Migration Letters

Volume: 21, No: S11 (2024), pp. 824-836

ISSN: 1741-8984 (Print) ISSN: 1741-8992 (Online)

www.migrationletters.com

Moderate Work Life Balance Enhances Employee

Creativity At Work, But The Higher-Level Correlates
Negatively As Employee Enters The Comfort Zone
Ãmmaar Baig1, Syed Haider Tipu2, Yousaf Khan3, Ahmad Shujāã Baig4

Abstract

Work-life balance and creativity at work are gradually becoming pivotal for employee
enhancement and offer strategic value to organizational achievements. This research
discusses the concept that within the present competitive marketplace, organizations are
required to establish work-life balance only to a moderate level, and optimize creativity at work
for their valued workforce. The stratified sample included 44 participants from the HR
department and 62 participants from the Marketing departments of both the companies. Results
reveal grandeur influence (95.2%) of moderate work life balance upon employee creativity at
work (R2=0.952). In addition, the statistical analysis discloses a negative correlation (- .208*)
between higher levels of work life balance and creativity at work. Thus providing evidence that
with higher levels of work life balance, the employee enters the ‘comfort zone’ and his/her
creativity at work starts diminishing. This research will be valuable for HR professionals to
preserve discipline within the organization.

Keywords: Employees, moderate, work life balance, creativity at work, comfort zone.

Introduction

In a culture occupied with contradictory responsibilities and obligations, work-life balance has
developed a prevailing concern in the place of work. Lockwood (2003) advocates that
worldwide competition, transformed curiosity in family / personal standards and aging
workforce, contributes to the importance and interest of thoughtful deliberation of work-life
balance. Progressive HR professionals pursuing innovative and creative customs to augment
the competitive advantage within their organizations in the flea market, discover that win-win
solutions must be offered for experimentations in work-life balance.

It is crucial to understand that stress deals with emotions, which includes anxiety, and
affects a person’s psychological well-being and overall body functions and health (Lazarus,
1999). In today’s competitive environment, the main concern of the company is to have a highly
competitive workforce as the workplace is competing in a challenging global environment. The
organizational practices are reducing costs, increasing profits, creativity and improving

1
Business Analyst, the Resource Group Pakistan.
2
Assistant Manager HR, Pearl Confectionary Pvt. Ltd.
3
Lieutenant in Pakistan Navy, Karachi Pakistan.
4
Associate Consultant, Associate Consultant at Sidat Hyder Morshed Associates Pakistan.
 Ãmmaar Baig et al. 824

operations (Nadeem & Abbas, 2009). Work life balance is an important practice which is
currently used by employers to attain different organizational goals, such as; employee loyalty,
employee organizational citizenship behavior, improved customer services, higher productivity
and employee creativity (Saher et. al., 2014). Work life balance is a facet of HR for enhancing
organizational consciousness with respect to human resource regulations and practices (De
Cieri et.al, 2005). Sometimes companies driving economic returns will forget the employee
well-being and it takes toll on the workers within the organization (Anwar, Hasnu & Janjua,
2013).

Work-Life Balance
It becomes a self-fulfilling prophesy, if a worker is happy with his/her non-working role, he/she
can perform better at work as well (De Cieri et.al, 2005). Employees are using work life balance
to promote innovation and creativity in the workplace.

Work-Place Innovation
Innovation means the autonomy for employees to think out of the box and put creative ideas
into the original realms. This can be achieved when employees are empowered, promoted and
rewarded for their creative ideas (Anwar, Hasnu & Janjua, 2013). Achieving creativity at work
produces uniqueness, which yields originality and unpredictability, while bringing productivity
and profitability to the workplace (Creativity at Work, 2014).
In this research our objective is to analyze the role of work-life balance upon employee
creativity at work. We are interested in the ‘percentage of influence’ of work-life balance
(independent variable) upon creativity at work (dependent variable). Furthermore, we would
like to analyze the difference between departments and organizations for the above two
variables. The purpose of the study is to determine the relationship and advantage between the
work life balance and employee creativity at work. By applying work life balance the
organizations can achieve the uniqueness that will provide them with a competitive advantage.

