evaluatin effective work life

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Evaluating the effectivity of work life balance benefit in motivating

employees on increasing compensation



INTRODUCTION

Employee do behave on what they feel with in the work place. How

content an individual is with his or her job. The person emotional state do affect

the person performance. It is necessary that an institution or organization should

give important to its employees emotional state. Such job satisfaction should be

consider. There are factors that can affect a persons level of job satisfaction,

these factors include the level of salary promotion system or rewards, social

relationships, the quality of the working conditions or the job itself. If this factors

are met of the employee it will show a positive outcomes to their.

Accordingly, Human resources are responsible for supplying the workforce

within the company are also responsible for implementing strategies and policies

related to managing are also responsible for implementing strategies and policies

related to managing individuals. A task force that can sustain the institution in

achieving the competitivenesss objective. In the field of healthcare it is important

that the Human Resources to determine the ability of healthcare personnel in

delivering patient care.

According to Jackson J.H. and Mathis R.L.(2007) Human resources

Managemnet design a system ensuring that the human talent is utilize effective

and efficiently accomplish organizational goals. He emphasize that employees is

recruit, select, train and manage effectively. They also must be equally and

competitively compensated and widely given a range of benefits. While, Spector

P. (1997) believe that it is important that an organization or institution should be



concered with employees job satisfaction which can be categorize according to

employee or organization focus. He emphasize the two perspective the

humanitarian and the utilitarian views. In humanitarian views is that every person

deserve to treat fairly and with respect. In some extent good treatment will reflect

in employees performance or job satisfaction. While the ulitarian perspective, is

that organizational functioning can affect by employees behavior resultred

through job satisfaction.

Job satisfaction is defined as the worker’s appraisal of the degree to which

the work environment fulfills the individual’s need (Locke, 1976). To measure job

satisfaction, the original instrument developed by Wood et al. (1986) and Purani

and Sahadev (2007) was used. Six facets of job satisfaction were asked. They

are satisfaction with supervisor (4 items), satisfaction with variety (5 items),

satisfaction with closure (2 items), satisfaction with compensation (5 items),

satisfaction with co-workers (4 items) and satisfaction with the management and

HR policies (4 items). The measures of the job satisfaction are the original work

of Wood et al. (1986) and also adopted from the work of Purani & Sahadev

(2007).



LITERATURE REVIEW

Elkins, Hedstrom, Hughes, Leaf and Saunders (1988) defined spirituality as a

way of being and experiencing that comes about through the awareness of a

transcendent dimension and is characterized by certain identifiable values in

regard to self, others, nature, life and whatever one considers to be Ultimate.

Carroll (2001) said that spirituality and prayer are very complex areas, and

are even more so when meshed with healthcare. In the nursing profession, both

are defined in the context of each nurse’s own personal, social, cultural, and

religious beliefs, as well as the patient’s. He also stated that in 1990s virtually all

definitions relating to spirituality in the medical and nursing literature recognize

that spirituality is not always associated with religion but nurses do not always

relate the two. Asch, et al. (1997); Brown (2000); Evangelista & Dracup (2003)

pointed out that a person’s sense of spirituality is separate from her or his

religious and cultural ties. Religion is a group process; spirituality is individual.

Religion is a group’s perception of God and cultural beliefs; spirituality is the

individual’s perception of relationship with God, environment, self, and others.

Sherman (2000) stated that Spirituality is a word that some may interchange

with religion. Spirituality involves humans' search for meaning in life, while

religion involves an organized entity with rituals and practices about a higher

power of God. Moreover, they stated that in order to have a meaningful

discussion with patients regarding spirituality and medical care, a common

understanding of terminology is essential.



Spirituality is a complex and multidimensional part of the human

experience. It has cognitive, experiential and behavior aspects. The cognitive or

philosophic aspects include the search for meaning, purpose and truth in life and

the beliefs and values by which an individual lives. The experiential and

emotional aspects involve feelings of hope, love, connection, inner peace,

comfort and support. These are reflected in the quality of an individual's inner

resources, the ability to give and receive spiritual love and the types of

relationships and connections that exist with self, the community, the

environment and nature,

and the transcendent

(e.g., power greater than self, a

value system, God, cosmic consciousness). The behavior aspects of spirituality

involve the way a person externally manifests individual spiritual beliefs and inner

spiritual state.

