Work Life Balance and the Performance of Academic Staff at the Selected Tertiary Institutions in Kwara State, Nigeria

第 55 卷 第 6 期

2020 年 12 月

JOURNAL OF SOUTHWEST JIAOTONG UNIVERSITY

Vol. 55 No. 6

Dec. 2020

ISSN: 0258-2724 DOI：10.35741/issn.0258-2724.55.6.45

Research article

Electrical and Electronic Engineering

W

ORK

L

IFE

B

ALANCE AND THE

P

ERFORMANCE OF

A

CADEMIC

S

TAFF

AT THE

S

ELECTED

T

ERTIARY

I

NSTITUTIONS IN

K

WARA

S

TATE

,

N

IGERIA

尼日利亚夸拉州某些高等院校的工作生活平衡和学术人员表现

Babatunde S. O.1, Olanipekun W. D.2, Lateef S. A.3*, Babalola H. B.4 1

Department of Business Administration, Faculty of Management Sciences, Al-Hikmah University Ilorin, Nigeria, ([email protected])

2 _{College of Management and Social Sciences, Summit University, Offa, Nigeria ([email protected])} 3* _{Faculty of Economics and Management Sciences, University Sultan Zainal Abidin (UniSZA),}

([email protected])

4

Department of Business Administration, Osun State University Nigeria, ([email protected])

Received: December 1, 2020 ▪ Review: December 20, 2020 ▪ Accepted: December 28, 2020

This article is an open-access article distributed under the terms and conditions of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0)

Abstract

Ascertaining the effective work and life balance of employees becomes relevant as human needs are evolved in the dynamic environment in which they operate. Several institutions, especially in the education sector have adopted the financial motivation mechanism in covering up for imbalance work life for employees. However, these challenges have persisted and require attention. We therefore aimed at examining a specific impact of work flexibility and environment on the performance of academic staff with a focus on the selected tertiary institutions in Kwara State. We retrieved 246 copies of questionnaires from academic staffs of three selected state-owned institutions. Thus, the data collected were analyzed using SPSS version 25. The new research result revealed that work-life balance through its variables (work flexibility and work environment) significantly affects the employees’ performance. We conducted a search by focusing on the work structures through work flexibility and environment and the analysis has established that work life balance significantly affects the employees’ performance through its indicators. Also, this study found out that with increase in a flexible work style not encroaching into the private life, employees reacts in a positive way and also when the environment becomes conducive, employees tend to rise their work culture thereby affecting their performance. This practical observation also goes in tandem with the position of spill over theory which best appropriates the distinctive factors between home and work. Thus, the new research results recommend making schedules to create clear boundaries between work and private space for attaining effective performance.

Keywords: Employees’ performance, tertiary institutions, work environment, work flexibility, work life balance

变得至关重要。一些机构，特别是教育部门的机构，采用了财务激励机制来掩盖雇员工作生活的 不平衡。但是，这些挑战仍然存在，需要引起注意。因此，我们旨在研究工作灵活性和环境对学 术人员绩效的特定影响，重点是在夸拉州选定的大专院校。我们从三个选定的国有机构的学术人 员中检索了 246 份问卷。因此，使用 SPSS 25 版对收集到的数据进行了分析。新的研究结果表明 ，通过其变量（工作灵活性和工作环境）实现工作与生活的平衡会严重影响员工的绩效。我们通 过工作灵活性和环境关注工作结构进行了搜索，分析发现，工作生活平衡会通过其指标显着影响 员工的绩效。此外，该研究还发现，随着灵活工作方式的增加而不侵犯私人生活，员工会做出积 极的反应，并且当环境变得有利时，员工往往会提升其工作文化，从而影响其绩效。这种实际观 察还与溢出理论的位置相吻合，溢出理论最适合于家庭和工作之间的独特因素。因此，新的研究 结果建议制定时间表以在工作空间和私人空间之间建立清晰的界限，以实现有效的绩效。 关键词: 员工绩效，大专院校，工作环境，工作灵活性，工作生活平衡

I. I

NTRODUCTION

This study was pinned on examining work life balance and performance of academic staff in tertiary institutions in Kwara State and this issue has generated uprising in the research domain.

In the global context, management and integration of work and home balance has become a pressing issue of discussion especially in the academic terrain. This may be as a result of the peculiarity of the concept and its relationship with the activities in the academic environment [1]. The educational institutions nowadays are faced with series of challenges ranging from competition, environmental challenges among others. However, the most challenging is the employees’ aspect which often times determines the outcome of other factors [2; 3]. Employees are the blood in the veins of an organization as the results of such determines the overall performance of the organization.

