MANAGEMENT RESEARCH PROJECT

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WORK LIFE BALANCE AND ITS EFFECTS ON EMPLOYEE PRODUCITVITY.
(A CASE STUDY OF GOVERNMENT PRESS.)
BY
SC/00365/011
MANAGEMENT RESEARCH PROJECT
A RESEARCH PROJECT SUBMITTED TO THE FACULTY OF PHYSICAL AND
BIOLOLGICAL SCIENCE OF MASENO UNIVERSITY IN PARTIAL
FULFILLMENT FOR THE AWARD OF DEGREE IN BACHELOR OF ECO-
TOURISM, HOTEL AND INSTITUTIONAL MANAGEMENT WITH IT
MAY - AUGUST, 2014

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DECLARATION
This research project is my original work and has not been submitted to any other institution
or Examination body for any Award of any certificate.
Name of student: Muinuki Erick Maina
Signature …………………………………..
Date …………………………………………

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DEDICATION
I dedicate this Research project to my two loving mum, Miriam Wangari for their inspiration
for me to pursue higher and understanding when I was not there for them.

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ACKNOWLEDGEMENT
I am indebted to people who have assisted me in bringing this project, my employer, my
lecturer and colleagues both at work and college.

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ABSTRACT
The purpose of this research project was to look at the effects of work-life balance on
employee productivity of, the facts and circumstances surrounding effects of organization
productivity and make suitable recommendations. The researcher began with introducing the
project whose topic of discussion was to assess the effects of employee work-life balance on
organization productivity. In the first chapter the researcher discussed significance of the
study, what the researcher sought to accomplish was why it was important to carry out the
study and the limitations that were likely to be faced while undertaking the research. Chapter
two of the project outlines a detailed literature review of what other critics had said about the
topic of the study. Chapter three of the project describes the methods that were applied in the
carrying out the study. It describes research design, target population, sampling techniques,
instruments of data collection, procedures and analysis. In Chapter Four, the researcher
outlines the data collection through the use of tables, pie-charts and graphs. The final chapter
which is Chapter Five entails the summary of findings according to the researched questions.
It also discusses the major findings, conclusion for each objective and recommendations. It
finishes off by giving suggestions for further studies.

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TABLE OF CONTENTS
DECLARATION ...............................................................................................................................i
DEDICATION.................................................................................................................................ii
ACKNOWLEDGEMENT..................................................................................................................iii
ABSTRACT...................................................................................................................................iv
LIST OF ABBREVIATIONS............................................................................................................. viii
LIST OF FIGURES .......................................................................................................................... ix
LIST OF TABLES............................................................................................................................. x
DEFINITION OF TERMS................................................................................................................. xi
CHAPTER ONE: INTRODUCTION.....................................................................................................1
1.1 Introduction...................................................................................................................... 1
1.2 Background Information ....................................................................................................1
1.2.1 Government Press Background Information ........................................................................2
1.3 Statement of the Problem..................................................................................................3
1.4 Objectives of the Study......................................................................................................5
1.4.1 General Objectives............................................................................................................. 5
1.4.2 Specific Objectives ............................................................................................................. 5
1.5 Research Questions...........................................................................................................5
1.6 Significance of the Study....................................................................................................5
1.6.1 Organization...................................................................................................................... 5
1.6.2 Trade Unions ..................................................................................................................... 6
1.6.3 Employees......................................................................................................................... 6
1.6.4 Other researchers.............................................................................................................. 6
1.7 Limitation of the Study.......................................................................................................6
1.8 Scope of the Study............................................................................................................. 7
CHAPTER TWO LITERATURE REVIEW.............................................................................................. 8
2.1 Introduction............................................................................................................................ 8
2.2 Theoretical Review.................................................................................................................. 8
2.2.1 Segmentation Theory ...........................................................................................................8
2.2.2 Compensation Theory ..........................................................................................................9
2.2.3 Spill-over Theory.................................................................................................................. 9
2.2.4 Border Theory...................................................................................................................... 9

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2.3 Review of Past Studies........................................................................................................... 10
2.3.1 Work-life balance............................................................................................................... 10
2.3.2 Productivity ....................................................................................................................... 11
2.3.3 Workplace/work-life culture............................................................................................... 12
2.5 Summary and Gaps to be filled .............................................................................................. 14
2.6.1 Work life balance ............................................................................................................... 14
2.6.2 Positive work life................................................................................................................ 14
2.6.3 Increased discretionary....................................................................................................... 15
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY........................................................... 16
3.1 Introduction.................................................................................................................... 16
3.2 Research Design.............................................................................................................. 16
3.3 Target Population............................................................................................................ 16
3.4 Sampling......................................................................................................................... 16
3.5 Data Collection Instrument.............................................................................................. 17
3.6 Reliability and Validity...................................................................................................... 18
3.7 Data Collection Procedures.............................................................................................. 18
3.8 Data Analysis, Presentation and Interpretation.................................................................. 18
CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION OF FINDINGS.................. 20
4.1 Introduction.................................................................................................................... 20
4.2 Response Rate Analysis.................................................................................................... 20
4.3 Demographic information about the respondents............................................................. 21
4.3.1 Gender............................................................................................................................ 21
4.3.2 Age Group....................................................................................................................... 22
4.3.3 Ages of Children............................................................................................................... 23
4.3.4 Marital Status.................................................................................................................. 24
4.3.5 Number of Children.......................................................................................................... 25
4.3.6 Work Experience.............................................................................................................. 26
4.3.7 Level of Education............................................................................................................ 27
4.3.8 Department of Work........................................................................................................ 28
4.4 Work Life Balance Practices that are applied in Government Press..................................... 31
4.5 Data Analysis................................................................................................................... 34
4.5.1 Work Life Balance Practices.............................................................................................. 34
4.5.2 In government press how have WLB affected on employees’ productivity........................... 35

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4.5.3 On implementing work life balance in government press will face the following challenges.. 36
4.6 Summary of the Findings.................................................................................................. 37
CHAPTER FIVE: DISCUSSION, CONCLUSIONSAND RECOMMENDATIONS ........................................ 38
5.1 Introduction.................................................................................................................... 38
5.2 Discussion....................................................................................................................... 38
5.3 Conclusion ...................................................................................................................... 40
5.4 Recommendations........................................................................................................... 41
5.5 Areas of Further Study..................................................................................................... 41
APPENDIX I: REFERENCES............................................................................................................ 42
APPENDIX II: QUESTIONNAIRE ON WORKLIFE BALANCE ................................................................ 44

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LIST OF ABBREVIATIONS
CLC - Corporate Leadership Council
WPWG - Workplace Productivity Working Group
TFP - Total Factor Productivity
WLB – Work Life Balance
GPN - Government Press
UK - United Kingdom