Spiritual care is based on the belief in God, the dignity of all as created by

God in His likeness, and therefore, deserving of respect from conception to

death, regardless of race, color, creed, or social/economic status. Spiritual care

can take the form of scripture reading, prayer or reassuring the patient that God

is listening, loving and caring (Jacik, 1989). Besides the significance of active

listening and being present, spiritual support may also take the form of sitting

with the patient during a religious ritual, joining in prayer, reading or providing

inspirational literature. National surveys consistently support the idea that religion

and spirituality are important to most individuals in the general population. More

than 90% of adults express a belief in God, and slightly more than 70% of

individuals surveyed identified religion as one of the most important influences in



their lives. Research indicates that patients commonly rely on spirituality and

religion, including belief in God, to help them deal with serious physical illnesses,

expressing a desire to have specific spiritual and religious needs and concerns

acknowledged or addressed by medical staff (Gallup Jr., 1996)

In addition, Wensley (1995) added meditation, guided imagery, art and

music or calling a long-lost friend as important aspects of spiritual care. Puchlaski

(2001) also said that spiritual care is a part of the responsibility of all direct and

indirect caregivers and requires development of competence and comfort.

However, according to Palmer (2004) spiritual care encourages and

supports reflection on experience, the search for meaning and the development

of inner resources for the journey. NHS Education for Scotland (2007) added that

spiritual care is person centered care which, through affirmation, enables a

person to make the best use of all their personal and spiritual resources in facing

and coping with the doubts, anxieties and questions which arise in a health care

setting and often accompany ill health and suffering.

Spiritual care is characterized by a profound respect for human dignity

and is an intrinsic part of the healing of the person's body, mind and spirit (St.

Peter’s Spiritual Care Services, 2001).

Hulin, C. L. (1991), cited that human resources management strategy

emphasizing the individual employee as against collective relations between

management and labour. Human resource management (HRM) involves

management relying less on hierarchy, instruction, and command; and, instead,



satisfaction is presented by Wood, Chonko, and Hunt (1986) and Purani &

Sahadev (2007).

The relatively recent perception of human resource management is

reflective of modern attitude to what is termed as administration and it stressed

the participation of human beings in an organization, whatever be its nature and

function. Advances in sciences have brought drastic changes in human society

since the industrial revolution, having great impact, besides industry. The

services include also the health care section. So far, human resource have been

described and treated as tools in the expanded business and industrial

machines.

Human Resource Management policies towards nursing and health care

staff in the hospital must improve to minimize the nurse’s intention to leave. The

policies are crucial strategic short-term decisions, which help to achieve

organizational long-term objectives such as low turn over. Fairness in

performance appraisals, commitment to nurse’s career development through

trainings, development of flexible yet ethical nursing environment for effective

and quality nursing services are among few Human Resource Management

policies towards nursing and health care staff in the hospital must improve to

minimize the nurse’s intention to leave. The policies are crucial strategic short-

term decisions, which help to achieve organizational long-term objectives such

as low turn over. Fairness in performance appraisals, commitment to nurse’s

career development through trainings, development of flexible yet ethical nursing

environment for effective and quality nursing services are among few.



Equity theory assumes that one important cognitive process involves

people looking around and observing what effort other people are putting into

their work and what rewards follow them. This social comparison process is

driven by our concern for fairness and equity. Research by Adams (1965) and

others confirms equity theory as one of the most useful frameworks for

understanding work motivation.

The motivational force of a job can therefore be calculated if the

expectancy, instrumentality and valence values are known. The individual’s

abilities, traits, role perceptions and opportunities attenuate the motivational

force.

Although feedback can have considerable impact on both motivation and

learning, implementing feedback systems can have wider implications.

Feedback can affect the relationship between employees and managers by

disrupting existing authority structures.

There is growing evidence that there is a relationship between age and job

satisfaction but not linear one. Age itself rather than the variables associated

with it have a direct impact on job satisfaction. Variables such as socio –

economic status may also cause different groups of workers to construct different

meanings as towhat constitutes a satisfactory job.

The centrality of work in modern economies has made an understanding

of the psychology of motivation and job satisfaction a key component of business

and management education syllabuses. It now suffers to some extent from being



taught as if it were true rather than as a set of sophisticated and problematic

speculations about the nature of human motivations.

