INFLUENCE OF WORK-LIFE BALANCE ON CAREER
DEVELOPMENT CHOICES OF EMPLOYEES IN THE BANKING
SECTOR: A CASE STUDY OF STANBIC BANK, NAIROBI, KENYA
BY
MILLIE ANNE IRUNGU
UNITED STATES INTERNATIONAL UNIVERSITY – AFRICA
SUMMER 2017
INFLUENCE OF WORK-LIFE BALANCE ON CAREER
DEVELOPMENT CHOICES OF EMPLOYEES IN THE BANKING
SECTOR: A CASE STUDY OF STANBIC BANK, NAIROBI, KENYA
BY
MILLIE ANNE IRUNGU
A Research Project Report Submitted to the Chandaria School of
Business in Partial Fulfillment of the Requirement for the Degree of
Masters in Business Administration (MBA)
UNITED STATES INTERNATIONAL UNIVERSITY-AFRICA
SUMMER 2017
ii
STUDENT’S DECLARATION
I, the undersigned, declare this as my original work and has not been submitted to any
other college, institution or university other than United States University-Africa in
Nairobi for academic credit.
Signed: __________________________ Date: _________________________
Millie Anne Irungu (ID No: 613168)
This project report has been presented for examination with my approval as the appointed
supervisor.
Signed: __________________________ Date: _________________________
Dr. Teresia Linge
Signed: __________________________ Date: _____________________________
Dean Chandaria School of Business
iii
COPYRIGHT
© 2017 Millie Anne Irungu
ALL RIGHTS RESERVED. Any unauthorized reprint or use of this research report is
prohibited. No part of study may be reproduced or transmitted in any form or by any
means, electronic or mechanical, including photocopying, recording, or by any
information storage and retrieval system without express written permission from the
author and the university.
iv
ABSTRACT
The purpose of the study was to assess the influence of work-life balance on career
development choices of employees in the banking sector, with a focus on the employees
of Stanbic Bank, Nairobi, Kenya. The research questions that guided the study were: How
does personal life balance influence career development choices of employees in the
banking sector? How does social life balance influence career development choices of
employees in the banking sector? How does organizational life balance influence career
development choices of employees in the banking sector?
A descriptive research design was used in the study. The target population included 1500
management and staff of Stanbic Bank Nairobi. Through the use of stratified sampling
techniques and simple random sampling techniques, a selection of 450 respondents was
determined. By the use of a structured questionnaire, the research utilized descriptive and
inferential statistics in data analysis and presentation. For descriptive statistics, the study
adopted frequencies, cross-tabulation, mean and standard deviation while for inferential
statistics, the study emphasized on correlation and regression statistics. Data presentation
was done by way of Figures and Tables.
The study assessed how personal life balance influenced career development choices of
employees in the banking sector. The study found that career success depends on
individual behaviour and work outcome hence career development managers should
match the employee’s traits with job characteristics. The study also revealed that career
success depends on individual’s determination. This determination is emphasized by
personal interests and that personal interests determine employee occupational selection.
It is undisputable that people in their careers make choices and that personal interests
influence the choices made. It is revealed that personal interests influence and shape
personal values, which are very critical in career development. The personal values
frequently conflict with organizational culture when an employee does not really conform
to the values of the organization. This might hinder career development.
The study established that social life balance influences career development choices of
employees in the banking sector. The research found that childcare responsibilities affects
employee’s career development choices. Childcare responsibility also dictates employee’s
social life, which might also have an impact on career choices. Employees come from
v
family setups, which build up modes of socialization of an individual. These kinds of
interaction among family members have impact on career development choices. The
study also illustrates that personal planning can determines career development choices.
The effective planning has a great positive influence on career choices. This effective
planning is determined by employees’ level of education.
The study demonstrated that organizational life balance influences career development of
employees. The study found that flexible work arrangements influence employee career
development choices. When an employee is given flexible time on work, he/she might
explore more options that would reveal the right career choice. The study also reveals that
limiting work hours benefit workers to enhance their career development. Organizations
can easily enhance employee career development by limiting work hours hence an
employee finds free time to study and build his/her career. To enhance employee career
development, the organization should create a flexible working environment at all times.
The organizations might also install effective modern technology that might help
employee progress and explore more opportunities and a certain field.
The study concludes that career success depend on individual behaviour, work outcome
and individual determination. It was found from the study that to enhance career
development, managers should match the employee’s traits with job characteristics. The
study also concludes that employee social life determines career choices. The study
confirms that childcare responsibilities affect employee’s career development choices.
From the study, it was concluded that organizational life balance is the most key and
determining component affecting a worker's career development choices.
The study recommends the executive and management of the Stanbic Bank to ensure that
their employees achieve their personal life balance to enable them advance in their
careers. The study also recommends personal planning because it determines career
development choices. The study suggests the organizations to implement flexible work
arrangements because it enhances employee career development choices.
vi
ACKNOWLEDGMENT
My acknowledgement goes to my supervisor, Dr. Teresia Linge, for the guidance during
the development of this proposal. My family and friends, I am truly indebted to you for
the support you have given me this far.
vii
TABLE OF CONTENTS
STUDENT’S DECLARATION ....................................................................................... ii
COPYRIGHT ................................................................................................................... iii
ABSTRACT ...................................................................................................................... iv
ACKNOWLEDGMENT ................................................................................................. vi
TABLE OF CONTENTS ............................................................................................... vii
LIST OF TABLES .............................................................................................................x
LIST OF FIGURES ......................................................................................................... xi
CHAPTER ONE ................................................................................................................1
1.0INTRODUCTION.........................................................................................................1
1.1 Background of the Study ...............................................................................................1
1.2 Problem Statement .........................................................................................................6
1.3 The Purpose ...................................................................................................................7
1.4 Research Questions ........................................................................................................7
1.5 Significance of the Study ...............................................................................................8
1.6 Scope of the study ..........................................................................................................9
1.7 Definition of Terms........................................................................................................9
1.8 Chapter Summary ..........................................................................................................9
CHAPTER TWO .............................................................................................................11
2.0 LITERATURE REVIEW .........................................................................................11
2.1 Introduction ..................................................................................................................11
2.2 Personal Life Balance and Career Development .........................................................11
2.3 Social Life Balance and Career Development .............................................................15
2.4 Organizational Life Balance and Career Development ...............................................19
2.5 Chapter Summary ........................................................................................................24
viii
CHAPTER THREE .........................................................................................................25
3.0 RESEARCH METHODOLOGY .............................................................................25
3.1 Introduction ..................................................................................................................25
3.2 Research Design...........................................................................................................25
3.3 Population and Sampling Design .................................................................................25
3.4 Data Collection Methods .............................................................................................27
3.5 Research Procedures ....................................................................................................28
3.6 Data Analysis Method..................................................................................................28
3.7 Chapter Summary ........................................................................................................29
CHAPTER FOUR ............................................................................................................30
4.0 RESULTS AND FINDINGS .....................................................................................30
4.1 Introduction ..................................................................................................................30
4.2 Response Rate ..............................................................................................................30
4.3 Background Information ..............................................................................................31
4.4 Career Development ....................................................................................................34
4.5 Influence Personal Life Balance on Career Development ...........................................34
4.6 Influence of Social Life Balance on Career Development ..........................................38
4.7 Influence of Organizational Life Balance on Career Development .............................42
4.8 Chapter Summary ........................................................................................................47
CHAPTER FIVE .............................................................................................................48
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS ........................48
5.1 Introduction ..................................................................................................................48
5.2 Summary ......................................................................................................................48
5.3 Discussion ....................................................................................................................49
5.4 Conclusions ..................................................................................................................55
5.5 Recommendations ........................................................................................................56
ix
REFERENCES .................................................................................................................58
APPENDICES ..................................................................................................................65
APPENDIX I: INTRODUCTORY LETTER ...............................................................65
APPENDIX II: QUESTIONNAIRE ..............................................................................66
APPENDIX III: BUDGET ..............................................................................................71
APPENDIX IV: WORK PLAN ......................................................................................72
x
LIST OF TABLES
Table 3.1: Population Distribution .....................................................................................26
Table 3.2: Sample Size Distribution ..................................................................................27
Table 4.1: Career Development .........................................................................................34
Table 4.2: Personal Life Balance and Career Development .............................................35
Table 4.3: Regression Analysis of Personal Life Balance and Career Development ........37
Table 4.4: Childcare Responsibilities ................................................................................38
Table 4.5: Employee Social Life .......................................................................................38
Table 4.6: Employee Support ............................................................................................39
Table 4.7: Personal Planning .............................................................................................39
Table 4.8: Family Influences .............................................................................................40
Table 4.9: Family Background ..........................................................................................40
Table 4.10: Employee Gender ...........................................................................................41
Table 4.11: Employees’ Level of Education ......................................................................41
Table 4.12: Family Demands .............................................................................................42
Table 4.13: Socioeconomic ................................................................................................42
Table 4.14: Flexible Working Arrangement ......................................................................43
Table 4.15: Work Life Balance ..........................................................................................43
Table 4.16: Working Hours ...............................................................................................44
Table 4.17: Organizational Support ...................................................................................44
Table 4.18: Organizational Culture....................................................................................45
Table 4.19: Working Environment ....................................................................................45
Table 4.20: Effective Technology......................................................................................46
Table 4.21: Work Life Issues .............................................................................................46
Table 4.22: Organizational Offering ..................................................................................47
Table 4.23: Compensation .................................................................................................47
xi
LIST OF FIGURES
Figure 4.1: Response Rate .................................................................................................30
Figure 4.2: Gender .............................................................................................................31
Figure 4.3: Age ..................................................................................................................32
Figure 4.4: Respondents Level of Education .....................................................................32
Figure 4.5: Designation ......................................................................................................33
Figure 4.6: Working Experience ........................................................................................33
1
CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Career development, according to Fugate and Kinicki (2014) has evolved from an
isolated tool for individual growth to a key strategic asset for many far-sighted
organizations. Once left totally to the individual employee's own initiative, Hirschi (2015)
found that organizations have adopted a more active responsibility in their employees'
careers by means of Career Development Programs. Mayer, Caruso, and Salovey (2015)
found that ttoday’s employees are more career conscious than ever. Hence they are
claiming more in terms of individual growth and development. Mayer, et al., (2015)
disclose that firms that fail to allow workers to meet their personal needs will be losing
valued employees.
Conventionally, it has been understood that every worker wants or should want similar
things in a career, typically a direct path up the organizational ladder (Fink, 2014).
However, Werther and Davis (2015) assert that career development is not about "getting
ahead", but rather about getting to be the best an individual can be and finding a place in
an organization where they can express excellence and contribute to the goals of the
organization. Career development entails "vertical" matters such as upward mobility and
promotions, but also "horizontal" movement (sideways job transfers) within the firm
(Feldman, 2013). Career development deals with the deep-seated nature of the
relationship of persons to their work and workers to their organizations. A clearly defined
plan of action prepares employees for the future and preserves an organization's ability to
meet both existing and future needs (Duberley, Mallon, & Cohen, 2014).
According to Hussain and Mujtaba (2012) career development is a continues life long
process of developmental experience that focus on seeking, obtaining and processing
information about self, occupational and educational alternative life style and role
options. On the other hand, Shujaat, Sana, Aftab, and Ahmed (2013) found that career
development is a procedure through which individuals come to comprehend and identify
with the universe of the work and their part in it. Career development is the proactive
arranging and usage of activity steps towards your professional work life objectives.
Career development is a vital element that satisfies employees and enhances their
2
performance especially at the point when they plan to leave the organization (Shujaat, at.
al., 2013). Employers need to perceive workers as an organization’s most vital resource.
The organizational employees should be well trained and be given projects that enhance
the individual’s career development (Ashar, 2013).
In this day and age, employees are additionally career conscious than ever before (Shani
& Divyapriya, 2013). They are asking for more in terms of individual development and
improvement. Career development arranging is vital for both the people and for the
organization in light of the fact that it is unrealistic to get ready for the profession without
recognizing the needs of organization and skills of worker (Ivancevich, 2014). Workers
get to be more fulfilled by their employment and would never need to leave the
organization. Furthermore, Walia and Bajaj (2012) assert that organizations need to hold
on to their brilliant employees in order to accomplish their organizational targets and
long-term corporate objectives. Due to latter, Walia and Bajaj (2012) argue that
organizations ought to invest resources in progressing worker vocation improvement
projects to make employees more effective in their work.
In today's competitive environment, it is imperative that all organizations create a work
environment that fosters growth and development (Umer & Akram, 2011). It is obvious
this can be achieved by executing a Career Development Program in the place of work.
This will improve organizational trustworthiness among human resources; lower
employee turnover, fewer employee complaints, and result in higher levels of job
satisfaction (Werther & Davis, 2015).
Organizations require empowered employees possessing higher competencies and
multitasking skills in order to ensure sustained growth at minimum operational costs.
Employees working in organizations of the modern era most often encounter eternal
challenge of performing well and are forced to devote most of their time at work in this
enhanced competitive work setting (Downes & Koekemoer, 2011). However, Edralin
(2013) found that commitment towards self-development, allegiance to family and social
life in order to fulfill the demands and duties along with organizational obligations are
imperative for any individual employee.
3
According to Baral and Bhargava (2013), work life balance is a very important
phenomenon that is of great concern to various employees in both private and public
sector. It goes beyond prioritizing the work role and one’s personal life. It also affects the
social, psychological, economical and mental well being of the individual. All this is
reflected in the output of the individual, which affects his or her performance in the work
place on the long run (Fathima & Sahibzada, 2012). According to Ramesh and Nagapriya
(2012), work life balance has effects on employee behaviours, attitudes, wellbeing as well
as firms’ effectiveness. The competition for market leadership in the banking sector, may
lead to bank managers giving their employees excessive work load in order to achieve
their targets. Employees try their best to be retained in the organization by putting in more
time at work, which may be detrimental to their personal life. All these may affect the
upbringing of children, lead to broken and unhappy homes and poor social life (Pomeory,
2013).
According to Hooley (2012), work life balance is about making and keeping up steady
and sound working environments, which enable workers to have balance between work
and individual commitments. Malik (2011) believes that there should be a balance
between an individual’s work and their life outside work, and that this balance should be
healthy. In today’s highly pressurized workplaces, this is a concern for all those in work.
