A Study of the Impact of Work Life Balance on Employee Performance.pdf

PROFESSIONAL QUALIFICATION IN HUMAN RESOURCE
MANAGEMENT
RESEARCH PROJECT REPORT
A STUDY OF THE IMPACT OF WORK LIFE BALANCE ON
EMPLOYEE PERFORMANCE
THIS RESEARCH PROJECT REPORT IS SUBMITTED AS A PARTIAL
FULFILLMENT OF THE PROFESSIONAL QUALIFICATION IN HUMAN
RESOURCE MANAGEMENT IN THE CHARTERED INSTITUTE OF
PERSONNEL MANAGEMENT SRI LANKA
THE CHARTERED INSTITUTE OF PERSONNEL
MANAGEMENT SRI LANKA
NAME : D.M.A.K. DIVISEKARA
INDEX NUMBER : PQHRM/16-204-CL/51
RESEARCH PROJECT NUMBER : 8617
DATE OF SUBMISSION: 31 OCTOBER 2019

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ACKNOWLEDGEMENT
I am using this opportunity to express my gratitude to everyone who supported me throughout the
course of this research project. I am thankful for their aspiring guidance, invaluably constructive
criticism and friendly advice during the project work. I am sincerely grateful to them for sharing
their truthful and illuminating views on a number of issues related to the project.
I express my warm thanks to Mr. Suneth Hitihamu for his support and guidance and all the people
who provided me with the facilities being required and conductive conditions for my research
project.
Thank you.

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Table of Content
Acknowledgement…………………………………………………………..………………………i
Table of content…………………………………………………………………………………….ii
Abstract……………………………………………………………………………………………vi
Declaration………………………………………………………………………………………..vii
CHAPTER 1
1.1 Introduction to the Topic…………………...……………………………...…………….……1
1.2 Introduction to the Company………………………………………………………………….2
1.3 Problem Statement…………………………….………………………………………………2
1.4 Practical Relevance of the Study…………………………………………………….………..3
1.5 Objectives of the Study………………………………...……………………………………...3
1.6 Limitation of the Study ……………………………………...…………………………..……4
1.7 Organization of the Study……………………………………..………………………………4
1.8 Chapter Summary……………………………………………………..………………………5
CHAPTER 2
2.1 Introduction………………………………………………………………...……………..…...6
2.2 Employee Performance…………………………………………………..……………………7
2.3 What Is Work Life Balance.......................................................................................................7
2.4 Employee Assistance Program (EAP)……………………..………………………………….8
2.5 Working Environment…………………………….…………………………………………..9
2.6 Working Environment Factors That Affect Employee Performance…………………..……10
2.7 Technology Advancement…………………………………………………….....……..……11

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2.8 Relationship between Technology Advancement and Employee Performance………..……11
2.9 Workplace Stress………………………………………………………………………….....12
2.10 Workplace Stress and Its Impact on Employee Performance................................................12
2.11 The Relationship between Work-Life Balance and Employee Performance……..…..……13
2.12 Chapter Summary…………………………………………………………..…………...…14
CHAPTER 3
3.1 Introduction……………………………………..……………………………………..…......15
3.2 Conceptual Framework ………………………………………………………………………15
3.3 Hypothesis……………………………………...………………………………….…………16
3.4 Operationalization Of Variables…………………………...…………………..……………..17
3.5 Saunders Research Onion Model……………………………………...……………...………22
3.6 Chapter Summary ………………………………………...………………………..…….......23
CHAPTER- 4
4.1 Introduction to the Chapter…………………………………………..…….………………24
4.2 Demographic Variable Analysis………………………………..……………….………….38
4.3 Analysis of Each Variable through Close Ended Questions………………………….……44
4.4 Qualitative Analysis of the Open Ended Questions in the Questionnaire….………......……45
4.6 Chapter Summary……………………………………..………………………….………….48
Chapter 5
5.1 Introduction to the Chapter ………………………….……………….………………………49
5.2 Conclusion…………………………………………………………….……………………..49
5.3 Recommendations …………………………….......…………………………...…………….51
5.4 Chapter Summary…………………………………..………………………...……………...52
References ………………………………………………………………………….……………53

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List of Tables
Table 3.1: Operationalization........................................................................................................ 17
Table 4.1 - Age Distribution ……………………………………..…………………………..….24
Table 4.2 Correlation – Employee Assistance Programs…………….………………………….25
Table 4.3-Regression Model Summary: Employee Assistance Programs and employee
performance ……………………………………………………………………………………..25
Table 4.4: ANOVA Employee Assistance Programs and Employee Performance………….….27
Table4.5: Coefficient Employee Assistance Programs and employee performance ………....…30
Table 4.6 Correlation – Working Environment…………………………………………….....…31
Table 4.7-Regression Model Summary: Working Environment and employee performance ….31
Table 4.8: ANOVA Working Environment and Employee Performance ……………….……...32
Table 4.9: Coefficient Working Environment and employee performance …………..……..…..33
Table 4.10- Correlation Technology Advancement………………………………………..…….33
Table 4.11-Regression Model Summary: Technology Advancement and employee performance
…………………………………………………………..……………………………………..…34
Table 4.12: ANOVA Technology Advancement and Employee Performance …………..……..34
Table 4.13: Coefficient Technology Advancement and employee performance……..…………34
Table 4.14- Correlation Workplace Stress……………………………………………...………..35
Table 4.15- Regression Model Summary: Workplace Stress and Employee performance……...35
Table 4.16 – ANOVA Workplace Stress and Employee performance……..……………………36
Table 4.17: Workplace Stress and Employee performance……………………………………...36
Table 4.18 - Close ended question on EAP……………………………………………………...39
Table 4.19- Close ended question on working environment…………………………………….40
Table 4.20 - Close ended question on Working Environment…………………….……………..41
Table 4.21 - Close ended question on workplace stress…………………………………………42
Table 4.22 - Close ended question on Employee Performance………………………………….43

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List of Figures
Figure 3.1.: Conceptual Framework……………………………………………...…………….18
Figure 3.2.: Research Onion Model…………………………………………………………...………….19
Figure 3.3 : Inductive Approach………………………………………………………..………..20
Figure 4.1 - Age Distribution……………………………………….…………………..………..25
Figure 4.2. - Gender Distribution………………………….…………………………….……….25
Figure 4.3 - Marital Status Distribution……………………….……………………………..…..26
Figure 4.4 - Distribution of Responses – Employee Assistance Programs…………………..……...39
Figure 4.5 - Distribution of Responses – Working Environment……………………………..……..40
Figure 4.6 - Distribution of Responses –Technology Advancement……………………………..……….41
Figure 4.7 - Distribution of Responses – Workplace Stress…………………………………………42
Figure 4.8- Distribution of Responses – Employee Performance……………………………...………….43

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Abstract
Employee Work Life Balance (WLB) is a major factor to increase employee performance as well
as organizational performance. Employee performance is very important for any organization to
achieve competitive advantage. ABC Company is not reaching expected performance level and it
is clear to have performance gap. The main objective of this study is to find the relationship
between work-life balance on employee performance. The research study explores the Impact of
Work-Life Balance on employee performance. Employee assistance programs, Technology
advancement, working environment and workplace stress are selected independent variables and
employee performance is the dependent variable.
Seventy four employees were selected from ABC Company to conduct this research. The required
primary data were collected through a structured Likert scale questionnaire, open ended question,
close ended questions and the researcher used correlation analysis and regression analysis in order
to test the hypotheses. The researcher used mix methodology for this research and data are
collected through questionnaires and structured interviews. In qualitative method mainly
interviews, focus groups etc. are used. Open ended questions in questionnaires will be used to
collect qualitative data. In Quantitative Method researcher used to create a correlation between the
variables identified previously. ANOVA test would be used in order to test the hypothesis.
Correlation and linear regression analysis was used to test the hypothesis further. Analyzing the
validity of the constructed hypothesis will be done using SPSS software.
In conclusion, it was found that Employee Assistant Programs, Technology Advancement,
Working Environment and Workplace Stress positively impact on employee performance. In
simply researcher found that there is a relationship between work-life balance and employee
performance.
Key Words: Work Life Balance, Working Environment, Technology Advancement, Employee
Assistance Programs, Employee Performance.

