Abstract
Motivational factors that elate from the nature of the positions but rather the achievements or level of development within the organization result in job satisfaction and motivation. Motivational factors that elate from the nature of the positions but rather the achievements or level of development within the organization result in job satisfaction and motivation. However, hygiene issues, such as salary, working conditions, or firm policies, are extrinsic factors that prevent satisfaction. The rightful and organized reward systems with performance-based incentives and recognition programs could encourage outstanding performance, remembering to reinforce desirable behaviors. If there are options for career growth and enhancing employees’ skill development, it will increase their motivation because they are valued and recognized. Secondary research entails collecting and comprehensively analyzing existing literature and data to solve a study’s research questions and objectives. The effect of employee motivation on organizational productivity trends indicates that a healthy work-life balance has various beneficial impacts, such as less stress, a reduced chance of burnout, and a stronger feeling of well-being. Work-life balance is an essential component of a good workplace. Maintaining a healthy work-life balance reduces stress and prevents workplace burnout.
1.0 Chapter 1
1.1 Research Problem and Significance and Background of Research Study
Employees have been facing challenges with motivation at their workplaces. Employee motivation is a crucial element that affects workforce productivity and directly affects other facets of the workplace environment. Motivational factors that elate from the nature of the positions but rather the achievements or level of development within the organization result in job satisfaction and motivation. However, hygiene issues, such as salary, working conditions, or firm policies, are extrinsic factors that prevent satisfaction (Alrawahi et al., 2020, pp. n.p). Employee motivation is a vital component of an organization and affects its behavior. Individuals’ sense of self can vary based on different characteristics, such as personality traits, values, and beliefs, which might determine their level of motivation. For instance, individuals with a strong need for achievement may be more fueled to prosecute the challenges and accomplish high results. Job satisfaction and engagement have the power to influence employee motivation through the delivery of satisfied employees who typically demonstrate higher motivation and commitment levels in the workplace.
High pressure over an extended period leads to workplace burnout in most work environments. Employees who often work extra are at significant risk of experiencing burnout. The symptoms of burnout include exhaustion, mood changes, irritation, and a decline in job performance. Employers may save money and retain a healthier, more productive staff by prioritizing work-life balance. In human resource management, moderators are associated with work-life imbalance. Time management is a crucial ability that must be successfully imparted to the teams. The workers must recognize that anticipated lengthy hours at work owing to inflexibility, increasing job needs, overtime, or nighttime obligations may cause a discrepancy between work and home responsibilities. It has been shown that the amount of time spent at work is positively connected with work-family contact and job participation rather than cross-domain satisfaction.
1.2 Research aims and objectives
This paper reviews the literature on motivation to consider various perspectives on what motivates people and its impact on what’s happening in the organization. It gives a deeper understanding of encouraging people and guides organizations in their quest for better performance. Astute employers understand that retaining excellent personnel demands a competitive wage and benefits package. Structures of compensation include wages, salaries, bonuses, and commissions. Trends indicate that individuals constantly seek the highest possible financial position to recruit top personnel. Human resource managers should analyze competitors’ salaries and benefits packages to make educated decisions. With an average retention rate of 6 to 10 years, this intervention improves employee motivation, which is required for work satisfaction. Appropriately rewarding employees demonstrate gratitude, which is emotionally connected to productivity, given that workers are humans.
1.3 Research questions
- What are the key determinants of employee motivation within HRM, and how do these factors influence organizational productivity?
- How do management practices and organizational culture impact employee motivation, and how do they drive organizational productivity?
- How do contextual factors, such as leadership or organizational structure changes, affect the relationship between employee motivation and organizational productivity over time?
2.0 Chapter 2: Literature Review
2.1 Introduction
Employee motivation is a crucial element that affects workforce productivity and directly affects other facets of the workplace environment. It generalizes the literature efforts, showing leading theoretical frameworks and experimental studies illustrating a relation between motivation and productivity. This paper reviews the literature on motivation to consider various perspectives on what motivates people and its impact on what’s happening in the organization. It gives a deeper understanding of encouraging people and guides organizations in their quest for better performance. By identifying and integrating the results of relevant studies and showing the work of the writers, this review forms the basis for an in-depth examination of the effect of employee motivation on organizational productivity.