Model for Work Life Balance and Creativity at Work by Authors

CREATIVITY @ WORK

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825 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

Experimentati
Flash of Careful
on for New
Creative Style Devine Planning & Self-Satiation
Workable
Inspiration Forethought
Ideas

Literature Review
Swift (2002) estimates, “Juggling competing demands is tiring if not stressful and brings lower
productivity, sickness, and absenteeism, so work-life balance is an issue for all employees and
all organizations.”

Some of the factors that are considered to be the main cause of high levels of stress are
time limits, unreasonable requirements and relationships (Feuerstein et al., 2004).

Traynor (1999) proposes a state-of-the-art approach for work-life benefits. “Total life
planning” enables employee to understand imperative aspects of their personal and professional
life, as well as its relationship with environment, spirituality, career and finances. Hence, to
improve work-life balance, employees select the obtainable choices for their improvement and
development through creative customized life plans, which establishes a goal-oriented
atmosphere with meaningfulness and transformational constituent for individual employees.

Work-Life Balance
When increased emphasis is given to financial results and customer satisfaction, to enhance the
reputation of the company, it is seen that minimum efforts and focus are applied in the sphere
of employee well-being (Anwar, Hasnu and Janjua, 2013).

Literature is full of the many benefits attached to work-life balance

Work-life balance enhances the reputation of the company and increases employee
productivity. Work-Life Balance, from employee’s point of view, is taken as balancing the
work responsibilities, and other tasks performed after work, in an efficient manner. Work-Life
Balance can define strategies that enhance the autonomy of workers in managing and
integrating working and non-working life aspects of the workers together (De Cieri, et.al,
2005). In recent times the term work-life balance is often replaced by the term work-family
 Ãmmaar Baig et al. 826

balance (Lazar, 2010). According to (Nadeem & Abbas, 2009) work-life balance is defined as
equilibrium between the demands of work and the life of a worker. A disequilibrium between
the work demands and life creates ‘Work-Life Conflict’. Creating this equilibrium between
work and life responsibilities is a dilemma for workers due to demanding work schedules and
pressure of deadlines.

Two perspectives for Work-Life Balance

Work-Life Balance Strategic HRM Issue
It has been argued that organizations have to implement Work-Life Balance strategies
to meet the changing needs of employees and to retain the best workforce (Bruck et al., 2002).
Employers these days have to implement Work-Life strategies to enhance; employee
commitment, satisfaction, employee morale, and reduce work related stress. Such
organizations are in a better position to recruit and retain the best work force (De Cieri, et.al,
2005).
Employees as Stake Holders in Work-Life Balance
According to (De Cieri, et. al, 2005) an organization is a body of different stake
holders. When organizations ignore the share of one stake holder over another, then sustainable
competitive advantage is not achieved. Organizations are aware and careful about the social
responsibilities attached to it (Nadeem, 2009).

Employee Creativity at Work

Employee Creativity is defined as the creation of new ideas relating to products, process and
services (Zhou & Shalley, 2003). Innovation and employee creativity are interchangeable
terms. Innovation is defined as putting the creative ideas into reality, and this is only possible
when creative ideas are rewarded in an organization (Anwar, Hasnu and Janjua, 2013).
Currently there are two influential models that are at work and despite their differences and
similarities these models complete each other (Zhou and Shalley, 2003).
Componential Model of Creativity
According to Amabile (1996) there are three components of creativity; a) Domain
related skills refer to the factual knowledge and expertise in an area, and is affected by
education, perceptual, motor and cognitive capabilities. b) Creativity relevant process includes
tacit and explicit knowledge pertaining strategies, for producing creative ideas. For example
training in creative skills and strategies, working experience in creative activities, and certain
personality traits influence creativity and innovation (Basadur, Wakabayashi & Graen, 1990).
c) The third component according to Amabile (1996) for creativity is task motivation which
includes; individual attitude towards a task, and the urge to work towards it. In general,
individual motivation can be divided into intrinsic and extrinsic levels of motivation.
According to ‘Cognitive Evaluation Theory’ by Zhou and Shalley (2003), individuals are
motivated intrinsically when they feel competent and self-determined towards a task, from
within. However, extrinsic motivation is provided within the environment through the
‘incentives’ which are attractive and self-actualizing, to entice employees for performance
enhancement.