Malcolm (2011) found that among employees, those with caring responsibilities, such as
those of family, clearly have particular needs. More broadly, there is increasing
acceptance that choice, control and flexibility are important in work, that personal
fulfillment is important outside work and, further, that satisfaction outside work may
enhance employees’ contributions to work.
Understandably, any imbalance between organizational and personal commitments and
the inefficient management of life priorities can lead to serious consequences. The
consequences may in general manifest as diminished job satisfaction, poor productivity
and performance, lower organizational commitment, inferior career ambitions and
success. Also the consequences may manifest as increased absenteeism and intention to
leave, employee burnout, job stress, poorer physiological and psychological health, and
diminished performance in personal life and family (Roche & Haar, 2011). Thus, work
life balance and employee perception of well-being have come to be recognized to be
vital for the organizational growth and effectiveness. Hill, Erickson, Hoimes, and Ferris
4
(2013) found that human resource management practices in modern organizations
emphasize effective strategies that ensure employee well being is reflected in terms of
organizational commitment through initiatives referred to as employee engagement. The
importance of work life balance of the employees and the parameters that influence work
life balance in modern work and life settings cannot be over emphasized in this era of
acutely competitive business environment and dwindling skilled manpower combined
with ever increasing costs of employment. According to De Simone and Harris (2014), it
is no wonder that this area of HR management has received great deal of focus from
researchers, management, government and the media over the past few decades.
In the European Union, 64.2 % of the population is in employment with approximately
19.2% in part-time employment. Over the past 20 years in Europe, particularly in
countries where policies are in place for flexible working, part-time employment has been
on the rise. The traditional eight-hour working day is no longer the norm (Eurofound ,
2012). The emergence of information communication technology ensures that employees
may access work all throughout. In addition to this, flexible working hours and shift work
have been introduced into organizations. Although these developments have resulted in
significantly changed working environments, differences exist across countries (Mathew
& Panchanatham, 2011).
The European Foundation for the Improvement of Living and Working Conditions
conducted research into the 2009 working time developments across European countries.
In 2009, the average collectively agreed weekly working time in the European Union was
38.7 hours. However, in relation to self-reported actual hours worked by full-time
employees 20 out of 28 countries worked longer hours than those collectively agreed
(Eurofound , 2012). Those in Romania, Malta, Luxembourg and the UK had the highest
levels of actual working hours; whereas Finland, Ireland, France and Italy had the lowest.
In addition to these results, differences exist between men and women in actual weekly
hours (Eurofound, 2011). Men exceeded women in hours worked in all countries, with the
average difference being 2.1 hours in the EU. These statistics suggest that workers are
working longer hours, but highlight that there are differences across European countries.
In Africa, Elliot (2013) found that South African socio-economic, political and societal
circumstances influence employees’ experiences of work-life balance differently in
5
comparison with other countries. In South Africa, employment equity is a reality and
individuals from groups that were previously disadvantaged and historically excluded
have increasingly become part of the workforce and are subject to influences of
westernization, potentially transforming traditional, culture-specific family roles. In light
of a review conducted by Lundberg (2010), it seems that very little is known about how
different resource characteristics such as race and culture shape the work-family
experience. Having evidenced the impact of gender and age differences on the experience
of work–life balance, it seems plausible to expect that other demographic differences may
also affect the impact of work-family balance on individual wellbeing and work
outcomes.
The Nigerian society is also faced with national challenges that are most often focused on
issues of leadership failures. Thus, there is literature mostly published by Nigerian
authors that highlights the socio-economic problems embedded in their political culture
which mainly concentrates on poor leadership and management failures which has been
the cause of high unemployment rates, poor infrastructural developments, poverty, low
standard of living and corruption practices (Vartharaj & Vasantha, 2012). This raises
curiosity on how the adult Nigeria worker in their quest to make a rational livelihood,
manages pressures between their working and family life given the array of national
challenges that the Nigerian society presents.
According to Epie (2011), the Nigerian banking sector is known for its long hour culture,
and high workload on employees. United Bank for Africa Plc, First Bank of Nigeria Plc
and Zenith Bank Plc are not exempted from this culture. They are most likely to be faced
with issue of work life balance, due to the nature of the work environment. Policies are
been made regarding work life balance, but its implementation has become an issue that
needs to be looked into. Ensuring effective delivery of service to customers may be
achieved by the ability of the management of these banks to maintain policies that
promote work life balance. The reform in the banking sector made it mandatory for
commercial banks to have a minimum of 25 billion naira capital base to continue their
operations. Consequently, Christensen and Staines (2011) found that commercial banks
had to go into strategic alliance with other banks, by merger and acquisition. This has
changed the focus of United Bank for Africa Plc, First Bank of Nigeria Plc and Zenith
Bank Plc to form new strategy that entails expansion, increasing capital base and
6
customer base. All these have lead to managers having higher expectation of employees’
performance. It is most likely that there will be a misplacement of priority of interest by
the employees trying to meet up with the target of the banks, which may affect their
personal life. Hence, the study of work life balance and employee performance is
imperative (Madipelli, Sarma, & Chinnappaiah, 2013).
In Kenya there is a push towards the twenty-four hours a day, seven days a week
economy. This means that more flexibility is needed to cover round the clock peaks.
There is much evidence of work intensification and this faster pace has been associated
with much greater levels of stress in organizations (Malik, 2011). Mokaya and Gitari
(2012) found that employees are experiencing anxiety, heavy workload, and loss of
control, pressure, long hours and insufficient personal time. Such experiences are likely to
encourage a reassessment of values in workers. There is also evidence that younger
people entering the labour market are much less willing to sacrifice their personal lives
for total commitment to work. Values and expectations appear to be changing.
Banks in Kenya are either locally or foreign owned. Kenya has 44 banks; 31 are locally
owned and 13 are foreign owned. The locally owned financial institutions comprise three
banks with significant shareholding by the Government of Kenya and State Corporations,
27 commercial banks and one mortgage finance institution, Housing Finance (Kenya
Bankers Association, 2016).
Stanbic Holdings Plc, formerly known as CfC Stanbic Holdings Limited, is a financial
services organization in Kenya. The Group's headquarters are located in Nairobi, Kenya,
with subsidiaries in Kenya and South Sudan. Stanbic Holdings is a member of the
Standard Bank Group, a financial services giant based in South Africa. The institution is
licensed and governed by the Central Bank of Kenya, the national banking regulator
(Stanbicbank, 2016).
1.2 Problem Statement
Based on previous literatures, an increasing number of studies on work life balance,
career development and reward issues have been conducted to enhance the understanding
of the effects of demanding employee performance in today's competitive world (Altman,
2013). In recent times, this issue has gotten the enthusiasm of researchers. A few
7
advancements have been made on how to adapt a suitable plan of balancing work and life.
However having said that, very few studies have been conducted to ascertain the impact
of life work balance and career development (Bachmann, 2010; Singh, 2010; Thriveni &
Rama, 2012).
Based on past research (Barnett, Campo, Campo, & Steiner, 2010; Christensen & Staines,
2011; Roche & Haar, 2013), a growing number of studies on the work-life balance issue
have been carried out due to the realization of the effects of the demanding work
environment in today's competitive world. It was quite recently that this issue has grabbed
the interest of researchers. A different perspective has been looked into in order to prove
the relations between the employees' balance in work life and their career development
choices. According to Feldman (2013), work–life balance is a concept including proper
prioritizing between "work" (career and ambition) and "lifestyle" (health, pleasure,
leisure, family and spiritual development/meditation).
According to Bell, Rajendran and Theiler (2012), work-life balance may have achieved
the status of a defining employment issue and some progress has undoubtedly been made
toward the introduction of career development choices. However, having said that, not
much studies or focus has been made towards addressing the issue of work life balance
effects towards career development choices. This study is specifically designed to assess
the relationship between work-life balance and career development choices of employees
at Stanbic Bank.
1.3 The Purpose
The purpose of the study was to assess the influence of work-life balance on career
development choices of employees in the banking sector, with a focus on the employees
of Stanbic Bank, Nairobi, Kenya.
1.4 Research Questions
1.4.1 How does personal life balance influence career development choices of
employees in the banking sector?
1.4.2 How does social life balance influence career development choices of employees
in the banking sector?
8
1.4.3 How does organizational life balance influence career development choices of
employees in the banking sector?
1.5 Significance of the Study
1.5.1 Banking Sector
This study intends to benefit banks by providing information about employee work-life
balance and career development choices. This makes them understand the importance of
work-life balance to employee’s career development.
1.5.2 Employees
The information from this study benefits employees from different organizations. The
employees would use the information from this study in making in making rational
decisions that would help in balancing between work and life and enhance career
development.
1.5.3 Employers
This study intends to benefit different employers by helping them understand and react
proactively to the employees’ challenges of work life balance and career development.
This makes them develop strategies to help and manage employee work life balance.
1.5.4 Scholars and Future Researchers in Colleges and Universities
For scholars, the study gives full proof that employee balancing between work and life is
very crucial for the survival of organizations and for development of employees. The
study also is useful to researchers in providing an in-depth understanding of work life
balance and career development.
1.5.5 Policy Makers
This study informs policy makers (Central Bank of Kenya, Kenya Bankers Association)
on the need to make and implement good policies that would help employees negotiate
for their work life balance.
9
1.6 Scope of the study
This study focused on employees of Stanbic Bank, Kenya. The study assessed the
influence of work-life balance on career development choices of employees in the
banking sector. The study targeted 450 employees of Stanbic Bank, Kenya to obtain
relevant information pertaining to employee work life balance and career development.
The data collection tool was a questionnaire hence the study divided the respondents into
different stratum. The research went for a period of six months starting from December
2016. The study experienced a limitation of obtaining relevant data from the respondents.
Also cost for the study was a hindrance as the researcher needed to print research
materials, travel and do phone follow ups.
1.7 Definition of Terms
1.7.1 Work Life Balance
Work life balance is a concept including proper prioritizing between "work" (career and
ambition) and "lifestyle" (health, pleasure, leisure, family and spiritual
development/meditation) (Malik, 2011).
1.7.2 Career Development
Career Development is the lifelong process of managing learning, work, leisure, and
transitions in order to move toward a personally determined and evolving preferred future
(Ogaboh, et al., 2010).
1.7.3 Employee
An employee is a person employed for wages or salary, especially at nonexecutive level
(Edralin, 2013).
1.7.4 Employer
An employer is a person or organization that employs people (Hussain & Mujtuba, 2012).
1.8 Chapter Summary
Chapter one presents the background information about work life balance and career
development. This part also delineates the study’s research questions, the implication of
the study, importance and the scale of the study as well as the definitions of particular
10
terms used in the study. Chapter two is about literature review, which is directed by the
research questions recognized in chapter one. Chapter three makes out the research
methodology that draws attention to the various methods and procedures to be used by the
researcher while conducting the research. Chapter four makes out the results and findings
while chapter five presents a discussion on the findings of the research as guided by the
specific research questions, and then a conclusion and recommendation of the study was
given.
11
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter talks about the literature review from a variety of scholars based on the
research questions of the study as provided in chapter one. The chapter is divided into
various sections. The first section is about personal life balance and career development,
the second section is about social life balance and career development and the third
section is about organizational life balance and career development. Chapter summary is
contained in the last section and it summarizes the whole chapter.
2.2 Personal Life Balance and Career Development
Personal life balance is a comfortable state of equilibrium achieved between an
employee’s primary priorities of their employment position and their private lifestyle
(Feldman, 2013). Consequently, different individuals have different relations and
different preferences in their careers. A whole lot of different factors influence the choice
and development of one's career. Personal characteristics such as personality, values,
personal relations and interests influence career development (Kumari, 2012). The
components of personal life balance are personality, personal values, personal
relationships, and personal interests (Hyman & Summers, 2011).
2.2.1 Personality
Personality according to McAdams and Olson (2013) is a set of individual characteristics
that are affected by the development of an individual: values, attitudes, personal
memories, social relationships, habits, and skills. The manner in which a person acts and
interacts is a reflection of his/her personality, which is unique for each employee
(Malcolm, 2011). An individual's personality is a relatively stable set of characteristics,
tendencies, and temperaments that have been significantly formed by inheritance and by
the social, cultural, and environmental factors. This set of variables determines the
common and specific traits in the behaviour of an individual and influence employee
career development (Gibson, Ivancevich, & Donelly, 2013). Some employees are
concerned with quality of the job they perform, while others are not concerned. Some co-
12
workers' behaviour is pleasant while others are aggressive. Some of them perform their
jobs more actively, while others are passive (Singh, 2013).
Managers should not conclude that personality is not an important factor, just because it
belongs to individuals in the organization (Malcolm, 2011). They have to be aware of the
individual's personality in order to predict their behaviour and to accomplish the
organization’s goals in a proper way, with the help of their employees. That is why the
managers should try to match the employee's and job's characteristics so that work is done
by the people who are well suited to do it (Ramesh & Nagapriya, 2012).
The relationship between personality and career success has provoked a great deal of
speculation. It has often been asserted that achievement (especially in capitalist
economies) can be explained largely by factors such as individual initiative, effort, and
merit. This is the classic “Horatio Alger” story of how one gets ahead in life - through
grit, determination and effort (Hirschi, 2015). In this sense, personality is probably a
significant determinant of how people will do in their careers. At the same time, luck and
institutional factors - such as privilege or inheritance - may influence career success in a
way that would attenuate the relationship with personality significantly. Christensen and
Staines’ (2011) review of the empirical research identified several categories of
explanations for career success and found that research has generally favored institutional
explanations over individual explanations. Whereas the most commonly investigated
influences were demographic (age, sex, marital status, number of children) and human
capital (training, work experience, education), researchers have increasingly investigated
the possible role of personality in explaining career success (Shujaat, Sana, Aftab, &
Ahmed, 2013).
2.2.2 Personal Values
Personal values are individual’s basic beliefs, the beliefs a person holds most dear
(Vartharaj & Vasantha, 2012). Gibson, Ivancevich and Donelly (2013) suggested that
values provide the foundation for individual opinions that lead to the development of
decision-making behaviors. Harrison (2011) stated that values, when fully
conceptualized, become criteria for judgments, preferences, and choices. Values are a
source of motivation that can be seen in one’s action; in the attraction to or avoidance of
13
the pursuit of things such as money, power, or spirituality. Some values hold more
meaning than others (Hooley, 2012). We tend to pursue more vigorously the values that
have more meanings to us than those that are less important to us. For instance, getting
education must have positive implications to us. How actively one pursues education is
related to the strength of the value he places to education (Hewitt, 2010).
