for strongly agree and 66.3% for agree against 3.4% for
disagree with 13.5% who stood on the fence.
45
Again workers were also questioned on the hosts opinion that I am satisfied with
the challenging opportunities, I get in the organization. 57.2% agree (5.6% for
strongly agree and 50.6% for agree) against 9% for disagree (7.9 for disagree and
1.1% for strongly disagree) with the rest who refused to give their opinions. Taken
into account that majority of respondents are satisfied with the challenging
opportunities they get from the organization, note need to be taken with those who
disagreed and those who are indifferent of the opinion.
Everything being equal, workers were also questioned on the host opinion that I am
satisfied with the fair treatment and respect I get among the employees of the
organization. On that view, 77.5% of workers agree (11.2% for strongly agree and
66.3% for agree) compared to 5.6% that disagree (4.5% for disagree and 1.1% for
strongly disagree) with the rest being neutral. This however agreed to the fact that
there is fair treatment and respect among staffs of CATUC although the
organization needs to look in to those who were neutral on the fact to perfect
employees’ performance.
On the host opinion that my job causes an unreasonable amount of stress on me,
46.1% agree (7.9% for strongly agree and 38.2% for agree) against 24.7% for
disagree with the rest of 29.2% who stood on the fence. From the opinions,
majority of workers indicates that their job causes unreasonable stressed on them
which is a negative factor of employees’ performance in the organization and as
such the organization needs to treat it with special consideration.
46
The workers were again questioned on the host opinion that I am satisfied with the
work performance and respect with co-workers, customers and superiors from
diverse backgrounds. From the result obtained, 65.1% agree (6.7% for strongly
agree and 58.4% for agree as compared to 4.5% of those who disagree (3.4% for
disagree and 1.1% for strongly disagree) some workers being neutral. The
responses shown a satisfactory work performance and respect with co-workers,
customers and superiors from diverse background although a significant amount of
workers chose not to give their views which is absolutely a called for concern by
the management to strengthen the relationship.
Equally, average percentage of despondence agree on the fact that they are
satisfied, that is 51.7% with the work life balance they follow that make them to
stay health in the workplace against 11.2% that disagree.
4.7. THE EFFECT OF WORK-LIFE-BALANCE ON EMPLOYEE

PERFORMANCE: OLS (ORDINARY LEAST SQUARES)
REGRESSION
4.7.1. Description of variables used in the regression

Table 4.7: Summary statistics of variables
Std.
N Minimum Maximum Mean
Deviation
Employee performance indicator 87 1.40 3.20 2.1425 .42907
Work life balance indicator 81 1.29 4.86 2.7160 .60419
Financial assistance indicator 87 2.00 5.00 3.7184 .79131
Financial lack indicator 87 1.00 5.00 2.2902 .84036
Work place support indicator 84 1.17 3.67 2.4464 .47223
years of service with the
organization (taking value 1 for
89 0 1.00 .2697 .44630
longevity of 4 years and above
and 0 otherwise)
gender (taking value 1 for male
89 0 1.00 .6292 .48575
gender and 0 otherwise)
47
The dependent variable, Employee Performance, is an indicator, captured through
aggregation/scaling method using the following primary indicators (questions): ‘my
supervisor gives me more guidelines to perform my work’; ‘I have good relations
among the employees in my workplace’; ‘I have good understanding with my team
members’; ‘I plan my work and perform it orderly without any delay’; and ‘I am
ready to take too many tasks at a full stretch’.
The independent variables financial assistance and financial lack are indicators
captured through aggregation/scaling method using the primary indicators (a, b, c
and d) and (e, f, g and h) respectively, under the Sub-Section Financial Assistance
in the questionnaire. Workplace support is captured using the same method with the
help of primary indicators (a to f) under the Sub-Section Workplace Support. The
other independent variables are dummies as indicated in Table 7.
Table 4.8: Analysis of variance (ANOVA)
ANOVAb
Sum of df Mean F Sig.
Squares Square
Regression 4.797 6 .800 7.101 .000a
Residual 7.544 67 .113
Total 12.342 73
a. Predictors: (Constant), gender (1= male), Work place support, years of service
with the organization, Financial lack, Financial assistance, Work life balance
b. Dependent Variable: Employee Performance
Table 8 presents the ANOVA with an F-statistic of 7.101 and a p-value of 0.000
which is less than 1%. This is indication that our regression model is globally
48
significant at 1% (that is, it is reliable at 99%), implying that the independent
variables specified in our model are significant in explaining the dependent
variable, employee performance.
Table 4.9: Regression results of the effect of work-life-balance on employee

performance
Note: dependent variable is employee performance
B (coef) Std. Error t (student st) Sig.

