Work-life balance strategies and employees’ engagement in the food and beverage industry in rivers state

Authors

DOI:

https://doi.org/10.47909/dtr.19

Keywords:

Work-life Balance Strategies, Employees’ Engagement, Emotional Engagement, Behavioral Engagement, Work Interference with Personal-Life, Personal-Life Interference With Work, Personal Life Enhancement Of Work, Work Enhancement Of Personal-Life

Abstract

This study explores the nexus between work-life balance (WLB) strategies and employees’ engagement (EE) within the food and beverage (F&B) industry. Employing a quasi-experimental design, data was gathered from 165 employees across selected F&B organizations using a closed-ended Likert-type scale questionnaire. Data analysis via Pearson’s Product Moment correlation (PPMC) statistical technique revealed a positive and significant relationship between the dimensions of work-life balance (WLB) strategies and measures of employees’ engagement (EE) within the food and beverage (F&B) industry. Specifically, the results indicate a robust positive and significant correlation between Work interference with personal life (WIPL) and the measures of employees’ engagement: employees’ emotional engagement (EEE) and employees’ behavioral engagement (EBE), with values ranging from 0.894 to 0.881 respectively. Additionally, personal life interference with work (PLIW) demonstrates a notable positive correlation with the measures of employees’ engagement, attributing to 72.5% to 83.5% of emotional and behavioral engagement, respectively. Furthermore, work enhancement of personal life (WEPL) initiatives and personal life enhancement of work (PLEW) initiatives exhibited very strong positive associations with the measures of employees’ engagement, explaining up to 74% to 85% of emotional and behavioral engagement, respectively. These findings corroborate prior research, highlighting the significance of addressing Work-Life Balance issues to bolster employees’ engagement levels. Practically, the study underscores the importance for managers in the Food and Beverage to prioritize strategies that mitigate work-life interference, such as flexible scheduling and family-friendly policies, to foster higher EE levels. Tailored initiatives and training programs should be implemented to address specific WLB aspects identified within organizations, while fostering open communication channels to identify areas for improvement. By prioritizing WLB and supporting employee well-being, managers can cultivate a more engaged and productive workforce, ultimately contributing to organizational success. Other theoretical and practical implications for promoting WLB and fostering employees’ engagement in the Nigerian workplace are also discussed.

Downloads

Download data is not yet available.

References

Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. DOI: https://doi.org/10.1037/ocp0000056

Chen, Y., & Powell, G. N. (2012). The Impact of Work-Life Programs on Firm Productivity. Academy of Management Journal, 55(5), 1223-1247.

Doherty, L. (2004). “Work-life balance initiatives: implications for women”. Employee Relations, 26(4), 433-452. DOI: https://doi.org/10.1108/01425450410544524

Frone, M. R., Russell, M., & Cooper, M. L. (1992). Prevalence of work-family conflict: Are work and family boundaries asymmetrically permeable? Journal of Organizational Behavior, 13(7), 723-729. DOI: https://doi.org/10.1002/job.4030130708

Goffee, R., & Jones, G. (2013). Creating the best workplace on earth. Harvard Business Review, 91(5), 1-9.

Golden, T. D., Veiga, J. F., & Dino, R. N. (2008). The impact of professional isolation on teleworker job performance and turnover intentions: Does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? Journal of Applied Psychology, 93(6), 1412–1421. DOI: https://doi.org/10.1037/a0012722

Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Addison-Wesley.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268–279. DOI: https://doi.org/10.1037//0021-9010.87.2.268

Hayman, J. (2005). Psychometric Assessment of an Instrument Designed to Measure Work Life Balance, Research and Practice in Human Resource Management, 13(1), 85-91. Jones, L., & Wang, Q. (2019). Work-Family Enrichment and Employee Engagement: A Study in the Manufacturing Industry in China. International Journal of Human Resource Management, 32(4), PP. 567-584.

Kossek, E. E., & Ozeki, C. (1998). Work-family conflict, policies, and the job-life satisfaction relationship: A review and directions for organizational behavior-human resources research. Journal of Applied Psychology, 83(2), 139-149. DOI: https://doi.org/10.1037//0021-9010.83.2.139

Lee, S., & Kim, K. (2020). Personal Life Enhancement and Employee Engagement: A Study in the Manufacturing Industry. International Journal of Human Resource Management, 30(4), 410-425.

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology, 1(1), 3–30. DOI: https://doi.org/10.1111/j.1754-9434.2007.0002.x

Oktug, Z. (2013). Managing Emotions in the Workplace: It’s Mediating Effect on the Relationship between Organizational Trust and Occupational Stress. International Business Research, 6(4), 15-24. DOI: https://doi.org/10.5539/ibr.v6n4p81

Pande, T. (2000). Organisational Role Stress and Coping among Dual Career Couples along the Work Family Life Cycle. Unpublished PhD dissertation, Department of Psychology, University of Delhi.

Rich, B. L., LePine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617–635. DOI: https://doi.org/10.5465/amj.2010.51468988

Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers of employee engagement. Institute for Employment Studies. Retrieved from https://www.employment-studies.co.uk/system/files/resources/files/382.pdf

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. DOI: https://doi.org/10.1108/02683940610690169

Santos, G.G. and Cardoso, C.C. (2008). “Work-family culture in academia: a gendered view of work-family conflict and coping strategies”, Gender in Management, 23(6), 442-457. DOI: https://doi.org/10.1108/17542410810897553

Smith, J., Johnson, R., & Williams, A. (2018). The Impact of Work-Life Balance on Employee Engagement: A Study in the IT Industry in the United States. Journal of Management Studies, 45(2), 213-230.

Thompson, C. A., & Probst, T. M. (2005). Work/Family Benefits: Do They Make a Difference? Journal of Occupational Health Psychology, 10(2), 170-181.

Wang, C., Li, M., & Zhang, L. (2019). Exploring the relationship between Personal Life Interfering with Work Life and Employee Behavioral Engagement: A study in the manufacturing industry in China. Journal of Business Research, 35(2), 78-91.

Yamamoto, T., & Takahashi, H. (2019). "The Relationship between Work–Family Conflict and Employee Engagement: The Moderating Effects of Family Supportive Supervisor Behaviors (FSSB) in the Japanese Technology Industry." International Journal of Business and Management, 14(5), 112-128.

Downloads

Published

2024-05-13

Issue

Section

Research articles

How to Cite

Nwibere, B. (2024). Work-life balance strategies and employees’ engagement in the food and beverage industry in rivers state. DecisionTech Review, 3. https://doi.org/10.47909/dtr.19