Two sets of questionnaires were designed for experts and working staff of the case study totaling 100 elements as the target. In this study, 81 questionnaires in all were answered and returned, which were used for analysis and conclusions. Out of this, 35 elements were targeted from experts group whereas 65 elements were targeted from the non-random sampling of employees. The questionnaires were sorted as 26 answered questionnaires from the experts whereas 55 questionnaires were obtained by quota sampling (non-random) from employees as the actual responds received. As the main objective of this paper was to gather and point out the best staff promotion policy statements and procedures to enhance employers, professionals, and practitioners for future adoption. First of all, the research findings shows that the number of years that a staff will work before being promoted is not significant in the promotion process because of other factors that may be considered within such period of work.Also, the findings showed that the number of times that a person can be or should be promoted in an organization is not significant as it depends on other factors and activities that may play a part in determining how often a person is promoted. The results obtained from the cases indicated in the hypothesis that if a staff obtains a high qualification during employment is not a guarantee for promotion.The study also showed that staff promotion as a policy does not mean that staff will climb the organizational ladder or hierarchy automatically. It means that a lot more work is taken into account once an employee is employed by helping to solve the organizational challenges for the achievement of organizational goals and objectives. Therefore, staff promotion is the advancement of an employees' rank or position in an organizational hierarchical system (Goblar et al., 2002;Tuwei et al., 2013). The following are the attributes or factors to be considered in staff promotion -experience and knowledge gained on-the-job, qualification, leadership skills, can do ability, good interpersonal relations, commitment to deliver/hard work, and punctuality but not job enrichment, job enlargement, whom you know, who knows you, and friendship, etc. This is what the research findings showed.Since this paper used several research methodologies, its findings concludes that staff promotion of an organization must be in line with the general long term budgets estimates and allocations in order to apply promotion processes and procedures appropriately, efficiently, and effectively. From the research as seen in the hypothesis indicates that, if a member of staff obtained further qualification in the course of employment does not serve as a guarantee for promotion.

This study sought to discover the potential sources of occupational stress in the Ghanaian Banking Sector and their impact on employee performance. The quantitative methodology was employed using survey instrument. Convenience sampling was used to select four top performing banks listed in the Ghana club 100 rankings. Approximately 320 respondents were selected for the study. Occupational stress had a negative significant relationship with employee performance. However occupational role was positively related with employee performance, on the other hand, personal strain was found to be a potential source of occupational stress for bankers which reduced their ability to perform. Coping strategy served as a moderator that reduced the influence of occupational stress on bankers' performance. The study concludes that, the impacts of occupational stress on bankers' performance are not necessarily negative; this is also seen to be very important in the workplace.

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Work-Life Balance: A Systematic Review IntroductionAlthough there are many factors that affect the lives of individuals, it appears work and family domains are the most important for most adults. According to (Mayrhofer, Meyer, Schiffinger & Schmidt, 2008)work-family relations are central to individuals, organizations and policy makers. These relations to a large extent affect different aspects of the individual's personal and family life including his or her life satisfaction, marital adjustment and career success (Greenhaus et al., 2003; Burley, 1995;Neal & Hammer, 2009). Organizations where people work are not spared either, work-family relations touch on issues like individual and organizational performance, job satisfaction and organizational citizenship behaviour (Chandiok, 2018;Kinnunen et al., 2010). For policy makers, these relationships lead to policies such as regulations about better combining family life with paid work, support for individuals re-entering work life after familial leaves of absence or legislative frameworks for working time and conditions (Mayrhofer et al., 2008). Today's economy is characterized by a lot of social changes that have resulted in new forms of experiencing the realms of work and family (Carlier, Llorente & Grau, 2012).These changes have heightened interest in understanding the work-family interface (Carnicer, Sanchez, Perez &Jimenez, 2004).For instance, the rising number of women in today's labour force which has resulted in an increase in the number of dual-earner families has drawn a different sociological and economic picture for families and organizations. Economically, organizations must provide an appropriate environment for these women to function well at work and sociologically, men are now expected to assume their share of domestic chores and family care activities, raising the pressure on finding ways of harmonizing personal, family and work life (Herna´ez and Idrovo, 2010 as cited in Carlier et al., 2012).The dual-earner family therefore exemplifies the complex interaction between work and family roles in modern society. It implies a psychological commitment of marital partners to both family relations and their individual careers (Elloy & Smith, 2003). Such family and work domains create the interaction and relevancy with each other (Carnicer et al., 2004) and therefore need to be managed well to achieve good outcomes. This makes workfamily relationships complex and multidimensional and remain an important ongoing academic and social policy area that requires multidisciplinary and multi-level investigation and collaboration (Heraty, Morley & Cleveland 2008).This paper therefore conducts a systematic review of empirical work on work-life balance (WLB) among dual earner families, with the purpose of organizing and evaluating the literature on work-life balance, identifying the patterns and trends within the literature and finally to identify gaps and recommend new research areas on work-life balance. The review focused specifically on how different work-life co...