Constant .939 .297 3.161 .002
Work life balance .074 .025 2.961 .008
Financial assistance .090 .056 1.619 .110
Financial lack -.002 .048 -.052 .959
Work place support .409 .091 4.493 .000
Longevity (taking value 1 for
longevity of 4 years and above -.042 .089 -.471 .639
and 0 otherwise)
Gender (taking value 1 for
-.230 .086 -2.685 .009
male gender and 0 otherwise)
R Square .489
Table 9 hosts the regression results of the effect of work-life-balance on employee
performance while controlling for other correlates of employee performance. The
results show that work-life-balance is positively and significantly (that is, 1% level
of significance) related to employee performance. This implies that an
intensification of efforts to promote work-life-balance in CATUC is expected to
improve the performance of employees; this result has a 99% confidence level.
Results show that financial assistance is positively (though not significant) related
to employee performance. This is indication that financial assistance is important in
49
underlying employee performance, but the present situation of financial assistance
is not good enough to spur employee performance significantly. Worthy of note
financial lack relates negatively to employee performance, showing that if extra
hours are poorly paid, there is no salary increment to match rising cost of living,
and if employees continue to solve financial problems via borrowing from other
people, then we will only expect employee performance of CATUC staff to go
down the valley.
4.8. DISCUSSIONS OF FINDINGS

