Among all the work–life balance issues presented in Table 2 , the statement, “I feel happy when I have quality family time for my family life,” was rated highest with a mean score of 4.30. While the statement, “I have personal discretion over my starting and finishing times,” scored the lowest (mean = 2.06) which implies employees have less decision power on setting their own working time, which is understandable due to the nature of hotel work. The overall perception statement, “I feel my work–life is balanced in this job,” scored only 2.85 which implies hotel employees disagree with this statement, and the imbalance between work and life is perceived in Hong Kong.
Mean ratings of perception on work–life balance issues ( N = 230)
Mean | S.D. | |
---|---|---|
Work–life balance issues | ||
I feel happy when I have quality family time for my family life | 4.30 | 0.98 |
I have different responsibilities to meet during different life stages | 4.17 | 0.74 |
I want to spend more time to fulfill my aspirations/interests | 4.14 | 0.74 |
I would consider working fewer hours per shift each day (exclude meal time) for a pro-rated salary | 3.97 | 1.04 |
I find it easy to concentrate at work because of family support | 3.65 | 0.99 |
I will choose to give up a higher position during a particular life stage as a trade-off for personal and family happiness | 3.64 | 0.84 |
I can take time-off easily at short notice for unpredictable circumstances (e.g. child is sick) | 3.58 | 1.09 |
I work very smoothly to handover to the next shift because of the flexibility provided by the hotel | 3.58 | 0.92 |
My co-workers are very supportive when I talk about personal or family issues that affect my work | 3.51 | 0.90 |
I look forward to being with the people I work with each day | 3.49 | 0.93 |
I accept working extra hours each day because I am committed to my job | 3.43 | 1.04 |
My supervisor is understanding when I talk about personal or family issues that affect my work | 3.32 | 1.01 |
I do not bring work home | 3.31 | 1.17 |
I accept working extra hours each day because it is essential to progress in my career | 3.10 | 1.05 |
I can schedule my preferred days off supported by my team | 3.09 | 1.17 |
I can easily manage my work with my personal and family life because of the flexibility provided by the hotel | 3.01 | 1.03 |
I will consider changing from working full time to part time for a time frame, say 6 months, 1 year or 2 years, to fulfill my personal needs (e.g. 4 h per day, 5 days per week on permanent contract but on pro-rated salary and benefits) | 2.93 | 1.13 |
I live nearby hotel to minimize the commuting time | 2.86 | 1.34 |
I choose not work over time even I got paid or compensated with day off | 2.86 | 1.12 |
I can finish work within contracted hours (i.e. 8 h per shift) | 2.83 | 1.23 |
I plan to have children within 5 years | 2.78 | 1.28 |
Supervisor allows me to change my roster if the daily working hours are not consistent | 2.76 | 1.18 |
I accept working at least 10 h a day to keep up my workload | 2.67 | 1.13 |
I have enough time for sleeping | 2.60 | 1.07 |
I have enough time after work to carry out personal matters | 2.50 | 0.96 |
I have enough time for my family (spouse and or children) | 2.42 | 1.03 |
I have enough time for my friends | 2.34 | 0.97 |
I feel very energetic after work | 2.32 | 1.00 |
I have personal discretion over my starting and finishing times | 2.06 | 1.08 |
Overall perception about work–life balance | ||
I feel my work–life is balanced in this job | 2.85 | 1.05 |
5.1. factor analysis.
The 30 work–life balance issues were factor analyzed using principal components analysis with varimax rotation method to determine the underlying dimensions. The Kaiser–Meyer–Olkin (KMO) measure of sampling adequacy and the Bartlett's test of sphericity were pursued to test the fitness of the data. The result of KMO was 0.773 and the Bartlett's test of sphericity was found to be 2268.35, with a 0.000 significance level. These figures suggest that the use of factor analysis was appropriate. The factors derived following Hair et al. (2005) suggestions that eigenvalue must be higher than 1.0 and factor loading should be greater than 0.5.