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LIST OF FIGURES
Page
Figure 2.1 - Conceptual Framework...............................................................................14
Figure 4.1 – Response Rate ..........................................................................................20
Figure 4.2 – Gender......................................................................................................21
Figure 4.3 – Age of Respondents...................................................................................22
Figure 4.4 – Age of Children.........................................................................................23
Figure 4.5 – Marital Status ............................................................................................24
Figure 4.6 – Number of Children ...................................................................................25
Figure 4.7 – Years in Service ........................................................................................26
Figure 4.8 - Level of Education......................................................................................27
Figure 4.9 – Work-Life balance practices applied in Government Press ...........................32
Figure 4.10 - Effects of Work-Life balance in Government Press ....................................33
Figure 4.11 – Challenges of Implementing Work-Life balance in Government Press ........34

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LIST OF TABLES
Page
Table 3.1 – Target Population
Table 3.2 – Sampling Design
Table 4.1 – Response Rate............................................................................................19
Table 4.2 – Gender of Respondents ...............................................................................20
Table 4.3 – Ages of Respondents ..................................................................................21
Table 4.4 – Ages of Children.........................................................................................23
Table 4.5 – Marital Status .............................................................................................24
Table 4.6 – Number of children of respondents...............................................................25
Table 4.7 – Years in Service .........................................................................................26
Table 4.8 – Level of education of respondents ................................................................27
Table 4.9 – Department of work of respondents .............................................................29
Table 4.10 – Effects of work life balance on productivity.................................................30
Table 4.11 – Challenges of work life balance..................................................................31

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DEFINITION OF TERMS
Work Life Balance – is a concept that supports the efforts of employee to split their time and
energy between work and the other important aspects of their lives.
Work Life Conflict – is the incompatibility between expectations to perform one role versus
another
Flexible Work Schedule – work arrangements wherein employees are given greater
scheduling freedom in how they fulfil the obligations of their positions
Productivity – is the ratio of inputs to its output

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CHAPTER ONE: INTRODUCTION
1.1 Introduction
This chapter gives a clear overview of the study. Areas of study covered:-Background
information, statement of the problem, objectives of the study, research questions,
significance, limitations and scope of the study.
1.2 Background Information
Work-life-balance traces back to the 1930’s in a W.K. Kellogg company whereby they
introduced reduction of working hours with four shifts of six hours instead of the usual three
daily eight hours. This improved worker morale and productivity (Lockwood 2003). Work
life Balance as defined by De Cieri et al., (2008) are those strategies, policies, programs and
practices instigated and maintained in workplaces to deal with flexibility, quality of work and
life and work family conflict. Further definition of work-life-balance is about people having a
measure of control over when, where and how they work (Fleetwood, 2007).
In the current global environment workers appear to be working longer and harder than ever
before and as in the end they are finding it tough to accomplish a desired work-life-balance
(Sturges and Guest, 2004). To be precise changes such as technological, structural and
demographic that have been brought about in employment, together with vast demand for
more multi-skilled and flexible knowledge workers (Carnoy and Castles, 1997) are being
related with negative experiences of work such as involuntary contingent work and role
overload. The quality of work-life has been linked directly or indirectly with these
experiences (Greenhaus and Beutell, 1985). There is existence of balance between work and
life when there is a suitable functioning at home and work with a minimum role conflict
(Sturges and Guest, 2004).
In the latest years there has been growth in superiority and function of diverse types of
technology and this has been a driver in the development of 24/7 businesses and long hours
culture. Technology has made work-life-balance easier to get to, day and night, it has enabled
a more flexible approach to when and where work should be carried out (Lester 2000). In
present world, the psychological contract that exists among workers and employers frames
what organization and individual expects to exchange in the employment relationship. Work-
life –balance seems to be a feature of this exchange (Sims 1994). Employees recognize work-
life-balance as a function of age, there being a distinct stance to work among generation X.

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They try to find lifestyle that has non-work time in spite of other responsibilities; moreover
they have confidence in their service, skills and prospects and less loyalty to the employer
(Shabi 2000).
Smola and Sutton (2002) long-established that unlike their predecessors people entering the
workforce today are laying weight on the importance of work-life-balance. There is a more
and more insufficient balance between home-life and work-life as graduates are being drawn
into situations where they have to work for increasingly longer hours. Policies covering
flexible work schedule, family and parental leave are some of strategies of work-life-balance
in organizations (Kramar, 1998; Bar doel et al., 1998).
Most workers are under pressure to perform numerous roles in and out of the work
environment. There is ever growing work – family conflict and stress caused by greater
prominence on work that brings about a negative consequence on quality of life, for this
reason an emphasis on family is related to higher quality of life (Frone et a., l 1992;
Greenhaus, Collins and Shan 2003). Employees have always seen work-life-balance as a
personal issue. With growing alertness of the existing skills shortage and war for talent
organizations are focusing on programs that aim to help their employees manage their home
life which will add on to employee engagement that in turn contributes to higher competence
and lower organizational turnover (Grawitch and Munz 2006).
1.2.1 Government Press Background Information
Government press is the oldest press in Kenya. It was established in 1895 in Mombasa by
then the colonial government to offer vital printed supplies and official rubber stamps for the
government of Kenya. Afterwards the press was relocated from Mombasa to Nairobi on 15th
January 1905 as the Kenya Uganda railway press. In 1962 it was made the printing and
stationery Department of the Kenyan Government. Its purpose then was to make available
printing works to the colonial government and in adding up to procurement, storage and
supply of stationery items, typewriters and duplicators. This came to an end when stationery
items were decentralized.
In 1965 the department came to be known as Government press. The Government Press has
been given exclusive authority by the Kenyan Government to publish all government
documents. The documents usually bear the most complexity because they must be kept
updated regularly to reflect the current version. Amendments to government documents to
create them to have a longer publication cycle than most others because they must constantly

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be revised and it has to publicly be known that an amendment has been added and usually
there are a series of checks these documents must pass through before their publication cycle
has ended. The department also acts as the advisor to the Government Ministries and
departments on their specialized printing and publishing needs. It provides expertise in court
cases concerning forgery and counterfeiting attempts of Government accountable documents,
since all are required to use Government press to procure their Printing services and only on
the advice of the Government Printer, would authorize to outsource Government work be
granted.
The government press wishes to generate a globally competitive and adaptive human
resources base to meet the requirements of its vision, mission and objectives. To march the
pace with new challenges and fast growing technological changes taking place in raw
materials manufacturing industry, the department has no choice other than to keep side by
side with technology by vastly investing on quality through quality inspection of supplies.
1.3 Statement of the Problem
Apparently work life balance to some people means spending more time in paid work and
less time at home, on the other hand to others it means making sure that paid work does not
contravene on time needed for other responsibilities. Output is always poor when there is lack
of work flexibility, high work pressure and longer working hours. In addition it works against
the quality of family and community at large, which eats down on the employee input, as it is
tough for the employee to deal with situation at workplace when he cannot handle his family
(A. George, 2013).
Generally when people spend long hours at work and spend little or no time with their
families, their health and work output begins to deteriorate (Sparks, Cooper, Fried n Shirom
1997). Work life balance has been defined as fulfillment and good operation at work and
home with a minimum role conflict (Clark, 2000), Equilibrium or maintaining overall sense
of harmony in life (Clarke et al., 2004) and global assessment that work and family demands
such that participation is effective in both domains (Voydanoff, 2005).
Frone (2003) indicates that participating in the work may impede with or enhance the
performance in the family and likewise participation in the family may interfere or enhance
performance in the work or productivity (Frone et al., 1992). Government Press offers