Values sometimes conflict; fulfilling one interferes with achieving another (Hewitt,
2010). A person would encounter conflicts throughout his life that will require him to
rank his values, whether or not he is aware of the choice. Sometimes identifying personal
life values is difficult. One way of accessing values is to examine choices you have made
in past (Harrison, 2011).
In Hewitt’s (2010) assessment, values that a community or society hold plays a
commanding role in influencing the type of career choices people make. They argued that
people come from a society that is cultured with some deeply rooted values that they hold
on to and any career that seems to undermine these values are unlikely to be pursued. For
instance, some communities have values that prohibit their members from going to see a
doctor for treatment. It is so unlikely that a student from that community will pursue a
career in medicine because it contradicts their values (Hooley, 2012).
2.2.3 Personal Relationships
Personal relationships refer to close connections between people, formed by emotional
bonds and interactions. These bonds often grow from and are strengthened by mutual
experiences (Ramesh & Nagapriya, 2012). A number of social psychological theories
focus directly on interpersonal behavior, social interaction, or personal relationships as a
determinant of career success (Pomeory, 2013). Growing out of the life span development
perspective, researchers have devoted considerable attention to the impact, function,
processes, and problems of mentors in facilitating career success. Mentors are thought to
fulfill important functions that help their protégés to develop a clear sense of identity and
commitment to their work roles and practical help planning and managing their careers.
Psychosocial mentoring involves acting as a role model, communicating acceptance and
confirmation of the protégé’s identity, counseling, and friendship (De Simone & Harris,
2014). Career mentoring involves sponsoring the protégé for challenging assignments,
14
providing positive exposure and visibility, and coaching on work tasks and protection
from politics. These activities help the protégé succeed at work tasks, overcome barriers
and challenges at work, gain promotions in the organization, and adapt to the
psychological demands of the job and organization (Kumari, 2012).
Career success and person-environment fit have received critical consideration in studies
of the place of work. This is due to the wide-ranging acknowledgment that these concepts
have significant implications for personal behaviors and work results and both affect the
execution process of the psychological employment contract (Mayer, Caruso, & Salovey,
2015). According to Vartharaj and Vasantha (2012), the psychological contract is by and
large defined in terms of a set of “individual beliefs, shaped by the firm, concerning terms
of an exchange agreement between individuals and their firms”. One particular aspect of
this contract between employers and employees has to do with the level of person-
environment fit (Rousseau & Parks, 2012).
2.2.4 Personal Interests
Personal interests can be defined as the things that hold one’s attention or arouse one’s
curiosity (Super, Savickas, & Super, 2014). Interests are a person’s like or dislike and are
characterized by the person’s intensity of feeling about a subject or things (Hooley,
2012). Interests are learned from parents, in school, from friends, and from lifelong
experiences. For instance, when one engages in various activities he reacts with specific
feelings or attitudes. He/she may like or dislike those activities, you feel challenged or
bored, competent or clumsy. These personal reactions plus the feedback one receives
about his performance help to shape and focus a person’s interest. One continues to
acquire interests throughout his life and this in return influences the reasoning and
choices one makes including career choices (Hewitt, 2010).
Interest can change, as people experience life and meet more people; they become
interested in new things and discard some of their old interests. People also develop more
complex thinking and understanding process, and they may even seek new interest and
activities with hope of improving themselves and making life more exciting (Hewitt,
2010). Once the interest of an individual keeps changing, so does his career choice. One
15
seeks a career that meets his interest hence the career that one may have wished to take
when he was young is not what he eventually does.
According to Hewitt (2010), interest has become the most important factors in
determinant and measures of occupational selection. Many people would like to work at
something they enjoy. Super, et al. (2014), assert that interest inventories have been
developed to help identify interests and relate them to career and occupations. Interests
inventories tall ranking for specific career and occupational preferences. By measuring
interests of successful and satisfied people in an occupation, researchers have developed
scales that compare the interests of individuals to the interests of people who are certain
about what they want to do. It is believed that these occupational scales are effective in
predicting career and occupational satisfaction.
2.3 Social Life Balance and Career Development
Social life balance is the balancing between work and the life-stages of an individual
(Mathew & Panchanatham, 2011). The study in this section focuses on determining the
factors of social life balance that influence an employee’s career development. These
factors are explained in terms of childcare responsibilities, family and social support
along with other societal factors (Malcolm, 2011). The components of social life are
childcare, family, family domain, and demographics.
2.3.1 Childcare Responsibilities
Childcare is the supervision and nurturing of a child, including casual and informal
services provided by a parent and more formal services provided by an organized
childcare center (Julien, Somerville, & Culp, 2011). Various studies had suggested that
family related factors such as number of children and childcare responsibilities lead to
imbalance in work and family roles. Fathers experienced stress in child caring during the
absence of employed wives from home (Gerson, 2014). Increased number of children at
home results in increased home demands causing additional stress and work family
conflict (Lundberg, 2010). Elliott (2013) investigated on the major difficulties faced by
employed parents of small children, particularly those of the age below six years, in
providing adequate childcare. Additionally, childcare as well as care for elderly, imposes
more emotional burden on females compared to males. Ross and Mirowsky (2011)
16
showed that employed mothers finding difficulties in child-care arrangements
experienced high depression.
Padma and Reddy (2013) conducted a study among teachers from various schools located
in Hyderabad and Andhra Pradesh, India to investigate the influence of child
demographics namely; number of children and their age on social life balance and career
development. The results revealed that schoolteachers with more number of children
(three children) and also the childless teachers perceived similar social life balance and
career development.
2.3.2 Family Support
Family is a basic social unit consisting of parents and their children, considered as a
group, whether dwelling together or not (Thriveni & Rama, 2012). Societal factors
namely family support including spouse support was observed to have an impact on
social life balance of individuals. Adams, King and King (2010) in their studies observed
that emotional and instrumental support from family as well as society was associated
with lower levels of work family imbalance. Edralin (2013) investigated on balancing
work demands with personal needs and family responsibilities by Filipina entrepreneurs,
in order to sustain their business and at the same time live a meaningful and happy life.
Findings revealed that both positive and negative spillover effects of work-life
relationships. Negative spillover stimulates stress among the entrepreneurs while positive
spillover can lead to their elevated levels of life satisfaction. The results demonstrated
various strategies to balance work and social life such as personal planning with proper
time management, the magnitude of spouse support for married entrepreneurs or the
extent of support of the family members for non-business work responsibilities and
activities, and delegation of routine jobs to trusted employees, usually a family member,
having a flexible work schedule (Edralin, 2013).
2.3.3 Family Domain Factors
Family influence is an important force in preparing youth for their roles as workers.
Young people form many of their attitudes about work and careers as a result of
interactions with the family. Family background provides the basis from which their
17
career-planning and decision making evolve. However, within each family, the level of
involvement can vary, offering both positive and negative influences (Malcolm, 2011).
Greenhaus and Beutell (2011) had identified family domain factors that have a vital role
in developing work family conflict and these factors comprised of the number of children,
spouse employment, family interaction, low spouse support and expectations for affection
and openness. Parasuraman and Simmers (2011) studied the relationship between parental
responsibilities and time obligation to family and work-family conflict among self and
organizationally employed individuals. The results showed that the outline of work-
family conflict predictors in the family domain varied according to employment status.
Parental demand was positively related to work-family conflict among self-employed
individuals, while family involvement was negatively correlated with work-family
conflict among individuals employed in organizations.
Naithani and Jha (2012) had identified various family related factors such as, increasing
participation of women, child bearing women and dual career women in workforce,
increasing single-parent/single person households and increased child-care/elder care
burden to be significantly influencing social life balance and career development of
employees. Mathew and Panchanatham (2011) demonstrated the important factors
influencing work life balance of women entrepreneurs in South India. The study had
observed that dependent care issues, quality of health, and lack of appropriate social
support as some of the major factors influencing the social life balance among women
entrepreneurs.
Family background factors that were also found to be associated with career development
include parents' socioeconomic status (SES), educational level, and biogenetic factors
such as physical size, gender, ability, and temperament (Thom, 2012). In a study of the
influences on adolescents' vocational development reported by Leiva, Vidal, and Navarro
(2012), the variable that had the most effect on educational plans and occupational
aspirations was parental education.
Julien, Somerville, and Culp (2011) also report that parents with postsecondary education
tend to pass along its importance to their children. Baral and Bhargava (2013) notes that
18
females talented in math viewed their career choices as reflective of interests that
stemmed from early family influence and educational opportunities. Christensen and
Staines (2011) found that the presence of teachers in the family was a significant factor
influencing teacher candidates' decisions to teach. Shani and Divyapriya (2013), however,
points out that, lower levels of parent education can retard adolescents' career
development. Malcolm (2011) found that being born to parents with limited education
and income reduces the likelihood of going to college or achieving a professional
occupational goal and essentially predetermines the child's likely vocational choice.
2.3.4 Demographic Variables
Many studies had explored the influence of demographic variables and attitudinal issues
on work-life balance within the working population. Duxbury and Higgins (2010)
observed significant increases in work-life conflict were observed regardless of gender,
job type and parental status as compared to studies in the year 2000 among large sample
of employees in Canada. Parasuraman and Simmers (2011) revealed that gender and job
type had significant influence on work-family issues, job involvement and job
satisfaction. The influence of gender on work-life issues was reported in many literatures.
The studies have also indicated that the major stress experienced by females experience
arises from family demands rather than work demands particularly when the family has
children (Tausig & Fenwick, 2012). Emslie, Hunt and Macintyre (2013) identified that
factors affecting work and family life did vary by gender. Nurturing children and being in
a senior position were more strongly related to work– home conflict for women than men.
Barnett, Campo, Campo, and Steiner, (2010) identified the relationship of income of
employees and balancing work and family responsibilities. Employees with lower
income, particularly single mothers, have more difficulties in balancing work and family
responsibilities.
Thriveni and Rama (2012) examined a significant relationship between demographic
variables namely; age, experience, marital status, income, type of family, number of
dependents and perception of work- life balance among women employees in Bangalore
city, India. They also articulated the importance of these relationships for designing
appropriate policies for employees to deal with work life balance issues. Naithani and Jha
(2012) explored some of the factors influencing social life balance namely, ageing
19
population, emergence of service sector industries, technological advancement of work,
skill shortages, loss of social support network, globalization and demographic shift of
workforce.
2.3.5 Parenting Styles and Family Dynamics
Parenting styles and family dynamics may very well influence adolescent career choice.
One study that provides a good common introduction to this matter was conducted by
Altman (2013) through the use of interviews; to determine how family of origin
relationships and experiences might influence career development. Altman found that
family experiences could be very relevant in career choices.
Greenhaus and Beutell (2011) affirm that the surroundings of the family of origin,
predominantly if very negative or very positive, can make a distinction in career
outcomes. For example, there is a reasoned argument that lack of support in choices;
dissuasion at “higher” career choices by members of a family, or the need to choose a
career sooner than later because of need to getaway the family of origin because of the
living circumstances is correlated with more negative results in career development for
adolescents. Mayer, Caruso, and Salovey (2015) found a positive environment in the
family of origin, however, such as support in career choices and guidance in them is
correlated with more positive results in career development.
2.4 Organizational Life Balance and Career Development
Organizational life balance is an organizational concept that empowers employees to split
time and energy between work and other important areas of their life successfully. The
study in this section is undertaken to determine the factors of organizational life balance
in influencing employee career development. The factors are explained in terms of
flexible work arrangements, work life balance policies and programs, work support, job
stress, technology and role related factors.
2.4.1 Work Arrangements
Many studies have suggested that flexible work arrangements would help the employees
to attain a better blend between work and non-work activities and help the organizations
to recruit, retain and motivate their employees (Bachmann, 2010). Christensen and
20
Staines (2011) identified that flextime work arrangement reduced late comings,
absenteeism, and turnover. The study concluded that flexible time strategy improved
employee productivity by minimizing absenteeism, turnover and work family conflict
hence influenced career development. Hill et al (2010) conducted a survey on 6,451
employees of IBM in USA. From the survey, it was empirically found that the flexible
work timings and location of work place are critical in reducing employee work life
imbalance. The study demonstrated that individual with the perceived job flexibility have
the benefit of good work life balance and were capable of working longer hours.
Wayne, Musisca and Fleeson (2013) suggested that limiting work hours might benefit
workers to increase the level of work family balance because fewer work hours may
contribute to reduction in work family conflict. Hill et al. (2010) propounded that; flexi
time helps employees to manage their work and family responsibilities effectively there
by allowing them to minimize work family conflict and to improve the performance at
work and home. Lingard, Francis and Turner (2010) conducted a study among project-
based construction workers in a large civil engineering construction project in Melbourne,
Australia. The study captured data with regard to the number of hours worked,
satisfaction with work life balance and capacity to complete required tasks at work and at
home. Results demonstrated a strong correlation between hours worked each week and
participants’ work and life experiences.
The time series modeling revealed that workers taking a short, temporary break from
work could contribute to improve work life balance. Julien, Somerville and Culp (2011)
had examined the role of alternative work arrangements that helps to reduce work life
conflict in the public sector. The Results revealed that a compressed workweek is
considered as an alternative work life arrangement that reduces work-life conflict and
helps to enhance work-life balance. Kumari (2012) found that high levels of management
and superior support of flexible work arrangements such as flexible hours and
compressed workweek were positively related with the ability to balance personal, family
and work demands. Recent days, most of international studies have laid higher emphasis
on flexible work arrangements and new working conditions compared to other work life
balance initiatives.
21
In Indian context, Madipelli, Sarma and Chinnappaiah (2013) investigating on factors
influencing work life imbalance among female teachers at home and at work place
observed that, organizations having ineffective work arrangements, poor working
conditions, long working hours, lower income, pressurized work environment etc., may
be responsible for monotony, frustration and stress towards work and home among
employees, which leads to work life imbalance. Marital relationship, attitude and
cooperation of husband and family members were the other factors that may also relate to
work-life balance amidst working women.
