Do Employee Work-Life Balance Initiatives Improve Employee Retention - Coursework Example

Do employee work-life balance initiatives improve employee retention and organisational performance? Name Institution Course Tutor Date Do employee work-life balance initiatives improve employee retention and organisational performance? Introduction Organizations are highly dynamic institutions that have multiple practises that drive their core objectives. Organizations cannot run successfully without employees who have the capacity to handle the demands present in structures of the organizations. Apart from the organizational culture and structures that employees endeavour to maintain, it is evidently clear that they also have personal lives and commitments to pursue. In most cases, the work-life conflict brings about devastating effects on employee retention and organizational performance. In this respect, it is worth noting that work-balance initiatives are extremely pertinent in the success of an organization. Work-life balance refers to the aspect of providing enabling environments where-by employees can balance between work and personal commitments. This is critical in creating a feasible environment whereby organizations can thrive in their organizations. Human resource management experts argue that, indeed, employee work-life balance initiatives play a dominant role in improving employee retention and organizational performance (Beauregard and Henry, 2009 p 11). This essay seeks to analyze the impact of employee work-life balance initiatives towards improving retention and organizational performance. Improved Retention Rate Certainly, the question whether employee work-life balance improves employee retention and organizational performance, has dominated organizational circles for decades. Managers are constantly looking for ways of enhancing the performance of their employees, and consequently, their organizations’ performance. The concept of work-life balance is indeed a pertinent initiative in improving the level of employee retention in an organization (Naithani, 2010 pp 148-149). The ability of an organization to retain its employees is highly instrumental as it is a recipe for productivity. Initiatives that instil a sound work-life balance work for employees will undoubtedly result to a high employee retention rate. Employees are likely to stick to a job that offers them an opportunity to pursue personal commitments to a certain degree. For instance, female employees with dependant children feel comfortable having flexible working hours, which can allow them to attend to their children. Flexibility of working hours is a work-life balance initiative that creates a cohesive environment for employees to give productively for an organization (Hall, 2010 p10). On the same note, it is true that the world is increasingly becoming dynamic everyday; organizations are also moving towards a dynamic approach of operations. Therefore, employees are interested in organizations that offer flexible career paths, which embrace dynamism. This implies that human resource managers have to provide a platform that offers a balance between an organization’s objectives and personal ambitions of employees. An organization that offers a flexible career path structure to its employees is more likely to have a high employee retention rate. In light of this, it is evidently clear that strategies geared towards instilling a balance between work and personal pursuits are fundamental in improving employee retention in an organization (Byrne, 2005 pp 53-55). Reduction of Work-Life conflict Conflict is serious setback in the pursuance of organizational performance; it is an aspect that organizational leaders have to deal with in order to achieve their goals and objectives. One of the root causes of conflicts is the lack of work-life balance in an organizational structure. It is widely acknowledged that employees who have a work-life conflict exhibit poor job satisfaction levels, and are not committed to an organizational objectives. This implies that organizations need to invest in their employees by putting forward feasible frameworks that create a healthy working environment (Skinner and Pocock, 2008 p 310). Human resource managers have noted the lapse in organizational performance due to increased conflicts. The remedy for this is putting up structures that will make it possible for employees to balance between their job descriptions and personal endeavours. This will reduce the work-life conflict and enhance organizational performance. Employees will find satisfaction in what they do and, consequently, the productivity of organizations will improve (Lewis and Rapoport, 2007 p 370). Work-life balance initiatives are instrumental in reducing conflict between employees and the management. A reduced work-life conflict is a viable platform of enhancing productivity among employees and significant organizational success. Organizational leaders should invest in initiatives that allow employees to balance between their jobs and personal commitments. This counteracts the effects of negative energy brought by work-life balance conflicts. Availing ample time and resources that allow employees to balance between their job and personal commitment is vital in reducing or eradicating work-life conflict. It is precisely clear that programs that enhance cordial working environments are imperative in improving productivity among employees, and enhancing an organization’s performance. Therefore, work-life balances are integral in reducing conflicts in the work environment. This feature is vital in the growth of an organization (Dalton & Mesch, 2001 p 375). Improves attendance and flexibility Research shows that absenteeism is a serious problem in organizations. Employees fail to report to their places of work because of multiple commitments. This trend has brought serious implications to organizations. The human resource department is versed with the noble function of investing in the internal and external affairs of its employees. This implies that initiating programs of encouraging a balance between work and personal commitments is extremely significant (Scandura and Lankau, 2004 p 386). Management experts argue that work-balance initiatives are elemental strategies in counteracting the challenge of absenteeism. The initiatives provide a feasible platform whereby employees can excellently perform their organizational duties, and attend to individual obligations. Studies show that organizations that