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printing services to the government, both the public and private sector. The culture and nature
of the organization always compel the employees specifically printers to work for longer
hours. More often when there are urgent state-jobs like official programs for the president,
which have timeframe, employees are forced to work for longer hours, and if not at the
workplace they are called back or even picked at night so as to deliver the jobs at the right
time More so when the jobs/books are needed in bulk, for instance, when there was
referendum and there was need to print the proposed constitution, employees who had gone
for their annual leave were called back, and were also expected to work for longer hours so as
to meet the deadline.
At times employees spend more time at work because their presence rewards more than
result, especially when they are at standby or waiting for the urgent jobs, which more than
often, there is no specific time they reach the workplace, but because, staying for longer
hours overtime will be paid. Greenhaus et al., 2003 questioned the self-evident assumption
that work life balance always leads to favorable outcomes. Studies have been conducted on
work life balance and its effects on employee’s productivity and it is not certain whether
work life balance can either enhance productivity or not, for example Konrad and Mangel
(2000) shows that WLB has an effect on employee’s performance, in contrast in a study in
United States Bloom et al (2009, 2011) find no relationship between WLB practices and
performance, when management practices are controlled. Therefore the study attempts to find
out how work-life balance has an effect on employee’s productivity in printing press,
specifically Government Press.

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1.4 Objectives of the Study
1.4.1 General Objectives
The general objective of the study was to establish effects of work-life balance on employee
productivity.
1.4.2 Specific Objectives
i. To investigate the work life balance practices those were applied in the Government
Press.
ii. To establish the effect of work life balance on employee productivity at the
Government Press.
iii. To determine the challenges faced by organization who implement work life balance
practices on employees.
1.5 Research Questions
i. Are there any work life balance effects that you experience at the Government Press?
ii. Are there any work life balance practices being exercised in your organization?
iii. Which are the challenges that you experience in your organization in carrying out
work life balance practices?
1.6 Significance of the Study
This research would be useful to the following stakeholders:
1.6.1 Organization
The findings would assist the management to focus on policies and programs that would be
beneficial to the organization. The policies could provide an optimistic and impact on
employee to remain in the organization other than leaving for greener pastures. The policies
could also seek to improve their commitment and satisfaction levels and in turn reduce stress
and problems at work. It would also help organization improve in the ability of recruitment
and retention of valued employees.

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1.6.2 Trade Unions
Trade unions are charged with responsibility of looking onto the welfare of their members.
This includes fighting for better pay and working conditions. Therefore the trade unions may
use this research information for acceptable collective bargaining negotiations and agreement
for flexible working arrangement.
1.6.3 Employees
Employees through this research study would gain knowledge on why work life balance is of
importance to them while in employment.
1.6.4 Other researchers
The findings of the study would also be used as a reference in future by those who would like
to explore more in this intriguing, informative and interesting topic beyond the scope of the
study.
1.7 Limitation of the Study
The researcher encountered limitation such as lack of support by both the management and
the employee who viewed the research as a disturbance to their peace and busy irregular
work schedules. The researcher also was viewed as a spy.
Some questionnaires were returned unanswered. Government Press is a busy institution and
especially when the government comes to the end of the financial year and starting of the
new financial year, therefore employees were not, for sure had time to respond to the
questionnaire and this reduced the response rate. A time constraint was experienced by the
fact that the researcher was an evening student and during the day was at work place. This
will limit time for research.

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1.8 Scope of the Study
The study was carried out in Government Press Haile-Selassie Avenue, Nairobi Kenya. The
research was focused on the study of work life balance and its effects on employee
productivity. This was due to the fact that it is the only printing establishment for the Kenya
Government and one of the largest presses in the printing industry.
This study sought for in-depth information on the following variables: - Effectiveness of
work-life balance practices in existence, the work-life balance culture of this organization and
its effectiveness need for work-life balance practices in the entire organization and the
various ways in which work-life practices can be implemented & how it can best suit
productivity. The study was to concentrate mostly on the production and publication
departments of Government Press.

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CHAPTER TWO LITERATURE REVIEW
2.1 Introduction
In this chapter, the following will be discussed: - theoretical review, review of past studies,
critical review, summary and gaps to be filled and finally conceptual framework that will
guide my research.
2.2 Theoretical Review
In the recent years Work life balance practices have an immense impact on the employee
production at their work places (Pitt-Catsouphes et al.,2006) Theories include work life
balance practices, productivity and work life culture. A number of theories have been put
forward to elaborate clearly the work family relation. These include Segmentation,
Compensation, Spillover and the Border theory (Greenhaus & Powell, 2006, Morris &
Madsen, 2007).
2.2.1 Segmentation Theory
The earliest view of the relationship between work and home was that they are segmented
and autonomous and do not impinge on each other. Blood and Wolfe (1960), who were
pioneers of this perception, applied this notion to blue collar workers. They elucidated that
for workers in unsatisfying or un-involving jobs, generally segmentation of work and home is
an accepted process. The separate spheres pattern took the family as a domestic haven for
women and work as a public arena for men (Zedeck, 1992). Nevertheless, this outlook of
segmentation was disputed by researchers who clearly demonstrated that work and family are
very much related domains of human life (Bruke and Greenglass, 1987; Voydanoff, 1987)

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2.2.2 Compensation Theory
This theory proposed that workers tend to compensate for the lack of satisfaction in one
domain (work or home) by trying to find more satisfaction in the other (Lambert, 1990).
Piotrkowski (1979, p.98) the theory explained further that men “look to their homes as
havens, look to their families as sources of satisfaction lacking in the occupational sphere”.
The theory expounded on two forms of compensation (Edwards and Rothbard, 2000). First, a
person may have little involvement in the dissatisfying domain and increased involvement in
a potentially satisfying domain (Lambert, 1990). On the other hand, the person may respond
to dissatisfaction in one domain by pursuing rewards in the other domain (experiences that
may fulfil the person’s desires, Champoux, 1978). The second form of compensation can be
either supplemental or reactive in nature (Zedeck, 1992). Supplemental compensation
generally occurs when persons shift their pursuits for gratifying experiences from the
dissatisfying task to a potentially more satisfying one. For instance, persons with little
autonomy at work seek more autonomy outside of their work role. On the other hand,
reactive compensation represents person’s efforts to redress negative experiences in one
position by pursuing contrasting experiences in the other role such as engaging in leisure
activities after a strenuous day at work.
2.2.3 Spill-over Theory
The most popular view of relationship between work and family was put forth by Spillover
theory. A number of researchers suggested that workers carry the emotions, attitudes, skills
and behaviours that they establish at work into their family life (Belsky et al., 1985; Kelly
and Voydanoff, 1985; Piotrkowski, 1979; Piotrkowski and Crits- Christoph, 1981) and vice-
versa (Belsky et al., 1985; Crouter, 1984). Spillover can be positive or negative. Positive spill
over refers to fact that satisfaction and achievement in one domain may bring along
satisfaction and achievement in another domain. Negative spill over refers to the fact that
difficulties and depression in one domain may bring along the same emotion in another
domain (Xu, 2009).
2.2.4 Border Theory
Clark (2000) presented a work/family border theory - a new theory about work family
balance. According to this theory, each of person’s roles takes place in a definite domain of
life, and these domains are separated by borders that could be physical, temporal, or