2.4.2 Organizational Work Life Balance Policies and Programs
Straub (2013) had investigated the contribution of organizational work life balance
practices and policies in 14 European countries towards enhancing the career
advancement of women to senior management positions. The study identified that only
the payment of additional emoluments during maternity leave had a positive impact on
work life balance. Hyman and Summers (2011) demonstrated that employees in financial
service sector of Scotland were prone to work-life balance issues and emphasized the
need for organizations and unions to develop a focus on work-life balance programs.
Leiva, Vidal and Navarro (2012) explored the impact of the availability of work life
balance practices on organizational outcomes in small and medium-sized enterprises
(SMEs) representing the metal industry sector of Southeast Spain. The results showed
that a work life balance (WLB) supportive culture mediates the availability of WLB
practices.
Singh (2010) measured perceived importance of WLB policies in two prominent IT based
companies in India. Induru and Pathan (2011) reviewed possible alternatives for
employers and employees in the pharmaceutical sector to link work life balance practices
for organizational and personal performance. Rajadhyaksha (2012) observed that
commonly practiced work-life interventions by Indian companies have been mainly
oriented towards addressing issues such as gender equality, flexibility, stress reduction,
health awareness and childcare. Miryala and Chiluka (2012) highlighted the importance
of designing work life balance policies and programs for teachers at different levels with
respect to government and private institutions in India. (Purohit, 2013) had carried out a
study among employees of leading corporate entities representing, manufacturing,
22
information technology, educational and banking sectors in Pune region, India, on
organizational polices and provisions for work-life balance and emphasized the
importance of effective work-life programs for maintaining symbiotic relationship
between the employee and employer to achieve mutual benefits.
2.4.3 Work Support
Thompson, Kirk, and Brown (2010) showed that supervisors have significant influence
on professional stress of female police officers and they can reduce moral exhaustion and
contribute to a better work-life balance. Duxbury and Higgins (2010) conducted a study
on work life issues among health care workers in Canada. The results indicated that a
positive relationship exists between the organization and supervisor support for work-life
issues and reduction of work-to-family conflict. Tremblay, Genin and Loreto (2011)
illustrated the importance of organizational support to work-life balance in a demanding
work environment among police officers and agents in Québec using case study
methodology involving a questionnaire and in-depth interviews. The findings
substantiated the importance for organizations to offer formal and informal support to
employees in the work environment to balance their work and family aspects. Fathima
and Sahibzada (2012) had identified colleague support and job resources to be positively
related with the work life balance while unfair criticism at job has negative relation with
work life balance among university teachers in Pakistan.
2.4.4 Job Stress
According to Pomeory (2013) job stress can be defined as individual’s perception about
work environment as threatening or demanding, or discomfort experienced by an
individual in the work place. Work life balance has been linked to the varied levels of job
stress among employees in different occupations (Naithani & Jha, 2012). Bell, Rajendran
and Theiler (2012) investigated the relationships between job-related stress, health, work-
life balance and work-life conflict among Australian academia. The results indicated that
high levels of job stress to be positively associated with increased work family conflict
and ill-being, while negatively correlated to work life balance and wellbeing. Over the
past few decades, substantial research has demonstrated that anxiety related job stress has
a negative effect on wellbeing amongst academia (Miryala & Chiluka, 2012). Tremblay,
23
et al. (2011) investigated the influence work related stressors on work life imbalance
based on experts’ opinion.
2.4.5 Technology
Malcolm (2011) identified that technology can either facilitate or hinder work life balance
by creating a more accessible and flexible environment at all times of day and night
enabling individual to work anywhere, any time. Wayne, et al. (2013) investigated the
impact of organizations dominated with e-mail culture up on employees’ lives outside
working hours. The study observed both positive as well as negative impact of the culture
on employees.
According to Rajadhyaksha (2012) improvement in technology can both help and hinder
attempts to provide employees with the support they need in ensuring a healthy work
environment. Advancement in technology has raised expectations for both employees and
employers in achieving goals and objectives and meeting often unreasonable deadlines
that lead to increased pressure on other employees within the organization. This may have
an effect on employees’ health, resulting in higher absenteeism, lower productivity, and
higher turnover rates (Walia & Bajaj, 2012). Since, for instance, Health Services have
facilities open 24 hours per day, seven days per week so technology plays a vital role. It is
a double-edged sword. Keeping one connected to work can have both positive and
negative impacts. Keeping up-to-date on issues while away from the office can also be
positive and negative because it can either decrease or increase work pressures depending
on what the issues are (Tremblay, Genin, & Loreto, 2011).
2.4.6 Role Related Factors
Bachmann (2010) had identified that work domain factors such as, role conflict, role
ambiguity, working hours and inflexibility of the work schedule have a vital role in
developing work family conflict. Role conflict is the simultaneous occurrence of two or
more sets of pressures, such that adaptation with one role makes adjustment with the
other more difficult (Parasuraman & Simmers, 2011) while role ambiguity refers to the
lack of clarity about the expectations of the role, which may arise out of lack of
understanding (Purohit, 2013).
24
Jayanthi and Vanniarajan (2012) had investigated the effect of work life imbalance on
organizational and family domain performance among executives employed in service
industry in southern part of India. The study identified that organizational role stress
factors exert significant influence up on work life imbalance. The investigators also
observed that the level of these factors to be higher in private sector as compared to
public sector organizations and also higher among female executives than male
executives.
2.4.7 Co-Worker Support
Fearon, McLaughlin, and Morris (2013) explored the views of employees in a finance
organization about implementation and utilization of work-life balance policies. They
found that attitudes expressed by co-workers illustrated how the construction of work-life
benefits was affected by factors such as: expectations of business travel for employees
with and without family responsibilities; orientations of individualism and meritocracy;
and traditional separations between private and public spheres. Thus, according to Ghosh,
Rai, and Sinha (2014) employees who utilized work-life policies felt resentment from co-
workers and recognized the need to ‘use’ and ‘abuse’ so as not to be seen, and treated as a
less committed worker.
2.5 Chapter Summary
This chapter reviews literature on the influence of personal life balance on career
development; the influence of social life balance on career development and the influence
of organizational life balance on career development. The next chapter emphasizes on the
research methodology that was used in this research.
25
CHAPTER THREE
3.0 RESEARCH METHODOLOGY
3.1 Introduction
This chapter provides the research design and method to be adopted to realize the
objectives of the survey and address knowledge gaps. The study seeks to assess the
influence of work life balance on career development choices of employees in the
banking sector. The first sub-section describes the research design followed by the target
population. Thereafter, there is a description of the data types and data collection
methods, data analysis and research procedures that was applied and are described in a
sequential manner.
3.2 Research Design
Research design, according to Cooper and Schindler (2014), is the organization and
structure of study conceived to attain answers to research questions. It articulates both the
construction of the research problem, and the program of investigation used to get
empirical evidence. Babbie and Mouton (2010) affirm that research design is a structured
framework or plan of how one aims at solving the research problem and enlarge
knowledge and understanding. Through a well-developed and clear research plan, readers
can develop confidence in the methods used as the researcher maximizes validity and
minimizes error.
From the study, the research design adopted was descriptive in nature. Descriptive
studies, according to Cooper and Schindler (2014) describe features related to the subject
population. Descriptive design helps in finding out and measuring the relationships
among variables. The study utilized the descriptive research design to gather in depth
information about the population under study therefore provides recommendations that
are explicit and pertinent. The dependent variable for the study is career development
while the independent variable is work-life balance.
3.3 Population and Sampling Design
3.3.1 Population
According to Cooper and Schindler (2014), a population is the total collection of elements
upon which inferences are made. Population is the larger set of observation while sample
26
is the smaller set of this important population. The study targeted the employees in the
banking sector. The study only targeted one thousand five hundred (1500) employees of
Stanbic Bank Nairobi Kenya.
Table 3.1: Population Distribution
Stanbic Bank Population
Management 320
Staff 1180
Total 1500
Source: Stanbic Bank, (2016)
3.3.2 Sampling Design
Sampling is the selection of part of a whole to represent the entire population. The
primary objective of sampling is to estimate the population values from the information
contained in the elements of the sample. As per Saunders, Lewis, and Thornhill (2012),
the basic idea of sampling is that by selecting some of the items in a population the
researcher may be able to draw a conclusion about the entire population.
3.3.2.1 Sampling Frame
According to Salikind (2012), a sampling frame is a list of all people or households
within a population targeted and from which generalized sample data is obtained. For this
study, the sampling frame was acquired from Stanbic Bank human resources department.
3.3.2.2 Sampling Technique
This is the mode of selecting a sample. The study used management and staff from
Stanbic Bank as the population of the study. However, not the entire population was
contacted, but rather, a sample was selected to represent the entire population. As per
Saunders, Lewis, and Thornhill (2012), the usage of a sample makes it feasible for higher
overall precision in a study. Ryman and Bell (2011), describe a sample as any subset of
the components of the population obtained for the purpose of the investigation, and the
selection process is known as sampling. This study applied a proportionate stratified
sampling technique to choose the sample.
27
A stratified random sampling method allowed for representation of various subgroups in
the population (Mugenda & Mugenda, 2012). Further, it increased the sample’s statistical
efficiency and provided data analysis for different subgroups. Using this sampling
research method and procedures is more efficient than random sampling (Uma & Bougie,
2010). A proportionate sample percent of 30 was adopted.
3.3.2.3 Sample Size
Sample size refers to the selected elements to be studied (Saunders et al., 2003). The
sample size depends on the variation in the population and the variables under study. The
study derived sample from all the selected management and staff of Stanbic Bank Nairobi
Kenya. Uma and Bougie (2010) highlighted that the sample must be chosen cautiously to
be a real reflection of the studied population. Further, according to Mugenda and
Mugenda (2012), a sample size of between ten and thirty percent is a good depiction of
the target population and hence the 30% is adequate for analysis.
The study used the 30% proportionate sample and as such, four hundred and fifty (450)
respondents were selected as presented in the table 3.2 below.
Table 3.2: Sample Size Distribution
Stanbic Bank, Nairobi Population Sample
Management 320 96
Staff 1180 354
Total 1500 450
3.4 Data Collection Methods
The process of gathering and measuring data on variables of interest, in an well-known
systematic fashion that allows one to answer stated research questions, test hypotheses,
and evaluate results is called data collection methods (Cooper & Schindler, 2014).
Primary data was utilised in this study. Primary data was collected using questionnaires
established as an important data collection tool (Malhotra, 2011). This data collection
method is justified because it provides an effective and efficient way of gathering
information within a very short time. The questionnaires entailed closed questions. To
capture opinions of the respondents regarding the performance variables in the study, the
28
questionnaire offered questions in a structured format. The close ended questions was
structured in a 5-point Likert scale (agree, strongly agree, neutral, disagree or strongly
disagree) to assess the influence of work life balance on career development choices of
employees in banking sector focusing on Stanbic Bank. The questionnaire consisted of
the four sections, which are general background; research question one, research question
two and research question three.
3.5 Research Procedures
According to Cooper and Schindler (2014), research procedures involve a clear and
concise description of all the steps undertaken in the study for the purpose of
explicability. In designing and testing the questionnaire, the research supervisor reviewed
and advised on appropriate edits before giving the approval to commence the survey. As
this was going on, the researcher was following up with the research office for an official
introduction letter to send to the management of the bank.
A pilot test on 2 management and 8 staff was carried out to determine the reliability of the
questions before the actual administration. Once this was validated, the final
questionnaire was presented to the respondents with a cover letter attached by the
research assistance.
3.6 Data Analysis Method
Data analysis is a research method that provides an objective, systematic and qualitative
description of observations of research. The quantitative technique for data analysis was
used to enhance the quality of this study, (Cooper and Schneider, 2014). Descriptive
statistics, (Saunders, Lewis, & Thornhill, 2012) involves a process of translating a mass
of raw data into tables, charts, with percentages and frequency distribution, which is
significant in making sense of the data.
Descriptive statistics were important among the quantitative tools that were utilized.
These included measures of central tendencies, such as, standard deviation, means,
frequencies, and percentages. These tools of analysis were used for example to determine
divergent views and to describe the degree of relationships between work-life balance and
career development. The study also employed inferential statistics (correlations and
29
regression) to determine whether the relationship between work-life balance and career
development is significant or not.
The data was converted into numeric data using computer software known as Statistical
Package for Social Sciences (SPSS); findings were analyzed in the form of coefficient of
variations and cross-tabulations and presented in tabulations and figures.
3.7 Chapter Summary
This chapter outlines the comprehensive methodology utilized in this study, the research
design, sample identification, data collection, analysis and representation. It is a critical
chapter for the researcher as it identifies the means for achieving the purpose of the
intended study and is vital for the researcher. This chapter started with an introduction to
research methodology and analysis of the research design. The sampling frame, sampling
technique, and sample size were discussed under population and sampling design. The
research procedure then followed the data collection method and the chapter concluded
with an illustration of data analysis methods. The next chapter provides research findings
and results of the research questions.
30
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
The chapter provides results and findings of the data collected according to the research
questions and analyzed as the research design prescribes. The results and findings are
presented in tables and figures. The first part is about the response rate. The second part
regards the background information, which offers demographic representation of the
respondents. The third part reveals the influence of personal life balance on career
development choices. The fourth part is on the influence of social life balance on career
development choices. The fifth part is on the influence of organizational life balance on
career development choices and the final section is the summary of the whole chapter.
4.2 Response Rate
A response rate, according to the study, is a total number of individuals or respondents
took part in a study. A response rate is presented in the form of percentage. Figure 4.1
shows that the size of the sample selected were 450 employees.
Figure 4.1: Response Rate
In Figure 4.1 above, a response rate of the study is represented. It is clear from the study
that 40% of the respondents did not participate in the study while 60% participated in the
study. From the result, it is therefore implied that the response rate was good.
31
4.3 Background Information
4.3.1 Gender
Figure 4.2 portrays the demonstration of gender of the study. The figure certainly
demonstrates that 48% of the employees at the Stanbic Bank are males while 52% are
females. The study means that majority of the population working at Stanbic Bank are
females.
Figure 4.2: Gender
4.3.2 Age
Figure 4.3 points up the age representation of the staff at Stanbic Bank. The figure reveals
that 72% of the respondents stand for employees who are between 25 to 34 years of age
whereas those who are between 35 to 44 years are represented by 13%. The study also
illustrates that 9% of respondents are between 45 to 54 years of age and 6% of
respondents represent employees who are below 25 years of age. The study in this section
implies that majority of the population working at the Stanbic Bank are between 25 to 34
years of age.
