CHAPTER TWO

LITERATURE REVIEW

2.1 Conceptual Framework

2.1.1 Concept of Work-Life Balance

Work-life balance (WLB) refers to the balance between an individual's employment duties and

their private life, ensuring that neither dominates the other (Greenhaus & Allen, 2011). Work

Life Balance means an employee is achieving balance between work, home, and other life roles

(Karthik, 2013; Soomro, 2018). Stander and Rothmann (2010) argue that "in some countries,

some people have their own businesses and are not required to go to a work organisation and

respect corporate policy; yet, this does not imply that they have an equitable balance between

work and family. People prefer to balance their personal lives with their duties at work.

According to Martins and Coetzee (2011), people seek to find time for life outside of work in

order to spend more time with their families and engage in other social activities."

WLB plays an essential role in attaining psychological, emotional, and cognitive stability among

employees, which enhances organisational success. In today's competitive workplace,

establishing a healthy work-life balance is crucial for employee satisfaction, productivity, and

retention (Kossek et al., 2014). Organisations that prioritise WLB rules allow employees to better

manage their time, minimise stress, and increase overall job commitment. These policies include

flexible work arrangements, remote work options, maternity leave, and wellness programs that

promote a positive workplace culture (Kelliher & Anderson, 2010). Employees who struggle to
manage work and personal duties frequently report increasing stress, burnout, and job

dissatisfaction (Allen, 2013).

Poor work-life balance can result in absenteeism, poor productivity, and greater turnover rates,

which are detrimental to both employees and companies. Employees who believe their work

schedules provide enough personal time report higher levels of engagement, better mental health,

and greater loyalty to their organisations (Brough & O'Driscoll, 2010). Additionally,

technological advancements have had a huge impact on work-life balance. While technological

advancements have enabled remote work and increased workplace flexibility, they have also

contributed to the blurring of work and personal life lines (Kossek & Lautsch, 2018).

Many employees struggle with the expectation of being constantly linked via emails and virtual

meetings, which causes greater work-related stress outside of office hours. Effective work-life

balance rules assist to reduce these issues by clearly specifying work requirements and fostering

a culture that values employees' personal time.

2.1.2 Determinants of Work-Life Balance

i.) Individual: The individual is the most important predictor of work-life balance. Two

American cardiologists, Rosenman and Friedman, established two distinct types of identification

based on cardiac disease and individual practices: type An and type B. Type A communicates as

someone who is more active, organised, eager, and aggressive, whereas Type B is smooth,

patient, adjusted, and right-minded. It might be argued that because Sort An is more work-

oriented, it will have a negative impact on work-life balance. However, job comprehensive

quality, which is regarded as passionate behaviour, is another factor that hinders work-life

balance.
When work comprehensive quality implies overdependence on work, grinding away for a long

time, exhausting, and preoccupied with work now and then outside of work. Because life is more

than just work, obsessive workers face the negative impacts of distance, family issues, and some

health issues.

ii) Family: The duties that one faces in family life that have an impact on life balance can be

described as workload and time demands, role expectations in the family, and assistance to be

provided to the spouse. Marriage, childbirth, and caring for the elderly at home have all been

shown in the literature to have an impact on work-life balance because they include increased

family duties. Those who have to care for a youngster or the elderly may have to risk their

careers by limiting their working hours, which might be stressful for them. Those without

children or elderly relatives to care for at home, on the other hand, have a lower work-life

balance.

iii) Work and Organisation: The workplace is more influential in work-life inconsistency than

the family environment. The occupation and establishment where one works both place demands

on his time, efforts, and mental capacity. Among the efforts to increase organisational

performance, one of the topics chiefs focus on is increasing hierarchical productivity, while

administrators focus on increasing organisational reliability of the personnel.

iv) Social environment: The social environment is another factor that influences work-life

balance. An individual has obligations to particular social groups in which he has a place,

especially in nations that come up with socially collectivist characteristics.

2.1.3 Work-Life Balance Policies

balancing their professional and personal obligations. The key policies include:

1. Flexible Work Arrangements: These include flexible working hours, remote work,

reduced workweeks, and part-time employment opportunities (Kossek & Lautsch, 2018).

Flexible time allows employees to choose (or be involved in selecting) the start and end

times of their working days, as long as a certain number of hours are met. This allows

them to meet family or individual obligations/crises during the day (empowering

employees to respond to both unexpected and unusual circumstances) or to reduce their

commuting time by starting and finishing work before or after rush hour.