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psychological. The theory articulates the issue of “crossing borders” between domains of life,
in particular the domains of home and work. According to the theory, the flexibility and
permeability of the boundaries between people’s work and family lives will affect the level of
integration, the ease of transitions, and the level of conflict between these domains.
Boundaries that are flexible and permeable facilitate integration between work and home
domains. When domains are relatively integrated, transition is easier, although work family
conflict is more likely. On the contrary, when these domains are segmented, transition is
more effortful, but work family conflict is less likely (Bellavia and Frone, 2005).
2.3 Review of Past Studies
2.3.1 Work-life balance
Work-life balance is defined on the Labour work-life balance as being about “effectively
managing the juggling act between paid work and the other activities that are important to
people”. This notes that it is not about saying work is wrong or bad, but that “it shouldn’t
crowd out the other things that matter to people, like time with family, contribution in
community activities, charitable work, personal development, leisure and recreation”. It also
brings out that there is no “one size fits all solution”. The “right” balance is a very private
thing that changes from individual to individual and at different stages of the life course.
While for some the issue is having too much work, others do not have enough (Fielder,
2006).
The perception of work-life balance also includes the precedence that work takes over
family, in the view of working long hours, and work intensification. Work intensification,
defined by Burchell (2006) as “the increasing effort that employees put into the time that they
are working” or the amount of work done in a day, the pace of work and its depletion of
energy for activities outside of work, is also an issue affecting work-life balance. Public
submissions to the Department of Labour (2004) and the New Zealand Council of Trade
Unions (2002) study identified increased intensification of work, partly due to reduced
staffing as a major issue for work-life balance, along with long hours and working non-
standard hours.
Work-life balance is not an advantage for workers, but as well as for stake holders and
employers, the market, the nation and revolves in the society as a whole. The future
workforce and consumer market is closely related to a larger extent to women bringing forth

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children and parents raising children. Recently there is the shift from a husband being the
sole breadwinner. Family model nowadays have both parents participate in paid employment
this has made the life easy. Unlike On the contrary it is difficult to up bring a family while
the workplace continues to be modelled on male breadwinner workers (Galinsky, E and
Johnson, A., 1998).
A comparative research among a number of nations clearly detailed that those nations with
the lowest fertility rates were not those with the highest female labour force participation,
such as the Nordic countries. In fact, it was well observed that low fertility rates was a
resultant of low levels of male participation in household chores and childcare and low level
of public policy support for families and women in paid work, such as in Japan, Spain and
Italy (Jaumotte, 2003; Johnston, 2005). New Zealand research shows that men have a higher
total paid plus unpaid work hours than women, due to their much longer paid work hours
(Callister, 2005) so any move into sharing in the domestic sphere for men requires a
reduction in their paid work hours or their situation would simply worsen.
“Work-family balance” evolved into “work-life balance” partly in response to workers
without family responsibilities who felt that employees with children were getting benefits
that they were not. The term “life” applies to any non-paid activities or commitments. While
the term does not generally include “unpaid work” when referring to work, it could be
extended to cover that.
Work-life balance issues appear to affect some groups of people more than others – those
working long hours, those whose work spills over into the home as a result of modern
technology, those in non-standard employment such as shift work, those on low incomes,
those trying to juggle parenting and paid work, and those with cultural obligations beyond the
family and paid work.
2.3.2 Productivity
Labour productivity is defined as total output divided by labour inputs and is considered as a
necessary, though not sufficient in itself, condition for long-term profitability and success
(Guthrie 2001). The Department of Labour established a Workplace Productivity Working
Group (WPWG) in February 2004 to determine ways to improve workplace productivity that
will produce higher wages and a high value economy. The Group produced a report in
August 2004 on how Kenya compares with other countries, what practices have been

12
successful or unsuccessful, the effect of policy settings on workplace productivity and
possible future policy options for improving productivity (WPWG 2004). Among the
findings of this report were the need to create productive workplace cultures and measure
workplace productivity and successful business practices. It also acknowledges the
relationship between employee motivation and productivity. “People tend to be more
motivated in the workplace if they feel appreciated and respected. Creating a positive work
environment not only boosts morale but also productivity levels.” (WPWG 2004)
“High performing workplaces are founded on a strong workplace culture in which
motivated and engaged employees are willing to ‘go the extra mile’.” (WPWG 2004) The
WPWG report notes that barriers to introducing practices to improve productivity include the
short-term costs of new practices and strategies in relation to short-term benefits, a lack of
buy-in and a belief that such practices will lead to competitive disadvantage rather than
competitive advantage.
2.3.3 Workplace/work-life culture
Organizational culture is comprises of the set of shared values and standards that defines
what is held to be important in an organization (Working Families 2006). It is further
portrayed as “the way we do things around here”. Lewis (2001) and expounded by a
definition from Pemberton (1995) as “a deep level of shared beliefs and assumptions, the
latter are taken to operate unconsciously and are developed over time embedded in an
organization’s historical experiences”. This in return may deem the Cultures that were
initially functional to become dysfunctional as social circumstances change over time.
Ideally the “ideal worker” workplace culture that originally was built up around male
breadwinner and female caregiver models of families is now comes under sharp criticism
with the rise gender equality, this is due to female labour force participation and dual income
families. Further, Thompson et al (1999 described a supportive work-life culture as “the
shared assumptions, beliefs and values regarding the extent to which organizations value and
support the integration of work and family lives, for women and men”.
The concepts of full-time and part-time work can be viewed as a good example to explain or
rather bring out clearly the disharmony between workplace cultural assumptions with the new
models. Whereby Full-time work is deemed fit for the ideal worker/male breadwinner culture
of the past while on the contrary part-time work is better suited and replicates the new social

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reality of dual income families and further seen as a move towards greater gender equity in
child-upbringing.
The long hours working culture as discussed earlier portrays a workplace culture that is in
conflict with family life. This is brought out clearly by a research in the U.K which Two-
thirds of respondents to a study of 150 employees in eight organizations said that long hours
were part of their workplace culture and taken for granted (Kodz et al., 1998:29). This clearly
elucidates further the linkage between workplace culture and working long hours. Long
working hour’s culture as defined by the employees as one in which long hours were
preferred, employees were praised for working long hours and working long hours was
viewed as a sign of commitment. Another organization portrayed long hour’s culture as “an
expectation of employees to get the job done irrespective of the contracted working hours.
Long hours were perceived as ‘part of the job’ further a deviation from this was seen as a
sign that the employee was not committed” (Kodz et al., 1998:31).
A long-hours culture is brought about by senior managers working long hours they in return
generate high workloads for those around them, according to Kodz et al., (1998). Peer
pressure is perceived to be bringing forth a culture of long hours, either through comments or
competition. Another perception and key driver of a long hour’s culture is that career
progress is dependent on long hours and presenters. Overly there are other determinants of
long hour’s cultures which include customer expectations and service provision, staff
shortages, new technology which enables 24hours system whereby employees are available
round the clock, and the need to travel for work. On the other hand only a handful of
employees in this study, which included employees from a range of sectors, were seen to
work long hours as a means of improving pay since majority of organisations did not pay
overtime
2.4 Critical Reviews
Critical review entails effects of work life balance on employee productivity. Most authors
have exhaustively investigated on this although it is documented it is not practised in many
organisations. The major setback of their review is that they do not indicate on how their
findings should be applied in different firms. Therefore this has given the researcher a topic
to research on to see the effect of it being implemented.