32
Figure 4.3: Age
4.3.3 Level of education
Figure 4.4: Respondents Level of Education
Figure 4.4 demonstrates the level of education of respondents working at Stanbic Bank.
The findings from the figure reveal that 48% of respondents have undergraduate degrees
as their highest level of education, 34% of the respondents have post graduate degrees,
11% of the respondents have doctorate level of education and 7% of the respondents have
secondary school level of education. From the findings, it is well illustrated that most of
the employees at Stanbic Bank have undergraduate degrees as their highest level of
education.
33
4.3.4 Designation
Figure 4.5 shows employees’ positions in the organization. The figure illustrates that 79%
of the respondents represent general staff of Stanbic Bank while 12% of the respondents
represents management of the bank.
Figure 4.5: Designation
4.3.5 Working Experience
Figure 4.6 reveals the work experience of the respondents working at Stanbic Bank. From
the figure, 60% of the respondents have worked with the bank for 3 to 6 years, 30% have
worked for the bank for 6 to 10 year and 7% of the respondents have worked for the bank
for below 3 years. The study also shows that 3% of the respondents have worked for the
bank for above 10 years.
Figure 4.6: Working Experience
34
4.4 Career Development
This section aimed at determining the career development in the Stanbic Bank. The
aspects addressed in this section included career development programs, moving to
another work, and individual career development.
Table 4.1 indicates that item one “I am concerned about my individual career
development” has a mean of 4.00 and a standard deviation of 0.839. The study also
reveals that item two “I am prepared to move to another work area to develop my career”
has a mean of 3.99 and a standard deviation of 0.834 and, item three “I am following a
career development program to grow in my profession” has a mean of 3.01 and a standard
deviation of 1.443.
Table 4.1: Career Development
N Mean
Std.
Deviation
I am concerned about my individual career development 271 4.00 .839
I am prepared to move to another work area to develop my
career 271 3.99 .834
I am following a career development program to grow in my
profession 271 3.01 1.443
4.5 Influence Personal Life Balance on Career Development
The study in this section establishes the influence of personal life balance on career
development in the Stanbic Bank. The study addressed aspects like; on individual
behaviour, individual determination, job characteristics, personal values, personal
interests, personal relationships, occupational selection, organizational culture, career
mentors and employee personality.
The study made use of descriptive statistics (mean and standard deviation) to analyze the
significance of the personal life balance, social life balance and organizational life
balance on career development. To measure the central tendency, statistical mean is used
whereas standard deviation depicts how personal life balance is dispersed from the mean.
Table 4.2 reveals that item one “Career success depends on individual behaviour and
work outcome” has a mean of 4.79 and a standard deviation of 0.408. The study also
35
reveals that item two “Career success depends on individual’s determination” has a mean
of 4.71 and a standard deviation of 0.454, item three “To enhance career development,
managers should match the employee’s traits with job characteristics” has a mean of 4.69
and a standard deviation of 0.463 and item four “Personal interests determine
occupational selection of an employee” has a mean of 4.65 and a standard deviation of
0.768.
The table still shows that item five “Personal relationships influence career development”
has a mean of 4.63 and a standard deviation of 0.636, item six “Personal interests
influence the choices employees made in their career” has a mean of 4.61 and a standard
deviation of 0.603, an item seven “Personal values determine individual career
development” has a mean of 4.44 and a standard deviation of 0.586. The study also shows
that item eight “Career mentors determine individual career development choices” has a
mean of 4.25 and a standard deviation of 0.842, item nine “The conflict between personal
values and organizational culture can hinder career development” has a mean of 3.61 and
a standard deviation of 0.785, and item ten “An employee’s personality affects his/her
career development choices” has a mean of 2.61 and a standard deviation of 0.908.
When the mean range of personal life balance and career development is analysed on a
Likert scale of five, it presents a mean range of 4.79 to 2.61. The mean range reveals that
personal life balance has a great effect on career development. The standard deviation
ranged from 0.408 to 0.908 and shows no difference from the mean.
36
Table 4.2: Personal Life Balance and Career Development
N Mean
Std.
Deviation
Career success depends on individual behaviour and work
outcome 271 4.79 0.408
Career success depends on individual’s determination 271 4.71 0.454
To enhance career development, managers should match
the employee’s traits with job characteristics 271 4.69 0.463
Personal interests determine occupational selection of an
employee 271 4.65 0.768
Personal relationships influence career development 271 4.63 0.636
Personal interests influence the choices employees made
in their career 271 4.61 0.603
Personal values determine individual career development 271 4.44 0.586
Career mentors determine individual career development
choices 271 4.25 0.842
The conflict between personal values and organizational
culture can hinder career development 271 3.61 0.785
An employee’s personality affects his/her career
development choices 271 2.61 0.908
4.5.1 Regression Analysis of Personal Life Balance and Career Development
The study illustrates that a model summary is utilized when predicting the value of a
variable based on the value of another variable. In this case, dependent variable is the
variable being predicted. The independent variable is the variable being used to predict
the value of other variables.
The model summary of the study is demonstrated in Table 4.3. The model summary
provides information about the regression line’s ability to offer a description for the total
divergence in the dependent variable. From the table, the value of R is 0.959, R2 is 0.919,
which means that 91.9 percent of the total variation in career development has been
explained by variability in personal life balance. The table also shows that the adjusted R
square is 0.918. The value of F (6, 264) =501.963, p<0.001. Where the intercept of career
development is β= 0.094, p<0.001, 0.335, p<0.001, 0.054, p<0.001, 0.092, p<0.001,
0.095, p<0.001, and 0.382, p<0.001.
37
Table 4.3: Regression Analysis of Personal Life Balance and Career Development
Model Summary
Model R R Square
Adjusted R
Square Std. Error of the Estimate
1 .959a .919 .918 .09910
a. Predictors: (Constant), Career success depends on individual behaviour and work
outcome, To enhance career development, managers should match the employee’s traits
with job characteristics, An employee’s personality affects his/her career development
choices, The conflict between personal values and organizational culture can hinder career
development , Career mentors determine individual career development choices, Personal
relationships influence career development
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 29.577 6 4.930 501.963 .000b
Residual 2.593 264 .010
Total 32.170 270
a. Dependent Variable: Career Development
b. Predictors: (Constant), Career success depends on individual behaviour and work
outcome, To enhance career development, managers should match the employee’s traits
with job characteristics, An employee’s personality affects his/her career development
choices, The conflict between personal values and organizational culture can hinder career
development , Career mentors determine individual career development choices, Personal
relationships influence career development
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients t Sig.
B Std.
Error Beta
1 (Constant) -.370 .147
-2.512 .013
An employee’s personality affects
his/her career development choices .094 .007 .247 13.518 .000
To enhance career development,
managers should match the
employee’s traits with job
characteristics
.335 .021 .450 16.129 .000
The conflict between personal
values and organizational culture
can hinder career development
.054 .010 .123 5.430 .000
Personal relationships influence
career development .092 .026 .170 3.618 .000
Career mentors determine
individual career development
choices
.095 .013 .231 7.193 .000
Career success depends on
individual behaviour and work
outcome
.382 .044 .452 8.738 .000
a. Dependent Variable: Career Development
38
4.6 Influence of Social Life Balance on Career Development
This section aimed at examining the influence of social life balance on career
development at Stanbic Bank. The aspects addressed in this section comprised of
childcare responsibilities, social life, career development choices, personal planning,
family influences, family background, employee gender, level of education, family
demands, and socioeconomic status.
Table 4.4 shows the opinions of respondents on childcare responsibilities. From the table,
the study confirms that 85.6% of respondents strongly agreed that childcare
responsibilities affects employee’s career development choices, 9.6% agreed to the same
statement and 4.8% of the respondents were uncertain that childcare responsibilities
affects employee’s career development choices.
Table 4.4: Childcare Responsibilities
DISTRIBUTION
Frequency Percentage
Uncertain 13 4.8
Agree 26 9.6
Strongly Agree 232 85.6
Total 271 100.0
Table 4.5 shows the respondents’ opinions on employee social life determines career
choices. From the table, 79.3% of respondents strongly agreed that employee social life
determines career choices, 17% of the respondents agreed to the statement and 3.7% of
the respondents disagreed to the statement that employee social life determines career
choices.
Table 4.5: Employee Social Life
DISTRIBUTION
Frequency Percentage
Disagree 10 3.7
Agree 46 17.0
Strongly Agree 215 79.3
Total 271 100.0
Table 4.6 establishes the respondents’ opinions on the support an employee gets from
his/her family influences career development choices. From the table, 36.5% of
39
respondents strongly agreed that the support an employee gets from his/her family
influences career development choices, 35.1% of the respondents agreed to the statement
and 28.4% of the respondents were uncertain about the statement that the support an
employee gets from his/her family influences career development choices.
Table 4.6: Employee Support
DISTRIBUTION
Frequency Percentage
Uncertain 77 28.4
Agree 95 35.1
Strongly Agree 99 36.5
Total 271 100.0
Table 4.7 shows the opinions of the respondents on how personal planning determines
career development choices. From the study, 50.9% of respondents agreed that personal
planning determines career development choices, 44.3% of respondents strongly agreed
to the statement and 4.8% of the respondents were uncertain about the statement that
personal planning determines career development choices. The study also revealed that
0% of respondents disagreed and 0% of respondents strongly disagreed to the statement
that personal planning determines career development choices.
Table 4.7: Personal Planning
DISTRIBUTION
Frequency Percentage
Strongly Disagreed 0 0
Disagreed 0 0
Uncertain 13 4.8
Agree 138 50.9
Strongly Agree 120 44.3
Total 271 100.0
Table 4.8 reveals how family influences the career path an employee takes. The table
shows that 49.1% of the respondents strongly agreed that family influences the career
path an employee takes, 42.4% of the respondents agreed to the statement while 4.8% of
respondents were uncertain to the statement that family influences the career path an
employee takes. The study also depicts that 3.7% of respondents strongly disagreed to the
40
statement that family influences the career path an employee takes while 0% of the
respondents disagreed to the statement.
Table 4.8: Family Influences
DISTRIBUTION
Frequency Percentage
Strongly Disagree 10 3.7
Disagreed 0 0
Uncertain 13 4.8
Agree 115 42.4
Strongly Agree 133 49.1
Total 271 100.0
Table 4.9 shows respondents’ opinions on how family background provides the basis
from which employee career planning and decision making evolve. From the table, it is
very clear that 47.6% of respondents strongly agreed that family background provides the
basis from which employee career planning and decision making evolve, 35.4% of
respondents agreed to the statement while 11.8% were uncertain about the statement. The
study demonstrates that 5.2% of the respondents strongly disagreed to the statement that
family background provides the basis from which employee career planning and decision
making evolve while 0% of respondents disagreed to the statement.
Table 4.9: Family Background
DISTRIBUTION
Frequency Percentage
Strongly Disagree 14 5.2
Disagreed 0 0
Uncertain 32 11.8
Agree 96 35.4
Strongly Agree 129 47.6
Total 271 100.0
Table 4.10 reveals the opinions of the respondents on how employee gender has a
significant influence on career development choices. From the table, 46.5% of the
respondents agreed that the employee gender has a significant influence on career
development choices and 30.3% of respondents strongly agreed to the statement. The
study shows that 10% of the respondents were uncertain that the employee gender has a
significant influence on career development choices, 9.6% disagreed about the statement,
41
3.7% of respondents strongly disagreed that the employee gender has a significant
influence on career development choices.
Table 4.10: Employee Gender
DISTRIBUTION
Frequency Percentage
Strongly Disagree 10 3.7
Disagree 26 9.6
Uncertain 27 10.0
Agree 126 46.5
Strongly Agree 82 30.3
Total 271 100.0
Table 4.11 shows respondents’ views on how employees’ level of education determines
his/her career development choices. From the table, 26.9% of respondents strongly agreed
that employees’ level of education determines his/her career development choices and
22.9% of respondents agreed to the statement. The study also shows that 18.8% of
respondents disagreed to the statement that employees’ level of education determines
his/her career development choices, 17.7% were uncertain about the statement and 13.7%
of respondents strongly disagreed that employees’ level of education determines his/her
career development choices.
Table 4.11: Employees’ Level of Education
DISTRIBUTION
Frequency Percentage
Strongly Disagree 37 13.7
Disagree 51 18.8
Uncertain 48 17.7
Agree 62 22.9
Strongly Agree 73 26.9
Total 271 100.0
Table 4.12 shows the views of the respondents on how family demands affect the
employee career development. The table shows that 59% of the respondents agreed that
family demands affect the employee career development, 17.3% of respondents were
uncertain about the statement while 10% of respondents strongly disagreed to the
statement that family demands affect the employee career development. The study also
reveals that 8.9% of the respondents disagreed that family demands affect the employee
career development while 4.8% strongly agreed to the statement.
42
Table 4.12: Family Demands
DISTRIBUTION
Frequency Percentage
Strongly Disagree 27 10.0
Disagree 24 8.9
Uncertain 47 17.3
Agree 160 59.0
Strongly Agree 13 4.8
Total 271 100.0
Table 4.13 shows respondents’ opinions on how parents’ socioeconomic status influences
the sibling’s career choices. From the table, it is very clear that 59% of respondents
agreed that the parents’ socioeconomic status influences the sibling’s career choices and
19.9% of respondents strongly agreed to the statement. The study reveals that 11.1%
disagreed to the statement that the parents’ socioeconomic status influences the sibling’s
career choices, 10% of respondents strongly disagreed to the latter statement. The study
also shows that 0% of respondents were uncertain about the statement that the parents’
socioeconomic status influences the sibling’s career choices.
Table 4.13: Socioeconomic
DISTRIBUTION
Frequency Percentage
Strongly Disagree 27 10.0
Disagree 30 11.1
Uncertain 0 0
Agree 160 59.0
Strongly Agree 54 19.9
Total 271 100.0
4.7 Influence of Organizational Life Balance on Career Development
The study aimed at investigating the influence of social life balance on career
development. The aspects addressed in this section include flexible work arrangement,
work-life balance, work hours, organizational ability, organizational cultures, flexible
working environment, effective technology, work life issues, organizational offering and
employee compensation.