2. Childcare and Family Support: This includes on-site childcare facilities, parental

support programs, and financial aid for dependent care (Allen, 2013). Flexible Work Life

also includes employer-supported childcare policies and initiatives, such as on-site or off-

site childcare and childcare subsidies. Unlike flexible work arrangement policies, which

attempt to reduce time spent at work, childcare policies aim to allow employees to spend

more productive time on the job. Challenges in supporting childcare programs and

initiatives are made more difficult by the tensions and uncertainties that arise as a result

of minimizing costs while increasing quality. Despite the government's new measures,

the country continues to face a significant scarcity of affordable and high-quality

childcare. This issue is compounded by the growing number of unregistered and

unregulated childcare facilities.

concerning FWAs and childcare. In general, most organisations offer four types of family

leave policies: maternity leave, paternity leave, parental leave, and leave of absence.

Other types of leave, such as vacation, sick leave, and sabbaticals, enable employees to

take appropriate time off (Brough & O'Driscoll, 2010). Although the implementation of

leave rules is a welcome step towards a more balanced workplace, it is critical that these

regulations are consistently enforced across organisations, whether public or private.

4. Part-Time Work: Part-time job is a common method employed by workers who want to

better combine their work and family lives. Part-time job. Part-time agreements can also

enable people with health issues, impairments, or limited free time (e.g., students) to

enter the labour force, develop their skills, and get job experience. Part-time work can

also be regarded unsatisfying for those individuals who would prefer working longer

hours to boost their income and provide a greater standard of life for their families.

Finally, they can facilitate re-entry into the workforce for those who have had

professional pauses, especially mothers (or fathers) who have stayed at home to raise

their children, or allow a planned exit for employees nearing retirement.

5. Job Sharing and Reduced Work Hours: job sharing is a system in which two (or

sometimes more) employees share or divide tasks and working hours for one full-time

employment. Job sharing may be acceptable in situations when part-time employment or

alternative arrangements are limited. Aside from the apparent benefit of giving
 employees more time for other commitments, such as family responsibilities, job sharing

promotes the formation of partnerships in which job sharers can learn from one another

while providing mutual support (Kelliher & Anderson, 2010).

2.1.4 Concept of Employee Retention

Though the word employee retention can be defined in different ways, it essentially refers to the

many efforts taken by organisations to encourage their employees to stay with them for a longer

period of time. Employee retention is an organization's ability to retain its personnel engaged and

committed over time (Hausknecht et al., 2009). High employee turnover can lead to higher

recruitment costs, a loss of organisational knowledge, and reduced organisational efficiency.

Employee retention methods emphasise job satisfaction, professional growth potential, and a

positive work environment (Deery & Jago, 2015).

Retention is especially significant in businesses that rely on highly qualified individuals, such as

healthcare, technology, and finance, because losing experienced staff can have a major impact on

productivity and service quality (Kossek & Lautsch, 2018). Organisations that actively invest in

retention methods, such as work-life balance initiatives, mentorship programs, and competitive

pay, are more likely to retain top personnel and keep their workforce stable.

2.1.5 Factors Affecting Employee Retention

1. Compensation
 Trevor et al. (1997) proved that increase in salary have a detrimental impact on turnover.

Davies, Taylor, and Savery (2001) proposed that while every organisation provides

compensation to top employees, few use it wisely. These individuals stated that "Salary and

benefits policies are not being used strategically, within the organisation to improve morale,

reduce turnover, and achieve targets within an establishment" . Gardner et al. (2004)

believed that salary serves as both an incentive and an employee retention technique.

According to Milkovich and Newman (2004), monetary salary is one of the most essential

and crucial factors in employee retention. Moncraz, Zhao, and Kay (2009) indicated that,

while compensation was not one of the top variables affecting non-management turnover, it

can play an important role in lowering managerial turnover and enhancing commitment.

2. Reward and recognition

Agarwal (1998) defined reward as something that an organisation provides to its employees in

exchange for their effort and performance, as well as something that the employees desire.

Walker (2001) found that appreciation from managers, team members, coworkers, and customers

increases loyalty. "Watson Wyatt," a global consulting business, conducted a poll in the United

States in 2002 among 12750 individuals at all levels of employment and across all major

industry sectors to learn about their sentiments about their workplace and their employers. The

survey revealed that acknowledgement is crucial for workers, and they want to hear that their

efforts have been recognised and appreciated. Silbert (2005) argued that rewards are crucial
because they leave an indelible impression on employees, giving them the feeling that they are

valued in the organisation.