14
2.5 Summary and Gaps to be filled
Combination of research evidence and logical argument can be demonstrated through
relationship between work life balance, discretionary effort, employee engagement and
productivity. Work place culture initiates productivity which is connected to work life
balance productivity of the organisation can be enhanced through work life balance employee
engagement. Supportive workplace culture increases staff commitment and discretionary
effort and thus enhances productivity.
Fig 2.1 Conceptual Frame Work
Source: Author (2014)
2.6.1 Work life balance
Priority of work taking over family, overworking and work intensification is also a concept of
work life balance Burchell (2006) defined work intensification as improving efforts that
employees that put into the time that they are on duty..
2.6.2 Positive work life
(Guthrie, 2001) states that total productivity is considered useful for periodic profitability
and success ways of enhancing work place productivity has been established by the
Work-life balance
initiatives
Positive work-life
culture
Increased
discretionary effort
Increased
Productivity

15
department of labour(WPWG) forum that was held in February 2004.report finding created
productive work place behaviours and limits of productivity. In the workplace employees feel
appreciated and respected when their morale is boosted and this enhances productivity.
2.6.3 Increased discretionary
There is complex relationship between work life balance and discretionary effort. As
previously intermediary factors like work place culture and impacts of using work life
practice can limit their use and as well grant discretionary efforts by employees. Currently
high management practices that employee overworking and daily reporting to duty has
improved employee productivity although this is detrimental to work life balance.

16
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter basically covered the methodology which the researcher used to examine the
work life balance on employee productivity a case study at Government Press. The chapter
represents the methodology under the following subsections: - Research design, target
population, sample techniques and methods, data collection instruments data collection
procedure, data analysis presentation and interpretation used and the summary of the chapter.
3.2 Research Design
The researcher used questionnaires which were distributed in the three sections of a printing
establishment. According to Mugenda and Mugenda 2008, a questionnaire is a research tool
which contains several questions on a specific issue or problem being investigated.
3.3 Target Population
The target population refer to the group that the researcher was focusing on, that is basically
the aggregate of all elements sharing some common set of characteristics that comprise the
case for the purpose of the research problem. The researcher involved the entire population of
200 printers in Government Press. The common characteristics of the population included: -
similar income levels, levels of education, gender and age brackets.
3.4 Sampling
Sampling is that part of statistical observations intended to yield some knowledge about a
population of concern, especially for the purposes of statistical reference. A sample is
therefore a small group selected from the big group or population of the study.
The researcher used cluster sampling technique where by the population was divided into
groups according to their respective sections in the production departments. The sections
include: - prepress, press, and post press. The method enabled the researcher to establish
various production technologies in each of the sections in a printing establishment. The
method enabled the researcher to improve on accuracy, efficiency and focus on the most
equipped to the lowest equipped section in the organization. The sections were grouped on
excellent, good, fair, or poor in relevant to the required modern technology in the market .The
sample had been calculated as follows. n=N/ (1+Ne2)

17
n=samples size
N= population size
e= margin error
e=5%
The target population and the sample size have been presented on the table below.
Section Total population Sample size per section percentages sample size
Pre-press
Press (Printing)
Post Press (Binding)
15
40
45
13
29
32
6.5%
14.5%
22%
Total 100 73 44%
Source: Author (2014)
3.5 Data Collection Instrument
The researcher basically used primary data to accomplish the research objectives. Therefore
the basic data collecting instrument of the researcher was questionnaires. The researcher
administered 30 questionnaires to 30 respondents. Another consideration of using
questionnaires was that the surveys required research tools that were simple with a
straightforward approach enabling data on attitudes and motives to be collected in a timely
manner. This ensured that data was collected from a large group of people within the
stipulated time of the research (Smith, 2002).The major advantage of using a questionnaire as
argued by Lehmann (1995) was that they were less expensive compared to other types of data
collection and were also deemed to be most effective when time of the study was limited. In
the population of study, According to Chandran (2003), questionnaires provided high degree
of data standardization and adopting generalized information amongst any population. They

18
were useful in a descriptive study where there was need to quickly and easily get information
from people in a humble way.
3.6 Reliability and Validity
For the purpose of this study, permission to carry out the study was sought from relevant
administrative authority of Government Press. The researcher also assured confidentiality of
the information and respondents and was affirmed that the study would be made for purpose
of accomplishing academic goals. All sources of information would be acknowledged by the
researcher.
3.7 Data Collection Procedures
The researcher sought an introduction letter from St. Paul’s University to carry out the
research. The researcher also sought authority from the management of Government Press
who allowed her to carry out the study within the organization. The researcher then
proceeded to the sampled staff, starting with the section heads and administered the
questionnaires to respective respondents. The process was closely monitored to clarify any
issues that arose during the exercise.
3.8 Data Analysis, Presentation and Interpretation
The data which was collected through the questionnaires which was recorded down and
classified this data was then analyzed and presented in form of tables, pie-charts and graphs.
Proper interpretation was made to establish the available technology within the organization
and come up with appropriate recommendations

20
CHAPTER FOUR: DATA ANALYSIS, PRESENTATION AND INTERPRETATION
OF FINDINGS
4.1 Introduction
This chapter basically covered data analysis, presentation of findings according to research
objectives and summary of data analysis. From this a total of 73 questionnaires were
distributed to respondents for data collection.
The core of this analysis was based on 50 questionnaires from facts finding on the
respondents who returned their questionnaires for analysis. This forms 68 % of the total
sample population for the study.
4.2 Response Rate Analysis
This was to find out those who answered the questionnaire and gave it back and also those
who were unable to return the questionnaire. Out of the 73 questionnaires that were given
only 50 were returned, therefore 23 questionnaires were not returned. The response was as
indicated below:
Table 4:1: Response Rate
Frequency Percentage %
Response 50 68
Not-responded 23 32
Total 73 100
Source: (Author, 2014)

21
Fig 4:1: Response rate
The respondent sampled 68% participated in the study, Hence the response rate was average.
4.3 Demographic information about the respondents
4.3.1 Gender
The gender issue was important in the study, as it helped determine the gender equity in the
organization. In addition WLB assumption schemes, bases women employees to be much
committed both to domestic a tasks and employment. In the study carried out it was found
that 64% of the respondents were male while 36% were female.
Table 4: 2: Gender of Respondents
Gender Frequencies Percentage
Male 32 64
Female 18 36
Total 50 100
68%
32%
0 0
Response ratechart
Responseded
Not responded