Consequently, employees in this sector are faced with challenges of how to integrate work and family affairs [4] in order to keep the ball of life rolling. Responsibilities such as class room works, administrative responsibilities in the university, and most importantly, self-development programs such as acquisition of higher degrees, periodic research publications, attending academic gathering such as conferences and seminars looks cumbersome for individual employee to manage with family affairs. These challenges often times overlap as employees in this category (academia) extra work hour duties and assignments such as weekends class and schedules thereby spending huge time away from home.

Thus, experiments of this nature does have direct influence on how employees perform on

the job and in their respective homes which in turn reflects in the overall performance of the both the organization and individual respective homes. However, to set the record of challenges straight, it was observed in studies that lack of work flexibility in relations to the employees often times constitute part of the lapses in performance caused by the lack of work life balance. Additionally, it was further argued that apart from the flexibility of work, the environment in which employees work contributes the outcome of the performance [5; 6]. Hence, and some of the previous study have failed to tackle this encounters in the academic terrain.

This study however was aimed at investigating the effects of work life balance through the analysis of work environment and flexibility of work hour and it returning effects on the performance of employees in tertiary Institutions. Thus, this study would serve as a guiding map for management of employees’ performance in tertiary Institutions so as to attain optimal performance or productivity.Also, this study would be of relevance to policy makers in designing healthy schedules and also creating workable conducive terrain and competitive culture for employees to thrive and perform effectively and efficiently.

Thus, as observed, this study seeks to fill the knowledge vacuum in respect to analyzing work flexibility and effective work environment in Nigerian tertiary institutions especially in Kwara State.

A. Research Questions

Below are questions raised in this study for the purpose of clarity:

i. To what extent does work flexibility affects the employees’ performance of selected Tertiary Institutions in Kwara State?

ii. To what level does work environment impact on the employees’ performance of selected Tertiary Institutions in Kwara State?

B. Research Objectives

Regarding the above stated questions, this study seeks to:

i. determine the effects of work flexibility on the employees’ performance of selected Tertiary Institutions in Kwara State, and

ii. identify the effects of work environment on the employees’ performance of selected Tertiary Institutions in Kwara State.

C. Research Hypotheses

Below are the study hypotheses stated in null format and in clear terms;

i. Work flexibility has no significant effects on employees’ performance of selected Tertiary Institutions in Kwara State, and

ii. Work environmenthas no significant effects on employees’ performance of selected Tertiary Institutions in Kwara State.

II. L

ITERATURE

R

EVIEW

A. Conceptual Meaning of Work-Life Balance

In the recent ever dynamic work terrain, individual(s) are faced with unpackaged volume of challenges in making sure that there is a balance between work and family life. Irrespective of the various definition of work-life balance, very few have found an acceptable definition and concept as it can be seen as the way of adjusting the working pattern of an employee in order to combine both work and other responsibilities together such as caring for children or elderly relative. Thus, the term work life balance has its classical meaning of being an overall level of equilibrium of an individual where an evaluation of attainment of family responsibility meets, without encroaching with work life [7]. While this was further buttress by [8] which argued work life balance to be the balance between the demands of an individual family life and work lives.

Also, in the opinion of [9], WLB is described as an employees’ observation that work activities and family life are attuned and they both tend to uphold alliance and synergy in man’s life. On the same level, As also posited in [10], WLB is the stability created by an individual which enhance independent and separate affairs of on the job and off the job domains. Furthermore, WLB is seen

as a global assessment which describes works and family resources as being sufficient to meet work and domestic burdens such that the individual involvement and role are efficient and operational enough to satisfy the both parties without hindrance [11].

This by implication means that WLB is described as the situation in which an individual was able to achieve work tasks and functions without jeopardizing the family responsibilities. Consequently, recent opinions such as those of [12] and [13; 1]. This has however assisted organizations in recognizing the limit of work responsibilities and tasks allocation as it appears that majority of the schedule of employees encroach into their personal lives thereby creating conflict of the interested parties [4].

B. Concept of Employees’ Performance As argued in [14], employees are valuable asset in any firm and that the success and performance of any business can be determined by its level of employees’ output. Thus, putting this into context ranging from perspectives and angles in which different respected authors and researchers have seen it owing to the situations and circumstances to its meaning. Employees’ performance was described in [6] as being associated with the degree of outcome which emanated from the level of input and expected result and output of task or job given. This is also measured from the perspective of not just output but the attainment of effectiveness and efficiency of results derived [14].