3. Promotion and Opportunity for growth

Pergamit and Veum (1989) discovered a close and favourable association between promotions

and job satisfaction, which helps to retain personnel. Meyer et al. (2003) found that internal

career growth is often the strongest indicator of an employee's successful commitment.

According to Prince (2005) , talented people are essential to preserve a competitive advantage,

and employees demand possibilities for advancement in their careers. These plans include

advancement plans, internal promotions, and accurate career previews at the time of hire.

According to Eyster et al. (2008), employment flexibility, along with attractive career and

personal possibilities, is an important motivator for all employees.

4. Work environment

According to Miller, Erickson, and Yust (2001), employees benefit from work environments

that foster a sense of belonging. Wells and Thelen (2002) stated in their study that

organisations with generous human resource policies have a very good chance of satisfying

and retaining employees by providing them with an appropriate level of privacy and sound

control over the work environment, which increases motivation levels to commit to the

organisation in the long run. Ramlall (2003) emphasised the importance of recognising an

employee's particular needs in an organisation since it fosters dedication and provides a good

work environment.
5. Job satisfaction

Hoppock (1935) [59] defined job satisfaction as any combination of

psychological, physiological and environmental variables that cause a person to be truly

content with his or her employment. Job satisfaction, defined by Locke (1976) [60], is "a

pleasurable or positive emotional state resulting from the appraisal of one's job or job

experience." Feldman and Arnold (1983) [61] define job satisfaction as "the amount of

overall positive affect (or feelings) that individuals have towards their jobs." According to

Davis et al. (1985) [62], job satisfaction is a mix of good and negative feelings that

employees have about their jobs. When a worker enters a business organisation, he takes

with him the needs, desires, and experiences that he anticipates from his job. Job satisfaction

represents the degree to which expectations meet actual awards. Job happiness is intimately

related to an individual's behaviour in the workplace.

2.1.6 Retention rate

It is not just a measure of retaining workers within an organisation, but it also indicates how well

an organization's policies, procedures, and culture support employee engagement, work

satisfaction, and loyalty. A high retention rate implies that employees are satisfied with their

work environment, remuneration packages, career development prospects, and overall

organisational culture, whilst a low retention rate suggests that these areas need to be improved.
Employee retention is especially important for organisations because it lowers the high costs of

hiring and training new employees, preserves knowledge and expertise within the company,

ensures operational continuity, and ultimately leads to a more experienced and stable workforce,

which contributes to overall business performance (Hom et al., 2017; Armstrong & Taylor,

2020). Furthermore, high retention rates can result in a more unified work environment in which

employees can form strong relationships and trust with their coworkers and superiors, promoting

collaboration, innovation, and productivity.

2.1.7 Relationship between retention rate and work-life balance

The relationship between retention rate and work-life balance is critical for employee happiness

and organisational performance. Employees who are given flexible work arrangements, enough

time for personal and family responsibilities, and help for stress and burnout management tend to

have higher job satisfaction and engagement. This leads to higher retention rates since employees

are less likely to look elsewhere when they believe their work-life balance is appreciated and

supported. Employees who struggle to balance work and personal responsibilities, such as long

hours, high job demands, and limited flexibility, are more likely to experience fatigue,

dissatisfaction, and burnout, prompting them to leave for positions that provide better work-life

integration (Greenhaus & Allen, 2011; Shockley et al., 2017).

Organisations that promote a positive work-life balance through policies such as remote work,

wellness programs, flexible schedules, and supportive management not only improve employee

well-being, but also significantly reduce turnover, improving retention rates and contributing to

long-term organisational success (Haar et al., 2014; Allen et al., 2013).

Employee turnover is the rate at which employees leave an organisation and are replaced by new

hires, whether through voluntary means such as pursuing better job opportunities, dissatisfaction

with wages or benefits, poor leadership, limited career advancement, lack of recognition, toxic

work environments, or insufficient work-life balance (Armstrong & Taylor, 2020; Dessler,

2017), or involuntary means such as dismissals, layoffs, company restructuring, or retirement

Turnover is a major issue, which is why significant effort is made to retain employees. When an

employee leaves an organisation, he takes with him the culture, values, and skill set that

competitors can tap into, which is something no company wants to happen to them. Because the

cost of replacing an employee is exorbitant, it is always preferable to retain current employees.