From the findings, gender distribution of the respondents indicates that representing
62.9% representing male and 37.1% female respectively, were involved in the
study. That means that work life balance affects both the genders in the
organisation.
The hypothesis was to investigate whether or not work life balance has a significant
effect on employees’ performance with reference to Catholic University of
Cameron (CATUC), Bamenda. The results revealed that work life balance plays an
important role in the performance of the organisation which therefore implies that
we need to reject the null hypothesis and accept the alternative which states that
work life balance has a significant impact on the performance of employees in
CATUC- Bamenda.
Given the main objective which seeks to examine work life balance as a tool for
employee’s performance, using the regression analysis, we observe that work life
balance has a positive relationship with performance of employees. This was
50
apprehended through identification of dependent variables employee’s performance
as an indicator, captured through aggregation/scaling method using the following
primary indicators (questions): ‘my supervisor gives me more guidelines to perform
my work’; ‘I have good relations among the employees in my workplace’; ‘I have
good understanding with my team members’; ‘I plan my work and perform it
orderly without any delay’; and ‘I am ready to take too many tasks at a full stretch’.
To better assess work life balance situation in CATUC, the researcher also looks at
work life balance at gender level. The research shows that male employees have
more knowledge of work life balance than female employees.
In assessing overall work life balance situation in CATUC, the findings revealed
that majority of respondents have positive views on overall work life balance in the
organization. This was rated through the following elements: workers are aware of
established WLB policies in CATUC and also majority of staff are ready to adhere
to assigned WLB policies, CATUC provides family friendly policies that help
fulfilled their family commitments, there is flexible work schedule in CATUC
which helps them meet-up their individual goals, Employees possessed knowledge
on implemented work life balance policies, workers are aware of WLB policies
existing in the organization. From the findings, it was rated good but CATUC
needs to step up its work life balance policies, educate staff on the existence of
WLB policies to boss the performance of employees.
Researching WLB in terms of workplace support, the results revealed that there is
positive relation with workplace support and employee’s performance.
51
Management need to improve on the equality of treating staff when they request for
assistance relating to work and family matters. Based on educating staff on
expectations to be fulfilled, the research shows that the organization provides
cleared guidelines on assigned responsibility to employees. The results also
revealed that superiors give more attention toward the well-being of employees and
employees can give their attentions for urgent family or personal issues
immediately. The results also revealed that the organization supports the employees
in terms of combining professional and family life and employees can openly have
discussed issues relating to work life balance with their supervisors. Equally, the
research revealed that workers received high degree and fair treatment from their
supervisors and results also revealed that there is cordial understanding among
colleagues in terms of working and non-working situations and there is need for
improvement to spur the performance of employees. This is in line with studies of
Lowe in 2005 who stated that work life balance is about creating and maintaining
supportive and healthy working environment which will enable employees to have
balance between work and personal responsibility.
The questionnaire was also designed to research on work life balance situation in
CATUC in terms of workload. The result revealed that work does not keep workers
in CATUC away from their families. Workers also indicated that they have more
work to do than what they can handle comfortably and that there is insufficient
number of workers in their different faculties and their responsibilities at work
increases their workload. The results also revealed that staffs are appreciated when
they are able to come up with new working ideas and workers plan their work and
52
perform it orderly without any delay. The results generally revealed that staffs are
comfortable in terms of workload although more need to be done to boost
productivity.
Furthermore, our results indicate that financial assistance has positive relationship
with the performance of employees. Financial assistance is one of the major
elements underlying employee’s performance, the results show that the present
financial situation is not good enough to motivate employees to improve on their
productivity and hence there is need for improvement. This in line with the work of
hunter in 1990 which states that high performance is achieved by well-motivated
people who are prepared to exercise discretionary effort.
The results equally revealed an inverse relationship between financial lack and
employees’ performance. This shows that the present financial remuneration is not
good enough to boost employees’ performance and hence workers are not
motivated to do their job for the benefit of the organization. If nothing is done to
improve on financial package of workers, they will be demotivated to perform their
assigned responsibilities and consequently performance decline drastically.
Also the results indicate a negative relation between longevity of work and
employee’s performance. The result shows that there is high level of labour
turnover in CATUC which is not painting a good picture for the performance of the
organization. There is need for the organization to look at what causes high labour
turnover so as to improve on it and have stable labour force for the progress of the
organization. The findings could be link to the findings of Lambert in 2010 which
53
believed that balancing work and life was a means of reducing absenteeism, decline
in stress and health issues and equally positive impact on employees’ performance
and productivity.
We equally have negative correlation between gender and employee’s performance.
The researcher also looks at work life balance and employee’s performance at
gender levels. From the results obtained, males are aware and comfortable with the
present work life balance situation in CATUC than females. This shows the
organization needs to create awareness on women on work life balance and
improve on motivational elements that boost employees’ performance.
54
CHAPTER FIVE
RECOMMENDATIONS AND CONCLUSIONS
5.1 RECOMMENDATIONS
Based on the findings discussed in above, recommendations would be given for the
benefits of employees and the management of the organization to improve WLB in
order to enhance the employee performance of the organization. The
recommendations will be in relation to WLB practices identified through the
literature review and feedback from questionnaires.
Workshop programs.
The researcher recommends management to conduct training programs in relation
to work life balance, through which organization can improve WLB of their staff.
Given below are suggested workshop programs that can enhance WLB of the
employees.
 WLB policies and implementation. This training program could be based on
creating awareness on existing work life balance policies on staff since
majority of staff especially women possessed little knowledge on existing
work life balance policies in the organization.
 Effective work load management. This workshop can include assessing
current work allocations and how it affects the employees, explain the
causes of imbalance, and strategies for upgrading the quality of employees
live and train the employees to create the life and work goals.
55
 Personal and professional development training. This is to encourage the
balance between work and life to enable individuals, organizations, and
families to be very best that they can be in all their areas of endeavours.
Financial motivation
From the analysis, workers are not satisfied with the present financial motivation
and improvement in their pay packages will enable them meet up with the rising
cost of living and as such improvement in the organizational performance. It is
equally suggested that timely payment of extra hours put in by staff to meet up with
datelines will be a driven factor for employees’ productivity.
Workplace flexibility
Flextime is an arrangement whereby employees can vary the scheduling of their
working hours within specified guidelines. Essentially, it allows employees on an
individual or collective basis, to determine the start and end time of their working
day. Flextime allows the employees to plan their workday around their personal
lives. This practice is in line with Valivlis and Drew in 2006 when they observed
that work life balance is the flexible working arrangement that allows both
employee and employer to avail working arrangements that provide a balance
between work responsibilities and personal responsibility. This can reduce the
tardiness and absenteeism, increase in employee morale and employee job
satisfaction and ultimately employee’s performance
56
5.2 CONCLUSION
This study concludes that work life balance philosophy is associated with real
benefits for an organization. This is because the social and psychological life of
every employee needs to be rightly put in check for them to be an asset and not just
an employee that is used to carry out day to day operations of the organisation. In
line with vans cotter (2000) high employee performance lead an organization to
have greater opportunities for employees than those who have low performance.
Therefore, it is important for employer to look for better ways in improving
employee performance. This can be done by helping them prioritize their work and
life activities. When this is achieved, employee is motivated to render their service
efficiently and effectively
Employees are happier when they are able to balance their work life demands.
Management also experience improve relationship with employees. Management
support for employees work life balance fosters a good relationship between the
work force and management which improve effective communication in the
organization.
57
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59