create enabling internal and external environments for their employees record high performance rates. On the same note, employee absenteeism cannot thrive in a business environment that capitalizes on work-life balances (Bloom & Van Reenan, 2006 p 470). For instance, the introduction of organizational childcare centres is a program that brings a balance between work-related obligations and family affairs. Parents are able to concentrate with their jobs because of the availability of a program that enhances flexibility in their operations. This is indeed a significant platform of enhancing organizational performance. The rates of absenteeism are greatly influenced by the degree of work-life balances in an organization. In this respect, it is notable to point out that the rate of employee retention is high when an organization invests in such programs. It is widely acknowledged that employees find it easier to work with organizations that mind their external environments. This implies that employees’ external environment is critical in influencing an organization’s internal operations. With the most appropriate work-life balance initiatives, employee retention and organizational performance is enhanced (Rogier and Padgett, (2004) pp 100-101). Improved Job-related attitudes and organization’s support It is true that having the right attitude towards the performance of a job is significant in realizing the objectives of an organization. Attitudes influence the outcome of organizational goals and individual decisions. Work-life balance initiatives are major forces of influence in determining job-related attitudes and organization’s support. In other words, organizations that create ample environments for their employees have a positive impact in influencing the employees’ attitudes. Employees with a cordial balance between their work commitments and personal affairs record high rates of job satisfaction. They attend to their duties with great zeal because of the presence of a cohesive environment. Such initiatives are elemental in initiating loyalty among employees; they find contentment in what they do. Moreover, improved commitment to organizational goals is a feature that stems from investing in human resource (Anderson, Coffey & Byerly 2002 p 780). In respect to employee retention, it is evidently clear that work-life balances go a long way in streamlining the structures of an organization. With sufficient balance for the employees, it is apparent that the job-related attitudes developed help in enhancing employee retention. Employees develop a positive attitude in dealing with the demands of an organization; they have the capacity to cope with the dynamics of organizational structure. Moreover, work-life balance is integral in enhancing organizational performance. Employees are able to support the systems of an organization depending on the degree of work-life balances invested in the human resource (Perry, J and Blum, T (2000) p 1108). The performance of an organization is extremely influenced by the structures set to handle work-life balances. In this respect, it is evidently clear that work-life balances are imperative in improving individual performance and organizational performance. Conclusion In conclusion, it is apparent that human resource management is an integral feature in organizational management. The human resource department is responsible in ensuring that the human capital of an organization is strategically streamlined for growth and development. One of the aims of human resource managers is to create work-life balances. This is vital in creating an amicable environment for a healthy relationship between employees and top managers. It is important for an organization to have a cordial relationship with its employees. This implies that investing in internal and external environments for employees is critical in improving employee retention and organizational performance. Moreover, it is notable to point out that work-life balance is a recipe for organizational productivity. Employees have the capacity to enhance their capacity because of a streamlined structure, which allows them to handle their job obligations, and personal commitments. Such structures are vital in improving the attitudes of employees towards job performance. According to managerial experts, investing in human capital is one of the ways of increasing organizational outcomes. Lastly, it is evidently clear that work-life balances are fundamental in improving employee retention and organizational performance. References: Anderson, S. E., Coffey, B. S., & Byerl y, R. T. (2002) Formal organizational Initiatives and informal workplace practices: Links to work-life conflict and Job-related outcomes, Journal of Management, 28(6), 787-810 Beauregard, T and Henry, L (2009) Making the Link between work-life balance and organizational performance, The London School of Economics and Political science, Vol 1 Byrne, U (2005) Work-life balance: Why are we talking about it all? Journal of Business Information Review, 22 (1) 53-59 Bloom, N., & Van Reenan, J. (2006) Management practices, work-life balance, and Productivity, A review of some recent evidence, Oxford Review of Economic Policy, 22(4), 457-482. Dalton, D. R., & Mesch, D. J. (2001) The impact of flexible scheduling on employee Attendance and turnover, Administrative Science Quarterly, 35, 370-387. Hall, D.T. (2010) Promoting work/family balance: An organization Change approach, Journal of Organizational Dynamics, 18, 3, 5-18. Lewis, S and Rapoport, R (2007) The constraints of a work-life balance approach: an International perspective, International Journal of Human Resource Management, 18 (3), 360-373 Naithani, P (2010) Overview of Work-life Balance Discourse and its Relevance in Current Economic Scenario, Asian Social Science, Volume 6 no. 6 Perry, J and Blum, T (2000) Work-life human resource bundles and perceived organizational performance, Academy of Management Journal, 43(6), 1107-1117 Rogier, S.A and Padgett, M.Y (2004) The impact of utilizing a flexible work schedule on perceived career advancement potential of women, Human Resource Development Quarterly 15, 86-109. Skinner, N and Pocock, B (2008) Work-life conflict: Is work time or work overload more important? Asian Pacific Journal of Human Relations, 46 (3) 303-315 Scandura, T and Lankau M (2004) Relationships of Gender, Family Responsibility and flexible working hours to organizational commitment and job satisfaction, Journal of Organizational Behaviour, 18, 377-391 Read More