Employee turnover has significant costs and negative consequences for any business (Bothma

2011). The departure of highly skilled employees may have disruptive consequences, including

impaired organisational functioning, service delivery, and administration (Bothma & Roodt

2012; 2013).

2.1.9 Relationship between work-life balance and employee turnover

Employees who struggle to maintain a healthy balance between their professional responsibilities

and personal lives—due to factors such as excessive workloads, long or irregular working hours,

lack of autonomy, unsupportive supervisors, inflexible policies, and limited access to mental

health resources—are more likely to experience stress, burnout, emotional exhaustion, decrease

in job satisfaction, and a sense of disengagement (Greenhaus & Allen, 2011; Allen et al., 2013),

all of which significantly increase the likelihood of seeking alternative employment (Haar et al.,
2014), whereas Organisations that actively promote work-life balance through flexible

scheduling, telecommuting options, wellness initiatives, empathetic leadership, and supportive

organisational cultures benefit from higher employee morale, increased loyalty, lower

absenteeism, stronger organisational commitment, and, ultimately, lower turnover rates (Deery &

Jago, 2015; Shockley et al., 2017).

2.2 Stylized Facts

2.2.1 Work-Life Balance

Work-life balance has shifted dramatically over the years, influenced by factors such as

technological advancement, workplace flexibility, changing labour policies, and major global

disruptions. The concept remained relatively traditional in the early 1980s, with strict work

schedules and limited flexibility. However, the digital revolution of the 1990s began to reshape

workplace dynamics by gradually introducing flexible working arrangements (ILO, 2023).

From 1981 to 1995, work-life balance practices were primarily employer-driven, with little

emphasis on employee well-being. However, increased awareness of mental health and

employee satisfaction resulted in gradual improvements, particularly in developed economies.

By the early 2000s, countries such as Sweden, the Netherlands, and Germany had begun to

implement progressive work-life balance policies, such as parental leave reforms and reduced

working hours.
The global financial crisis of 2008 had a negative impact on work-life balance, with increased

job insecurity and longer working hours in many regions. Nonetheless, between 2010 and 2015,

organisations around the world began to embrace remote work and flexible scheduling as part of

their talent retention strategies. These years saw a shift towards promoting healthier workplace

cultures and emphasising the value of employee well-being.

The COVID-19 pandemic in 2020 marked a watershed moment, accelerating remote work

adoption and reshaping work-life boundaries. By 2021, hybrid and remote work models had

become the norm in a variety of industries, particularly technology and services. However, this

shift also blurred the lines between work and personal life, leading to increased stress and

burnout in some populations (Gallup, 2023).

Organisations began reevaluating work-life strategies in 2022, including mental health support

and flexible work arrangements. In 2023, the global conversation about the "four-day workweek"

gained traction, with several pilot programs launched in countries including the United Kingdom,

Japan, and New Zealand. By 2024, work-life balance remained a central theme in labour market

reforms, with an emphasis on flexibility, employee autonomy, and long-term productivity.

2.2.2 Employee Retention Rate

Whether in a buyer or seller market, the demand for skilled employees will always exist.

According to Roger E. Herman, the skilled labour shortage could reach ten million by the end of

the decade. Companies work hard to establish themselves as a sustainable and inclusive brand.

Organisations have recognised the importance of employee retention, which is why they are now
discussing hiring a full-time employee retention specialist to help them make progress and

reduce turnover.

Employee retention has fluctuated globally over the years, influenced by factors such as

economic conditions, workplace culture, technological advancements, and generational shifts in

the labour force. Retention rates were fairly stable in the early 1980s, but began to fluctuate in

the 1990s as a result of increased globalisation and shifting job market dynamics (ILO, 2024).

Employee turnover was moderate between 1981 and 1985, owing to the fact that long-term job

security remained the norm. However, the rise of multinational corporations and increased labour

mobility in the late 1980s and early 1990s called into question traditional loyalty-based retention

models. By 1995, many industries, particularly in the private sector, were experiencing higher

turnover rates as a result of increased competition and performance-based restructuring (OECD,

2024).