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Declaration
I hereby declare that the project report entitled “Examine the impact of work life balance on
employee performance” submitted by me is a record of bonafide project work carried out by me
under the guidance of Mr. Suneth Hitihamu. I further declare that the work reported in this project
has not been submitted and will not be submitted, either in part or full, for the award of any other
degree or diploma in this institute or any other institute or university.
Signature:……………………..
Date:…………………………..

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CHAPTER 1
INTRODUCTION
1.1 Introduction to the Topic
“A Study of the Impact of Work Life Balance on Employee Performance”
In dynamic business environment, work life balance has been one of the key issues faced by many
employees all over the world. Today workers have many competing responsibilities when they are
playing various roles. In organization, it is very important to have healthy work life balance
practices to gain a competitive advantage in the market place. The origin of work-life balance
practices spans from work-life conflict experienced by the employee (Obiageli, Uzochukwu, &
Ngozi, 2015). Maintaining work-life balance is an issue increasingly recognized as of strategic
importance to the organization and of significance to employees (Mendis & Weerakkody, 2017).
Clarke, Koch & Hill (2004) have defined that work-life balance is generally associated with
equilibrium between the amount of time and effort somebody devotes to work and personal
activities, in order to maintain an overall sense of harmony in life.
Employee performance is simply about employee behavior, contribution and commitment in the
success of organization. Armstrong (2006) have defined it as the development of quantified
objectives. Performance is not solely matter of what people achieve but how they achieve. It can
be defined as the achievement of specified tasks against predetermined. It has three identified
standards of accuracy, completeness, cost and speed (Sultana, et al, 2012). For employers, the
consequences of poor work-life balance will be poor performance, absenteeism, sick leave and
higher staff turnover, recruitment, and training costs (Mendis & Weerakkody, 2017). In this study,
researcher attempt to find the impact of work life balance on employee performance.
1.2 Introduction to the Company
ABC is an American global chain of hamburger fast food restaurants. Headquartered in
the unincorporated area of Miami-Dade County, Florida. ABC company ventures into the fast food

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restaurant chain began with the opening of three ABC restaurants simultaneously on the same day,
December 28, 2013 in Sri Lanka by the brand’s new master franchisee, an ABC Restaurants (Pvt)
Ltd, a fully-owned subsidiary of XYZ PLC. ABC is the world’s second largest hamburger chain
tracking records of serving over 11 million guests per day across 91 nations. Most of ABC
restaurants are owned and operated by independent franchisees with strong business presence in-
country. XYZ was its ultimate choice for the franchise in Sri Lanka. ABC Sri Lanka has since
expanded its footprint to 16 other locations including Kollupitiya, Rajagiriya, Mount Lavinia,
Arcade Independence Square - Colombo 07, Kandy City Centre, Central Hospital - Food Court,
Liberty Plaza, Negombo, Wattala, Fort and Bandaranaike International Airport. The restaurants
feature ABC signature flame-grilled Whopper, chicken and other specialty sandwiches with an
extra flavor of spice to satisfy the Asian tongue along with French fries, soft drinks and desserts at
an affordable price ABC Restaurants (Pvt) Ltd.
1.3 Problem Statement
Happy employees always create happy customers. ABC being a business to customer (B2C), it is
very essential to have a healthy, balanced workforce. Under these circumstances, ABC Company
have experienced a performance gap which has been continuous problem for the company since
three months. As an indicator to the problems that the organization suffers there are many
symptoms that surfers.
As per the discussion had with Head of Human Resources of the selected company, he emphasized
that the company has been faced an issue of not meeting the expected level of employee
performance. For further verification researcher checked the reviews and customer comments of
the web sites and Facebook pages of the ABC Company. Furthermore, the Head of Human
Resources elaborated that the company believes, there is a significant impact of Work-Life
Balance regarding the insufficient employee performance. Employee Turnover, Absenteeism,
Customer complaints are faced mainly by ABC Company. As it is a fast food restaurant, some
outlets of the ABC Company are highly complained by customers for low quality foods, billing
errors, unsatisfied customer service, delay in delivery.
Performance of employees in fast food restaurant play a significant role in improving operational
efficiency, building customer loyalty and boosting profits. Expectations for better services and
excellent customer experience are escalating with each passing day. Main goal is to build a team

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of highly motivated, engaged and productive employees who can ensure that customers have
satisfying experience. Fast food Industry employs the largest percentage of the workers. It is
essential to have best work life practices to achieve business goals and sustain for long run in the
market.
In this research, the company is expected to have healthy work life practices and employee
performance is expected to be increased reducing performance gap. As per the discussion had with
department heads, they highlighted the factor that their employees are actively participated their
counseling programs, counsellors are advising the company management to have healthy work life
practices.This research is conducted in fast food industry and it is mainly focused to increase
performance while having work life practices such as employee assistant programs, good working
environment, job satisfaction and technology advancement.
1.4 Practical Relevance of the Study
In this study, the researcher will aim to study whether there is a relationship between work life
balance and employee performance, while getting adequate knowledge about Fast food industry
in Sri Lanka.
This will be an actionable research and the company will be able to use findings of this research
to improve employee performance while developing healthy work life practices in the company.
The researcher will provide several suggestions to enhance employee performance in Fast food
industry in the aspect of work life balance.
This research will result a useful tool for increasing performance of fast food industry and will be
helpful to be stable in the industry. Moreover, the industry will be benefited from this study by
being able to identify the relationship between work life balance and employee performance.
1.5 Objectives of the Study
General Objective
To study the impact of work life balance on the employee performance.

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Specific Objective
The following objectives are also intended to be achieved.
 To identify the importance of work life balance.
 To identify the factors affected to improve employee performance.
 To find healthy work life practices for employees.
1.6 Limitation of the Study
There are certain limitations even though this an effective research on the topic of Examine the
Impact of Work Life Balance on Employee Performance in ABC Company. The researcher
selected 80 sample of employees which include clerical staff, hostesses and executive staff of ABC
Company. The researcher selected the sample of employees of ABC Company in order to get un-
biased and true information. The researcher selected clerical staff and hostesses for the
questionnaire and executive staff for the interview. Under this situation, all the findings and date
are un-biased and true while reflecting the current situation of the ABC Company.
1.7 Organization of the Study
In this study chapter 1 is about introduction to the study and relevant company. Chapter 2 discusses
the literature review. In 2nd
Chapter, the researcher reviewed key concepts of the study such as
working environment, working stress, technology advancement and Employee assistance
programs. In 3rd
chapter, the researcher discusses how the research is done using data collection,
conceptual framework, hypothesis and operationalization of variables. In 4th
chapter, the
researcher analyzed the data that collected through questionnaire and interviews. In 5th
chapter,
the researcher analyzed the impact of above mentioned key concepts to the employee performance
to the current employees of ABC Company. After this relationship is understood, researcher will
find the lacking factors of increasing employee performance with reference to work life balance.