Table 4.14 reveals the opinions of respondents on how flexible working arrangements
influence employee career development choices. The table shows that 41.7% of the
respondents agreed that flexible working arrangements influence employee career
43
development choices and 32.5% strongly agreed to the statement. The study also
illustrates that 15.9% of respondents disagreed that flexible working arrangements
influence employee career development choices, 10% were uncertain about the statement,
and 0% of the respondents strongly disagreed to the statement that flexible working
arrangements influence employee career development choices.
Table 4.14: Flexible Working Arrangement
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 43 15.9
Uncertain 27 10.0
Agree 113 41.7
Strongly Agree 88 32.5
Total 271 100.0
Table 4.15 shows respondents’ opinions on how work life balance practices determine
career development choices. The table shows that 65.3% of respondents strongly agreed
that work life balance practices determine career development choices, while 29.9%
agreed to the same statement. The study also reveals that 4.8% of respondents were
uncertain that work life balance practices determine career development choices, 0% of
respondents disagreed and also 0% of respondents strongly disagreed to the statement.
Table 4.15: Work Life Balance
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 0 0
Uncertain 13 4.8
Agree 81 29.9
Strongly Agree 177 65.3
Total 271 100.0
Table 4.16 reveals the views of respondents on how limiting work hours benefits workers
to enhance their career development. The table shows that 59% of the respondents agreed
that limiting work hours benefits workers to enhance their career development and 32.5%
strongly agreed to the statement. From the table, it is clear that 8.5% of respondents
disagreed that limiting work hours benefits workers to enhance their career development,
44
0% of respondents strongly disagreed while 0% of respondents were uncertain that
limiting work hours benefits workers to enhance their career development.
Table 4.16: Working Hours
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 23 8.5
Uncertain 0 0
Agree 160 59.0
Strongly Agree 88 32.5
Total 271 100.0
Table 4.17 shows respondents’ opinions on the ability of organization to support their
employees in career development choices. The table shows that 48.7% of respondents
agreed that organization has the ability to support their employee in career development
choices, and 24% of respondents disagreed to the statement. The study also shows that
17.3% of respondents strongly agreed that organization has the ability to support their
employee in career development choices, 7.4% of the respondents were uncertain, and
2.6% of respondents strongly disagreed to the statement that organization has the ability
to support their employee in career development choices.
Table 4.17: Organizational Support
DISTRIBUTION
Frequency Percentage
Strongly Disagree 7 2.6
Disagree 65 24.0
Uncertain 20 7.4
Agree 132 48.7
Strongly Agree 47 17.3
Total 271 100.0
Table 4.18 shows the views of respondents on how supportive organizational culture
enhances career development choices among employees. From the table, it is very clear
that 56.5% of respondents agreed that supportive organizational culture enhances career
development choices among employees and 25.1% strongly agreed to the statement. The
study also reveals that 10% of respondents disagreed to the statement that supportive
organizational culture enhances career development choices among employees, 8.5% of
respondents were uncertain, and 0% of respondents strongly agreed that supportive
organizational culture enhances career development choices among employees.
45
Table 4.18: Organizational Culture
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 23 8.5
Uncertain 27 10.0
Agree 153 56.5
Strongly Agree 68 25.1
Total 271 100.0
Table 4.19 shows respondents’ opinions on flexible working environment. From the table,
it is very clear that 56.8% of respondents agreed that to enhance employee career
development, the organization should create a flexible working environment at all times,
and 27.3% of respondents strongly agreed to the statement. The table also depicts that
8.5% of respondents disagreed to the statement that to enhance employee career
development, the organization should create a flexible working environment at all times,
7.4% of respondents were uncertain about the statement, and 0% of respondents strongly
disagreed about the statement.
Table 4.19: Working Environment
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 23 8.5
Uncertain 20 7.4
Agree 154 56.8
Strongly Agree 74 27.3
Total 271 100.0
Table 4.20 reveals the views of respondents on how effective technology influences
employee career development choices. The table shows that 61.3% of the respondents
agreed that effective technology influences employee career development choices, 23.6%
of respondents disagreed to the statement and 12.5% of the respondents strongly agreed
that effective technology influences employee career development choices. The study
also depicts that 2.6% of respondents strongly disagreed that effective technology
influences employee career development choices while 0% of the respondents were
uncertain that effective technology influences employee career development choices.
46
Table 4.20: Effective Technology
DISTRIBUTION
Frequency Percentage
Strongly Disagree 7 2.6
Disagree 64 23.6
Uncertain 0 0
Agree 166 61.3
Strongly Agree 34 12.5
Total 271 100.0
Table 4.21 shows respondents’ opinions on how career development is influenced by
supervisors who support for work life issues. The table shows that 38.7% of respondents
agreed that career development is influenced by supervisors who support for work life
issues, 32.5% of respondents strongly agreed to the statement, 18.8% of respondents were
uncertain about the statement, and 10% of respondents strongly disagreed about the
statement that career development is influenced by supervisors who support for work life
issues. The study also illustrates that 0% of respondents disagreed that career
development is influenced by supervisors who support for work life issues.
Table 4.21: Work Life Issues
DISTRIBUTION
Frequency Percentage
Strongly Disagree 27 10.0
Uncertain 51 18.8
Agree 105 38.7
Strongly Agree 88 32.5
Total 271 100.0
Table 4.22 reveals the opinions on how an organization offering support to employees in
the work environment enhances employee career development. The table shows that
47.6% of the respondents agreed that an organization offering support to employees in the
work environment enhances employee career development, and 32.5% of the respondents
strongly agreed to the latter statement. It is also clear from the table that 11.4% of the
respondents were uncertain that an organization offering support to employees in the
work environment enhances employee career development, 8.5% of the respondents
disagreed about the statement and 0% of the respondents strongly disagreed that an
organization offering support to employees in the work environment enhances employee
career development.
47
Table 4.22: Organizational Offering
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 23 8.5
Uncertain 31 11.4
Agree 129 47.6
Strongly Agree 88 32.5
Total 271 100.0
Table 4.23 shows respondents’ opinions on how compensation organization extents to
employees affect career development within employees. From the table, it is very clear
that 44.6% of respondents strongly agreed that compensation organization extents to
employees affect career development within employees, and 36.5% of respondents agreed
about the statement. The study also made it clear that 18.8% of respondents were
uncertain that compensation organization extents to employees affect career development
within employees, 0% of respondents disagreed to the statement and 0% of respondents
strongly disagreed that compensation organization extent to employees affects career
development within employees.
Table 4.23: Compensation
DISTRIBUTION
Frequency Percentage
Strongly Disagree 0 0
Disagree 0 0
Uncertain 51 18.8
Agree 99 36.5
Strongly Agree 121 44.6
Total 271 100.0
4.8 Chapter Summary
This chapter has provided the results and findings according to the data collected from the
respondents from Stanbic Bank. The study presented analysis on the response rate,
background information, personal life balance, social life balance and organizational life
balance of employees. The following chapter provides the summary, discussions,
conclusions and recommendations.
48
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter presents the discussion, conclusions and recommendations of the study. The
chapter is prepared in a way that summary of the study is the first element, followed by
discussions, conclusion, and lastly recommendations.
5.2 Summary
The purpose of the study was to assess the influence of work-life balance on career
development choices of employees in the banking sector, with a focus on the employees
of Stanbic Bank, Nairobi, Kenya. The study was guided by the following research
questions: How does personal life balance influence career development choices of
employees in the banking sector? How does social life balance influence career
development choices of employees in the banking sector? How does organizational life
balance influence career development choices of employees in the banking sector?
In the study, a descriptive research design was utilized. The target population included
management and staff of Stanbic Bank Nairobi. The target population included 1500
management and staff of Stanbic Bank Nairobi. Through the use of stratified sampling
techniques and simple random sampling techniques, a selection of 450 respondents was
determined. The study used descriptive and inferential statistics in data analysis and
presentation. For descriptive statistics, the study adopted frequencies, cross-tabulation,
mean and standard deviation. To illustrate inferential statistics, the study utilized
correlation and regression statistics. Figures and Tables were means of data presentation.
The study assessed how personal life balance influenced career development choices of
employees in the banking sector. The study found that career success depends on
individual behaviour and work outcome hence to enhance career development managers
should match the employee’s traits with job characteristics. The study also revealed that
career success depends on individual’s determination hence personal interests determine
occupational selection of an employee. Personal interests influence the choices employees
made in their career. The study found that personal values determine individual career
49
development. The study also found that the conflict between personal values and
organizational culture could hinder career development.
The study established that social life balance influence career development choices of
employees in the banking sector. The research found that childcare responsibilities affects
employee’s career development choices. From the study, it was revealed that employee
social life determines career choices. The support an employee gets from his/her family
influences career development choices. The study illustrates that personal planning
determines career development choices. The study found that family influences the career
path an employee takes hence the study revealed that family background provides the
basis from which employee career-planning and decision making evolve. The study found
that employees’ level of education would determine his/her career development choices.
The study demonstrated that organizational life balance influences career development of
employees. The study found that flexible work arrangements influence employee career
development choices. Work-life balance practices determine career development choices.
The study reveals that limiting work hours benefit workers to enhance their career
development. Organization has the ability to support their employee in career
development choices hence the study found that supportive organizational culture
enhances career development choices among employees. To enhance employee career
development, the organization should create a flexible working environment at all times.
The study found that Effective technology influences employee career development
choices. The study reveals that an organization offering support to employees in the work
environment enhances employee career development.
5.3 Discussion
5.3.1 Personal Life Balance and Career Development
The findings of the study reveal that career success depends on individual behaviour and
work outcome. These findings agree with the findings of Gibson et al., (2013) which
revealed that the personality of an individual is a relatively stable set of tendencies,
characteristics, and temperaments that have been notably formed by inheritance and by
the cultural, social, and environmental elements. This set of variables determines the
common and specific traits in the behaviour of an individual and influence employee
50
career development. On the other hand, Singh (2013) asserts that some employees are
concerned with quality of the job they perform, while others are not concerned. Some co-
workers' behaviour is pleasant while others are aggressive. Some of them perform their
jobs more actively, while others are passive. In addition, found that managers have to be
aware of the individual's personality in order to predict their behaviour and to accomplish
the organization’s goals in a proper way, with the help of their employees. This study also
found that career success depends on individual’s determination. This finding concurs
with the findings of Hirschi (2015) who in his study argued that achievement could be
explained largely by factors such as individual initiative, effort, merit and determination.
The study found that to enhance career development, managers should match the
employee’s traits with job characteristics. Malcolm (2011) adds that managers should not
conclude that personality is not an important factor, just because it belongs to individuals
in the organization. McAdams and Olson (2013) on the other hand confirm that
personality is a set of individual characteristics that are affected by the development of an
individual: values, attitudes, personal memories, social relationships, habits, and skills.
Malcolm (2011) adds that the manner in which a person acts and interacts is a reflection
of his/her personality, which is unique for each employee.
The study reveals that personal interests determine occupational selection of an employee.
Hooley (2012) asserts that interests are a person’s like or dislike and are characterized by
the person’s intensity of feeling about a subject or things. Hewitt (2010) found that the
personal reactions plus the feedback one receives about his performance help to shape
and focus a person’s interest. One continues to acquire interests throughout his life and
this in return influences the reasoning and choices one makes including career choices. In
the study by Super, et, al., (2014), it was revealed that interest can change. It was found
that as people experience life and meets more people; they become interested in new
things and discard some of their old interests. The study found that people also develop
more complex thinking and understanding process, and they may even seek new interest
and activities with hope of improving themselves and making life more exciting. From
the study, it was confirmed that once the interest of an individual keeps changing, so does
his career choice. Hewitt (2010) confirms that one seeks a career that meets his interest
51
hence the career that one may have wished to take when he was young is not what he
eventually does.
From the study, it is well noted that personal relationships influence career development.
Pomeory (2013) found that interpersonal behavior, social interaction, or personal
relationships determine career success. De Simone and Harris (2014) adds that, mentors
are thought to fulfill important functions that help their mentees to develop a clear sense
of identity and commitment to their work roles and practical help planning and managing
their careers. Kumari (2012) in his study argues that career mentoring involves
sponsoring the protégé for challenging assignments, providing positive exposure and
visibility, and coaching on work tasks and protection from politics. These activities help
the protégé succeed at work tasks, overcome barriers and challenges at work, gain
promotions in the organization, and adapt to the psychological demands of the job and
organization.
The study reveals that personal values determine individual career development. Gibson,
Ivancevich and Donelly (2013) suggested that values provide the foundation for
individual opinions that lead to the development of decision-making behaviors. Harrison
(2011) stated that values, when fully conceptualized, become criteria for judgments,
preferences, and choices. Values are a source of motivation that can be seen in one’s
action; in the attraction to or avoidance of the pursuit of things such as money, power, or
spirituality. Contrary, Hewitt (2010) found that values sometimes conflict; fulfilling one
interferes with achieving another. Harrison (2011) confirms that a person would
encounter conflicts throughout his life that will require him to rank his values, whether or
not he is aware of the choice. Sometimes identifying personal life values is difficult. One
way of accessing values is to examine choices you have made in past.
5.3.2 Social Life Balance and Career Development
The study established that childcare responsibilities affect employee’s career
development choices. Gerson (2014) confirms that various studies had suggested that
family related factors such as number of children and childcare responsibilities lead to
imbalance in work and family roles. The study found that fathers experienced stress in
child caring during the absence of employed wives from home. On the other hand, Elliott
52
(2013) found that childcare as well as care for elderly, imposes more emotional burden on
females compared to males. Lundberg (2010) adds that increased number of children at
home results in increased home demands causing additional stress and work family
conflict. The study found that employed mothers finding difficulties in child-care
arrangements experienced high depression.
The study found that the support an employee gets from his/her family influences career
development choices. To support the point, Thriveni and Rama (2012) found that family
support including spouse support have an impact on social life balance of individuals.
Adams, et, al., (2010) in their studies confirmed that emotional and instrumental support
from family as well as society was associated with lower levels of work family
imbalance. Edralin (2013) demonstrated various strategies to balance work and social life
such as personal planning with proper time management, the magnitude of spouse support
for married entrepreneurs or the extent of support of the family members for non-business
work responsibilities and activities, and delegation of routine jobs to trusted employees,
usually a family member, having a flexible work schedule.
From the review, it was found that family influences the career path an employee takes.