According to Randstad's annual employee survey World of Work (Brett-Leish, 2007), in 2003,

one-third of employees thought it was a good time to look for new job opportunities, and by

2007, more than half thought it was a good time to start looking. This information serves as a

warning to all employers to focus

Another 67% stated that opportunities for advancement are not made clear. According to

Katcher's (2007) employee opinion survey, employees who planned to leave their organisation

within the next year did so because they believed that staying in their current position would not

lead to a long-term career or because they no longer enjoyed their current jobs. By 2008, the

global financial crisis had a significant impact on retention, as many companies downsized,

resulting in insecurity and increased voluntary departures in certain industries. Between 2010
and 2015, retention stabilised in many regions as a result of increased emphasis on employee

satisfaction, career development, and organisational culture (Gallup, 2024).

In 2020, the COVID-19 pandemic caused a significant shift in employee priorities, with many

reconsidering their work-life balance and career paths. This resulted in what became known as

"The Great Resignation" in 2021, in which voluntary turnover increased across sectors,

particularly in healthcare, hospitality, and technology. To improve retention by 2022,

organisations will provide remote work flexibility, mental health support, and reskilling

opportunities (WEF, 2024).

Companies prioritised employee experience in 2023, implementing hybrid work models and

personalised growth paths. By 2024, while some industries continued to experience high attrition

rates, global retention strategies had evolved significantly, with a focus on purpose-driven work,

flexible benefits, and inclusive workplaces to attract and retain top talent.

2.2.3 Employee Turnover Rate

Employee turnover has fluctuated globally over time, influenced by factors such as economic

shifts, workplace culture changes, technological disruption, and changing workforce

expectations. Turnover was comparatively stable in the early 1980s, when traditional job security

norms prevailed in most economies. However, rates began to rise in the late 1980s and early

1990s, coinciding with globalisation and the rise of performance-based employment models

(ILO, 2024).

Employee turnover was moderate across sectors between 1981 and 1985, with the majority of

organisations providing long-term career opportunities. The 1990s were a period of increasing

turnover, particularly in the private and service sectors, as organisations began to restructure to
improve competitiveness. By 1995, turnover had significantly increased in developed economies

due to outsourcing, contract work, and technology's growing influence (OECD, 2024).

The early 2000s observed mixed turnover trends. The tech boom resulted in high attrition in

startup environments, whereas more traditional sectors experienced stable retention. However,

the 2008 global financial crisis disrupted workforce stability, resulting in layoffs, job insecurity,

and an increase in voluntary exits across industries. Between 2010 and 2015, turnover fell as

businesses prioritised employee engagement and talent retention strategies (Gallup, 2024).

The COVID-19 pandemic in 2020 caused a significant shift in workforce dynamics. Health

concerns, remote work, and shifting personal values triggered mass resignations, ushering in

"The Great Resignation" in 2021. This period saw a historically high rise in global turnover,

particularly in the healthcare, hospitality, and technology industries. To combat attrition,

businesses in 2022 began implementing flexible work policies, well-being programs, and career

growth initiatives (WEF, 2024).

Employee turnover had begun to stabilise in some regions by 2023, thanks to organisations

implementing hybrid work models and restructuring employee value propositions. Although

turnover remained high in some industries, such as retail and hospitality, many companies

around the world had adopted long-term talent management strategies, such as purpose-driven

work cultures and personalised retention efforts, to adapt to the changing workforce landscape

(McKinsey, 2024).
2.3 Theoretical Framework

2.3.1 The Effort-Recovery Model

The effort-recovery (E-R) model is commonly used to study and illustrate the fundamental

operation of work-home interaction (Meijman and Mulder, 1998). This model describes how

work and private life may interact and which elements of these domains may impact an

individual's well-being during the interaction process (Geurts and Demerouti 2003; Mostert and

Rathbone 2001). The basic concept behind the E-R model is that work demands involving

excessive effort are associated with an increase of negative load effects that spill over into the

non-work area (home and family environment).

As a result, it is more difficult to fully recover at home from the effort expended in the

workplace. This lack of adequate recovery raises the possibility that work demands may harm

psychological health and result in negative work-home interaction (NWHI) (Geurts et al., 2003).

2.3.2. SPILL OVER THEORY

This study is based on Guest's (2002) spill over theory. It hypothesises the circumstances under

which spillover between the work microsystem and the family microsystem occurs. It can be

positive or negative. If work-family interactions are rigidly structured in both time and space, the

spillover in terms of time, energy, and behaviour is detrimental. Flexibility allows individuals to

integrate and overlap work and family responsibilities in time and space, resulting in beneficial

spillover that is critical in achieving healthy work-life balance.

work life balance policies that will facilitate employee have a positive work life balance in which

will make them be effectively devoted to achieving the organization’s goals.