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Further in this final chapter, the researcher conclude and recommend suggestions for the ABC
Company to increase employee performance in the name of work life balance in order to achieve
competitive advantage in this competitive and dynamic market place.
1.8 Chapter Summary
This chapter discussed on the general objective of carrying out the research on the impact of work
life balance on employee performance and its specific objectives. It also highlighted the scope of
the study including the limitation of the research and the researcher explained organization of the
study that is to briefly establish how each chapter is constructed to achieve research objectives.

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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
This chapter discusses the information of other researchers, scholar opinions who have completed
their research in the same field. Under this chapter, the researcher is going to decorative the term
employee performance, work-life balance, technology advancement, working environment,
employee assistance programs and workplace stress. The researcher will cover the specific areas
of work- life balance and Employee performance. The review of the literature included various
research studies of work-life balance and employee performance.
2.2 Employee Performance
Employee performance is relevant for individual employees as well as organization
(Mensah,2015). Yi Idlz et al (2008) defined employee performance as the percentage of using the
capacity of people in order to complete work successfully in a certain period of time. He further
explained that employee performance is a paramount concept in meeting organizational needs to
fulfill expectations of stakeholders.
Researchers have explained that the definition of performance does not include the results of an
employee’s behavior, but only the behaviors themselves (Aguinis, 2009). Performance means both
behaviors and results. Behavior originate from performer and transform performance from
perception to action. Not simply the instruments for results, behaviors also are outcomes in their
own right-the product of mental and physical effort applied to tasks may be judged except
for results (Brumbach, 1988). Behavior can be defined that how the task or goals are achieved. It
is not always measurable and visible. There are different kinds of behaviors that improve or impede
organizational goals (Boland & Fowler, 2000).
Organizations want active workers so as to fulfill their goals and to deliver the merchandise and
services they're specialized in and eventually to attain a competitive advantage.

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Employee performance is that the combined results of effort, ability and perception of tasks (Platt
& Sobotka, 2010). The factors that have an effect on the amount of individual performance area
unit motivation, ability and chance to participate (Armstrong, 2006). Further, there
are many factors towards the success of employees’ performance. These
factors embody physical atmosphere, equipment, important work, performance expectation,
feedback on performance, dangerous system among others. He adds that, to own a
typical performance, employers need to get the workers task done on the right track thus on bring
home the bacon the structure goals (Stup, 2003). Platt (2010) have defined the employee
performance as the connected result of effort, ability and perception of tasks. It is the key multi
character factor envisioned to achieve outcomes and has a major relationship with set objectives
of the organization (Sabir et al. 2012).
Borman and Motowildo (1993) explained that employee performance is a multi-component
concept and it is behavioral engagements from an expected outcome. They further explained that
behavioural engagement and expected outcome are related concepts to each other. Expected
outcome can be affected by factors like cognitive abilities and motivation. They further explained
that employee performance can be considered as a multi-dimensional, multi-disciplinary concept.
Anitha (2014) explained that outcome of employee performance can be financial and non-
financial and it has a direct connection with the success of the organization. Armstrong (2006) said
that top managers’ responsibility is to develop a high performance culture. Gruman and Saks
(2011) agreed that high degree of the employee commitment affects directly to increase
performance. Ind (2007) researched that companies which shared profits with employees have a
higher financial performance and development programs. Organizational performance is a symbol
of the capacity of a organization and how it achieves effectively to independent goals
(Venkatraman and Ramanujan, 1986).
2.3 What is Work Life Balance?
Balance in work and family life is a rising challenge for each staff and employers.
Kodz et el (2002) explained the principle of work life balance is that: ‘There ought to be a balance
between an individual’s work and their life outside work, which this balance ought to be healthy’

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A comfortable state of equilibrium achieved between an employee's primary priorities of their
employment position and their personal life-style. Most psychologists would agree that the
stress of an employee's career shouldn't overwhelm the individual's ability to relish a satisfying
personal life outside of the business atmosphere.
The issue of work-life balance has received a lot of attention, and therefore the completely
different actors and participants in numerous industries turning into awake to practices
for leveling work and life (Wong & blow, 2009).
Work-Life Balance is not an equal balance. Trying to schedule an equal number of hours for each
of your various work and personal activities is usually unrewarding and unrealistic (Bird, 2003).
The best individual work-life balance will vary over time often on a daily basis (Bird, 2003). Work
life balance employment practices are involved with providing scope for workers to balance
what they are doing at work with the responsibilities and interests they need outside work
(Armstrong, 2006). If the employees fail to achieve balance between the work and family, it will
definitely lead negative consequences to the individual employees as well as whole organization.
(Smith, Loudoun and Peetz, 2007). Smith (2010) have explained that employees will spend
sufficient, effective time at the job role while they are spending sufficient time on their family and
friends. De Cirei, Holmes, Abbot & Pettit (2005) stated that there is no consistent definition of
work life balance and it can be defined as an acceptable balance between their work and personal
lives. They further agreed that it is a major area in the present business world. They also agreed
that it is a important factor for both parties employers and employees. Bird (2003) explained that
if employees are trying to schedule an ezqual numbers of hours for each of various work and
personal activities, it is unrealistic and unrewarding. He further stated that individual work life
balance will vary over time often on a daily basis.
2.4 Employee Assistance Program (EAP)
An Employee Assitance Program (EAP) may be a confidential direction service offered by
employers to their staff to support their well-being within the geographical point and in their

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personal lives. Researchers (Bilal, Rehman, & Raza, 2010) disclosed the advantages of
implementing family-friendly policies and programs in organizations that may address staff work-
life balance, morale and retention, job satisfaction, and productivity. Employee
Assitance programs facilitate them address personal, non-work problems, and issues that
might probably have an effect on their work life (Wambui, Cherotich, Emily, & Dave, 2017). Even
though there may be several motives behind these policies and programs, the major reasons are to
reduce work-family conflict, increase organizational commitment, and increase individual and
organization performance (Wang, Lawler, & Shi, 2011). Employee assistance program can be
defined as work-based intervention program designed to identify and assist employees in resolving
personal problems (e.g., marital, financial or emotional problems; family issues; substance/alcohol
abuse) that may be adversely affecting the employee’s performance (Wambui, Cherotich, Emily,
& Dave, 2017)
2.5 Working Environment
The quality of the employees’ workplace environment impacts on their motivation level and hence
performance (Heath, 2006). When employees have the desire, physically and emotionally to work,
then their performance shall be increased (Boles et al., 2004). They also stated that having a proper
workplace environment helps in reducing the number of absenteeism and as a result can increase
the performance in today’s competitive and dynamic business world. The workplace environment
that is set in place impacts employee morale, productivity and engagement - both positively and
negatively (Chandrasekar, 2011). Researchers add that factors of workplace environment play an
important role towards the employees’ performance. The study is grounded on the Two Factor
Theory (Herzberg, 1986). Herzberg came to a conclusion that the aspects of the work environment
that satisfy employees are different from the aspects that dissatisfy them. The theory points out
that improving the environment in which the job is performed motivates employees to perform
better. The other theory is Weiss and Cropanzano’s Affective Events Theory (AET) which
explains the link between internal influences and their reactions to incidents that occur in their
work environment that affect employee performance, organizational commitment and job
satisfaction (Phua, 2012). According to Tripathi (2014) the work environment can be defined as
the environment in which people work that include physical setting, job profile, culture and market