Hence the family background provides the basis from which employee career-planning
and decision making evolve. The discoveries of the review concur with the discoveries by
Malcolm (2011) who affirms that youth form many of their attitudes about work and
careers as a result of interactions with the family. The study confirms that within each
family, the level of involvement can vary, offering both positive and negative influences.
Greenhaus and Beutell (2011) found that the number of children, spouse employment,
family interaction, low spouse support and expectations for affection and openness play a
vital role in developing work family conflict. The study observed that dependent care
issues, quality of health, and lack of appropriate social support as some of the major
factors influencing the social life balance among women entrepreneurs.
From the study, it is found that employees’ level of education will determine his/her
career development choices. Julien, et, al., (2011) confirmed that parents with
postsecondary education tend to pass along its importance to their children. Baral and
Bhargava (2013) notes that females talented in math viewed their career choices as
53
reflective of interests that stemmed from early family influence and educational
opportunities. The study found that the presence of teachers in the family was a
significant factor influencing teacher candidates' decisions to teach. Contrary, Shani and
Divyapriya (2013), found that lower levels of parent education could retard adolescents'
career development. Malcolm (2011) found that being born to parents with limited
education and income reduces the likelihood of going to college or achieving a
professional occupational goal and essentially predetermines the child's likely vocational
choice.
The study revealed that gender and job type had significant influence on work-family
issues, job involvement and job satisfaction. The influence of gender on work-life issues
was reported in many literatures. Parasuraman and Simmers (2011) indicated that the
major stress experienced by females experience arises from family demands rather than
work demands particularly when the family has children. Emslie, et, al., (2013) identified
that factors affecting work and family life did vary by gender. Nurturing children and
being in a senior position were more strongly related to work– home conflict for women
than men. The study identified the relationship of income of employees and balancing
work and family responsibilities. Employees with lower income, particularly single
mothers, have more difficulties in balancing work and family responsibilities.
The study noticed that the situation of the family of origin, particularly if very negative or
very positive, could make a distinction in career results. Greenhaus and Beutell (2011)
found that there is a reasoned argument that lack of support in choices; dissuasion at
higher career choices by family members, or the need to decide a profession sooner than
later because of need to getaway the family of origin because of the living circumstances
is correlated with more negative results in career development for adolescents. Mayer, et,
al., (2015) found a positive environment in the family of origin, nonetheless, such as
support in career guidance and choices in them is correlated with more positive results in
career development.
5.3.3 Organizational Life Balance and Career Development
The study confirms that organizational life balance is critical for employee career
development. The study found that flexible work arrangements influence employee career
54
development choices. The survey agrees with the disclosures of Bachmann (2010) who
found that flexible work arrangements would help the employees to attain a better blend
between work and non-work activities and help the organizations to recruit, retain and
motivate their employees. Christensen and Staines (2011) asserted that flextime work
arrangement reduces absenteeism, late comings, and turnover. The study observed that
flexible time strategy improved employee productivity by minimizing absenteeism,
turnover and work family conflict hence influenced career development. The study
demonstrated that individual with the perceived job flexibility have the benefit of good
work life balance and were capable of working longer hours
From the research, it is revealed that work-life balance practices determine career
development choices. The study found that workers taking a short, temporary break from
work could contribute to improve work life balance. Julien, et, al., (2011) revealed that a
compressed workweek is considered as an alternative work life arrangement that reduces
work-life conflict and helps to enhance work-life balance. Kumari (2012) confirms that
high levels of management and superior support of flexible work arrangements such as
flexible hours and compressed workweek were positively related with the ability to
balance personal, family and work demands.
The review also found that limiting work hours benefit workers to enhance their career
development. Wayne, et, al., (2013) demonstrated that limiting work hours might benefit
workers to increase the level of work family balance because fewer work hours may
contribute to reduction in work family conflict. On the other hand, Hill et al. (2010)
submitted that flex-time enables employees to manage their work and family everyday
jobs effectively thus allowing them to reduce work family conflict and to enhance their
performance at work and home. From the study conducted by Lingard, Francis and
Turner (2010), the rsults demonstrated a strong correlation between hours worked each
week and participants’ work and life experiences.
From the study, it is well demonstrated that an organization has the ability to support their
employee in career development choices. The study confirmed that supportive
organizational culture enhances career development choices among employees.
Thompson, et, al., (2010) confirmed that that supervisors have significant influence on
55
professional stress of female police officers and they can reduce moral exhaustion and
contribute to a better work-life balance. Duxbury and Higgins (2010) found a positive
relationship between the organization and supervisor support for work-life issues and
reduction of work-to-family conflict. From the study by Fathima and Sahibzada (2012),
they identified colleague support and job resources to be positively related with the work
life balance while unfair criticism at job has negative relation with work life balance.
The study found that effective technology influences employee career development
choices. Malcolm (2011) found that technology can either facilitate or hinder work life
balance by creating a more accessible and flexible environment at all times of day and
night enabling individual to work anywhere, any time. Wayne, et al. (2013) investigated
the impact of organizations dominated with e-mail culture up on employees’ lives outside
working hours and observed both positive as well as negative impact of the culture on
employees. Rajadhyaksha (2012) revealed that advancement in technology has raised
expectations for both employees and employers in achieving goals and objectives and
meeting often unreasonable deadlines that lead to increased pressure on other employees
within the organization. This may have an effect on employees’ health, resulting in higher
absenteeism, lower productivity, and higher turnover rates.
5.4 Conclusions
5.4.1 Personal Life Balance and Career Development
The study concludes that career success depend on individual behaviour, work outcome
and individual determination. It was found from the study that to enhance career
development, managers should match the employee’s traits with job characteristics. The
study concludes that personal interests determine occupational selection of an employee,
hence influence the choices employees made in their career. The study found that
personal values determine individual career development and so the study concludes that
the conflict between personal values and organizational culture can hinder career
development. The study also concludes that an employee’s personality affects his/her
career development choices.
56
5.4.2 Social Life Balance and Career Development
The study concludes that employee social life determines career choices. The study
confirms that childcare responsibilities affect employee’s career development choices.
The study concludes that the support an employee gets from his/her family influences
career development choices. Personal planning determines career development choices. It
was concluded from the study that family influences the career path an employee takes.
This is possible because family background provides the basis from which employee
career-planning and decision making evolve. The study also concludes that the parents’
socioeconomic status influences the sibling’s career choices.
5.4.3 Organizational Life Balance and Career Development
The study concludes that organizational life balance is the most key and determining
component affecting a worker's career development choices. From the review, it was
learnt that flexible work arrangements influence employee career development choices.
The review infers that limiting work hours benefit workers to enhance their career
development. Work-life balance practices determine career development choices. The
study also concludes that an organization has the ability to support their employee in
career development choices by enhancing supportive organizational culture. The study
found that to enhance employee career development, the organization should create a
flexible working environment at all times. The study hence concludes that an organization
offering support to employees in the work environment enhances employee career
development.
5.5 Recommendations
5.5.1 Recommendations for Improvement
5.5.1.1 Personal Life Balance and Career Development
The study recommends the executive and management of the Stanbic Bank to ensure that
their employees achieve their personal life balance to enable them advance in their
careers. The study found that an employee’s personality affects his/her career
development choices hence to enhance career development, managers should match the
employee’s traits with job characteristics. The study found that personal values determine
individual career development hence recommends employees to match their values with
the organizational culture because conflict between personal values and organizational
culture can hinder career development. Personal interests influence the choices employees
57
made in their career hence to be successful an individual should observe his behaviour at
work places.
5.5.1.2 Social Life Balance and Career Development
The study recommends personal planning because it determines career development
choices. The study found that family influences the career path an employee takes hence
employees should ask for support from the family during career development process.
Childcare responsibilities affects employee’s career development choices hence the study
recommends employees to have a manageable number of children to enhance their career
development goals. The study recommends employees to gain more knowledge because
employees’ level of education will determine his/her career development choices. The
study found that parents’ socioeconomic status influences the sibling’s career choices
hence family background provides the basis from which employee career-planning and
decision making evolve.
5.5.1.3 Organizational Life Balance and Career Development
The study suggests the organizations to implement flexible work arrangements because it
enhances employee career development choices. To enhance employee career
development, the organization should create a flexible working environment at all times.
The study found that limiting work hours benefit workers to enhance their career
development. The study also revealed that organization has the ability to support their
employee in career development choices hence the study recommends the management to
institute supportive organizational culture that enhances career development choices
among employees. The study also recommends the installation of effective technology
influences employee career development choices. Career development is influenced by
supervisors who support for work life issues hence an organization offering support to
employees in the work environment enhances employee career development.
5.5.2 Recommendations for Further Research
The purpose of the study was to assess influence of work-life balance on career
development choices of employees in the banking sector, with a focus on the employees
of Stanbic Bank, Nairobi, Kenya. The study recommends future researchers and scholars
to study the influence of work-life balance on career development choices of employees
in other banks and other institutions in different sector.
58
REFERENCES
Adams, G. A., King, L. A., & King, D. W. (2010). Relationships of job and family
involvement, family social support, and work–family conflict with job and life
satisfaction. Journal of Applied Psychology. , 81: 411-420.
Altman, J. H. (2013). Career development in the context of family experiences. In
Diversity & women’s career development. Thousand Oaks, CA: Sage Publications.
Ashar, A. (2013). The impact of perceptions of training of employee commitment and
turnover intention. International journal of human resource studies , vol.3(1),
pp.74-88.
Babbie, E., & Mouton, A. (2010). The practice of social research. London: Wadsworth
Cengage Learning.
Bachmann, K. (2010). Work life balance. Are employers listening?. Conference Board of
Canada.
Baral, R., & Bhargava, S. (2013). Work–family enrichment as a mediator between
organizational interventions for work–life balance and job outcomes. Journal of
Managerial Psychology , 25(3): 274–300.
Barnett, K. A., Campo, D. R., Campo, D. S., & Steiner, R. L. (2010). Work and family
balance among dual-earner working-class Mexican-Americans: Implications for
therapists. Contemporary Family Therapy , 25(4): 353-366.
Bell, A. S., Rajendran, D., & Theiler, S. (2012). Job stress, wellbeing, work-life balance
and work-life conflict among Australian academics. Electronic Journal of Applied
Psychology. 8(1): 25-37 , 8(1): 25-37.
Christensen, K. E., & Staines, G. L. (2011). Flextime: A viable solution to work family
conflict. Journal of Family Issues , 11(4): 455-476.
Cooper, R. D., & Schindler, S. (2014). Business Research Methods. Boston: Irwin:
McGraw-Hill.
De Simone, R. L., & Harris, D. M. (2014). Human Resource Development. Forth Worth:.
The Dryden Press , 583. pgs.
Downes, C., & Koekemoer, E. (2011). Work–life balance policies: Challenges and
benefits associated with implementing flexitime. SA Journal of Human Resource
Management/SA Tydskrif vir Menslikehulpbronbestuur , 9(1), Art. #382, 13 pages.
doi:10.4102/sajhrm.v9i1.382.
Duberley, J., Mallon, M., & Cohen, L. (2014). Exploring career transitions: accounting
for structure and agency. Personnel Review , 35(3), 281-297.
59
Duxbury, L., & Higgins, C. (2010). Work-life balance in the new millennium: Where are
we? Where do we need to go? Work Network:. Canadian Policy Research
Networks, Inc.
Edralin, D. M. (2013). Work and Life harmony: An exploratory case study of
EntrePinays. DLSU Business & Économies Review , 111: 15-36.
Elliot, M. (2013). Work and family role strain among university employees. Journal of
Family and Economic Issues , 24(2): 157-180.
Emslie, C., Hunt, K., & Macintyre, S. (2013). Gender, work-home, and morbidity
amongst white-collar bank employees in the United Kingdom. International Journal
of Behavioral Medicine , 11(3): 127-134.
Eurofound . (2012). European Agency for the Improvement of Living and Working
Conditions (2012). Living to work-working to live: Tomorrows work-life balance in
Europe. Retrieved Feb 13, 2017, from
http://www.eurofound.europa.eu/publications/htmlfiles/ef04121.:
http://www.eurofound.europa.eu/publications/htmlfiles/ef04121.
Eurofound. (2011). European Foundation for the Improvement of Working and Living
Conditions (2011). Working Longer Requires Better Learning. Retrieved Feb 11,
2017, from http://www.eurofound.europa.eu/press/releases/2011/110315.htm:
http://www.eurofound.europa.eu/press/releases/2011/110315.htm
Fathima, N., & Sahibzada, S. A. (2012). An empirical analysis of factors affecting work
life balance among university teachers: the case of Pakistan,. Journal of
International Academic Research , 12(1): 16-29.
Fearon, C., McLaughlin, H., & Morris, L. (2013). Conceptualizing work engagement: An
individual, collective and organizational efficacy perspective. European Journal of
Training and Development , 37(3), 244-256.
Feldman, D. C. (2013). Work careers: a developmental perspective. San Francisco: Wiley
and sons.
Fink, S. (2014). High commitment workplaces. New York: Quorum.
Fugate, M., & Kinicki, A. J. (2014). Dispositional approach to employability:
Development of a measure and test of implications for employeereactions to
organisational change. Journal of Occupational and Organisational Psychology ,
81(3), 503-527.
Gerson, K. (2014). No Man’s Land: Men's Changing Commitments to Family and Work.
New York: Basic Books.
Ghosh, P., Rai, A., & Sinha, A. (2014). Organizational justice and employee engagement:
Exploring the linkage in public sector banks in India. Personal Review , 43(4), 628-
652.
60
Gibson, J. L., Ivancevich, J. M., & Donelly, J. H. (2013). Organisations: Behavior
structure process. Boston: Irwin.
Greenhaus, J. H., & Beutell, N. J. (2011). Sources of conflict between work and family
roles. Academy of Management Review , 10: 76-88.
Harrison, R. (2011). Training and Development. London: Institute of Personnel
Management.
Hewitt, J. (2010). Factors influencing career choice. Retrieved November 16, 2016, from
ehow: http://www.ehow.com on 06/06/2013.
Hill, E. J., Erickson, J. J., Hoimes, E. K., & Ferris, M. (2013). Workplace flexibility,
work hours and work-life conflict: Finding an extra day or two. Journal of Family
Psychology. 24(3): 349-358. , 24(3): 349-358.