2.3.3 Social Exchange Theory

Blau (1964) proposed the Social Exchange Theory (SET), which states that relationships are

created and maintained through beneficial exchanges based on the believed balance of give-and-

take. Employees feel valued when employers invest in their well-being through favourable

conditions such as flexible working hours, paid parental leave, mental health support, and

wellness programs. They reciprocate with increased loyalty, organisational commitment, and

lower turnover. This mutual exchange promotes a culture of trust and long-term engagement.

Employees may perceive the relationship as unfair or exploitative in the absence of these

reciprocal efforts, prompting them to seek alternative opportunities. Thus, SET provides a solid

framework for understanding how investment in work-life balance leads to better retention

outcomes.

2.3.4 Herzberg’s Two-Factor Theory

Herzberg's Two-Factor Theory, published in 1959, distinguishes between hygiene factors

(external\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\

elements such as salary, working conditions, and job security) and motivators (intrinsic factors

such as recognition, responsibility, career advancement, and personal growth). According to this

theory, hygiene factors need to exist to avoid job dissatisfaction but insufficient to generate

satisfaction. True motivation and engagement stem from the motivator. Work-life balance falls
under the category of motivators because it increases employees' sense of autonomy, well-being,

and personal fulfilment. When organisations implement policies such as remote work options,

reduced overtime, or supportive family leave, employees report higher job satisfaction, which

lowers the likelihood of resignation. Employees may become disengaged when these motivators

are absent, even if hygiene factors exist.

2.3.5 Maslow’s Hierarchy of Needs

Maslow (1943) proposed that human motivation is driven by a hierarchy of needs, which ranges

from the most basic physiological needs to more advanced self-actualization needs. In terms of

employee retention, work-life balance intersects with several levels of the hierarchy. Flexible

working conditions and adequate rest, for example, address physiological and safety needs,

whereas time spent with family and social connections meets belongingness needs. Opportunities

for skill development and career advancement help to meet esteem needs, while the ability to

pursue personal interests and life goals through balanced schedules aids in self-actualization. An

organisation that allows its employees to meet these hierarchical needs fosters loyalty while also

cultivating a more engaged and productive workforce.

2.4 Empirical Framework

There have been several studies conducted on work-life balance. Typically, Vishwa et al. (2015)

conducted an empirical analysis of work-life balance policies and their effects on employee job

satisfaction and performance. The research sought to examine the relationship between work-life

balance policies and employee job satisfaction. The questionnaire was completed by 240 survey
respondents. The quantitative data was analysed with correlation using the Statistical Package for

Social Sciences (SPSS). The study's findings emphasised that each work-life balance policy on

its own is a predictor of job satisfaction.

According to Guest (2002), work and life have ambiguous definitions in the literature, with work

referring to paid employment and life referring to everything outside of the workplace

environment, but usually relating to family or home life (Shankar and Bhatnagar 2010). Work-

life balance is important for all people (Sturges and Guest, 2004). According to Sturges and

Guest (2004), work-life balance refers not only to a balance between work and family, but also to

a balance between work and other aspects of one's life.

Work-life balance, as defined by Redmond Valiulis and Drew (2006), is a term commonly used

as an expanded expression to describe policies that were previously referred to as 'family-

friendly' but are now extended beyond the family. Work-life balance refers to flexible working

arrangements that enable both parents and non-parents to achieve a balance between work and

personal responsibilities (Redmond Valiulis and Drew, 2006).

Barrera's (2007) proposal for Work Life Balance would be adopted because it is broad and

inclusive: "Employers working constructively with their employees to put in place arrangements,

which take into account the needs of the business as well as the non-work aspects of employees'

lives" Barrera (2007). It is made up of both employees and employers who are critical to the
subsequent use and successful implementation of Work Life Balance policies and practices. This

can only be accomplished through a collaborative effort between employers and employees.

Ojo's (2012) research was to investigate the extent to which work-life balance policies and

practices exist in Nigerian organisations. A questionnaire was used as the instrument, and 600

respondents participated in the survey. The data was analysed using Spearman's correlation

analysis. The findings of the empirical study indicate that there is a need to enlighten employees.