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DECLARATION

Signature: __________________________Date: _________________________

Signature: __________________________Date: _________________________

Signature: __________________________Date: _________________________

I express my deepest gratitude to my supervisor, Dr. Visemih William for his

CHAPTER ONE: INTRODUCTION...............................................................................1

1.1 Background of the Study.................................................................................................1

1.2 Statement of the Problem................................................................................................3

1.3 Research Objectives........................................................................................................4

1.4 Hypothesis of the Study..................................................................................................5

1.5 Significance of the Study................................................................................................5

1.6 Scope of the Study...........................................................................................................5

1.7 Organization of the Study................................................................................................6

CHAPTER TWO: REVIEWED OF RELATED LITERATURE..................................7

2.1 Conceptual Literature......................................................................................................7

2.1.1Work-life Balance (WLB).............................................................................................7

2.1.2 Employees’ Performance...........................................................................................10

2.1.3 Employees’ Motivation..............................................................................................13

2.2.1. Theoretical Framework on Work- Life Balance (WLB)...........................................15

2.2.2. Basic Management Concepts....................................................................................20

2.2.3 Employees’ Performance...........................................................................................23

2.4. Empirical Literature.....................................................................................................24

CHAPTER THREE: METHODOLOGY.......................................................................26

3.1 Area of Study.................................................................................................................26

3.2 Organisational Chart of CATUC...................................................................................21

3.3 Research Design............................................................................................................22

3.4 Method of Data Collection............................................................................................22

3.4.1 Sources of Data..........................................................................................................22

3.4.2 Instruments of Data Collection...................................................................................23

3.5 Sample and Sampling Technique..................................................................................23

3.6 Method of Data Analysis...............................................................................................23

3.7 Ethical Consideration....................................................................................................25

3.8 Limitations of the Study................................................................................................25

CHAPTER FOUR: PRESENTATION AND DISCUSSIONS OF FINDINGS...........27

4.1. Socio-Demographic Characteristics of Sampled CATUC Workers............................27

4.2. Assessment of the Work-Life Balance of Employees in CATUC...............................28

4.2.1. Assessment of The Work-Life Balance (Wlb) Of Employees: Overall....................28

4.1.2. Opinions of Sampled Workers On Work-Life Balance Situation: By Gender.........30

4.3. Views of Sampled Workers on Workplace Support....................................................35

4.4. Views of Sampled Workers on Workload....................................................................40

4.5. Views of Sampled Workers on Financial Assistance...................................................42

4.6. Views of Sampled Workers on Work Satisfaction.......................................................44

4.7.1. Description of variables used in the regression.........................................................47

4.8. Discussions of findings................................................................................................50

CHAPTER FIVE: RECOMMENDATIONS AND CONCLUSIONS..........................55

CATUC: Catholic University of Cameroon –Bamenda

EP: Employees performance

MBO: Management by Objective

MBE: Management by Exception

MBWA: Management by Walk About

impact of work-life balance on employees’ performance with evidence from Catholic

University of Cameroon (CATUC), Bamenda. This study engaged a quantitative

management employees. This study examined the relationship between dependent

variable employee performance as an indicator identified through aggregation method

using primarily indicators (questions): ‘my supervisor gives me more guidelines to

contribute to social change by preparing employers for success while simultaneously

Employees today, may be considered as a major determinant of organization’s

success and attainment of her objectives. Organizations work to determine different

organization. For every organization to gain grounds in terms of productivity,

Signature: __Date: _

Signature: __Date: _

Signature: __Date: _