Work-Life Balance Programs to Improve Employee Performance

Abstract

Although work-life balance programs in the United States have become increasingly popular through the years, there is still a need to understand the contributions of these programs on employee performance. The purpose of this case study was to explore the work-life balance programs that nonprofit school leaders utilize to improve employee performance at a charter school organization. The job demands-resources model formed the conceptual framework for this study. Data were collected through semistructured interviews from a purposeful sample of 10 managers and 10 non-managerial employees working at a charter school organization in Harlem, New York. Data collection also included organizational performance track indicator documents on employee absenteeism, turnover, motivation, productivity, job satisfaction, and retention, archived organizational records on WLB programs, and current WLB programs and policies guidelines. Through methodological triangulation, a number of themes emerged. These themes included work-life balance programs’ effectiveness, the importance of a supportive work environment, employee commitment and motivation, employee well being and productivity, employee job satisfaction and quality work life, organizational culture change, and low utilization of the job sharing program. According to the study results, work-life balance programs could help improve organizational culture and employee overall performance. The results of this study may contribute to social change by preparing employers for success while simultaneously positioning individuals to attain optimum balance between work and life responsibilities.