Similarly, Simonetta and Manfred (2010) looked at "work-life balance which was an audit of

staff experience at Oxford Brookes University" and examined the significance of work-life

balance for the university. They looked at the various work-life balance practices in the

university and how they were used by the university's staff. The sample included 492 Oxford

Brookes University employees. The findings show that it is important to achieve a balance

between paid and unpaid

The staff agreed that for this to be attained it is a joint obligation between the employers and the

employee. There are limited research on the use and the accessibility of work-life balance

practices and the implementation of these programmes in developing countries. There remains

much to learn about Nigeria and how best to support their capabilities to support employees’

work-life balance, especially for arrangement of leave during a time of elevated economic

pressure it is this gap in knowledge that research seeks to fill.

 . Allen, T. D., Johnson, R. C., Kiburz, K. M., & Shockley, K. M. (2013). Work–family
conflict and flexible work arrangements: Deconstructing flexibility. Personnel
Psychology, 66(2), 345–376.
 .Armstrong, M., & Taylor, S. (2020). Armstrong's Handbook of Human Resource
Management Practice (15th ed.). Kogan Page.
 .Dessler, G. (2017). Human Resource Management (15th ed.). Pearson.
 Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and
retention strategies. International Journal of Contemporary Hospitality Management,
27(3), 453–472.
 Diwakar Singh. (2019). "A Literature Review on Employee Retention with Focus on
Recent Trends", International Journal of Scientific Research in Science and Technology
(IJSRST)
 Gallup (2022). State of the Global Workplace Report. Gallup Inc.
 Gallup. (2023). State of the Global Workplace 2023 Report. Washington, D.C.: Gallup
Press.
 Gallup. (2024). State of the Global Workplace Report. Washington, D.C.: Gallup Press.
 Greenhaus, J. H., & Allen, T. D. (2011). Work–family balance: A review and extension
of the literature. In J. C. Quick & L. E. Tetrick (Eds.), Handbook of Occupational Health
Psychology (2nd ed., pp. 165–183). American Psychological Association.
 Haar, J. M., Russo, M., Sune, A., & Ollier-Malaterre, A. (2014). Outcomes of work–life
balance on job satisfaction, life satisfaction and mental health: A study across seven
cultures. Journal of Vocational Behavior, 85(3), 361–373.
 Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of
employee turnover theory and research. Journal of Applied Psychology, 102(3), 530–545.
 ILO (2020). Teleworking during the COVID-19 pandemic and beyond. Geneva:
International Labour Organization.
 International Labour Organization (ILO). (2023). Working Time and Work-Life Balance
Around the World. Geneva: ILO.
 International Labour Organization (ILO). (2024). Global Employment Trends Report.
Geneva: ILO.
 LinkedIn (2022). Global Talent Trends Report. LinkedIn Talent Solutions.
 McKinsey & Company. (2024). The Great Attrition: What’s Next in Employee
Turnover? New York: McKinsey & Company.
 Obiageli, Orogbu Lilian, Onyeizugbe Chinedu Uzochukwu, and Chukwuemeke Deborah Ngozi.
"Work-life balance and employee performance in selected commercial banks in Lagos
State." European journal of research and reflection in management sciences 3.4 (2015).
 OECD (2022). Better Life Index: Work-Life Balance. Retrieved from www.oecd.org
 ONUORAH & UGOCHUKWU (2020). International Journal of Advanced Research in
Management and Social Sciences.
 Organisation for Economic Co-operation and Development (OECD). (2024).
Employment Outlook 2024: Changing Labour Markets. Paris: OECD Publishing.
 Organisation for Economic Co-operation and Development (OECD). (2023). How’s
Life? Measuring Well-being. Paris: OECD Publishing.
 Price, J. L. (2001). Reflections on the determinants of voluntary turnover. International
Journal of Manpower, 22(7), 600–624.
 Shockley, K. M., Shen, W., DeNunzio, M. M., Arvan, M. L., & Knudsen, E. A. (2017).
Disentangling the relationship between gender and work–family conflict: An integration
of theoretical perspectives using meta-analytic methods. Journal of Applied Psychology,
102(12), 1601–1635.
 Work Institute (2022). Retention Report: Trends in Employee Turnover.
 World Economic Forum (WEF). (2024). Future of Jobs Report 2024. Geneva: World
Economic Forum.