22
Fig 4:2 Gender
Source (Author, 2014)
4.3.2 Age Group
Age factor was an important factor in the study because age determined employee’s
productivity. The attempts were made to find out whether age variations could be a
contributing factor to employee productivity. The findings were as follows.
Table 4.3Ages of respondent
Age (years) Frequencies Percentage %
Under 30yrs 22 44
31-40yrs 15 30
Over 40 years 13 26
Total 50 100
64%
36%
0 0
Gender chart
Male
Female

23
Fig 4:3 Ages of Respondents
4.3.3 Ages of Children
According to the findings the response indicates 20% of respondents had children under 2
years, 24% 24% had children aged 2-5 years, 30% OF the respondents had children aged 6-
10 years, 14% had children aged 11-14 years, 8% had children aged 15-18 years and 4% of
the respondents had children over 18 years .
Table 4.3 Ages of Children
Age (years) Frequencies Percentage %
Under 2 years 10 20
2 – 5 years 12 24
6 – 10 years 15 30
11 - 14 years 7 14
15 – 18 years 4 8
Over 18 years 2 4
Total 50 100
44%
30%
26%
Under 30yrs
31-40yrs
Over 40 years

24
Fig 4.6 Ages of Children
4.3.4 Marital Status
Marital status was a vital aspect in the research as it determined employee’s efficiency and
effectiveness. Married employees were obliged to be committed in both family and
employment. The findings of the research were as follows;
Table 4.4 Marital Status of Respondents
Marital status Frequencies Percentage
Married 46 92%
Unmarried 4 8
Total 50 100
30%
24%
20%
14%
8%
4%
Age of Children
under 2 yrs
2-5 yrs
6-10 yrs
11-14 yrs
15-18 yrs
over 18 yrs

25
Fig 4.4 Marital Status of Respondents
4.3.5 Number of Children
Table 4.5 Number of children for respondents
Number of children Frequencies Percentage
None 1 2
1 10 20
2 19 38
3 13 26
More than 3 7 14
Total 50 100
96%
4%
00
Marital status of respondents
married
unmarried

26
Number of children was an important factor in the research, because children require a lot of
attention from parents and the results were as follows: -
Fig 4.5 Number of Children
From the research those with more than three children was 14% followed by those with three
children 26% 38% for those with two children, 20% for those with one child and 2% who had
no child.
4.3.6 Work Experience
Years of service was looked at as a factor that was to indicate whether they had experience in
employee productivity and work life balance for the period they had served in the
organization. The results were as follows:
Table 4.6 years in services
Year of service Frequencies Percentage %
1-5 3 6
2%
20%
38%
26%
14%
For respondents
no child
1 children
2 children
3 children
more than 3children

27
5-10 33 66
10-15 4 8
Over 15 yrs 10 16
Total 50 100
Source :( Author, 2014)
Fig 4.6 Years in Service
From the findings it was found out that 6% of the respondents had worked in the organization
for 1-5years 66% had worked 5-10 years, 8% had worked for 10-15years and 16% of the
respondents had worked over 15years
4.3.7 Level of Education
Level of education was also a significant factor in the research; it determined the knowledge
of the employee productivity in the organizations as well as how well an employee is
informed. The findings of the research were as follows;
Table 4.7 Level of Education of Respondents
Education level Respondents Percentage
6%
66%
8%
16%
Years inservice
1-5 yrs of service
5-10 yrs of
service
10-15 yrs of
service

28
Primary - -
Secondary 5 10
Tertiary 26 52
University 19 38
Total 50 100
Source :( Author, 2014)
Fig 4.7 Level of Education
The education level of the respondent was that 52% had gone to college followed by 38%
who had attained university education and 10% had secondary education
4.3.8 Department of Work
Table 4.8 department of work for respondents
Department Respondent Percentage
Pre-press 8 16
Press 16 32
Post press 26 52
10%
52%
38%
0
Level of Education
secondary
tertiary
university

29
Total 50 100
Fig 4.8 Department of Work
According to the findings 16% of the respondents were from pre-press followed by 31% from
press and 52 % from post press
16%
32%
52%
0
Department of Work
pre press
press
post press

31
4.4 Work Life Balance Practices that are applied in Government Press
Table 4.9 Are the following WLB applied in government press?
1 % 2 % 3 % 4 % 5 % Total
number of
respondents
totals
Flexible
schedules
5 10% 23 46% 3 6% 15 30% 4 8% 50 100%
Telecommuting 5 10% 10 20% 16 32% 13 26% 6 12% 50 100%
Compressed
work weeks
2 4% 26 52% 7 14% 9 18% 6 12% 50 100%
Part-time
works
7 14% 20 40% 4 8% 8 16% 11 22% 50 100%
Job sharing 11 22% 26 52% 6 12% 3 6% 4 8% 50 100%
Leave 14 28% 31 62% 1 2% 2 4% 2 4% 50 100%
Further
professional
studies
4 8% 33 66% 7 14% 6 12% 10 20% 50 100%
Table represents the number of respondents. Source (Author, 2014)
Key
1. Strongly Agree 2. Agree 3. Not Sure 4. Disagree 5. Strongly Disagree

32
Table 4.10 in government press how have WLB affected on employees’ productivity
1 % 2 % 3 % 4 % 5 % Total
number of
respondents
totals
Reduced
absentees
and lateness
1 2% 16 32% 5 10% 18 36% 10 20% 50 100%
Low staff
turnover
rates
2 4% 8 16% 16 32% 18 36% 6 12% 50 100%
Increased
retention of
valuable
staff
2 4% 8 16% 11 22% 22 44% 7 14% 50 100%
Part-time
works
2 4% 12 24% 9 18% 20 40% 7 14% 50 100%
Increased
staff loyalty
and
commitment
2 4% 17 34% 8 16% 15 30% 8 16% 50 100%
Table represents the number of respondents. Source (Author, 2014)
Key

33
Table 4.11 on implementing WLB do you think government press will face the following
challenges?
1 % 2 % 3 % 4 % 5 % Total
number of
respondents
totals
Few employees
are aware of
WLB
12 24% 28 56% 3 6% 4 8% 4 8% 50 100%
Attitude and
resistant
supervisors
12 24% 20 40% 13 26% 3 6% 2 4% 50 100%
Lack of
communication
and education
on WLB
15 30% 26 52% 5 10% 3 6% 1 2% 50 100%
Gender
perception
3 6% 20 40% 10 20% 13 26% 4 8% 50 100%
An
organisation
emphasizes
and rewards
long hours
10 20% 9 18% 11 22% 11 22% 9 18% 50 100%
Table represents the number of respondents: Source (Author, 2014)

34
Key
4.5 Data Analysis
4.5.1 Work Life Balance Practices
Fig 4.9 work life practices that are applied in government press
Graph representing work life balance practices in government press: Source (Author,
2014)
The survey established that indeed there were work life balance practices in government
press. This was observed since 66% of the respondents agreed that there existed further
training of staff in the department another 62% concurred that staff were allowed to go for
annual leave. The study also found that the department practiced job sharing and compressed
work weeks. However most of the employees were unaware of telecommuting.
0
10
20
30
40
50
60
70
strongly agree
agree
not sure
disagree
strongly disagree

