Assessing the impact of work-life balance on employee performance.

Abstract

The purpose of this study was to examine the effect that work-life balance (WLB) has on employee performance in a Non-Profit Organisation (NPO) in Johannesburg, South Africa utilising mixed-methods for comprehensive findings. The quantitative phase, involving a survey of one hundred and fifty (150) non-managerial employees, achieved a 94% response rate, demonstrating strong engagement and providing robust data on employees' perceptions of work-life balance and its effect on their performance, job satisfaction and productivity. Descriptive statistics highlighted that a significant number of employees appreciate the flexible work arrangements provided by the organisation and recognised them as beneficial for enhancing job satisfaction and reducing work-related stress. However, inferential statistics revealed a strong negative correlation between excessive work hours and employee performance, suggesting that longer working hours adversely affect job satisfaction and increase stress levels. The qualitative phase included semi-structured interviews with ten (10) managerial staff, which were thematically analysed to delve deeper into the strategies employed to enhance work-life balance and the barriers faced in their implementation. Key themes identified included the challenges of aligning organisational culture with work-life balance initiatives, the effectiveness of flexible working arrangements and the critical role of managerial support in fostering a conducive work-life balance environment. The findings suggest that while the NPO is committed to supporting work-life balance, there are areas requiring improvement, such as reducing working hours and enhancing support structures for stress management. The study highlights the importance of effective work-life balance strategies in boosting employee morale, reducing turnover and enhancing overall organisational productivity. Recommendations for the NPO include strengthening flexible working arrangements, improving communication about work-life balance programmes and investing in manager training to better support employees in balancing work and personal life. The implications of these findings extend to other organisations seeking to enhance employee performance through improved work-life balance, highlighting the need for supportive policies and a culture that prioritises employee well-being.