Work Life Balance and Employee Performance Among Academic Staff at the University of Nairobi, Kenya

Abstract

Work-life balance techniques enable workers to effectively manage their job and family responsibilities. This encourages attitudes and behaviours, including organizational dedication, happiness at work and desire to continue working. Organizations have used methods such as flexible working hours, leave policy, family care and support programs to encourage employees to improve performance. The main aim of this research was to analyze the influence of work life balance on performance of academic staff at the University of Nairobi. This research adopted the Spill Over Theory, Work/Family Border Theory and Social Exchange Theory. A descriptive research design was used in this research. The 2220 academic staff at UON served as the research population. Sample size was 339 respondents arrived at using Yamane formula. This research relied on primary data collected through questionnaires. Google forms were made use of in the questionnaire administration. The collected data was converted into quantitative format to make analysis using statistical package for social sciences. The statistics generated were descriptive statistics which included mean and standard deviation and inferential statistics which included both correlation analysis and multiple linear regression. The study revealed a significant positive relationship between Health and wellness programmes, Employee assistance programmes, Leave programmes, Flexible working arrangement and employee performance at UON. Regression analysis revealed that 46.1% of changes in employee performance at UON were attributed to the four variables selected in this study. In conclusion Health and wellness programmes, Employee assistance programmes, Leave programmes, Flexible working arrangement are essential in enhancing employee performance. Based on the findings, flexible working arrangement had the greatest influence on employee performance followed by leave programmes while employee assistance programmes and health and wellness programmes had the least influence. As a result, it is recommended that UON managers and policymakers should continue utilizing work life balance, as this improves their employee performance.