35
4.5.2 In government press how have WLB affected on employees’ productivity
Fig 4.10 Effects of work life balance
Graph representing effects of WLB in government press: Source (Author, 2014)
According to the survey 36% of the staff disagreed to reduction of reduction of absentees and
lateness as a result of work life balance, further majority of the respondents disagreed that
work life balance affected production. Only a minimum percentage, 36%, felt that work life
believed that has led to reduction of employee turnover rate. 44% of the respondents felt that
work life balance has not increased employee retention in the department; further 40% felt
0
5
10
15
20
25
30
35
40
45
50
reduced
absentism and
lateness
low staff
turnover rate
increased
retention of
staff
increased staff
loyalty
improved
organisation
performance
strongly agree
agree
not sure
disagree
strongly disagree

36
that work life balance has not led to employee loyalty with the management. However, only
34% of the respondents felt that it has led to improvement in the organisation.
4.5.3 On implementing work life balance in government press will face the following
challenges
Fig 4.11 Challenges of work life balance
Graph representing challenges of WLB in government press: Source (Author, 2014)
0
10
20
30
40
50
60
strongly agree
agree
not sure
disagree
strongly disagree

37
56% of the respondents agree they were not aware of work life balance practice within the
organisation. The aspect of attitude in variation was between employees and their employer
was evident from the findings. This in return resulted to lack of commitment in the
implementation of work life balance practices. This clearly shown why majority of the
employees lacked the knowledge of work life balance practices in the organisation
4.6 Summary of the Findings
This chapter dealt with analysing data, presentation and interpretation. From the findings the
response was average and it was also found out that there were more male than female who
are in their youth, indicating the nature of work in the industry. The findings were presented
in tables, pie charts and graphs.
To research on effects of work life balance, questions arise, such as what work life practices
are applied in government press, what are the impacts of the practices and the challenges that
comes with the implementation of work force balance. Indeed there are work life balances
practices in government press. Most of the respondents are married with children and they are
well technically educated with majority having attained tertiary and diploma level education.
Employees have raised opinion to the effect on productivity with regard to work life balance.
Awareness needs to be carried out as most employees are not aware of the work life practices
within the organisation.
.

38
CHAPTER FIVE: DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This is the last chapter in project writing. This chapter captured in details discussion of the
objectives. This segment was a litmus test whether the research project achieved its aim. It
also covered conclusions which reviews and explains whether the research was successful
and finally a recommendation explaining a course of action to be taken to improve the
problem under review.
5.2 Discussion
The objective number one was to investigate on the work life balance at government press.
After conducting the survey it was evident that work life balance practices were practiced in
the department. This was evident since majority of the employees concurred to have either
enjoyed a number of work life balance practice as highlighted in the questionnaire. This is an
important aspect since it served as an indicator too that the organisation valued it employees
and wanted to incorporate a working equilibrium between employees work and family life.
Organisations which support their employees and enhance equilibrium between work and
family life are in line with international standards. Moreover, they are most likely to achieve
their mission and vision effectively. The organisation supports it workers family life and this
is evident since the organisation understood its staff and have set policies which have allowed
them to handle each task at a time appropriately without overworking themselves. This comes
out more clearly through practices like job sharing, compressed work weeks and working on
part time.
The survey also wanted to come up with the effect of work life balance on employee
productivity at the Government Press. It was evident that work life balances in the
organisation had far reaching effects on the organisation. Nowadays people want meaningful
work that enhance and look at their overall well being. This explains the reasons why we
have positive and negative effects of work life balance as well exhibited in the organisation.
Due to technological advancement forms or organisation are pushed to develop policies that
are competitive and would attract both genders to work with them. Time has gone where men
were the sole bread winners. We are now in the era where there is company should work to
lure even women to work for them. Among the negative effects that were observed in the

39
organisation was stress. This was observed where majority of the skilled employees
consented to have experienced stress where going about their normal life and work. This was
brought about well by the fact that people want meaningful work that caters for their social
well being. Generally this is followed by the employees working for long hours in the idea of
realizing their goals. Stress is known to be the mother of other chronic diseases, such as
diabetes, heart diseases and migraine and ulcers. It is important therefore for organisations to
work on policies that will reduce stress in the work place. Never the less all is not lost there
are some work life balance in the organisation which have positive attribute to the employees.
This includes normal leave and other conditional leaves such as maternal and paternal leaves.
Other positive aspects include payment of overtime dues, taking employees for further
training. These are good measures since they boost the employee morale. This in return helps
the organisation to achieve its mission and vision.
Eventually the study wanted to identify where they were challenges in the implementation of
the work life balance in the organisation and other organizations. From the survey the author
realized there were numerous challenges that were evident and worked against the quest to
have the work life balance. Among the challenges was the employees’ attitude. It was clear
that the employees had a negative attitude which greatly hindered smooth running of the
organisation. This came clearly as observed in cases where some absconded duties or
reported to work late. The consequences of these were overburdening some employees with a
lot of work and failure to meet set deadline and goals. Another negative aspect or hindrance
that came out so clearly was ignorance. It came as a surprise thought that quite a number of
employees claimed to have no knowledge of work life balance practices. This in return
undermines the efforts the organisation is putting in place to match the world labour market.
This is a challenge to the employer since it brings about laxity and employees tend to cling on
old and outdated practices. Cost of implementing some of the practices is high. In the short
run this is undermining factor to the organisation. This is because it will use a lot of funds
without receiving any tangible results immediately. Eventually not all the practices that the
organisation has put in place that seemed to go down well with the employees. There was
some rebellion or lack of interest. This in return could force the organisation to botch the
plans or look for other alternatives.

40
5.3 Conclusion
Work life balance practices are essential aspects both to the employer and the staff. The two
parties have to strike a neutral ground and work in tandem towards realization of each party
goal and objectives. Organisation and big companies are formed and have mission statement
of how they will achieve their goals and objectives. Towards their realization of goals and
objective the human resource is an aspect that they cannot ignore. They have to come up with
policies to favour and motivate their human resource hence maintain a competitive edge.
Towards realization of these the organisation should enhance good work life balance
practices also put in a task force to review the practices in line with the changing trends of the
21st century. Due to technological changes the terms of service of employees keep on
changing and organisation must keep reviewing this with an aim of being at par with the
changing world. When an organisation matches this then definitely it will fend away many
challenges such as high turnover rate. When employees are not well taken care of they can
have detrimental effect on the organisation.
Nowadays there are changing trends in job market. Successful entities have learnt the trick
and are giving other entities a run for their money. Organisations like government press have
to learn the trick and generate policies that will lure more professionals in the entity as well
as safeguard the ones already in place. It is saddening to observe that the department uses a
lot of funds to train its staff and arm them with the required skills in the market. It is
unfortunate though that a small misdoing or lack of interest in the well being of the
employees has led to brain drain and turnover of the highly skilled employees. The
organisation should learn the new tricks in the market.
On the other hands it is upon the employees to form a channel of airing their grievances to the
organisation. When the organisation grows so is the employees so instead of going against
the grain they should come up with forums of bringing the management to speed with the
changing trends, Instead of rebelling or working against the management. They should look
for ways to bring the management to task and uphold the core values of the organisation.
They should have representatives in the management level to enhance that each employee is
treated equally and enjoys the benefits accrued to him.