Interactionist Approach of Creativity

According to Woodman, Sawyer and Griffin (1993), creativity resides as an ‘individual set of
phenomena’ that can be affected by both dispositional and situational variables. For example,
at individual level; cognitive capabilities, motivation, knowledge, style, personalities, etc. are
important. At the group level; cohesiveness, size, diversity, norms, roles and problem solving
approaches are important for creativity. Finally, at organizational level; technology, culture,
rewards, and strategies are most important. The transformation of all these inputs will create
the environment for, and generate the creative ideas and innovative procedures.

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827 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

In situations that create stress, emotional responses increase the adrenocorticotropic

hormone which then activates the adrenal cortex and as a result it secretes cortisol (Kemper,
1990). It is important to note that the changes in the cortisol level are indicative of one’s stress
level (Melamed et al., 1999). Solutions for decreasing stress and anxiety in employees depends
upon reducing the level of cortisol. There is some information on how to reduce the level of
cortisol in stressful situations as well as the effects of creative activities on cortisol levels
(Kirsch Baum & Hell hammer, 1994).

Research Methodology

Participants and Sampling

Participants were selected from a local textile giant and a multi-national chemical company.
The participants were taken from the Human Resource Management and the Marketing
departments of these companies. Data was collected through ‘Stratified sampling’ for this
research. Within our ‘survey’ method, both the populations varied, so it was advantageous to
sample each of the ‘stratums’ (subpopulations) independently. Initially, to satisfy the
stratification process, the members were divided into homogenous groups (BBC, 2014).
Secondly, the participant employees were ‘randomly’ chosen, such that every respondent had
the ‘same probability’ of being selected, totally by chance. Questionnaires were forwarded to
120 employees, but were returned by only 106 participants. Organization wise stratification is
(63 from the local textile mill and 43 from the multi-national chemical company) and
departmental wise (44 participants from the HR and 62 participants from the Marketing
Departments of both the companies).

Quantitative Measures

Work-Life Balance Questionnaire

The quantitative analysis of Work Life Balance is determined through adapting (Gill, 2000)
and (Civil Service UK, 2000) Questionnaires. Our questionnaire was developed on a 5 point
‘Likert’ Scale from Highly Agree to Highly Disagree. It consisted of 26 items planned to
measure three magnitudes of “work life balance”: (PLIW) personal life interfering at work,
(WIPL) work-interfering with personal life, and (WPLE), work/personal life enhancement.
Only question nos. 11, 18 and 26 have reverse scoring. The ranges reveal; Fragile Work Life
Balance scores from 20-50, Moderate work-life balance scores from 51-100, and Resilient
work-life balance scores from 101-130.

Creativity Questionnaire
Our questionnaire has 26 items rated on a 5 point Likert Scale (From Highly Agree to Highly
Dis Agree). The first questionnaire for Creativity was developed by Kumar, Kemmler and
Holman (1997), while working together at West Chester University. The Queendom (2014)
questionnaire for creativity is used as a second reference for developing our Creativity
Questionnaire. The ranges reveal; Diminutive creativity at work scores from 20-50, Moderate
creativity at work scores from 51-100, and Robust creativity at work scores from 101-130.
Statistical analysis of the data was conducted through Regression Analysis, to show
the percentage of influence (R2) of independent variables upon the dependent variables.
Moreover, analysis was completed through Cronbach’s alpha, t-test, descriptive statistics,
model summary and ANOVA.