2.2 Theoretical Framework of Employee Motivation
2.2.1 Maslow’s Hierarchy of Needs
Maslow’s approach to the theory of needs suggests a hierarchy of needs arranged in a pyramid, with the physiological ones at the bottom and the higher-level needs, such as self-actualization, at the top (McLeod, 2018, pp. n.p). As per Maslow, human behavior is such that people move sequentially from satisfying lower-level needs to higher-level ones, as indicated on the pyramid. One of the factors of self-confidence and the inability to express oneself is the priority of elementary needs: hunger, shelter, and safety before seeking opportunities for self-esteem or personal development within the office.
2.2.2 Herzberg’s Two-Factor Theory
According to Herzberg’s two-factor theory, motivational and hygiene factors are two separate categories in the work environment published in the psychologist’s work (Alrawahi et al., 2020, pp. n.p). Motivational factors that elate from the nature of the positions but rather the achievements or level of development within the organization result in job satisfaction and motivation. However, hygiene issues, such as salary, working conditions, or firm policies, are extrinsic factors that prevent satisfaction. Still, they cannot be a source of motivation for employees. According to Herzberg, the key to achieving employee engagement is to balance doing away with non-monetary incentives by creating a chance for development and the right challenges within the work environment.
2.3 Relationship between Employee Motivation and Organizational Productivity
The motivation of employees and the organization’s productivity are two issues that have been regarded as the essential parts of human resource management. According to Maryani, Entang, and Tukiran (2021), inspired workers may achieve organizational objectives significantly; they will offer more effort and engagement to the business through enhanced output. When workers cease being self-driven, it is evident that they get to engage in positional or creative thinking, but also that the value of their production climbed up. Workplace morale and outside moral forces are essential for motivation, and that helps increase productivity (Paais and Pattiruhu, 2020). Intrinsic motivation is an internal drive or a psychological need that accompanies the whole task process and makes you feel good, such as self-achievement. Intrinsic motivation is different, as it results from personal needs and satisfaction. In contrast, extrinsic motivation is characterized by external rewards and incentives, such as bonuses and promotions, which influence individuals’ behavior and success.
Numerous research studies have shown that levels positively affect productive results. Intrinsic motivation, for instance, was identified as a predictor of creativity and innovation occurring at work in the study of Paais and Pattiruhu (2020). Such workers demonstrate better work performance, which results in positive organizational outcomes. Likewise, research from Maryani, Entang, and Tukiran (2021) found that extrinsic rewards had a substantial impact on employees’ productivity, thus suggesting that performance is significantly affected by the achievement of the goals motivated employees set. However, the link between workers’ motivation and organizational productivity clearly highlights the need for such strategies for implementing intrinsic and external motivation in the workplace. Thus, it results in better workforce engagement and performance.
2.4 Factors Influencing Employee Motivation
Employee motivation factors embody many aspects that can be categorized into three levels: individual, organizational, and external. It is the duty of the people who implement these strategies to comprehend these factors and come up with strategies that can significantly affect the work environment. Employee motivation is a vital component of an organization and affects its behavior. Ali and Anwar (2021) assert that individuals’ sense of self can vary based on different characteristics, such as personality traits, values, and beliefs, which might determine their level of motivation. For instance, individuals with a strong need for achievement may be more fueled to prosecute the challenges and accomplish high results (Urbancová et al., 2021, pp. 1271). Job satisfaction and engagement have the power to influence employee motivation through the delivery of satisfied employees who typically demonstrate higher motivation and commitment levels in the workplace.
Notably, the factors of an organization do the “organization” man as well. The types of leadership, organizational culture, and the aesthetics and geometrics of work systems/arrangements can significantly determine the motivation levels among the workers. Leader compensation models based on the performance of the individuals and the organizations are essential for the work environment to stay motivated (Ali and Anwar, 2021). In addition, work environments with supportive and empowering leaders with a positive organizational culture in which the workers’ well-being and development are valued also provide motivation. In addition, the company should give reward and recognition systems, which include performance-based incentives among the employees and opportunities for career promotions (Urbancová et al., 2021). Along with internal ones, the external arrangement of economic processes and certain types of social norms can play a considerable role in the motivation of the employees. The stability and conditions of an economy and job market can serve as a crucial factor underlying an employee’s concern about job security and opportunities for career advancement, hence, the employee’s drive and motivation.