Hirschi, A. (2015). Career adaptability development in adolescence: Multiple predictors
and effect on sense of power and life satisfaction. Journal of Vocational Behaviour ,
74,145-155.
Hooley, T. (2012). How the internet changed career: framing the relationship between
career development and online expertise. Journal of the General Institute for Career
Education and Counselling (NICEC) , 29.
Hussain, R. I., & Mujtaba, B. G. (2012). The Relationship between Work-Life Conflict
and Employee Performance: A Study of National Database and Registration
Authority Workers in Pakistan. Journal of Knowledge Management, Economics and
Information Technology , 2(6): 1-11.
Hyman, J., & Summers, J. (2011). Work and life: can employee representation influence
balance?. Employee Relations , 29(4): 367-384.
Induru, J., & Pathan, A. K. (2011). Work life balance in pharmaceutical sector.
Pharmacie Globale (IJCP) , 12 (01): 1-5.
Ivancevich, J. M. (2014). Human Resource Management. Boston: Irwin.
Jayanthi, B., & Vanniarajan, T. (2012). Work-Life Imbalance among executives: A
gender focus. Global Management Review. 6(2): 24-35. , 6(2): 24-35.
Julien, M., Somerville, K., & Culp, N. (2011). Going beyond the Work Arrangement: the
crucial role of Supervisor Support. PAQ Summer , 167-204.
Kenya Bankers Association . (2016). http://www.kba.co.ke/. Retrieved from
http://www.kba.co.ke/: http://www.kba.co.ke/
Kumari, L. (2012). Employees Perception on Work Life Balance and its relation with job
satisfaction in Indian Public Sector Banks. IJEMR February , Vol 2(2).
61
Leiva, C. D., Vidal, S. E., & Navarro, C. J. (2012). Understanding the link between work
life balance practices and organisational outcomes in SMEs: The mediating effect of
a supportive culture. Personnel Review. 41(3): 359-379. , 41(3): 359-379.
Lingard, H. C., Francis, V., & Turner, M. (2010). The rhythms of project life: a
longitudinal analysis of work hours and work–life experiences in construction.
Construction Management and Economics , 28: 1085–1098.
Lundberg, C. M. (2010). Women, work and health: Stress and opportunities. New York:
Plenum. p. 111–136.
Madipelli, S., Sarma, V. S., & Chinnappaiah, Y. (2013). Factors causing work life
imbalance among working women-a study on school teachers. The Indian Journal
of Industrial Relations , 48(4): 621-633.
Malcolm, P. (2011). Career development helps to realize potential. Target management
Development Review, Bradford , 5 (3), pgs. 13-16.
Malhotra, N.K. (2012) Basic Marketing Research: Integration of Social Media, 4th edn.
Upper Saddle River, NJ: Prentice Hall, Inc.
Malik, S. A., (2011), Measuring job satisfaction, motivation and health issues of
secondary school teachers in Pakistan. International Journal of Advanced
Research in Business Management and Administration , 3(56-67).
Mathew, R. V., & Panchanatham, N. (2011). An exploratory study on the work-life
balance of women entrepreneurs in south India. Asian Academy of Management
Journal , 16(2): 77–105.
Mayer, J. D., Caruso, D. R., & Salovey, P. (2015). Emotional intelligence: New ability or
eclectic traits. American Psychologist , 63(6), 503-517.
McAdams, D. P., & Olson, B. D. (2013). "Personality Development: Continuity and
Change Over the Life Course". Annual Review of Psychology , 61: 517–42.
Miryala, R. K., & Chiluka, N. (2012). Work-life balance amongst teachers,. The IUP
Journal of Organizational Behavior , 9(1): 37-50.
Mokaya S. O., & Gitari J. W., (2012) Effects of Workplace Recreation on Employee
Performance The Case of Kenya Utalii College International Journal of
Humanities and Social Science Vol. 2 No. 3; February 2012
Mugenda, O., & Mugenda, A. (2012). Research methods: Quantitative and Qualitative
approaches . Nairobi: ACT Press.
Naithani, P., & Jha, A. N. (2012). An empirical study of work and family life spheres and
emergence of work-life balance initiatives under uncertain economic scenario.
Growth - MTI. 37(1): 69-73. , 37(1): 69-73.
62
Padma, S., & Reddy, M. S. (2013). Impact of child care responsibility on work life
balance (WLB) of school teachers. International Journal of Advanced Research in
Business Management and Administration , 1(1).
Parasuraman, S., & Simmers, C. A. (2011). Type of employment, work-family conflict
and well-being: a comparative study. Journal of Organisational Behaviour , 22:
551-568.
Pomeory, A. (2013). Succession planning Lags. Alexandria: HRmagazine, ,.
Purohit. (2013). A comparative study of work life balance in various industrial sectors in
Pune region. International Journal of Marketing, Financial Services & Management
Research , 2(3): 198-206.
Rajadhyaksha, U. (2012). Work-life balance in South East Asia: the Indian experience.
South Asian Journal of Global Business Research. , 1(1): 108-127.
Ramesh, K. M., & Nagapriya, C. (2012). Work Life Balance amongst teachers”. the IUP
Journal of Organizational Behaviour , Vol. 11.
Roche, M., & Haar, M. (2013). "Leaders life aspirations and job burnout: a self-
determination theory approach",. Leadership & Organization Development Journal
, Vol. 34 Iss 6 pp. 515 - 531.
Ross, C. E., & Mirowsky, J. (2011). Childcare and emotional adjustment to wives’
employment. Journal of Health and Social Behavior , 29: 27–38.
Rousseau, D., & Parks, J. (2012). “The contracts of individuals and organizations”, in
Cummings, L.L. and Staw, B.M. (Eds),. Research in Organizational Behavior , Vol.
15, JAI Press, Greenwich, CT, pp. 1-47.
Salikind, N. J. (2012). Exploring Research. New Jersey, USA: Pearson Education Inc.
Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods for Business
Students. Harlow: Pearson Education Limited.
Saunders, M., Lewis, P., & Thornhill, A. (2012). Research Methods for Business
Students. Harlow: Pearson Education Limited.
Shani, N., & Divyapriya, P. (2013). "A study on implementation of knowledge
management practices for career development among IT employees.
Shujaat, S., Sana, S., Aftab, F., & Ahmed, I. (2013). Impact of carrer development on
employee satisfaction in private banking sector Karachi. Institute: Institute of
Business and Technology (IBT).
Singh, A. (2013). A study on the perception of work-life balance policies among software
professionals. The IUP Journal of Management Research , 9 (2): 51-79.
63
Stanbicbank. (2016). http://www.stanbicbank.co.ke/kenya/. Retrieved from
http://www.stanbicbank.co.ke/kenya/: http://www.stanbicbank.co.ke/kenya/
Straub, C. (2013). A comparative analysis of the use of work life balance practices in
Europe: Do practices enhance female’s career advancement?. Gender in
Management. An International Journal , 22(4): 289-304.
Sundar, K., Sundararaj, J., & Ashok, K. (2011). A study on Job Performance of Women
Executives in private sector and new generation private sector banks in Pondicherry.
IJEMR , Vol-1(4) – ISSN 2249-2585.
Super, D. E., Savickas, M. L., & Super, C. M. (2014). The life-span tactic to careers. In
Brown, D, Brooks, L., and Associates (Eds.) Career choice and development. San
Francisco: Jossey-Bass.
Tausig, M., & Fenwick, R. (2012). Unbinding time: Alternate work schedules and work-
life balance. Journal of Family and Economic Issues. , 22(2): 101-119.
Thom, N. (2012). Human resources management - development tendencies and future
perspectives. Management. Journal of Contemporary Management Issues, Split, ,
6:1-2, pgs.155-175.
Thompson, B. M., Kirk, A., & Brown, D. F. (2010). Work based support, emotional
exhaustion, and spillover of work stress to the family environment:. A study of
policewomen. Stress and Health , pp. 21(3): 199-207.
Thriveni, K. K., & Rama, D. V. (2012). Impact of demographic variables on work-life
balance of women employees (with special reference to Bangalore City).
International Journal of Advances in Management and Economics , 1(6): 226-229.
Tremblay, D. G., Genin, E., & Loreto, M. D. (2011). Advances and ambivalences:
Organisational Support to Work-Life Balance in a Police Service. Employment
Relations Record , 11(2): 75-93.
Umer, K., & Akram, C. (2011). Employee retention in Business Process Outsourcing
industry in Pakistan. Global journal of management and business research ,
vol.11(3),pp.92-98.
Vartharaj, V., & Vasantha, S. (2012). Worklife Balance as a source of Job Satisfaction an
exploratory study on the view of women employees in the service sector.
International Journal of Multi-Disciplinary approach , Vol 2(3).
Walia, F., & Bajaj, R. (2012). Impact of human resource management (HRM) practices
on employee retention. International journal of research in IT & management , vol.
2(2), pp.836-847.
Wayne, J. H., Musisca, N., & Fleeson, W. (2013). Considering the role of personality in
the work–family experience: Relationships of the big five to work–family conflict
and facilitation. Journal of Vocational Behavior. 64: 108-130. , 64: 108-130.
64
Werther, W., & Davis, K. (2015). Personnel management and human resources. New
York: McGraw-Hill.
65
APPENDICES
APPENDIX I: INTRODUCTORY LETTER
Dear Sir/Madam,
RE: REQUEST TO PARTICIPATE IN A RESEARCH STUDY
I am a graduate student at the school of Business at United States International
University-Africa. I am carrying out a research project, which is a partial requirement for
the degree of Masters in Business Administration (MBA). The purpose of this research is
to investigate the INFLUENCE OF WORK-LIFE BALANCE ON CAREER
DEVELOPMENT CHOICES OF EMPLOYEES IN THE BANKING SECTOR.
To complete my study I will need to collect relevant information from your bank. I am
therefore requesting for permission to collect and use your company’s information, which
will be collected using the attached interview guide.
Kindly note that any information you give will be treated with confidentiality and at no
instance will it be used for any other purpose other than for academic purposes. Your
assistance will be highly appreciated.
I look forward to your prompt response.
Regards
Millie Irungu
66
APPENDIX II: QUESTIONNAIRE
Section One: Demographic Information
Please tick () appropriately within the box provided.
1. Indicate your gender
Female Male
2. What is your age in years
Below 25 years 25 to 34 years 35 to 44 years
45 to 54 years Above 55 years
3. What is your level of Education
Secondary school Undergraduate Post Graduate
Doctorate Others (Specify)---
4. What is your designation
Management Staff
Others (specify) ______________________________________
5. How long have you worked in this organization? ----------------------------------------
67
SECTION B: Personal Life Balance and Career Development
Kindly indicate the extent to which you agree with the following statements on Personal
life balance. Kindly (√) tick appropriately on a scale of 1-5. 1-Strongly Disagree, 2-
Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree
1 2 3 4 5
1 An employee’s personality affects his/her career
development choices
2 To enhance career development, managers should
match the employee’s traits with job characteristics
3 Career success depends on individual’s determination
4 Personal values determine individual career
development
5 The conflict between personal values and
organizational culture can hinder career development
6 Personal relationships influence career development
7 Career mentors determine individual career
development choices
8 Personal interests influence the choices employees
made in their career
9 Career success depends on individual behaviour and
work outcome
10 Personal interests determine occupational selection of
an employee
11 Kindly explain other personal life balance factors that influence career development
choices
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------
68
SECTION C: Social Life Balance and Career Development
Kindly indicate the extent to which you agree with the following statements on social life
balance. Kindly (√) tick appropriately on a scale of 1-5. 1-Strongly Disagree, 2-
Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree
1 2 3 4 5
1 Childcare responsibilities affects employee’s career
development choices
2 Employee social life determines career choices
3 The support an employee gets from his/her family
influences career development choices
4 Personal planning determines career development
choices
5 Family influences the career path an employee takes
6 Family background provides the basis from which
employee career-planning and decision making evolve
7 The employee gender has a significant influence on
career development choices
8 Employees’ level of education will determine his/her
career development choices
9 Family demands affect the employee career
development
10 The parents’ socioeconomic status influences the
sibling’s career choices
11 Please state other social life balance factors that enhance career development choices
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------
69
SECTION D: Organizational Life Balance and Career Development
Kindly indicate the extent to which you agree with the following statements on
organizational life balance. Kindly (√) tick appropriately on a scale of 1-5. 1-Strongly
Disagree, 2-Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree
1 2 3 4 5
1 Flexible work arrangements influence employee career
development choices
2 Work-life balance practices determine career
development choices
3 Limiting work hours benefit workers to enhance their
career development
4 Organization has the ability to support their employee
in career development choices
5 Supportive organizational culture enhances career
development choices among employees
6 To enhance employee career development, the
organization should create a flexible working
environment at all times
7 Effective technology influences employee career
development choices
8 Career development is influenced by supervisors who
support for work life issues
9 An organization offering support to employees in the
work environment enhances employee career
development
10 The compensation organization extents to employees
affects career development within employees
11 Kindly state other organizational life balance factors that affects career development
choices -------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------------
----------------------------------------------
70
SECTION E: Career Development
Kindly indicate the extent to which you agree with the following statements on career
development. Kindly (√) tick appropriately on a scale of 1-5. 1-Strongly Disagree, 2-
Disagree, 3-Uncertain, 4-Agree, 5-Strongly Agree
1 2 3 4 5
1 I am following a career development program to grow
in my profession
2 I am prepared to move to another work area to develop
my career
3 I am concerned about my individual career
development
THANK YOU FOR YOUR TIME
71
APPENDIX III: BUDGET
ITEM COST PER ITEM TOTAL (KSH)
Stationery 3 reams of papers @ 1500 4,500
Proposal preparation and
binding
50pgs @ 10 and binding @ 100 600
Transport and meals Researcher 3,000
Data collection and analysis 12,000
Printing and binding for the
final report
4 copies @ 2500 each 10,000
Miscellaneous 2,000
TOTAL 32,100
72
APPENDIX IV: WORK PLAN
Sep –
Oct
2016
Oct-
Dec
2016
Nov
– Dec
2016
Dec
2016
Dec
2016
Jan - April 2017
Identifying research topic
Proposal writing
Reviews with supervisor and
Proposal submission
Proposal presentation,
correction and amendments
Data collection and analysis
Preparation of final report
Reviews with supervisor
Printing, binding and
submission of final project
Presentation of final project
Top Related