Results and Discussion

 Ãmmaar Baig et al. 828

This study examined the relationship between work-life balance and creativity at work. The
Cronbach’s Alpha shows ‘moderate’ reliability within the two variables for both the
departments of the two companies.

Table I - Reliability Statistics

Cronbach's Alpha Based on

N of Items Cronbach's Alpha Standardized Items
10 .537 .648

Hypothesis 1 a): Employees maintaining ‘More Resilient’ work life balance reveal ‘More
Robust’ creativity at work, and Vice versa. (Rejected) (Shown in Table IV)

Hypothesis 1b): Employee Work-Life Balance depicts grandeur influence upon their
Creativity at Work. (Accepted) Cronbach’s Alpha = 0.537, t = 66.240 & 77.141 significant at
0.00 level 2-tailed. Regression Analysis; R = 0.975 & R2 = 0.952 (showing that work life
balance has 95.2% influence upon employees creativity @ work). And Beta Coefficient = 0.975
at significant level. (Shown in Table V, VI and VII)

Table II - Descriptive Statistics for work-life balance and creativity @ work

N Mi Maximu Mean Std. Skewness Kurtosis
n m Devia Stats Stats
tn Std. Er Std. Er
Work Life 10 40. 69.00 54.981 8.545 -.191 .235 - .465
Balance 6 00 1 1.102
Creativity @ 10 50. 101.00 83.207 11.10 -.912 .235 .480 .465
Work 6 00 5 5

Table III - One-Sample Test for work-life balance and creativity @ work
(Test Value = t df Sig. (2- Mean 95% Confidence Interval
0) tailed) Difference of the Difference
Lower Upper
Work-Life 66.240 105 .000 54.98113 53.3353 56.6269
Balance
Creativity @ 77.141 105 .000 83.20755 81.0688 85.3463
Work

Table IV Showing that Higher Work Life Balance has Negative Correlations with
Creativity @ Work
N Creativity @ Work Alpha

(Pearson r)

Work Life Balance 106 - .208* .033

*. Correlation is significant at the 0.05 level (2-tailed).

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829 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

Core (2015) proposes that when employees enter their ‘comfort zone’, they feel stable
and very relaxed. Habitually, it happens when there are not much challenges and the job takes
a consistent routine. Although employees’ spirit will experience the height of happiness in their
mental state, they will probably become less innovative and with reduced efforts, which can
stifle their efficiency and in turn, development of the corporation.
According to Lauristen (2012) states that most people are employed in jobs that they
do not enjoy, and their jobs are not aligned with their personal values. The welfares of the
worker have become additional to administration concerns as bosses seek to evade the damage
of “commitment” and “potential creativity” and ‘intimidations of litigation’ by not speaking
about needs of employees (Doherty & Tyson, 2000). With this concept in mind we can easily
understand that too much work life balance will make people relaxed and they will enter their
comfort zone, which is deteriorating for the organizations.

Table V - Regression: Model Summary

Dependent Variable R R2 Adj R2

Creativity @ Work .975 .952 .951

a. Predictor: (Constant) Work Life Balance b. Dependent Variable: Creativity @ Work

Table VI - ANOVAc,d
Model Sum of df Mean Square F Sig.
Squares
1 Regression 710631.204 1 710631.204 2060.722 .000a
Residual 36208.796 105 344.846
Total 746840.000b 106
a. Predictors: Work Life Balance b Dependent Variable: Creativity @ Work

Table VII - Coefficientsa,b

Model Un-standardized Standardize t Sig.
Coefficient d
Coefficient
B SE B

Constant

1 Work Life .032 . 975 45.39 .000

Balance 1.472 5

a. Dependent Variable: Creativity @ Work

The regression values for work life balance and creativity signifies a strong relationship.
According to this data it is evident that for 95% of the workforce, work life balance is affecting
creativity within the work place.