Consequently, according to the shared view [15]; [16]; [17], performance is described as the accumulation of resulting information arrived at using a identified job activity during a specific period of time. Thus, summarily, employees’ performance can be regarded as a targeted achievement attained during the course of a task and/or responsibility allotted to an individual with guided duration. Also, measuring employees’ performance does not only stop at meeting targets and perform a given task but rather the satisfaction of such an individual employee through improved morale [18]. This in essence implies that measuring of employees’ performance should be seen as a two valve where both the employees and organizational affairs and needs should be which will in turn influence the respective performance [19]. Hence, performance has been argued as to what determines the survival of and continuous existence of an organization and its maintenance, as it determines largely the overall performance of the organization. This has further been proven to

enhance organisations productivity and thus intensify and appropriately employ the capability of the human assets.

C. Concept of Work Flexibility

Working flexibility practical explains measures put in place by a formal system or organizations in which allows an individual or employee design a suitable working arrangement where both parties interest are factored in and put into consideration for effectiveness and expected organizational output without encroaching into the individual’s private life [20].

It was further argued in [21] that there exist numerous benefits features of maintaining a health work flexibility in an organization as it encourages and boast employees’ morale and in turn influence the level of output. Some merits were further widened [22] in terms of enhancing reduction in the overlapping of time spent at work and private life which thus increases employees’ promptness, and respect for work environment. However, the compensations for flexible working-time schedules differs in various organization, geographical location and management of employees by superior in an organization [23].

D. Concept of Workplace Environment Workplace environment was described as a component or system of structures where needs, equipment, and other facilities are put in place in order to serve and meet the requirements and needs of individual tasked with the responsibility to achieve a given set goal [24]. Consequently, workplace environment can be regarded as anything that exists around an individual saddled with the responsibility to carry out a function [25]. However, this environment consists of both internal and external where internal embodies facilities, structures, office arrangement, and welfare arrangement made to serve the employees in specific and organization in general [26]. The external are often regarded as elements which are beyond the control of the housing organization which engages the employees. However, this environment can only be monitored and used to the intended parties’ advantages [27]. Thus, determinants and factors in the environment does influences the employees’ output and in turn the overall performance of the organization. Some of the determinants of a modest and palatable workplace environment are systems where individuals can perform their respective allocated functions without panic of harm and discomfort [28], [29].

D. Empirical Review

In a study conducted by Jackson and Fransman [1] which focused on flexible-work, and the financial well-being, and how these influences the subjective practices of efficiency and individual job satisfaction with special focus on females in an higher institution. Their study hovers around determining the correlationwhich exists between flexible-work, financial welfare,female employees’ efficiency and satisfaction. The study however found that, statistically, work life balance through effective work flexibility, and efficient financial welfare structure does affect female employees’ productivity and satisfaction in the higher institutions.

In a related study [2] on work-life balance and employees’ satisfaction, which focuses on higher education teachers in Oman. The primary objective of the study was to examine WLB and satisfaction of academic staff of advanced education in Oman. The study found that while work interference with privatetime,vice versa causes negative connection with employees’fulfillment, work and individual life enrichment had a encouraging relationship with their respective job satisfaction. In essence, the findings further buttress the previous analysis as stated above.

Another study [30] dealing with work-life balance amid academia of the University of Lagos was aimed at examining work life balance and academia of the institution. However, the study discovered that the University does not have an existing policy to resolve the issue of encounters in work life balance in which respondents affirmed to an existing pitiable work condition in relations to home and work management.

Also, a study was conducted in higher education envronemnt [31] with the main objective of establishing the relationship between maintaining equillibrium betweeen work and home, employees’ satisfaction and engagement with organizational commitment among Lecturers in Indonesia. It was found that with improvement in employees’ work engagement schedule and environement in which they work, commitment tends the grow to a reasonable level of job satisfaction.

F. Theoretical Relevance 2.1 Guest’s Spill-Over Theory

In the management and business terrain, the spill-over theory, which was propounded by Guest [32], is one of the prominent theories in

work life balance after [33]. In this theory, there are similarities between what occur in the work environment and family environment. This theory emphasizes the trend of workers in transmitting individualfeelings, approaches, abilities and behaviours established at work place into their privatetime and vice-versa [32]. As observed, the spill-over theory can either be positive or negative, where the adverse spill-over stimulipressure in an individual and the optimistic spillover can tip to a greater level of satisfaction and job productivity. Consequently, as further argued in [34], studies into the field of work life balance has opined that employees who continuously work for too long hours have higher chances of work and life conflict. In furtherance, the border between work and home is unarguably weak often times and tend to spill over positively or negatively into each other [35].