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condition. Kohun (2002) have defined the workplace environment as the interrelationship between
employee and the environment that they are working. Heath (2006) have further explained it as
the physical location as well as the immediate surroundings, procedures, policies and programs
and culture. If the working environment is effective, it will give the employees a sense of pride,
satisfaction and attractiveness to perform (Humphries, 2005). Challenger (2000) have found that
physical working environment always boost and improve employee performance and productivity.
Healthy workplace environment protects the well-being of employees and enabled them to play a
complte role in order to get higher performance (Taiwo, 2010).
2.6 Working Environment Factors That Affect Employee Performance
Workplace environment includes mainly physical workplace and psychological factors. Kohun
(1992) defined working environment as a full of actions, totality of forces and other influential
factors. Brenner (2004) explained that sharing knowledge throughout the organization depends on
how the work environment is designed and how it is utilized by employees. Supervisor support is
a factor that affects psychologically to improve employee performance. Adair (1988) defined a
supervisor as a person with an experience leader who can solve problems and a role model. Rabey
(2007) explained that he can assist and guide employees in getting their jobs easier. So he can lead
to the employee performance. Vischer (2007) explained that if employees have good physical
working environment, they apply their maximum energy and full attention to perform work.
Work incentives, promotions are highly affected factors in work in environment that improves
employee performance. Chandrasekar (2011) explained that informal feedback and feedback
delivered as part of a formal performance management cycle are helpful to improve employee
performance(Chandrasekar, 2011).
Brill (1992) explained that results of the employee performance can be increased from five to ten
percent because of physical workplace. McCoy and Evans (2005) stated that working environment
should be proper to get maximum output. So physical element is playing an important role in
increasing employee performance in the aspect of working environment.

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2.7 Technology Advancement
Technology has improved people’s lives in many different ways. People can live longer, healthier
lives because of technological advancements. With development of new information and
communication technologies (ICT), existing organizations in the different industries to achieve a
competitive advantage needs to use these technologies. Organizations should withdraw the old
methods and move towards the new technologies that based on the World Wide Web context
(Parandeh, 2003). Technological advancement is the process of combining and recognizing
knowledge to generate new ideas. The development of technology has an impact on firm
performance (Mumford, 2000). Technological advancement comes from internal advancement
(Pavitt,1990) and internal advancement comes from employee capability. So there is a closer
relationship between technological advancement and employee performance (Huselid, 1995).
Employee’s performance is closely linked with technological advancement. Technological
advancement can be managed effectively through employees. Advancement makes employees
more effective and firm more efficient (Lawless and Anderson, 1996).
2.8 Relationship between Technology Advancement and Employee Performance
Hampel and Martinsons ( 2009) stated that technological advancement change the organize
policies and strategies. Madsen etal (2005) said that most of challenges in market place are
generated because of competitive market, developed technology and increasing employee
efficiency. Dauda and Akingbade (2011) said that organization should motivate the employees to
grab the new technology and organization gives incentive to employees for better performance. It
is tool for improving employees’ performance. Nohria and Gulati (1996) researched and found
that technological advancement is a mostly influenced tool for employee performance. Hitt et al
(1997) gave a same finding that technology advancement is improvement factor that technology
advancement is important factor for improvement of performance. Foster (1986) found that there
is a positive relationship between technology advancement and performance and further concluded
that it is important for employee performance.
Chi et el (1989) explained that to acquire new knowledge and technology competencies,
employees should be trained to get maximum employee performance. Li and Deng (1999) have

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confirmed that finding explaining that technology advancement can improve organization
performance.
2.9 Workplace Stress
Stress can be defined as an individual’s reaction to an environmental force that effect an employee
performance (Selye, 1956). It is also a dysfunctional for organizations and their members (Kahn,
Wolfe, Quinn, Snoek, & Rosenthal, 1964). Rose (2003) has explained that employees have a trend
towards higher level of stress regarding working time, long working hours and these factors are
reasons for reducing employee performance. Stamper & Johlke (2003) have explained that
organizational assistance, management support are cushions which act positively declining
workplace stress. Ivancevich & Donnelly (1975) have studied the link between stress with
satisfaction and performance of employees that lower stress leads higher performance. Stress on
job can be stated as the outcome of an individual due to the working environment from which he
feels unsecured (Ashfaq Ahmed & Dr. Muhammad Ramzan, 2013).Usman &Ismail (2010)
explained that stress is that state of mind of an individual in which that it is a misperception and
struggle between demands, responsibilities or opportunities and desired work outcomes.
2.10 Workplace Stress and Its Impact on Employee Performance.
Stress can be defined as a negative emotion faced by people. He further explained that it leads to
physical and psychological behavior changes that individuals faced difficulties when they are
managing their day to day tasks (Taylor, 1995). Sherman, Bohlander and Snell (2001) stated that
stress is directly affected to the individual performance and it will affect to the overall performance
of the team and department as well. Working stress can be affected in various ways to the
organizational performance like decreasing performance, lack of motivation, increasing turnover
and lack of commitment. Steers (1991) stated that it is important to consider various forms of
behaviors that are known to result workplace stress. Thompson and MChugh (1995) opined that
stress is a result of the unmatched between an individual and their environment. Blumenthal (2003)

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stated that excess workplace stress is harmful, destructive to the well-being and productivity of the
employees.
2.11 The Relationship between Work-Life Balance and Employee Performance
Work-life balance is a key factor for the employees and organization to achieve success. In simply,
it is a balance of work commitments and family responsibilities. It is balanced combination of the
individuals’ participation in their work and other aspects of their life. Rebbecca (2000) have found
that men and women have different perception on work-life balance. So, it depends on the priorities
that someone gives on their work and it is not a common rule. R. Barel & S. Bhargava have
suggested through their researches that the organization should implement work life balance
programs while incorporating the organization culture and ensuring employees commitment in
order to get maximum employee performance.
Ezzedeen and Swiercz (2002) explained that the modern work has become knowledge based, fluid,
and intellectual; overworked people think about work all of the time. For many people, work has
become cognitively intrusive. Guest (2001) explained that work life balance can impact on both
employers and employees. He further explained that it can impact on mental health, life
satisfaction, work, physical health and individual performance in employee aspect. Russell and
Bowman (2000) researched and found that when employees provide the benefits or working
condition, it helps to balance family and the work domains as work life benefits.
Stranks (2005) explained that increase level of workplace stress lead to low employee morale, poor
productivity and poor job satisfaction. Stansfield et al (2000) have explained that work related
stress impact individuals and affected ones may feel an inability to overcome or cope problems
arise in the work place.
In this dynamic and competitive business environment, work life balance a key issue faced by
many employees all over the world. Under this situation, it gives strategic importance to the
organization and paying adequate consideration for this area is a must. It really affects both
employees and employers and every other stakeholder of the company. Inadequate work life
practices lead to a big risk to employees’ well-being, their performance as well as organizational
performance.

21
Kersly et al (2005) said that work life conflict has become a key area and work life balance
practices and organizational effects should be integrated. Kumar and Chakraborty (2013) stated
that there is a significant connection between work life balance and organizational success. They
expressed that there are virtuous cycle which pertains to organization effectiveness, balanced work
life and improved performance and vicious cycle related to the imbalanced work life and poor
performance. Mendis and Weerakkody (2017) stated that proper work life balance have to
maintain in order to improve employee performance. Work life balance lead to the satisfaction and
performance of work and family (Guest, 2002).
2.12 Chapter Summary
Having analyzed past researcher’s and scholar’s findings, the researcher mainly focused on the
impact of work life balance on employee performance. Researcher reviewed on the literature
especially the impact of working stress to the employee performance, impact of employee
assistance programs to the employee performance, impact of the working environment to the
employee performance. The researcher studied and reviewed relevant theories, concepts and
findings of the scholars on the literature.