Hypothesis 2: Employees of marketing department conserve moderate work-life

balance influencing to enhance their creativity @ work, slightly better than employees of
human resource department.
 Ãmmaar Baig et al. 830

Employees of the marketing departments preserve a moderate work-life balance

leading to enhancement of their creativity within the workplace, and similarly employees
within the Human Resources departments also have moderate work-life balance leading to
augmented creativity at work. (Accepted) For Mkt department t = 44.722 & 113.106
significant at 0.00 level 2-tailed. Regression Analysis; R = 0.985 & R2 = 0.971 (showing that
work life balance has 97.1% influence upon creativity of employees). And Beta Coefficient =
0.985 at significant level. For HR department t = 54.352 & 39.846 significant at 0.00 level 2-
tailed. Regression Analysis; R = 0.968 & R2 = 0.937 (showing that work life balance has 93.7%
influence upon creativity of employees). And Beta Coefficient = 0.968 at significant level.
(Shown in Table VIII to XIIB).

Table VIII - Descriptive Statistics b/w WLB and Creativity @ Work for Marketing and
HR Departments
N Mini Maxi Mean Std. Skewness Kurtosis
mum mum Deviati
on
Sta Stats Statist Statis Statistic Statis Std. Statis Std.
ts ic tic tic Erro tic Error
r
Marketing Work 62 40.00 69.00 54.14 9.53311 -.132 .304 - .599
Life Balance 52 1.371
Marketing 62 76.00 101.0 88.20 6.14080 .048 .304 -.890 .599
Creativity @ 0 97
Work
HR Work Life 44 44.00 68.00 56.15 6.85377 .088 .357 - .702
Balance 91 1.183
HR Creativity @ 44 50.00 98.00 76.15 12.6783 -.120 .357 -.786 .702
Work 91 9

Table IX - One-Sample Test for work-life balance and creativity @ work for Marketing
and HR Departments
(Test Value = 0) t df Sig. Mean 95% Confidence Interval
(2- Differen of the Difference
tailed ce Lower Upper
)
Marketing Work-Life 44.722 61 .000 54.1451 51.7242 56.5661
Balance 6
Marketing Creativity @ 113.10 61 .000 88.2096 86.6502 89.7691
Work 6 8
HR Work-Life Balance 54.352 43 .000 56.1590 54.0754 58.2428
9
HR Creativity @ Work 39.846 43 .000 76.1590 72.3045 80.0137
9

According to Regression Analysis, the influence of work life balance upon creativity
@ work for the Marketing Department employees (97.1%) is slightly higher than the HR
department employees (93.7%). Marketing Department employees have to be creative in all
aspects, and their survival in the industry is dependent on their creativity. Likewise, the Human
Resource Department employees have to deal with changing personalities, so they also need to

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831 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

be more creative with changing phases. Their policies keep changing for providing positive
results for efficient employees.
Florida and Goodnight (2005) establish that a company’s greatest asset is its ‘Creative
Capital’ and not the transportation systems, political influence nor the raw materials.
Professionals, whose prime obligation includes problem solving, designing and innovation, are
the creative inhabitants, about one third of the American workforce, taking half of the salaries,
and enhancing ‘economic growth’. It is certain that for success of the organization, these people
need to be entrusted. More research is required to manage for ‘concentrated creativity’. And
how organizations can improve quality, raise productivity and increase efficiency, although
accommodating for chaotic and complex nature of the process for creativity @ work.

Table XA - Regression: Model Summary for Marketing Department

Dependent Variable R R2 Adj R2

Creativity @ Work .985a .971 .970

a. Predictor: (Constant) MD-Work Life Balance b. Dependent Variable: MD-Creativity

@ Work

Table XB - Regression: Model Summary for Human Resource Department

Dependent Variable R R2 Adj R2

Creativity @ Work .968a .937 .936

a. Predictor: (Constant) HRD-Work Life Balance b. Dependent Variable: HRD-

Creativity @ Work

Table XIA- ANOVAc,d for Marketing Department

Model Sum of Sqrs df Mean F Sig.
Square
1 Regression 470645.521 1 470645.521 2039.963 .000a
Residual 14073.479 61 230.713
Total 484719.000b 62
a. Predictors: MD-Work Life Balance b Dependent Variable: MD-Creativity @ Work