41
5.4 Recommendations
Government press is a mammoth printing industry with a range of benefits including a ready
market for its products which is the government of Kenya. This helps in great deal in that it
does engage in unhealthy competition with other printing organisations in the market. The
organisation is also funded by the government of Kenya in all its operations. This is an
ultimate opportunity hence the organisation has all the resources at its disposal to enhance
good work life balance practices for its employees. The organisation must work towards
reducing workloads and improve on the quality of supervision priority. This will help to
reduce stress on the employees. The organisation should also come up with intervention and
strategies that will aid in developing the employees. This should incorporate family life
assistance policy. This is whereby it should focus on uplifting the family life of the
employees. The organisation should also come up with thorough workforce strategies. This
will help to cut the rate of employees turnover as it will dig deep on the employees well
being. The task force should help the organisation to have a successful recruitment and
retention policy and above all a clear succession policy.
5.5 Areas of Further Study
It is important to dig further on the cause of low employee morale and investigate whether it
is attributed to the high rate of employee turnover rate in the organisation. Further come up
with short term and long term remedies to the problem.

42
APPENDIX I: REFERENCES
Blair Loy and Wharton, 2004: Organizational commitment and constraints on work-family
policy use: corporate flexibility policies in a global firm.
Bloom, N., Kretschmer, T., and van Reenen, J. (2006): Work life balance, management
practices and productivity. Centre for Economic Performance, London School of
Economics.
Boston College Center for Work and Family (2000): Measuring the impact of workplace
flexibility. Chestnut Hill: Boston College Center for Work and Family.
Burchell, 2006: Work intensification in the UK. In D. Perrons, C. Fagan, L. McDowell, K.
Ray, & K.Ward, K. (Eds.): Gender divisions and working time in the new economy:
Changing patterns of work, care and public policy in Europe and North America.
Cheltenham, UK: Edward Elgar.
Callister, P. (2005): Overworked families? Changes in the paid working hours of families
with young children, 1986 to 2001.
Corporate Leadership Council, 2002: Building the high-performance workforce. A
quantitative analysis of the effectiveness of performance management strategies.
Corporate Leadership Council, 2004: The effort dividend. Driving employee performance
and retention through engagement.
De Cieri, H., Holmes, B., Abbott, J. and Pettit, T. (2002): Work/life balance strategies:
progress and problems in Australian Organizations. .
Department of Labour (2004a): Achieving balanced lives and employment: What New
Zealanders are saying about work-life balance.
Department of Labour (2004b): International literature review on the business case for work-
life balance. Retrieved September 25, 2006, from
http://www.dol.govt/worklife/index.asp

43
Department of Labour (2006): Work-life balance in Kenya. A snapshot of employee and
employer attitudes and experiences
Fried, Mindy, 1998: Taking time. Parental leave policy and corporate culture Temple
University Press, Philadelphia
Galinsky, E and Johnson, A., 1998: Reframing the business case for work-life initiatives.
Families and Work Institute, New York
Guthrie, J. 2001: High involvement work practices, turnover and productivity: evidence
from New Zealand. Academy of Management Journal
Hall, D. and Parker, V., 1993: The role of workplace flexibility in managing diversity.
Organizational Dynamics
Harter, Schmidt and Keys, 2003: Well-being in the workplace and its relationship to business
outcomes. A review of the Gallup studies. In Keyes and Haidt (Eds) Flourishing: the
positive person and the good life.
Hayes, Michael, 2005: Outrageous employee benefits. Practice Management case study:
staff retention. Journal of Accountancy
Hill J. Miller, B. Weiner, S. and Colihan, J 1998: Influences of the virtual office on aspects
of work and work/life balance, Personnel Psychology

44
APPENDIX II: QUESTIONNAIRE ON WORKLIFE BALANCE
Dear Respondents,
This questionnaire is aimed at gathering primary data on the work – life balance and its
effects on employee productivity at Government Press. You are kindly requested to fill in the
questions depending on the instructions given. The information will be treated with utmost
confidentiality and will be used for the purpose of accomplishing my academic goal. You are
advised not to include your name in the questionnaire .Note that your contribution will be
highly appreciated.
PART A: BACKGROUND INFORMATION
Please tick the Most Appropriate Options:-
1. Male [ ] Female [ ]
2. Age Group
Under 30 year [ ] 31 to 40 years [ ] Over 40 years [ ]
3. What is your marital Status?
Married [ ]
Unmarried [ ]
4. How many children do you have?
None [ ] 1 [ ] 2 [ ] 3 [ ] More than 3 [ ]
5. What is the age of your children?
Under 2 years [ ] 2-5 years [ ] 6-10 years [ ] 11-14 years [ ] 15-18 years [ ] Over
18 years [ ]
6. How long have worked in your organization?
1-5 years [ ] 5-10 years [ ] 10-15 years [ ] Over 15years [ ]

45
4. Highest level of education attained
Primary [ ] Secondary [ ] Tertiary [ ] University [ ]
5. Which section do you work for this organization?
Prepress [ ] Press [ ] Post Press
PART B: WORKLIFE BALANCE PRACTICES THAT ARE APPLIED IN
GOVERNMENT PRESS
Please indicate your level of agreement with the following statements. Tick in appropriate
box as indicated below [√]
On a scale of 1-5 take the appropriate box on how you strongly agree or disagree with the
statement given:
1- Strongly Agree, 2- Agree, 3- Not sure, 4- Disagree, 5- Strongly Disagree.
(a) Are the following work-life balance practices applied in Government Press
Reno Statement Strongly
Agree
Agree Not sure Disagree Strongly
Disagree
1 Flexible work schedules
time
2 Telecommuting
3 Compressed work weeks
4 Part time Work
5 Job sharing
6 Leave
7 Further Professional
Training

46
(b) In Government Press, how has work life balance affected on employee’s
productivity?
Sr.
No
Statement Strongly
Agree
Disagree
1 WLB has reduced
absenteeism and
lateness
2 WLB staff turnover
rates has gone down
3 WLB increased
retention of valuable
employees
4 WLB has increased
employee loyalty and
commitment
5 WLB has improved
organizational
performance

47
(c) On implementing work life balance, do you think Government Press will face the
following challenges?
Sr.
No
Statement Strongly
Agree
Disagree
1. 1Few employees are
aware of WLB
practises in
Government Press.
2. 2Attitudes and resistance
of supervisors
3. 3Lack of communication
and Education on WLB
practices
4. 5Gender perceptions
5. 6An organisation culture
which emphasizes and
rewards Long hours
and high organisation
commitment

48
Please, highlight few areas that technology has impacted on the work-life balance practices?
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PART C: RECOMENDATIONS
(a) What could this organization do to help you balance your work and family life?
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MANAGEMENT RESEARCH PROJECT

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