22
CHAPTER 3
RESEARCH METHODOLOGY
3.1 Introduction
Research methodology should flow from research questions and objectives. It should be handled
with the time the researcher have allocated for the study. To make study successful, data should
be collected in a right way in order to analyze the data. The whole research depend on the
Information which required by the researcher. This chapter is helpful to gather data in order to
analyze and to come conclusions.
3.2 Conceptual Framework
3.1. Conceptual Framework
Independent Variable
Employee Assistant Programs
Technology Advancement
Working Environment
Workplace stress
Employee Performance
Dependent Variable

23
3.3 Hypothesis
Null Hypothesis- there is no impact of the work life balance on employee performance.
Alternative Hypothesis- there is an impact of the work life balance and employee performance.
Hypothesis 1
H01: There is no impact of the employee assistant programs on Employee Performance.
Ha1: There is an impact of the employee assistant programs on Employee Performance.
Hypothesis 2
H02: There is no impact of the working environment on Employee Performance.
Ha2: There is an impact of the working environment on Employee Performance.
Hypothesis 3
H03: There is no impact of the technology advancement on Employee Performance.
Ha3: There is an impact of the technology advancement on Employee Performance.
Hypothesis 4
H04: There is no impact of the workplace stress on Employee Performance.
Ha4: There is an impact of workplace stress on Employee Performance.

24
3.4 Operationalization of Variables
Variables Indicators Measurement Question No.
Independent
Variables
Employee
Assistance
Programs
1. Non work problems ((Wambui,
Cherotich, Emily, & Dave, 2017)
2. Family Friendly policies and
programs (Bilal, Rehman, &
Raza, 2010)
3. Work based intervention
program (Wambui, Cherotich,
Emily, & Dave, 2017)
4. Individual & organizational
performance (Wang, Lawler, &
Shi, 2011)
5. several motives behind these
policies and programs (Wang,
Lawler, & Shi, 2011)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q
Open-ended Q
6
7
8
9
10
Working
Environment
1. Motivational level &
Performance ( Heath,2006)
2. Desire physically and
emotionally to work(Boles et
al,2004)
3. Affective Event Theory (J
Phua,2012)
4. Impact of work place
environment
(Chandrasekara,2011)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q
11
12
13
14

25
5. Factors of work place
envoironment (Herzberg,1986)
Open-ended Q 15
Technology
Advancement
1. New Technology
(Parandeh,2003)
2. Technological advancement
(Mumford,2000)
3. Internal
advancement(Pavitt,1996)
4. Firm performance
(Mumford,2000)
5. Effective and efficient
employees (Lawless &
Anderson,1996)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q
Open-ended Q
16
17
18
19
20
Workplace
stress
1. Environmental Force
(Seyle,1956)
2. Organizational assistance
(Stamper & Johlke,2003)
3. Feels unsecured (Ashfaq
Ahmed & Dr. Muhammad
Ramzan, 2013)
4. Employee performance
(Seyle,1956)
5. Key reasons (Rose,2003)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q
Open-ended Q
21
22
23
24
25

26
Dependent
variable
Employee
performance
1. Individual performance
(Armstrong,2000)
2. Results(Brumbach,1988)
3. Employee Behaviour
(Aguinis, 2009)
4. Employee tasks and
goals(Stup,2003)
5. Factors affecting
performance
(Armstrong,2000)
Likert Scale Q
Likert Scale Q
Likert Scale Q
Nominal Q
Open-ended Q
26
27
28
29
30
3.2 Operationalization of variables
3.5 Saunders Research Onion Model
Source: Research Onion- Saunders et al (2009)
Figure 3.1

27
3.5.1 Research Philosophy
The researcher would follow Pragmatism where the respective philosophy is emphasized
with the practical problems. This philosophy is based on both subjective and observable facts
where qualitative and quantitative methods will be utilized for the analysis of data.
Pragmatism
This addresses practical problems experienced by people and these problems are dealt with
directly. It will lead to adopt different views to answer the research problem.
“Pragmatism argues that the most important determinant of the research philosophy adopted is
the research question – one approach may be ‘better’ than the other for answering particular
questions.”
-Saunders et el-
Research Methods for Business Students (4th
Edition)
3.5.2 Research Approach
Saunders et al, 2009 have explained two research approaches as “Deductive” and
“Inductive” approach in research onion model. The researcher adopts the inductive approach.
3.5.3 Inductive Approach
https://www.researchgate.net
Figure 3.2 : Inductive Approach

28
Inductive approach initiate with the observation and collection of data and theories are invented
towards the end of the research as a result. At the beginning of the research no theories would
apply and the theories may develop as a result of the research.
3.5.4 Research Strategy
According to (Saunders et al, 2009), the research strategy should be decided based on the research
objectives, time and resources available for the research. In this study, the researcher’s strategy is
to conduct primary research based on the survey method done through a questionnaire. Cross-
sectional studies often employ the survey strategy (Easterby-Smith et al., 2002; Robson, 2002).
3.5.5 Research Choice
A mixed method of research design was considered suitable because of the background of
this project. This means, researcher used qualitative and quantitative data. Qualitative data have to
be converted or quantities to numerical codes in order to analyze statistically.
3.5.6 Time Horizon
Time horizon for this study is cross-sectional time horizon as this means comparing data and
conducting analysis for a given point in time. It is called ‘snapshot time horizon. If the study is
limited to a particular time, it will need a time frame to organize it well.
3.5.7 Data Collection and Analysis
Data can be collected either primarily and secondarily. Primary research is when field research is
conducted where first-hand data is obtained. When collecting primary data, researcher got higher
responses. Secondary research is when data is collected through existing theories and data of other

29
researchers and other secondary sources. Most research questions are answered using some
combination of secondary and primary data.
3.5.8 Sampling
Sampling techniques provide a range of methods that enable you to reduce the amount of data you
need to collect by considering only data from a subgroup rather than all possible cases or elements.
The sampling technique facilitates reducing the amount of data that should be collected from an
aggregated population by considering collection of data from sub groups. Many researchers, for
example Henry (1990), argue that using sampling makes possible a higher overall accuracy than a
census.
3.5.9 Population
This research is targeted clerical level employees including crew members and Hostesses of the
selected company. Population of the ABC organization is 420 employees all together but for
clerical level staff the number is 121.
3.5.10 Sample
Among this population a sample of 80 employees is estimated to be selected for this project.
Clerical staff including crew members and Hostesses at ABC Company will be selected. In this
process the gender or their age will be considered as a parameter.
3.5.11 Sampling Technique
In this research project simple random sampling technique will be used as the sampling
technique. It would be most effective and each and every item in the population has an equal
chance of inclusion in the sample.

30
3.6 Chapter Summary
Researcher used research onion model as a guide to describe the research’s methodology. Further,
researcher used operationalization of variables that is explained independent and dependent
variables. This included a sample size of 80 employees where questionnaires are being distributed
and primary research is being done using this.