Shortages can be a symptom of low job satisfaction, poor management

and lack of organizational support (Zurn et al., 2005). Shortages are resulting in

heavy workload, which is a precursor to job stress, and burnout, which have also

been linked to low job satisfaction. Nurses’ job satisfaction is an elusive concept,

which is defined within its extrinsic and intrinsic values (Cowin, 2002). Extrinsic

values encompass the tangible aspects of the job including wages, benefits and

bonuses, whereas intrinsic values include status, recognition, personal and and

other similar factors (Cowin, 2002). Reasons for nurse dissatisfaction have been

well documented in the nursing literature. Such reasons include lack of

involvement in decision-making, poor relationship with management, low salaries

and poor benefits, lack of job security, poor recognition and lack of flexibility in

scheduling (Albaugh, 2003). Nurse dissatisfaction has been also linked to

emotional exhaustion and burnout, which can affect patient outcomes (Aiken et

al., 1997). Job dissatisfaction is a primary predictor of nurses’ intent to leave (quit

their current job) (Shields & Ward, 2001; Tzeng, 2002).

A study conducted in the United States presented evidence showing that

dissatisfied nurses were 65% more likely to have intent to leave compared to

their satisfied counterparts (Shields & Ward, 2001). Other predictors of intent to

leave vary from low salaries and fringe benefits, inflexible work schedule

(Coomber & Barriball, 2007; Hayes et al, 2006), career advancement prospects

(Tzeng, 2002, Rambur et al., 2003), in addition to poor management and job



must also have other demographic variables consideration into the model of job

satisfaction and intention to leave.

Pearson and Chong (1997) also examined the impact of job content and

job information on organization commitment and job satisfaction among

Malaysian nurses in large public sector hospital. They found that job information

is stronger predictor to nurses job satisfaction and therefore argued that intrinsic

factors such as job information and organization commitment also influence

nurses job satisfaction. Despite Pearson and Chong’s (1997) insight, they

stopped short at job satisfaction and did not examine the consequence of job

(dis) satisfaction such as intention to leave. However, they did recommend that

satisfaction with information cues available to nurses are crucial to determine

nurses’ job satisfaction which may lead to intent to leave or higher job burnout, if

not available. Tzeng (2002) examined the impact of working motivational factors

as well as job satisfaction factors as independent variables on nurse’s intention

to leave in crosssectional study in Taiwan. He found that low levels of motivation,

emotional exhaustion and burnout, and to the poor social image of the nursing

profession influenced nurse’s intention to leave in Taiwan’s hospitals. This study

therefore, suggested that job satisfaction is a multi-faceted construct and should

have both intrinsic as well as extrinsic factors to measure job satisfaction (Tzeng,

2002).



METHOD

This descriptive design was used as the method of research since it

describes the nature of a prevailing conditions and practices, and seeks accurate

description of activities, objects, persons and processes. This method is believed

to be the most appropriate in securing evidences about the present condition of a

group of persons, class or events and may involve conduction, analysis and

measurement. The researcher decided to utilize the descriptive method because

the study tried to find out the present facts, concerning the present status

effective work life due to Evaluating the effectivity of work life balance benefit in

motivating employees on increasing compensation.

The formula used was:

Where:

WA – Weighted Average

TW – Total Weight

N – Total no. of respondents



Mean. Mean was used for the central tendencies of the scores in ages of

the respondents and for questions. The formula used was:

M = Σ fx

n

Where:

M – mean

f – frequency

x - age and/class mark of duration of studying

N – no. of cases



RESULTS

TABLE 1

PROMOTION

S

On Promoting increase in salary

STRONGLY

AGREE

SLIGHTLY

AGREE AGREE

FAIRLY

AGREE

Tota

l

O E O E O E O E

1 0 0.10 2 1.90 0 0.9 0 0.10 2

2 1 0.17 3 3.17 1 1.5 0 0.17 5

3 0 0.63 12 12.03 7 5.7 1 0.63 20

4 0 0.1 2 1.9 1 0.9 0 0.1 3

Total 1 1 19 19 9 9 1 1 30

Level of Significance = 0.05

Degrees of Freedom = 9

Critical Value = 16.92

Computed Value = 6.972607

Decision: Accept Ho

Interpretation: There is no significant relationship

TABLE 2

How committed are you to a long-term career at your firm?

I am fully committed to a long-term career 11 31.42

I am somewhat committed to a long-term career 19 54.28

I am not sure how long I plan to stay 5 14.28

I would prefer not to remain 0 0.00

Job Commitment Distribution in Pie Graph



Table 3How would you rate your job in each of the areas below?