2.5 Strategies for Enhancing Employee Motivation and Productivity
The engagement of employees and productivity enhancement require complex techniques aimed at internal (intrinsic) and external (extrinsic) things in the workplace. An effective strategy is the provision of options that inspire internal motivation by allocating exciting and purposeful work activities (Urbancová et al., 2021, pp. 1271). Workers will be less likely to lose their excitement if they feel a certain degree of belonging in the company’s structure and a sense of control over their roles (Ali and Anwar, 2021). Creating a conducive environment for the employees where they can play around with their brains during brainstorming sessions or do what they are passionate about, like passion projects, may motivate them to be intrinsically motivated.
Moreover, firms can utilize extrinsic motivation deals, such as enforcing competitive compensation and rewards packages. The rightful and organized reward systems with performance-based incentives and recognition programs could encourage outstanding performance, remembering to reinforce desirable behaviors. If there are options for career growth and enhancing employees’ skill development, it will increase their motivation because they are valued and recognized (Ali and Anwar, 2021). In addition, provisioning a friendly workplace that integrates employee well-being and work-life balance can trigger an increase in the employees’ motivation and productivity rate. Providing part-time, remote, and other flexible work settings creates an organizational culture conducive to employee performance and motivation. Organizing social groups for social connection and other collaborative activities also ensures a positive corporate culture (Paais and Pattiruhu, 2020).
2.6 Summary and Research Gap
To sum up, this literature review unveiled the essential theories, empirical findings, and practical implementation regarding the impact of employee motivation on the organization’s productivity. The role of motivation has been shown so far by explaining the different theories that explain why motivation is needed, how motivation affects productivity among employees, factors seen to relate to employee motivation, and strategies put in place to raise productivity and motivation while in the workplace. Nonetheless, there is also a gap in researchers’ attempts to explore the long-term effects of specific motivation techniques in different establishments and industries.
3.0 Chapter 3: Research and Methodology
3.1 Research Approach and Design
A deductive research approach was chosen to research employee motivation’s effect on organizational productivity. Sileyew (2019) argues that a deductive approach involves testing existing theories or hypotheses derived from literature to conclude. In this context, established theories on employee motivation and organizational productivity serve as the foundation for the research. By examining and synthesizing secondary data, this approach allows for evaluating established theories and generating insights into the relationship between employee motivation and organizational productivity.
The research design employed is a systematic review of secondary data. This design involves the comprehensive synthesis and analysis of existing literature, reports, and studies related to the research topic. A systematic review methodology ensures a rigorous and structured approach to gathering and analyzing secondary data, thereby minimizing bias and enhancing the reliability of the research findings.
To begin the systematic review process, keywords and search terms related to employee motivation and organizational productivity were identified. These terms included “employee motivation,” “organizational performance,” “motivational theories,” and “HRM practices.” Systematic searches of databases such as Google Scholar, PubMed, and PsycINFO identified a comprehensive selection of secondary data sources, including academic journals, books, government reports, and industry publications.
3.2 Research Sampling & Description and Sources of Secondary Data Selected
The sampling strategy for this study involved selecting a diverse range of secondary data sources to ensure a comprehensive examination of the research topic. The sample included scholarly articles from peer-reviewed journals, influential books, and authoritative reports from reputable organizations such as the Society for Human Resource Management (SHRM), the Chartered Institute of Personnel and Development (CIPD), and the World Economic Forum (WEF). Additionally, studies and reports from leading management and psychology journals, such as the Journal of Applied Psychology and the Academy of Management Journal, were incorporated to provide diverse perspectives.
For instance, academic journals were a primary secondary data source, providing empirical studies, theoretical frameworks, and critical analyses of employee motivation and organizational productivity. These journals included but were not limited to Human Resource Management Journal, Journal of Organizational Behavior, and Harvard Business Review. Books authored by renowned scholars in the field, such as Daniel Pink’s “Drive: The Surprising Truth About What Motivates Us” and Adam Grant’s “Give and Take: Why Helping Others Drives Our Success,” provided valuable insights into motivational theories and their practical implications for organizational management.
Furthermore, authoritative reports and publications from reputable organizations and institutions, such as the annual “Employee Engagement and Loyalty Statistics” report by Gallup and the “Global Human Capital Trends” report by Deloitte, offered empirical data and industry trends related to employee motivation and organizational productivity. Government reports, such as those from the U.S. Bureau of Labor Statistics and the European Commission, provided valuable insights into workforce dynamics and labor market trends that influence employee motivation and organizational performance.
