Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Kim, Ji Sung; Ryu, Sangyub

doi:10.1002/pad.1794

Cited by 32 publications

(35 citation statements)

References 99 publications

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“…The WFPs that organisations implement to reduce WFC increase employee commitment to their organisations [ 44 ], thus decreasing the intention to leave [ 45 ]. Notwithstanding, the literature with studies of WFPs based on appraisal and coping theory [ 46 ] indicates that WFPs have a positive correlation with job satisfaction, and reduce stress, deliberate wrong task performance and even abandonment of work [ 47 , 48 ].…”

Section: Background and Hypothesesmentioning

confidence: 99%

I Quit! Effects of Work-Family Policies on the Turnover Intention

Medina-Garrido

Biedma‐Ferrer

Rodríguez-Cornejo

2021

IJERPH

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The retention of key human resources is a challenge and a necessity for any organisation. This paper analyses the impact of the existence and accessibility of work-family policies on the well-being of workers and their intention to leave the organisation. To test the proposed hypotheses, we applied a structural equation model based on the partial least squares path modelling (PLS-SEM) approach to a sample of 558 service sector workers. The results show that the existence and accessibility of work-family policies directly reduce the intention to leave the organisation. Moreover, this relationship also occurs indirectly, by mediating the well-being that is generated by these work-family policies. We also analysed the moderating role that gender and hierarchy could have in the above relationships. In addition to the above theoretical implications, this study has practical implications. The findings show that employees with family and work balance problems experience lower emotional well-being, more health problems and eventually higher turnover rates. To avoid these problems, management must focus not only on the implementation of work-family policies but also on their accessibility, without subsequent retaliation or prejudice to employees. Additionally, management should pay special attention to female managers, given their greater difficulty in balancing work and family life.

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Section: Background and Hypothesesmentioning

confidence: 99%

I Quit! Effects of Work-Family Policies on the Turnover Intention

Medina-Garrido

Biedma‐Ferrer

Rodríguez-Cornejo

2021

IJERPH

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“…Abu Bakr ( 2006) added that promotion is defined sometimes as a transfer that includes an individual's reassignment to another job that offers higher pay and more benefits, or more importance, or all of these benefits combined. Promotions give job satisfaction to employees that result in increased productivity along with efficiency and efficacy as well (Ji Sung & Senryu, 2017).…”

Section: Promotionmentioning

confidence: 99%

Influences of Financial and Non-Financial Compensation on Employees’ Turnover Intention in the Energy Sector: The Case of Aramco IPO

Alzahrani¹,

Shaddady²

2021

IBR

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The purpose of this research is to identify the effects of financial and non-financial compensation on employees’ turnover intention at Saudi Aramco after an initial public offering (IPO). A questionnaire was used for collecting data from 142 participants, and a simple linear regression model was used to analyse the survey results. This study revealed that the respondents agree that financial compensation is an important factor in their tendency to continue working at their company and that training is another important factor that motivates them to stay. Further, the results show that financial compensation affects employees’ turnover intentions, training positively affects their retention at their respective company, and promotion policies correlate with their turnover intentions. The study recommends that companies in the energy sector should give more attention to financial compensation, training, and promotion to motivate employees to remain in their companies. According to the research results, there are positive relationships between retention and continuing in a company based on the independent variables of financial compensation, training, and promotion.

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“…Leave management is the process involved in the requisitioning, granting or denying staff time off from work taken into consideration the effects on the institution and also ensure that records on same are kept [19,20]. This may include managing leave related to annual leave, personal or family member sickness, childbirth, and any other event that could give rise to the absence of the employee.…”

Section: Leave Managementmentioning

confidence: 99%

“…However, generally in the public sector in Ghana, sick leave may be granted up to a maximum one year. Sick leave has multiple factors connoting that there are varied health reasons leading the employee to seek permission for sick leave [20,22,36]. Sick leave may be for a short period, temporary or permanent incapacitation arising out of occupational injuries and other diseases.…”

Section: Sick Leavementioning

confidence: 99%

Exploring Leave Management Practices and Relationship with Performance of Administrative Staff: Evidence from a Tertiary Institution in Ghana

Akom¹,

Obeng-Sarpong²,

Aflakpui³

et al. 2021

ujm

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Effective leave management encompasses integrated processes that involve employees, supervisors and human resource managers. This study explored leave management practices and relationship with the performance of University administrators, using a Technical University as a case study. This became necessary due to the systemic challenges associated with the current leave management practices. The purpose of this research was to solicit the views of staff on the leave management practices and how it affects performance. Using Yamane (1967) sample determination formula, a total of 96 University administrators were conveniently selected from a population of 200 to participate in the study. A self-administered questionnaire was adopted as the primary instrument for data collection. The analysis of the results focused on the cause-effect relationship between leave management and staff performance using regression. The hypothesis that there is no linear relationship between the predictor and dependent variable was rejected. The study, therefore, concludes that there exists a linear relationship between the predictor (Leave system) and the dependent variable (Staff performance). The study further established that the leave application process at the University is more manual than electronic and also bureaucratic. It is also unevenly distributed over the year but rather heavily tilted towards the last two quarters of the year where majority of staff (86%) take their annual leave. It is, therefore, recommended that management institutes measures to enhance the efficiencies in the leave management practices by automating the processes to reduce bureaucracies, errors, and also ensure yearly even distribution of the leave.

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Employee Satisfaction With Work‐life Balance Policies And Organizational Commitment: A Philippine Study

Cited by 32 publications

References 99 publications

I Quit! Effects of Work-Family Policies on the Turnover Intention

I Quit! Effects of Work-Family Policies on the Turnover Intention

Influences of Financial and Non-Financial Compensation on Employees’ Turnover Intention in the Energy Sector: The Case of Aramco IPO

Exploring Leave Management Practices and Relationship with Performance of Administrative Staff: Evidence from a Tertiary Institution in Ghana

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