31
CHAPTER- 4
DATA PRESENTATION AND ANALYSIS
4.1 Introduction to the Chapter
In this chapter, researcher focuses on analyzing collected data by using data analysis techniques
like correlation, Anova test by using SPSS software. Data collected by using questionnaire and
interviews are mainly addressing on employee performance, working environment, technology
advancement, employee assistance programs and work place stress. So in this chapter, researcher
tries to test hypothesis whether they are rejected or accepted.
4.2 Demographic Variable Analysis
4.2.1 Age
Age distribution was categorized into four subsections. According to the data, majority of the
employees fall in to the age category of 26-35 which is nearly 51%. On the other hand, age
categories of 18-25 and 35-45 comparatively have lesser number of employees and percentage
wise 30% and 13% respectively. The least number of employees belong to the age category of 46
and above and a percentage wise 6% out of the total sample population.
Age Category (Years) No of Employees
18-25 24
26-35 41
35-45 10
46 & above 5
Table 4.1 - Age Distribution

32
Figure 4.1 - Age Distribution
4.2.2 Gender
The pie chart below shows the distribution of male and female employees at ABC Company. Out
of the 80 respondents who have faced the questionnaire, 60% are female and 40% are male,
Figure 4.2. - Gender Distribution
4.2.3 Marital Status
30%
51%
13%
6%
AGE
18-25
26-35
36-45
46 or above
Male
60%
Female
40%
Gender
Male
Female

33
According to the data that has been generated by the researcher and it is presented in the above
graph, it is clear that the majority of the sample of employees was unmarried which contains 58%
and married employees are 42%.
4.3 Figure- Marital Status Distribution
4.2.4 Independent Variable – Employee Assistance Program
Correlations
Employee_Pe
rformance
Employee_Assist
ance_Programes
Employee_Pe
rformance
Pearson Correlation 1 .589**
Sig. (2-tailed) .000
N 74 74
Employee_As
sistance_Prog
rames
Pearson Correlation .589**
1
N 74 74
**. Correlation is significant at the 0.01 level (2-tailed).
4.2. Correlation Table – Employee Assistance Programs
42%
58%
Marital Status
Married
Unmarried

34
According to the correlation matrix, employee assistance programs are strongly associated with
Employee performance. Both correlation coefficients of employee performance and Employee
Assistance Programs shows positive relationship. And, Employee Assistance Programs are
statistically significant at the 0.01 level (2-tailed).
The strongest positive significant association shows in between employee assistance programs and
Employee Performance and its coefficient of correlation is 0. 589 at a 0.01 significant level.
Regression
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .311a
.097 .083 .72730
a. Predictors: (Constant), Employee_Assistance_Programes
Table 4.3-Regression Model Summary: Employee Assistance Programs and employee
performance
Regression statistics
R – 0.311
R Square - 0.097
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 3.579 1 3.579 6.767 .012b
Residual 33.325 72 .529
Total 36.905 73
a. Dependent Variable: Employee_Performance
b. Predictors: (Constant), Employee_Assistance_Programes
ANOVA Table 4.4: Employee Assistance Programs and Employee Performance

35
Coefficientsa
Model
Unstandardized Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 2.027 .606 3.347 .001
Employee_Assistance_Progr
ames
.428 .165 .311 2.601 .012
Coefficient Table 4.5: Employee Assistance Programs and employee performance
According to the model summary of the regression analysis on Employee Assistance Programs
and Employee performance, R is 0.311 which indicates that the model is successful in predicting
elements. R2
is the proportion of variance in the dependent variable which can be explained by the
independent variable. In the current study, R2
is 0.097. Correlation is significant at 0.01 level.
4.2.5 Independent variable- Working Environment
Correlations
Correlations
Employee_
Performanc
e
Working_En
vironment
Employee_Performance Pearson Correlation 1 .780**
N 74 74
Working_Environment Pearson Correlation .780**
1
N 74 74
4.6 Correlation Table – Working Environment
The correlation between Employee Performance (Dependent Variable) and working environment
(Independent Variable) is represented by the Pearson’s correlation coefficient value. (0.780) it
shows that there is a moderate degree of positive correlation.

36
Regression
Model Summary
Model R R Square Adjusted R
Square
Std. Error of the
Estimate
1 .780a
.609 .603 .64807
Table 4.7-Regression Model Summary: Working Environment and employee performance
R Square – 0.780
Adjusted R Square - - 0.609
ANOVAa
1
Regression 44.444 1 44.444 105.820 .000b
Residual 28.560 72 .420
Total 73.004 69
ANOVA Table 4.8: Working Environment and Employee Performance
Coefficientsa

37
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .086 .311 .278 .782
Working_Environment 1.033 .100 .780 10.287 .000
Coefficient Table 4.9: Working Environment and employee performance
According to the model summary of the regression analysis on working environment and
Employee performance, R is 0.780 which indicates that the model is successful in predicting
elements. R2
is 0.609. According to the coefficient table, the
regression coefficients of working environment is statistically significant. In this analysis, the
regression coefficient is 0. 240. Correlation is significant at 0.01 level.
4.3.6 Independent variable- Technology Advancement
Correlations
Employee_
Performanc
e
Technology_
Advancement
Employee_Performanc
e
Pearson Correlation 1 .670**
N 74 74
Technology_Advanceme
nt
Pearson Correlation .670**
1
N 74 74
Correlation Table 4.10- Technology Advancement

38
According to the table of correlation between Technology advancemet and employee performance
gives a positive value. Therefore, it is a strong positive relationship between Technology
advancement and employee performance which means they are statistically correlated..
The correlation coefficient value of the coefficient table (0.670) indicates a strong positive
relationship.
Model Summary
Square
Std. Error of the
Estimate
1 .670a
.449 .441 .76887
a. Predictors: (Constant), Technology_Advancement
Table 4.11-Regression Model Summary: Technology Advancement and employee
performance
R Square (R2
) will show the percentage of regression between the independent variable and the
dependent variable.
R – 0.670
R Square - 0.449
ANOVAa
1
Regression 32.805 1 32.805 55.491 .000b
Residual 40.199 68 .591

39
Total 73.004 69
b. Predictors: (Constant), Technology_Advancement
ANOVA Table 4.12: Technology Advancement and Employee Performance
According to the tables Anova table and Coefficients table, it is identified that the relationship
between Technology Advancement and employee performance was significant at 0.000 which is
less than in the significance level of 1% (0.01).
Coefficientsa
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) .297 .398 .746 .458
Technology_Advancement .932 .125 .670 7.449 .000
Coefficient Table 4.13: Technology Advancement and employee performance
According to the model summary of the regression analysis on technology advancement and
Employee performance, R is 0.670 which indicates that the model is successful in predicting
elements. R2
is 0.449.
According to the coefficient table, the regression coefficients of technology advancement is
statistically significant. In this analysis, the regression coefficient is 0. 932.

40
4.2.7 Independent variable- Workplace Stress
Correlations
Workplace_St
ress
Employee_Pe
rformance
Workplace_Stress Pearson Correlation 1 .352**
N 74 74
Employee_Performance Pearson Correlation .352**
1
N 74 74
Correlation Table 4.14- Workplace Stress
According to the table of correlation between workplace stress and employee performance gives a
moderate value. Therefore, it is moderate relationship between workplace stress and employee
performance which means they are statistically correlated.
The correlation coefficient value of the coefficient table (0.352) indicates a moderate relationship.
Regression
Model Summary
Square
Std. Error of the
Estimate
1 .352a
.124 .112 .56066
a. Predictors: (Constant), Workplace_Stress
Table 4.15- Regression Model Summary: Workplace Stress and Employee performance
R – 0.352
R Square - 0.124

41
ANOVAa
1 Regression 3.195 1 3.195 10.163 .002b
Residual 22.633 72 .314
Total 25.827 73
b. Predictors: (Constant), Workplace_Stress
ANOVA Table 4.16 – Workplace Stress and Employee performance
Coefficientsa
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 1.332 .267 4.992 .000
Workplace_Stress .240 .075 .352 3.188 .002
Table 4.17: Workplace Stress and Employee performance
According to the model summary of the regression analysis on Employee Assistance Programs
and Employee performance, R is 0.124 which indicates that the model is successful in predicting
elements. R2
is 0.352.
According to the coefficient table, the regression coefficients of Employee Assistance Programs
is statistically significant. In this analysis, the regression coefficient is 0. 352 at a 0.01 significant
level.