Excellent 17 48.57

Good 11 31.42

Average 7 11.42

Poor 0 0Very Poor 0 0

Job Rate Distribution in Pie Graph

Table 4Having what you need to do your job

Ability to have an to impact 3 8.57

Receiving supervision andfeedback

4 11.42

Opportunities for personaldevelopment

3 8.57

Opportunities for advancement

25 71.42

Job Need Distribution in Pie Graph



Table 5

VerySatisfied

Satisfied Neutral DissatisfiedVerydissatisfied

Nature of the WorkItself

5 12 8 0 0

Pay 2 16 5 2 0

Benefits 7 15 4 0 0

Contingent Rewards 10 9 6 0 0

Opportunity for Promotion

10 11 4 0 0

Communication 11 9 4 1 0

Co-Workers 13 5 2 5 0

Operating Conditions 15 6 2 2 0

Supervision 11 11 3 0 0

Leadership 10 14 1 0 0

Training 10 12 3 0 0

Problems of Balance -Work & Personal 15 9 1 0 0

Degree of Burnout 12 12 1 0 0

Current OrganizationalEffectiveness

18 6 1 0 0

Change inOrganizational

12 12 1 0 0



Effectiveness

TOTAL 161 46 10 0

Table 8 Distribution in Pie Graph



DISCUSSION AND CONCLUSION

According to Jackson J.H. and Mathis R.L.(2007) Human resources

Managemnet design a system ensuring that the human talent is utilize effective

and efficiently accomplish organizational goals. He emphasize that employees is

recruit, select, train and manage effectively. They also must be equally and

competitively compensated and widely given a range of benefits. Employees are

behaving as if there is an psychological contract and assuming that their

employers will recognize the agreement. Job satisfaction is a affirmative

emotional condition resulting to a positive work performance while, dissatisfaction

occurs when ones expectation are not met. Many employees wanted securities

and stable, interesting work and competitive pay and benefits. If these factors

are not provided, employees may feel disappointment diminished the need to

contribute. The form of job satisfactions that often mentioned include work, pay,

rewards, opportunities, supervisions and work relationship. Job satisfaction

influences organizational commitment, which then affects employees outcomes.

According to Legge B. (1995) Human resource management has

frequently been described as a concept with two distinct forms: soft and hard.

These are diametrically opposed along a number of dimensions, and they have

been used by many commentators as devices to categorize approaches to

managing people according to developmental-humanist or utilitarian-

instrumentalist principles.



According to Abraham H. Maslow, the realization of one’s existence is

determined if the needs of such person is satisfied. Man in nature has basic

needs. This includes fundamental physiological needs such as food and water

and intermediate psychological needs such as safety, affection and self-esteem.

In addition, physical needs of human include clothing, shelter and medicine.

These are motivations that initiate, direct and sustain one’s behavior.

Grusec, Lockhart, and Walter(1990) claimed that motivation refers to the

immediate causes of behavior- the internal and external factors that move a

person or animal to behave in a particular way at a particular time. However,

motive and drive are often used interchangeably. Drive on the other hand, refers

to any internal stimulus condition of the organism which impels it to activity. While

motive includes the needs, urges, impulses, desires, goals and purposes. These

are acquired from the interaction human with the environment. Human senses

play a significant role to obtain these motives as well as the condition of the

physical environment. Commonly drive includes hunger and thirst. These are

primary drives that are regulated and governed by the hypothalamus, a structure

found near the base of the forebrain. In this case, nervous system has an

important role in to explain the motivated behavior of a person. The respond to

stimuli process of human relates the basic process from stimulating the stimulus

by the external elements thru the senses and internal elements thru drives to

how human behavior is interpreted to the physical environment as a response.

Hence the human needs and the environment has an impact to how patients and

clients react and behave.



According to Hulin, C. L. (1991), human resources management strategy

emphasizing the individual employee as against collective relations between

management and labour. Human resource management (HRM) involves

management relying less on hierarchy, instruction, and command; and, instead,

becoming more participative and open. The aim is to promote cooperative

relations between management and employees and to avoid the often

adversarial behaviour associated with traditional industrial relations. Where HRM

is successful, the employees will be committed to the long-term future of their

organization and this, in turn, will help the organization adapt to competitive

pressures. There are three basic styles of employee-management relations.

Traditionally, collective bargaining, where pay and conditions of employment are

negotiated jointly between management and unions, has been the norm, but the

coverage of such collectivism has been crumbling across the world. Secondly, in

place of collective bargaining some organizations operate strong or weak forms

of HRM. However, even more workplaces are authoritarian—the third basic style

—characterized by managerial prerogative, with no trade union and no HRM.



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evaluatin effective work life

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