Therefore, if work-family relationships are rigidly slated in relations to the work time and family time, then spill-over is certainly likely to be negative. On the contrary, when there is work and family flexibility in which allows individuals to synergize and connect work and family roles in time and work schedule, then it is likely to be positive which is instrumental in attaining healthy work and life stability. Hence, this study has found this theory appropriate for adoption as it best describes the link which exists between work and private space.

III. R

ESEARCH

M

ETHOD

This study adopted the survey strategy, with a descriptive method as it aimed at describing the phenomenon involved in the work life balance. Furthermore, the population of this study was the entire academic staff work forceof the selected Institutions in the State. In specifics, Kwara State University, Malete, Kwara State Polytechnic, Ilorin and College of Education, Ilorin recorded 447, 473 and 178 Academic staff, respectively, as of 2018. Thus, a sample of 285 was selected using the Krejcie and Morgan’s sample size table [36] (See Appendix A for table) and copies of close ended questionnaire were distributed to the targeted respondents. Lastly, the Multiple Linear Regression was employed for analyzing the collected data.

IV. R

ESULTS AND

D

ISCUSSION

This study administered two hundred and eighty-five (285) copies of questionnaire to the targeted respondents However, this study was able to retrieved from field and found reliable for analysis using the Statistical Package for Social Science.

A. Test of Hypotheses 4.1. Test of Hypothesis One

Statements in this section explicate the statistical explanation of the set hypothesis for the study which is presented in null format;

Ho1 Work flexibility has no significant

impact on the employees’ performance

Table 1. Model Summary b

Model 1

R 0.765a

R Square 0.585

Adjusted R Square 0.583

Std. Error of the Estimate 3.019

Durbin-Watson 1.865

a. Predictors: (Constant), Work Flexibility b. Dependent Variable: Employees’ Performance The table above presents the model summary and it shows that the relationship coefficient r is 0.765, which shows that there exists a very strong connection between employees’ performance (dependent variable) that is being predicted and work flexibility (independent variables). It is also clear from the table that the r2 which is the coefficient of determination is 0.585 approximately 59%. This implies that more than half of the percentage i.e. 59% change in employees’ performance can be explained by the improvement in employees’ work flexibility.

Table 2. ANOVAa Model 1 Sum of Squares Df Mean Square F Sig. Regression 3146.274 1 3146.274 345.130 0.000b Residual 2233.467 245 9.116 Total 5379.741 246

a. Dependent Variable: Employees’ Performance b. Predictors: (Constant), Work Flexibility

Table 2 above presents the ANOVA table. The F-statistic as shown from the table is significant since the probability value of .000 is less than the alpha level of 0.05, thus the model is fit. Therefore, the negative hypothesis was overruled and the alternate was accepted. This implies that, work flexibility does have significant influence on employees’ performance.

Table 3. Coefficients a Model 1 Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta (Constant) 2.892 1.314 2.202 0.029 Work Flexibility 0.874 0.047 0.765 18.578 0.000 a. Dependent Variable: Employees’ Performance

Table 3 presents the coefficient of independent variables. The coefficient of work flexibility of 0.874 suggests that there exists an affirmative affiliation between work flexibility and employees’ performance. This shows that for every increase in that predictor (work flexibility), employees’ performance increases by 87.4%. In addition, the probability and (t-statistics) value of 0.000 and (18.578) further suggests that the correlation between work flexibility and employees’ performance was substantial since alpha level of 0.05 is greater than the p-value.

The regression equation above has therefore, established that taking all factors into account (work flexibility) constant at zero, employees’ performance will be 2.892. As a result of this, it was concluded that work flexibility has major effect on employees’ performance since alpha level of 0.05 is greater than the p-value. This is in correlation with [30]. Particularly, it also aligns with [1] and [31].