Table XIB- ANOVAc,d for Human Resource Department

Model Sum of Sqrs df Mean F Sig.
Square
1 Regression 245602.613 1 245602.613 639.343 .000a
Residual 16518.387 43 384.149
b
Total 262121.000 44
a. Predictors: HRD-Work Life Balance b Dependent Variable: HRD-Creativity @ Work

Table XIIA - Coefficientsa,b for Marketing Department

Model Un-standardized Standardiz t Sig.

Coefficient ed
Coefficient
 Ãmmaar Baig et al. 832

B SE B

Constant

1 Marketing Work 1.585 .035 .985 45.16 .000

Life Balance 6

a. Dependent Variable: Marketing Creativity @ Work

Table XIIB - Coefficientsa,b for Human Resource Department

Model Un-standardized Standardi t Sig.
Coefficient zed
Coefficient
B SE B

Constant

1 HR Work Life 1.321 .052 .968 25.28 .000

Balance 5

a. Dependent Variable: HR Creativity @ Work

Hypothesis 3: Employees of a multinational chemical organization affirm moderate
work life balance and consecutively enhanced creativity at work, as similar to employees of a
native textile organization. (Accepted with a difference of only 1.2%)

For MN Chemical Corporation t = 76.988 & 90.708 significant at 0.00 level 2-tailed.
Regression Analysis; R = 0.995 & R2 = 0.990 (showing that work life balance has 99.0%
influence upon creativity of employees). And Beta Coefficient = 0.995 at significant level. For
Local Textile Company t = 115.330 & 51.238 significant at 0.00 level 2-tailed. Regression
Analysis; R = 0.989 & R2 = 0.978 (showing that work life balance has 97.8% influence upon
creativity of employees). And Beta Coefficient = 0.989 at significant level. (Shown in Tables
XIII to XVIIB).

Table XIII - Descriptive Statistics b/w WLB and Creativity @ Work for Multi National
Company Chemical & Local Textile Company
N Min Max Mean Std. Skewness Kurtosis
Dev.
Sta Stats Statist Statis Statisti Statis S. Statis S.
ts ic tic c tic Er tic Err
MNC Chemical 43 40.0 52.00 45.93 3.9121 -.028 .36 - .709
WLB 0 02 0 1 1.207
MNC Chemical 43 68.0 99.00 88.13 6.3717 -.771 .36 .860 .709
C@W 0 95 4 1
Local Textile 63 55.0 69.00 61.15 4.2090 .424 .30 - .595
WLB 0 87 8 2 1.109
Local Textile 63 50.0 101.0 79.84 12.368 -.466 .30 -.377 .595
C@W 0 0 13 28 2

Table XIV - One-Sample Test for work-life balance & creativity @ work for MNC
Chemical & Local Textile Company

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833 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

(Test Value = 0) t df Sig. (2- Mean 95% Confidence Interval of

tailed) Difference the Difference
Lower Upper
MNC Chemical WLB 76.988 42 .000 45.93023 44.7263 47.1342
MNC Chemical Cr @ Work 90.708 42 .000 88.13953 86.1786 90.1005
Local Textile Work-Life 115.330 62 .000 61.15873 60.0987 62.2188
Balance
Local Textile Creativity @ 51.238 62 .000 79.84127 76.7264 82.9562
Work

Table XVA - Regression: Model Summary for Multi National Company Chemical
Dependent Variable R R2 Adj R2