42
4.2.8 Hypotheses Testing
Hypotheses Status
Hypothesis 1
H01: There is no impact of the employee assistant
programs on Employee Performance.
Rejected
Ha1: There is an impact of the employee assistant
programs on Employee Performance.
Accepted
Hypothesis 2
H02: There is no impact of the working environment
between on Employee Performance.
Rejected
Ha2: There is an impact of the working environment
on Employee Performance. Accepted
Hypothesis 3
H03: There is no impact of the technology
advancement on Employee Performance.
Rejected
Ha3: There is an impact of the technology
advancement on Employee Performance. Accepted
Hypothesis 4
Rejected

43
H04: There is no impact of the workplace stress on
Employee Performance.
Ha4: There is an impact of the workplace stress on
Employee Performance. Accepted
Table 4.18: Hypotheses Testing
4.3 Analysis of each Variable through Close Ended Questions
4.3.1 Employee Assistance Programs
Q-9:
Employee Assistance Programs are helpful to increase your performance?
EAP Frequency Percentage
Yes 59 80%
No 15 20%
Total 74 100%
Table 4.19 - Close ended question on EAP

44
Figure 4.4 - Distribution of Responses – Employee Assistance Programs
As per the response provided to the question number 9 which asked whether the employee
assistance programs are helpful to increase your performance or not, it is evident that the 80% of
the sample agreed that they are helpful to increase performance.
4.3.2 Working Environment
Q-14:
Do you think your working environment affects your performance positively and negatively?
Working
Environment
Frequency Percentage
Yes 55 74%
No 19 26%
Total 74 100%
Table 4.20- Close ended question on working environment
80%
20%
EAP
Yes
No

45
Figure 4.5 - Distribution of Responses – Working Environment
Working Environment is important for employers and employees. At ABC Company 55
respondents thought that their working environment is affected their performance positively or
negatively. 19 out of 74 respondents answered that their working environment doesn’t impact their
performance increments.
4.3.3 Technology Advancement
Q-19:
Is there any impact of technology on your performance?
Technology
Advancement
Yes 38 51%
No 36 49%
Total 74 100%
Table 4.20 - Close ended question on Working Environment
74%
26%
Working Environment
Yes
No

46
Figure 4.6 - Distribution of Responses –Technology Advancement
It was found out that 51% of the sample answered they thought technology advancement impacts
their performance the rest of 49% said no to the statement. So ABC Company should advance their
technology to improve their performance and to make their works easier.
4.3.4Workplace Stress
Q-24
Do you think your workplace stress impact for your employee performance?
Workplace stress Frequency Percentage
Yes 58 78%
No 16 22%
Total 74 100%
Table 4.21 - Close ended question on workplace stress
51%
49%
Technology Advancement
Yes
No

47
Figure 4.7 - Distribution of Responses – Workplace Stress
78% of the respondents answered that workplace stress impacts their performance and 22% of the
respondents said that their performance is not affected by workplace stress. Because the majority
of sample crowed answered negatively, Organization should implement programs to reduce
workplace stress.
4.3.5 Employee Performance
Q-27
Do you think your assigned tasks are in line with company goals?
Employee
Performance
Yes 40 54%
No 34 46%
Total 74 100%
Table 4.22 - Close ended question on Employee Performance
78%
22%
Workplace Stress
Yes
No

48
Figure 4.8 - Distribution of Responses – Employee Performance
Question 29 was asked that your assigned tasks are in line with company goals. 54% of the
respondent said that their assigned tasks are in line with company goals and the rest of the sample
46% of the sample said that they do not think so. As a result of this analyze, It’s better to improve
their knowledge of company goals and how their tasks helps to achieve company goals.
4.4 Qualitative Analysis of the Open Ended Questions in the Questionnaire
4.4.1 Employee Assistance Programs
Q- What are the advantages that you are enjoying from Employee assistance programs?
It was found out that majority of the respondents said that these programs are helpful to
use technology to make the works easier. Less amount of the respondents said they are helpful to
do paper works. Very small amount of employees said that these programs are helpful to reduce
54%
46%
Employee Performance
Yes
No

49
stress. So majority of employees said that they are are not satisfied with employee assistance
programs because they are not different and they are only addressing work part.
4.4.2 Workplace Environment
Q- What are the workplace environmental factors that affect your performance?
Around 95% employees said that working as a team is a good environmental factor that can be
affected employee performance. Others said that supervisor supporting, coworkers help, and
performance feedback are encouraging environmental factors that can be affected to their
performance.
4.4.3 Technology Advancement
Q- What are the ways you can use technology to make your work easier?
Majority said that it is easy to get delivery orders and perform quickly. Some said that for
entering data, they are highly used technology. But some are not satisfied saying that they are not
trained to use technology to make their work easier.
4.4.4 Workplace stress
Q- What are the key reasons for your stress?
70% of the respondents answered that they feel stress because of workload. They
highlighted the factor that giving those targets with deadlines are highly stressed factor. They are
unhappy with incentive policy because it is based on covering targets. Some said they haven’t
sound knowledge about their performance expectations.
4.4.5 Employee Performance
Q- What are the factors taken by the organization when your performance is low?

50
65% of the respondents said when their performance is low organization giving them
target and if they achieve the target they are get incentive and the organization taking move to
find the reason for the low performance and giving them proper solutions.
4.5Qualitative Analysis of the Structured Interviews
4.5.1 Employee Assistance programs
Q1- What are the main advantages of employee assistance program according to your view?
Respondents said Lead to Increased Productivity is one of the main advantages which most of respondent
wrote when employees are distracted by personal problems, they become less motivated and creative at
work. They may also start to use more sick days in an effort to cope. Needless to say, these absences can
have serious consequences. Encourage a positive work environment is another major advantage Stress-
caused issues such as absenteeism, decreased performance, and health problems affect not only one person
but the overall work force. Additionally, if someone is experiencing a high level of stress, they may become
more defensive, argumentative, and a less communicative at work. An EAP can help a troubled employee
by providing support as well as an outlet to discuss their issues. As a result, the employee experiences an
improvement in stress-levels, which will positively affect co-workers. Lead to Increased Employee
Retention a positive work environment is a key factor in employees. This is also another answer which
respondents gave when it comes to this question.
Q2- Are there any specific field to address by EAPs in order to get higher performance? If any, what are
they?
They have addressed to the fields like family and privacy of the employees getting them linked and
connected to their personal lives, by doing this EAP Coordinators hope that employees will be more
connected to their work place. Strong counselling service, physical fitness programs will give them fresh
feelings at workplace.
4.5.2 Working environment

51
Q1- What do you think about the current working environment?
Most of the respondents are unhappy with their current work place as to like saying there are lot of areas
to improve, as to like working space, sanitary facilities and etc.
Q2- What are the ways your performance is affected by your working environment?
Most respondent said that they are unable to work in such place with the best efficiency they have because
they can’t focus on their job and especially with less concerns on their health and safety respondents feel
less secure at their work place most of the time.
4.5.3.Technology advancement
Q1- Technology advancement is a major improvement in the ABC organization. What is your opinion
about this?
Turn out to be that most of the employees in the organization are still struggling to get the maximum out of
then said technical advancement as they have yet to be received a proper training from the organization
itself for a better training in order to work with the new program and technologies.
Q2- Do you think your employees are well equipped with new technology? If not, what are the
suggestions to make them knowledgeable about new technology?
Employees are not well equipped for the new technology. They should receive more training and
development on this regard and also the new capital expenditure should be purchased in order get a full and
broader understanding about the new technology.
4.5.4.Workplace stress
Q1- What are the ways you get workplace stress?
When it comes to most of the respondents the answer of Low salaries came up. And as well as Excessive
workloads was another common answer among the respondents. Another reason was few opportunities for
growth and advancement this came up as the employees who had been in the organization for such long

52
period of time doesn’t get any opportunity to rise above their existing places. Conflicting demands or
unclear performance expectations was another reason for the major workplace stress.
Q2- What are your suggestions to get rid of workplace stress?
Starting new training and engagement program for employees came up as a new suggestion for
most of the respondents requires that. Most of the respondents said major way of getting the stress
out from the respondents is to make their salary level to appreciable rate. Another way of getting
the employee stress away is that the making a quality work environment for those people by doing
that as well we can get the employee workplace stress out.
4.5.5 Employee performance
Q1- What do you think about the current company policy about developing employee
performance?
Respondents are unhappy with current developing employee performance policy as they have lot
of areas to be covered under employee development.
Q2- What are your suggestions to improve organizational performance?
Making full usage of the Human Resources in the organization is the most respondents answer as
to like the take the maximum out of the employees is very important to improve organizational
performance. The other answer was given is the training and development needed in order to
achieve the organizational goals by doing this only they can achieve the organizational
performance.

