Making the link between work-life balance practices and organizational performance

Beauregard, T. Alexandra; Henry, Lesley C.

doi:10.1016/j.hrmr.2008.09.001

Cited by 624 publications

(615 citation statements)

References 119 publications

(92 reference statements)

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“…The existing evidence on the association between work-life balance practices and establishment performance is mixed (Beauregard and Henry, 2009). Islam encourages employees not to work beyond their capacity (Hashim, 2010).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

High performance HRM and establishment performance in Pakistan: an empirical analysis

Ahmad

Allen

2015

Employee Relations

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Purpose: Despite a growing literature on human resource management in emerging economies, evidence from Pakistan is limited. There is scant information on both the HR practices that indigenous workplaces adopt and their associations with HR-related outcomes.This paper fills that gap by examining whether universalistic assumptions about the applicability of 'high performance' HR practices are valid in Pakistan, a country with religious values and organizational traditions that differ to those in the West.Design/methodology/approach: This study draws on the, to date, most comprehensive survey of indigenous establishments in Pakistan. The data were analysed using logistic regressions.Findings: Workplaces, in general, adopt several 'high performance' HR practices, such as extensive training, career breaks, rigorous pre-employment candidate assessment, and the sharing of strategic information with employees. Attitude surveys and the provision of training in a variety of jobs to non-managerial employees are consistently associated with better HR-related outcomes (absenteeism, quit rates, and labour productivity). Overall, the paper finds some limited support for the applicability and efficacy of high-performance HRM practices in Pakistan. Such practices conform to Islamic principles. The results also indicate, however, that cultural traits play a role in how those practices are implemented. Existing research either focuses on a relatively small number of firms, assesses HR in MNC subsidiaries, or examines a limited range of HR practices. Understanding the HR practices that are (and are not) adopted and their associations with performance outcomes will not just enhance our knowledge of HR in emerging economies, but also provide insights into how establishment performance and economic growth rates might be improved.

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Section: Hypothesis Developmentmentioning

confidence: 99%

High performance HRM and establishment performance in Pakistan: an empirical analysis

Ahmad

Allen

2015

Employee Relations

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“…Quality of work life influence employee to be supportive to their jobs, there is need for strong and effective support at various levels of employee depends on their quality of work life (Beauregard & Henry, 2009) Managerial support and the work-life climate of an organization moderate the link between work-life balance practice provision and both employee use of practices and perceptions of organizational support. (Beauregard & Henry, 2009) If management is unsupportive of employees' efforts to balance work and personal responsibilities, organizations may find that perceptions of organizational support are not enhanced and outcomes such as behaviour and organizational performance are thus unrealized.…”

Section: Quality Of Work Lifementioning

confidence: 99%

“…(Beauregard & Henry, 2009) If management is unsupportive of employees' efforts to balance work and personal responsibilities, organizations may find that perceptions of organizational support are not enhanced and outcomes such as behaviour and organizational performance are thus unrealized. Fear of harming their career prospects may discourage employees from using the work-life practices offer by organizational policy, which in turn may nullify some of the intended beneficial effects of employee quality of work life.…”

Section: Quality Of Work Lifementioning

confidence: 99%

Investigating the Impact of Organizational Policy TowardsQuality of Work Life on EmployeeEngagement in Manufacturing Company Nigeria

Chiemeke¹,

Ashari²,

Muktar³

2018

Eur. j. econ. bus. stud.

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This paper is devoted to study of organizational policy towards the impact of quality of work life on employee engagement. It is important to investigate the factors of organizational policy that have impart to influence quality of work life on employee engagement antecedent variables directly and indirect through organizational policy role. The practice in the past by organizations was for the management level staff to formulate policy for the smooth running of the organizations. While this approach is working in its own way, it is equally important to consider a novel idea of involving all employee staff in policy formulation or in the reviewing of the existing policy. Against this backdrop, this study presents findings of the three variables: organizational policy, quality of work life and employee engagement This study tends to investigate how organizational policy (OP) can have influence on employee Quality Work Life (QWL) on Employee Engagement (EE). Linkage between these three factors will be established and various levels of each of the factors will also be identified. In the paper, four major stages of organizational policy are identified namely: the policy formulation, adoption, implementation and evaluation. Policy formulation is normally embedded in the minds of individuals and it is difficult to capture or communicate to others. On the other hand, adoption, implementation and evaluation policy is formal, typically documented and easily communicated and shared with others. The study assume that the focus of organizational policy and quality of work life should be placed on the employee engagement, thus the importance of organizational policy and employee quality of work life on employee engagement should be given greater attention

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“…Low pay specifically has also been noted as a significant problem in the house keeping department of the hotels (Ogbonna and Harris 2002). Linking work-life balance practices with organisational performance remains an issue influencing staff turnover (Beauregard and Henry 2009). Staff turnover has been categorised as 'avoidable' and 'unavoidable' by Lashley (2000).…”

Section: Literature Reviewmentioning

confidence: 99%

Staff turnover in hotels: Exploring the quadratic and linear relationships

2015

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Making the link between work-life balance practices and organizational performance

Cited by 624 publications

References 119 publications

High performance HRM and establishment performance in Pakistan: an empirical analysis

High performance HRM and establishment performance in Pakistan: an empirical analysis

Investigating the Impact of Organizational Policy TowardsQuality of Work Life on EmployeeEngagement in Manufacturing Company Nigeria

Staff turnover in hotels: Exploring the quadratic and linear relationships

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