3.3 Quality of Secondary Data
Ensuring the quality of secondary data is essential for the reliability and validity of the research findings. To assess the quality of secondary data sources, several criteria were considered. These criteria included the publishing source’s reputation, research methodology’s rigor, relevance, and data currency.
Peer-reviewed journals were prioritized as primary sources of secondary data due to their stringent review processes and adherence to high research standards. Articles published in reputable peer-reviewed journals undergo rigorous scrutiny by field experts, ensuring the findings’ accuracy and reliability. Additionally, reports and studies from well-established organizations and institutions known for their expertise in HRM and organizational behavior, such as SHRM, CIPD, and WEF, contributed to the credibility of the secondary data.
Furthermore, the relevance and currency of the secondary data were assessed to ensure its applicability to the research topic. Recent publications and studies were given priority to capture the latest developments and trends in employee motivation and organizational productivity. By prioritizing high-quality secondary data sources, the research aimed to enhance the reliability and validity of the findings and contribute to the existing body of knowledge on the topic.
3.4 Secondary Data Ethical Measures
Ethical considerations in secondary research are paramount to ensure the integrity and credibility of the research findings. Ethical measures were implemented throughout the research to uphold moral standards and principles.
Proper attribution of sources and avoidance of plagiarism were diligently observed to ensure academic integrity. All secondary data sources were cited and referenced accurately following established citation styles, such as APA, MLA, or Harvard referencing formats. Efforts were made to provide proper acknowledgment to the original authors or copyright holders of the secondary data sources.
Additionally, ethical guidelines regarding the confidentiality and anonymity of individuals or organizations mentioned in the secondary data were adhered to, particularly in cases involving sensitive information or proprietary data. Careful consideration was given to protecting the privacy and confidentiality of research participants mentioned in the secondary data sources.
Furthermore, ethical standards regarding the use of copyrighted materials were followed. Permissions were obtained when necessary, and proper acknowledgment was provided to original authors or copyright holders; by upholding ethical principles in sourcing, analyzing, and reporting secondary data, the research aimed to maintain research integrity and contribute to the moral conduct of academic scholarship.
4.0 Chapter 4: Effect of Employee Motivation on Organizational Productivity
4.1 Introduction
Employee motivation stands as a cornerstone in Human Resource Management (HRM), profoundly impacting organizational productivity (Mullins, 2005). As organizations strive to remain competitive in today’s dynamic business landscape, understanding the intricate relationship between employee motivation and productivity becomes imperative. This section aims to explore the effect of employee motivation on organizational productivity within the context of HRM. Motivated employees are not merely assets to an organization; they are catalysts for growth and innovation. Channeling energy and commitment towards organizational goals, motivated employees contribute significantly to achieving higher levels of productivity and efficiency. Conversely, a lack of motivation among employees can lead to decreased morale, higher turnover rates, and, ultimately, diminished organizational performance.
The importance of employee motivation transcends mere financial incentives; it encompasses various intrinsic and extrinsic factors that influence an individual’s willingness to exert effort and commitment toward their work (Kreitner et al., 1999). Therefore, understanding the underlying theories and mechanisms of employee motivation is essential for HR professionals to optimize workforce performance. This section will discuss the theoretical foundations of employee motivation, including seminal theories such as Herzberg’s Two-Factor Theory and equity theory. The section will also explore empirical evidence supporting the positive correlation between employee motivation and organizational productivity.
4.2 Results Including Graphical Illustrations
According to Herzberg’s theory, understanding what employees truly desire provides valuable insight into effectively motivating today’s workforce Herzberg (1959). The theory states that many modern employees already receive competitive salaries, so it becomes apparent that monetary incentives alone are insufficient to drive optimal performance. Thus, organizations must expand their motivational strategies beyond financial rewards. Herzberg conducted a seminal study in Pittsburgh, interviewing 200 accountants and engineers across various industries. He meticulously employed the critical incident method to assess employee satisfaction and dissatisfaction. Through this method, Herzberg identified two broad categories influencing employee motivation: hygiene factors, sources of dissatisfaction, and motivators, which lead to satisfaction. This seminal work introduced the two-factor theory of motivation and job satisfaction.