53
4.6 Chapter Summary
The researcher collected data from the selected sampled employees and analysis using data
analysis methods. To collect data questionnaire with likert scale questionnaire nominal
questionnaire and open ended questions. And interviews. Researcher used correlation analysis,
Anova test and liner regression analysis to analyze data by using SPSS software. According to the
analysis, researcher found that there is a positive relationship between work life balance and
employee performance. In other words, there is an impact of the work life balance on employee
performance. Researcher proved this with the assistance of literature review and it is applicable
similarly for the ABC Company.

54
CHAPTER- 5
CONCLUSION AND RECOMMENDATIONS
5.5Introduction to the Chapter
This chapter describes main findings of the research and having based on these findings,
researcher makes main recommendations while discussing research objectives stated in the
beginning of the research. Further areas for future research will be discussed in this chapter.
5.6Conclusion
Key findings of this research should be in line with general objective of this study. Firstly we must
consider the general objective of this study that recognize the impact of work life balance on
employee performance in selected ABC Company. So researcher used correlation analysis to
check whether that independent variables and dependent variables are statistically correlated.
Researcher tested hypothesis and found that all null hypothesis should be rejected and alternative
hypothesis should be accepted. Significance level between all independent and dependent
variables are o.o1 level or above. It means that there is a relationship between all independent
variables and dependent variable.
According to model summaries of the regression analysis between independent and dependent
variables, R value is indicating that the model is successful in predicting element and R2
is the
proportion of variance in the dependent variable and which can be explained by the dependent
variables. This indicates that the variance in employee performance (Dependent variable) is
significantly explained by all independent variables.
According to coefficient tables, the regression coefficient of independent variables are statistically
significant.

55
So, in this research, it is proved that there is an impact of work life balance on the employee
performance of the selected ABC Company. By that general objective of this research has
achieved.
In this research, to identify the importance of work life balance is a specific objective. So as to
achieve this objective, researcher consider that with reference to earlier discussed literature in
chapter 2, R. Barel and S. Bhargava have suggested through their researches that organization
should implement work life balance programs to ensure employee ‘s commitment and employee’s
performance. So in this study, researcher has found that employee assistance programs are very
significant to have balanced work and life. But while this research is conducting, researcher has
found employee assistance programs should be in line with work life balance in order to get
maximum employee performance output. Even though a company is having employee assistance
programs, it is not enough if they are not addressing work life balance. Researcher has found that
through questionnaires and interviews, ABC Company is well armed with new technology. But it
is not helpful to improve employee performance. Interconnection between technology and
employee’s assigned tasks are very low. With reference to the literature review, past studies has
found that technology advancement improves employee performance. Dauda and Akingbade
(2011) said that organization should motivate employees to grab new technology for better
performance. But in this research, researcher has found that having technology advancement is not
successful to work and life balanced, because majority of sampled employee’s assigned tasks are
not in line with new technology.
Second objective of this study is to identify the factors to improve employee performance. So
technology advancement, working environment, employee assistance programs are highly affected
factors to improve employee performance. Workplace stress is highly affected to reduce employee
performance. It is proved in this study finding that there is an impact of the workplace stress on
employee performance.
Third specific objective of this study is find healthy work life practices to improve employee
performance. The researcher has found that in organizational level, having healthy work life
practices are advanced technology in line with employees tasks, good working environment that
reduces workplace stress. Organization should try to reduce workplace stress that raised in the
workplace. So it is helpful to balance work and life. Under this situation, it is directly affected to

56
employee performance. It is proved in the second chapter stating that Sherman, Bohlander and
Snell(2001) said workplace stress is directly affect to the individual performance and it will affect
to the overall performance as well.
So with reference to the second chapter, Guest (2002) said that work life balance lead to the
satisfaction and performance of work and family. So in this research all specific objectives and
general objective have achieved. Researcher has proved the objectives of this study by analyzing
data collected through interviews and questionnaire. It is further proved by past studies in the
second chapter.
Considering all above factors, the researcher concludes by this research that there is an impact of
the work life balance on employee performance in the selected ABC Company.
5.7Recommendations
Employee assistance programs should be improved and should be reviewed. It is recommended
that employee assistance programs should address work life balance and should adopt new
programs to solve family and work issues in organizational level. So company should introduce
new employee assistance programs like health services, physical fitness programs, counselling
services and work team get together.
ABC Company should encourage balance between work and family through making an extra effort
by reducing workplace stress, introducing new employee assistance programs that align with work
life balance, technology advancing to make the assigned tasks easier and building healthy working
environment.
ABC Company should trained employees to use new technology to make their work easier.
Because it is not enough having advanced technology. Employees should know that how it apply
to day to day work.
Employees of the ABC Company should be acknowledged how their performance affects to
achieve organizational goals. But the majority of employees are lack of knowledge about
organizational goals and how it impacts to achieve organizational performance.

57
ABC Company should build a flexible working environment to achieve better employee
performance. It is recommended that company should adopt flexible working environment to
reduce workplace stress. It is highly recommended to create new policies for working
arrangements. Most importantly, arrangements such as flexible work arrangements, compressed
work week and Work at home will enhance the employees’ performance level since the individuals
have the freedom to manage time accordingly. And organization should focus on getting the work
done on time by giving the flexibility which increases the employee health as well as employee
performance. So when employees perform well in their jobs, the organization's effectiveness also
improved. This will automatically reduce workplace stress. It is very important for work life
balance.
ABC Company should review current company policy about developing employee performance
in a manner that enhance the individuals' personal freedom in order to gain expected level of
employee performance.
5.8Area for Future Research
Researcher has found so many past studies relating impact of work life balance on employee
performance. In this research, researcher mostly focused and highlighted how the factors of work
life balance like technology advancement, workplace stress, employee assistance programs,
working environment affected to employee performance. So researcher has not divided his
research based on gender basis. It will be important that if further researches are focused on gender
basis because work life balance is considered as highly affected factor by gender.
Further it is suggested that it will be important to conduct a research to identify and analyze main
work life practices that effect on employee performance. In this research, researcher has found that
employee performance is highly affected by work life balance. Finally, it is suggested for future
researches that future studies can be undertaken such as finding work life practices that impact on
employee performance, covering similar research to various sectors like apparel, hospitality and
covering similar research on gender basis.

58
5.5 Chapter Summary
In this chapter, the researcher focused to conclude the research based on findings. It was mainly
focuses on whether there is an impact of the work life balance on employee performance. Having
analyzed the findings, researcher made suggestions to improve employee performance while
having work life practices. Further researcher stated areas for future researches as well.

59
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