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Evaluating the effectivity of work life balance benefit in motivating
employees on increasing compensation
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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
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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).
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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.
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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
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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,
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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.
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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
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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
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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).
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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
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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
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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
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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
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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
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Effectiveness
TOTAL 161 46 10 0
Table 8 Distribution in Pie Graph
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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.
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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.
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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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