Figure 1: Herzberg’s Two-Factor Theory
The graph above highlights the importance of addressing hygiene factors and motivators to foster employee motivation and enhance organizational productivity. Organizations prioritizing the provision of intrinsic motivators will likely experience higher levels of employee engagement and commitment, leading to improved performance outcomes. Moreover, equity theory provides valuable insights into the relationship between perceived fairness and employee motivation. According to Armstrong (2006), employees strive to maintain a balance between the inputs they contribute to the organization (e.g., effort, time) and the outcomes they receive in return (e.g., rewards, recognition). When employees perceive inequity in the distribution of rewards or recognition, their motivation levels may decrease, ultimately impacting organizational productivity.
Figure 2: Equity Theory
The theory of perceived equitable rewards encompasses variations in satisfaction levels as outlined in Porter and Lawler’s (1968) expectancy model. This theory explores individuals’ perceptions of how they are treated relative to others in the organization. The graph below underscores the significance of creating a work environment where employees perceive fairness in allocating rewards and recognition. Organizations prioritizing equity in their reward systems will likely experience higher employee satisfaction and motivation levels, leading to enhanced productivity and performance (Kollmann et al., 2020). Empirical evidence corroborates the positive correlation between employee motivation and organizational productivity. A study by Adams(1963) found that companies with highly motivated employees experienced a 21% increase in productivity compared to those with disengaged employees.
Figure 2: Illustration of equity theory of motivation
Relationship between Productivity and Employee Motivation
This graph depicts the profound impact of employee motivation on organizational productivity within the context of Human Resource Management. As employee motivation increases, productivity levels show a discernible upward trend. This underscores the pivotal role of motivated employees in driving organizational performance and achieving strategic objectives (Bason et al., 2003). Organizations prioritizing cultivating a motivational work environment will likely experience higher productivity levels, as motivated employees are more engaged, committed, and willing to go the extra mile to contribute to organizational success. By investing in strategies to enhance employee motivation, such as providing opportunities for growth, recognition, and meaningful work experiences, organizations can unlock the full potential of their workforce and realize sustainable improvements in productivity outcomes.
Figure 3: Motivation and Productivity
Figure 3 illustrates the correlation between job performance scores and motivation scores among construction professionals working in indigenous construction companies. The graph displays four consistent rates of change in the relationship between job performance and motivation, with three instances of fluctuation indicating variations in this relationship. It depicts a positive functional relationship between motivation and job performance, suggesting that implementing positive motivational strategies can enhance job performance among professional employees. Management policies that diminish the motivational potential of employees may lead to fluctuations in this relationship, as observed in the graph. The regression model shows a significant relationship between motivation and job performance scores, with a high positive correlation coefficient of 0.876 (R = 0.876), indicating a strong positive correlation. The predictor variable, motivation score, explains 77% of the variations in job performance (R^2 = 0.768), implying that only about 23% of the observed relationship remains unexplained by the predictor.
5.0 Chapter 5
5.1 Evaluation of Findings
The evaluation of findings from the dissertation research on the effect of employee motivation on organizational productivity reveals compelling insights that shed light on the intricate relationship between these two factors within the realm of Human Resource Management (HRM). Through thoroughly examining relevant literature and empirical data, the research uncovered significant patterns and correlations contributing to our understanding of how motivation impacts organizational performance. One key finding from the analysis is the consistent positive correlation between employee motivation and organizational productivity. This finding corroborates previous research and theoretical frameworks discussed in the literature review, such as Herzberg’s Two-Factor Theory and equity theory, which posit that motivated employees are more likely to contribute positively to organizational goals. The empirical evidence collected during the research process supports this notion, demonstrating that companies with highly motivated employees experience higher productivity levels.
Moreover, the evaluation of findings underscores the multifaceted nature of employee motivation. While financial incentives are commonly cited as motivators, the research revealed that factors such as recognition, growth opportunities, and job satisfaction also significantly drive employee motivation. This aligns with Herzberg’s distinction between hygiene factors and motivators, highlighting the importance of addressing intrinsic and extrinsic motivational factors within the workplace. By acknowledging employees’ diverse needs and preferences, organizations can design more effective motivational strategies that resonate with their workforce. The research findings emphasize the pivotal role of effective management practices in fostering employee motivation. The data revealed a clear link between management policies, organizational culture, and employee motivation levels. Organizations that prioritize employee well-being, provide opportunities for career development, and foster a positive work environment tend to have higher levels of motivation among their workforce. This underscores the importance of leadership and managerial support in creating an environment where employees feel valued and motivated to perform at their best.