Creativity @ Work .995a .990 .990

a. Predictor: (Constant) MNC-Work Life Balance b. Dependent Variable: MNC-

Creativity @ Work

Table XVB - Regression: Model Summary for Local Textile Company

Dependent Variable R R2 Adj R2

Creativity @ Work .989a .978 .978

b. Predictor: (Constant) LTC-Work Life Balance b. Dependent Variable: LTC-

Creativity @ Work

Table XVIA- ANOVAc,d for Multi National Company Chemical

Model Sum of df Mean F Sig.
SqRS Square
1 Regression 332512.238 1 332512.238 4308.001 .000a
Residual 3241.762 42 77.185
b
Total 335754.000 43
a. Predictors: MNC-Work Life Balance b Dependent Variable: MNC-Creativity @
Work

Table XVIB- ANOVAc,d for Local Textile Company

Model Sum of Sqrs df Mean F Sig.
Square
1 Regression 402199.488 1 402199.488 2806.092 .000a
Residual 8886.512 62 143.331
Total 411086.000b 63
a. Predictors: LTC-Work Life Balance b Dependent Variable: LTC-Creativity @
Work

Table XVIIA - Coefficientsa,b for Multi National Company Chemical

 Ãmmaar Baig et al. 834

Model Un-standardized Standardized t Sig.

Coefficient Coefficient

B SE B

Constant

1 MNC Chemical Work 1.908 .029 .995 65.635 .000

Life Balance

a. Dependent Variable: MNC Chemical Creativity @ Work

Table XVIIB - Coefficientsa,b for Local Textile Company

Model Un-standardized Standardized t Sig.
Coefficient Coefficient

B SE B

Constant

1 LTC Work Life 1.303 .025 .989 52.973 .000

Balance

a. Dependent Variable: LTC Creativity @ Work

From the regression values for work life balance and employee creativity at Multi National it
can be concluded that 99% of employee creativity is affected by work life balance in
multinational organization. The regression value signifies that work life balance is affecting
employee creativity by almost 98% in Local Textile Company.
Gottlieg, Kelloway and Barham (1998) explored upon increased productivity and
motivation of employees and indicated that organizational commitment towards work-life
balance creativities is carefully aligned in connection to employee productivity and motivation.
An investigation concentrating on stress, well-being and work illustrates that 50% of women
and 45% of men would refuse a promotion when the upgraded position title would require them
to neglect their family or personal life.
Ezzedeen and Swiercz (2002) in a study revealed that personnel are frequently
preoccupied and engrossed with their work while they are not even working, and also while
they are amongst their loved ones and family members. Hence, employees experience an
ineffectiveness to be meaningfully involved in non-working domains. Moreover, modernized
work environment has developed into fluid, knowledge based, and more intellectual; business
minded and overworked employee keep thinking about their chores most of the time. In fact,
for numerous people, work has converted into something cognitively invasive.

Ethical Considerations
Ethically the names of the organizations were kept secret. Names of the respondents were also
not revealed. The results will be shared with the organizations, for the understanding of the
concept and its relationship, to help them to foster work life balance within their employees,
only to the extent that they keep the Creativity @ work intact. Individual participants were also
given the feedback about their results.

Migration Letters
835 Moderate Work Life Balance Enhances Employee Creativity At Work, But The Higher-Level
Correlates Negatively As Employee Enters The Comfort Zone

Conclusion
According to this research it can be concluded that work life balance highly affects employee
creativity within the organization, the influence is significant. Moreover, too much work life
balance can create a laid back attitude in individuals resulting in employees not focusing
enough on their jobs. Employees that are able to successfully sustain a moderate work life
balance divulge impressive creativity at work. This study will be valuable for organizations to
recognize the importance of elevating the work life balance of their employees, only to a
moderate extent, to enrich creativity within workplace, which is the key component for
organizational success, as creativity is an autotelic experience (i.e. containing meaning, joy and
purpose in and of itself). Kossek et al., (1994) recommend that employees are the important
stakeholders of the organizations, and they presume that their employers must be receptive to
their necessity for balancing commitments of work and life together, and also sustain their
creativity @ work. Variations in contemporary managerial attitudes to strategize work-life
balance are pre-requisite for inclusive and innovative organizational behaviors. Such
cultures are desirable to develop and echo the changing requirements of the organizational
workforce.

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Migration Letters