4.2 Test of Hypothesis Two

Ho2 Work environment has no

significant effect on the employees’ performance

Table 4. Model Summary b

Model 1

R 0.760a

R Square 0.577

Adjusted R Square 0.575

Std. Error of the Estimate 3.036

Durbin-Watson 1.625

a. Predictors: (Constant), Work environment b. Dependent Variable: Employees’ Performance

Table 4 above presents the model summary. It shows that the parallel coefficient r is 0.760 which specifies that there exists a very robustassociation between employees’ performance and work environment. It is also clear from the table that the r2 which is the coefficient of determination is 0.577 approximately 58%. This implies that more than half of the percentage, i.e., 58% change in employees’ performance can be explained by the improvement in work environment.

Table 5. ANOVAa Model 1 Sum of Squares Df Mean Square F Sig. Regression 3029.071 1 3029.071 328.716 0.000b Residual 2220.781 241 9.215 Total 5249.852 242

a. Dependent Variable: Employees’ Performance b. Predictors: (Constant), Work environment

Table 5 above presents ANOVA table and the F-statistic as shown from the table is significant since the probability value of .000 is less than the alpha level of 0.05, thus the model is fit. Hence, the negative hypothesis was disallowed and the positive hypothesis was accepted. This implies that, work environment does significant affects employees’ performance. Table 6. Coefficients a Model 1 Unstandardized Coefficients Standardized Coefficients T Sig. B Std. Error Beta (Constant) 4.119 1.276 3.229 0.001 Work Flexibility 0.857 0.047 0.760 18.131 0.000 a. Dependent Variable: Employees’ Performance

As presented above, table 6 illustrates the coefficient of independent variables. The coefficient of time table of 0.857 suggests that there exists a constructive link amid work environment and employees’ performance. This shows that for every increase in that predictor (work environment), employees’ performance increases significantly by 85.7%. In addition, the probability and (t-statistics) value of .000 and (18.131) further suggests that the connection between work environment and employees’ performance is substantial since alpha level of 0.05 is greater than the p-value. The conclusion therefore is that improvement in work environment is a major contributor to employees’ performance. The regression equation above has therefore, established that taking all factors into account (work environment) constant at zero, employees’ performance will be 4.119. As a result of this, this analysis concludes that work environment has major effects on employees’ performance of the selected tertiary institutions since alpha level of .05 is greater than the p-value. Hence, this study conforms to [30] and [2].

V. C

ONCLUSIONS

Regarding the above results, this study comes to a couple of conclusions which are not detached from the research objectives. This study concludes that work flexibility does affects how employees react to work thereby influencing the employees’ performance. Additionally, the study concludes that when there is flexibility of work (especially work hours) for employees, it often times affect the overall performance of the organization.

In addition, this study also affirms that work environment does have momentous effect on the

employees’ performance and that availability of good work environment does play a significant effect in the performance level of employees, hence, it becomes important to maintain good working environment.

Lastly, this study has unraveled the lingering challenges in the Kwara State educational sector, especially the tertiary level where academic staff exist in an ill-mannered work schedules and unhealthy work environment thereby influencing the expected performance.

Thus, this study however, recommends that adequate flexible work structure be designed for the tertiary institutions in the State as this has been observed to be one of the major causes of deficiency in employees’ performance in the selected tertiary institutions in Kwara State. Also, this study further recommends that some of the environments in which the employees carry out their respective task are not work friendly thereby affecting the output of such an employee and in turn affecting the performance of these institutions. As observed in couple of the response of respondents, provision of these basic requirements would definitely affect their respective performance which is needs for overall efficient of the institution.

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Table for Determining Sample Size for a Finite Population

Note: N is Population size; S is sample size (source: Krejice & Morgan, 1970)

N S N S N S 10 10 220 140 1200 291 15 14 230 144 1300 297 20 19 240 148 1400 302 25 24 250 152 1500 306 30 28 260 155 1600 310 35 32 270 159 1700 313 40 36 280 162 1800 317 45 40 290 165 1900 320 50 44 300 169 2000 322 55 48 320 175 2200 327 60 52 340 181 2400 331 65 56 360 186 2600 335 70 59 380 191 2800 338 75 63 400 196 3000 341 80 66 420 201 3500 346 85 70 440 205 4000 351 90 72 460 210 4500 354 95 76 480 214 5000 357 100 80 500 217 6000 361 110 86 550 226 7000 364 120 92 600 234 8000 267 130 97 650 242 9000 368 140 103 700 248 10000 370 150 108 750 254 15000 375 160 113 800 260 20000 377 170 118 850 265 30000 379 180 123 900 269 40000 380 190 127 950 274 50000 381 200 132 1000 278 75000 382 210 136 1100 285 100000 384