The findings’ evaluation highlights the dynamic relationship between motivation and organizational productivity. Fluctuations in this relationship were observed, indicating that external factors such as changes in management practices or organizational culture can impact employee motivation levels and, consequently, organizational productivity. This underscores the need for ongoing monitoring and adaptation of motivational strategies to ensure their effectiveness in driving performance.
5.2 Re-assessment of Research Questions about Research Findings and Literature
The re-assessment of research questions in light of the findings and existing literature provides an opportunity to refine and contextualize the initial inquiries posed at the onset of the study. The dissertation research, which focused on the effect of employee motivation on organizational productivity within the realm of Human Resource Management (HRM), yielded significant insights that prompted a deeper examination of the relationship between these variables. The initial research questions sought to explore the overarching impact of employee motivation on organizational productivity. However, the findings and literature review suggest that this relationship is multifaceted and influenced by various contextual factors. Therefore, re-assessing the research questions is necessary to capture the complexity of this relationship and provide a more nuanced understanding.
While financial incentives are commonly cited as motivators, the research reveals that factors such as recognition, growth opportunities, and job satisfaction also significantly drive motivation (Mahathir et al., 2020). Therefore, re-assessing research questions should consider the relative importance of motivational factors and their impact on organizational productivity. Organizations that prioritize employee well-being, provide opportunities for career development, and foster a positive work environment tend to have higher levels of motivation among their workforce. Therefore, re-assessing research questions should explore how management practices influence employee motivation and organizational productivity.
Furthermore, the dynamic nature of the relationship between motivation and organizational productivity warrants attention in the re-assessment of research questions. Fluctuations in this relationship were observed, indicating that external factors such as changes in management practices or organizational culture can impact employee motivation levels. Therefore, the re-assessment of research questions should consider how contextual factors influence the strength and direction of the relationship between motivation and productivity over time.
Based on the findings and literature review, the re-assessment of research questions may lead to the following refined inquiries:
- What are the key determinants of employee motivation within HRM, and how do these factors influence organizational productivity?
This question acknowledges the diverse nature of employee motivation and seeks to identify the specific factors that drive motivation within organizations. By understanding the underlying determinants of motivation, organizations can develop more targeted and practical strategies to enhance employee engagement and productivity.
- How do management practices and organizational culture impact employee motivation, and how do they drive organizational productivity?
This question recognizes the crucial role of management practices and organizational culture in shaping the motivational climate within organizations. Examining the influence of these factors on employee motivation and productivity, organizations can identify areas for improvement and develop strategies to create a more supportive and motivating work environment.
- How do contextual factors, such as leadership or organizational structure changes, affect the relationship between employee motivation and organizational productivity over time?
This question acknowledges the dynamic relationship between motivation and productivity and seeks to understand how external factors can impact this relationship (Islam et al., 2021). Examining the longitudinal effects of contextual factors on motivation and productivity, organizations can adapt their strategies to maintain high employee engagement and performance levels.
6.0 Chapter 6
6.1 Conclusion
The effect of employee motivation on organizational productivity trends indicates that a healthy work-life balance has various beneficial impacts, such as less stress, a reduced chance of burnout, and a stronger feeling of well-being. Work-life balance is an essential component of a good workplace. Maintaining a healthy work-life balance reduces stress and prevents workplace burnout. Long-term stress is one of the most prevalent health disorders in the workplace. Chronic stress may negatively affect mental health since it is related to an increased risk of depression, anxiety, and sleeplessness. These complications often arise due to the intricacies of the workplace. Employees illustrate that language is a barrier and work hours are a challenge regarding the availability of hurdles to a positive work experience. Employees acknowledge that help from superiors and the back office hinders performance since it is frequently challenging to get the necessary support owing to heavy workloads.
High pressure over an extended period leads to workplace burnout in most work environments. Employees who often work extra are at significant risk of experiencing burnout. The symptoms of burnout include exhaustion, mood changes, irritation, and a decline in job performance. Employers may save money and retain a healthier, more productive staff by prioritizing work-life balance. In human resource management, moderators are associated with work-life imbalance. Time management is a crucial ability that must be successfully imparted to the teams. The workers must recognize that anticipated lengthy hours at work owing to inflexibility, increasing job needs, overtime, or nighttime obligations may cause a discrepancy between work and home responsibilities. It has been shown that the amount of time spent at work is positively connected with work-family contact and job participation rather than cross-domain satisfaction.
Similarly, gender awareness must be monitored to ensure that job assignments favor individual preferences. Gender prejudice exists in today’s workplace, needing a clear understanding of role identity, gender disparities, and work-life imbalance. It has been shown that males prioritize their professional commitments to provide financial support for their families above their social obligations. At the same time, women place a higher value on their family life. In addition to these regulators, which may lead to a gap, most individuals are subjected to uninvited stress at work due to their high social status. This component of existence may also contribute to a mismatch.
Current workplace demographics indicate a trend toward more married workers, demanding human resource management that accommodates the requirements of family life. Most workers are likely to be parents; hence, time pressure causes more significant psychological strain, negatively impacting health. More workers are obtaining master’s degrees, indicating a greater sense of social responsibility. Consequently, the complexity of the job, rising obligations, and long-term existential protection issues also impact psychological strain. The stressors above and strains may result in permanent physical indicators of deterioration and severe consequences on the cardiovascular and immune systems over time. The teams responsible for human resources should give the required insights into work-life balance initiatives that may increase employee satisfaction.
6.2 Recommendations for Business Application
The introduction of the Lean Six Sigma on impact training preparation time represents the administrative mindset in which individuals make conclusions with consideration of data. The Lean Six Sigma will be organized around the individual projects for the finite timeline. The green belt training will happen as a five-day program covering the progressive processing tools. The black belt agendas have been suggested for the operational management in leadership, which is run for 9 to 16 days. Six Sigma team establishment entails the top management obligation, essential in leading the quality movement across the firm. Six sigma will aim at systematically gaging the chosen functions via rigorous measurements like brainstorming. The areas involved may include marketing, production, sales, human resources, administration, and production (Paais & Pattiruhu, 2020, pp. 576). Training usefulness will be recognized in terms of the employee’s character and performance variations. The Lean Six Sigma allocation needs a set of professionals that will lead the organization to more considerable maturity levels. In idea generation and evaluation, the different business chances are the most critical steps in the lean Six Sigma placement. Work-out sessions, workshops, or the inside utilized ideation organizations will help employees in the contribution of their ideas. Six Sigma training functionality allied to black belts works thoroughly with its business managers in identifying the right possessions from its functions with the capability of handling business opportunities.
Introducing Performance-related pay (PRP) will be connected to the employees’ personnel’s performance. It requires severe reforms to bring it back to sensible operations that guarantee people access to quality services regardless of income. The securities settlement system PRP industry faces an increased rate of uninsured while, the nation seems to need to take concrete steps to deal with that. Consequently, the shortage of securities settlement systems accounts for increased death rates, yet people are finding it hard to buy PRP covers due to their high cost despite the Affordable Act. The individuals ailing from low-income families are the most uninsured, for they find it difficult to pay for PRP premiums.
6.3 Limitations & implications for future research
There was a sampling error when the sample collected did not reflect the general population. When conducting the study, there needed to be a larger sample size that was expected to effectively draw valid conclusions. Besides, there was limited access to data, time constraints and conflict from cultural bias when conducting the study. Personal development and health and wellness-related care insights should give workers the behavioral awareness necessary to achieve work-life balance (Sugiarti, 2022., pp.8). Most current workplaces provide health and medical insurance as the most prevalent perk. There are often onsite gyms or reduced gym memberships for workers and wellness programs such as diet and fitness classes. The Employee Assistance Program is an additional benefit that may assist employers in controlling their difficulties. The most prevalent services given by this program are mental health care, care for older people, and alcohol or drug treatment.
Therefore, empowering individuals to take charge of their professional growth is a top concern. Internally, the company’s paid training and mentorship programs may assist workers in acquiring the skills necessary to enhance their development in their existing jobs or advance to higher responsibilities or positions. In addition, some firms provide tuition assistance for workers who want to get a degree, certification, or specialized training, which benefits employees who have never attended college or did not meet the degree requirements.
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