Ten dimensions were initially extracted from the 30 statements. For the ninth and tenth dimensions, only one statement was loaded and therefore these two dimensions were deleted as they did not achieve the representation purpose of a factor. As shown in the remarks of Table 3 , two statements were deleted as factor loading <0.5. Six additional statements were deleted after conducting Cronbach alpha reliability test within each factor. After the reduction work, the remaining 20 statements constitute seven dimensions. In descending order of factor mean, the factors derived are
Factor 5 | Life orientation (mean = 4.05) |
Factor 3 | Allegiance to work (mean = 3.52) |
Factor 2 | Workplace support on work–life balance (mean = 3.47) |
Factor 6 | Voluntary reduction of contracted working hours to cater personal needs (mean = 2.90) |
Factor 7 | Upkeep work and career (mean = 2.89) |
Factor 4 | Flexibility on work schedule (mean = 2.60) |
Factor 1 | Enough time-off from work (mean = 2.42) |
Factor analysis with varimax rotation and reliability tests of work–life balance issues ( N = 230)
Issues | Factor loading | Factor name (factor mean) | Eigenvalue | Variance (%) | Cumulative variance | Cronbach alpha |
---|---|---|---|---|---|---|
I have enough time for my friends | 0.86 | Factor 1: enough time-off from work, 2.42 | 5.78 | 10.14 | 10.14 | 0.86 |
I have enough time for my family | 0.84 | |||||
I have enough time after work to carry out personal matters | 0.82 | |||||
My co-workers are supportive when I talk about personal or family issues that affect my work | 0.82 | Factor 2: workplace support on work–life balance, 3.47 | 2.92 | 9.24 | 19.38 | 0.80 |
My supervisor is understanding when I talk about personal or family issues that affect my work | 0.79 | |||||
I work very smoothly to handover to the next shift because of a good management system | 0.75 | |||||
I look forward to being with the people I work with each day | 0.75 | Factor 3: allegiance to work, 3.52 | 2.22 | 8.88 | 28.26 | 0.74 |
I accept working over time each day because I am committed to my job | 0.71 | |||||
I find it easy to concentrate at work because of family support | 0.70 | |||||
I have personal discretion over my and starting and finishing times | 0.78 | Factor 4: flexibility on Work schedule, 2.60 | 1.86 | 8.03 | 36.27 | 0.72 |
I can change my roster if the daily working hours are not consistent | 0.76 | |||||
I can schedule my preferred days off supported by my team | 0.63 | |||||
I can finish work within my contracted hours (e.g. 8 h per shift) | 0.60 | |||||
I want to spend more time to fulfill my aspiration/interest | 0.80 | Factor 5: life orientation, 4.05 | 1.54 | 6.89 | 43.15 | 0.65 |
I have different responsibilities to meet during different life stages | 0.80 | |||||
I fell happy when I have quality time for my family life | 0.53 | |||||
I would consider working few hours per shift each day at a pro-rated salary | 0.82 | Factor 6: voluntary reduction of contracted working hours to cater for personal needs, 2.90 | 1.48 | 6.24 | 49.40 | 0.61 |
I will consider changing from working full time to part time for a time frame, say 6 months, 1–2 years to fulfill my personal needs | 0.78 | |||||
I accept working at least 10 h a day to keep up my workload | 0.76 | Factor 7: upkeep the work and career, 2.89 | 1.27 | 6.00 | 55.40 | 0.50 |
I accept working extra hours each day because it is essential to progress in my career | 0.57 |
Five-point Likert scale was used for rating the indicators ranging from 1 = “strongly disagree” to 5 = “strongly agree”. Statement “I have enough time for sleeping” was deleted after internal reliability test out from factor 1. Statement “”I can easily manage my work with my personal and family life because of the flexibility provided by the hotel” was deleted after internal reliability test out from factor 2. Statement “I feel very energetic after work” was deleted after internal reliability test out from factor 3. Statement “I can take time-off easily at short notice for unpredicted circumstances” was deleted as factor loading <0.5 and out from factor 5. Statement “I will choose to give up a higher position during a particular life stage as a trade-off for personal and family happiness” was deleted after internal reliability test out from factor 6. Statement “I choose not work over time even I got paid or compensated with day off” was deleted as factor loading was < 0.5 and out from factor 7. Statement “I plan to have children within 5 years” and statement “I would accept working fewer hours per shift each day at pro-rated salary” were deleted after reliability test and thus no factor 8. Statement “I live nearby the hotel to minimize the commuting time” was single loaded and thus was not accepted as factor 9. Statement “I do not bring work home” was single loaded and thus was not accepted as factor 10.
Three statements were loaded into this factor with reliability alpha at 0.86 and an overall mean value of 2.42. This factor was negatively pursed (its mean value was less than 2.5). Hotel employees did not agree that they get enough time-off from work. Long working hours and a physically demanding work nature is a fact of life in the hotel field. However, this becomes a key hindrance factor in making work–life unbalanced in the Hong Kong hotel industry.
As more and more degree-holders enter the hotel work force, it triggers a different perspective and expectation, such as generation Y workforce. More attention should be paid to the result that the higher education level employees receive, the higher agreement they had to the factor of “enough time-off-work”. Nowadays there is a trend that more and more well-educated people enter into hospitality industry in Hong Kong, and tend to have higher career expectations as well as to request a higher quality of their personal life outside of work. They care more about enough time for relaxation and to share with their family and friends. With regard to this aspect of change of workforce, “enough time-off from work” should be a critical factor to be addressed from an employee motivation perspective.
Three statements were loaded into this factor. The alpha value is 0.80 and the factor mean is recorded at 3.47. “Family matters” is a collective term referring to childcare or family responsibilities as well as the non-conventional ones in a broader context. A good management system can also be achieved by a well-designed roster system, job re-design and cooperation between departments aiming to facilitate a smooth handover of duties. For example, a front desk officer would be able to handover their duties to the next shift worker and leave on time on a normal business day instead of following up unnecessary matters with the Accounts Department. However, very often, line managers are the ones that can “make or break” the policy and may affect how the system works. A matter of face may develop implicitly among the team because of the inappropriate practice by the manager. Worst of all, a non-supportive environment would be cultivated among team members. Whether an employee could be released from work on time to provide him/her more free time would require the line managers’ awareness on supervising flexibility and building up a bond of trust and cooperation.
Three statements were loaded into this factor with an alpha value of 0.74 with the factor mean of 3.52. Allegiance to work is an ideal outcome for employers in a workplace as it implies the ultimate support and loyalty expressed by employees to the company. Staff commitment and loyalty towards their work and company exert a bonding force to maintain work–life balance. Their sense of commitment was most likely driven by job security and career goal. Needless to say, employees having stronger ties to the company from the cornerstone of the company's success. Staffs are willing to work overtime when they are committed. Another key finding is that if staffs look forward to working with others (team colleagues), they are willing to contribute more. Family support further enhances staff allegiance to work and was found assisting work–life balance positively.
Four statements were loaded with an alpha and factor mean value of 0.72 and 2.60, respectively. The four statements encompassed in this factor were unique in the hotel arena as a norm for shift workers who tend not to possess a complete discretion of control and choices in relation to their work schedule. This could be a potential problem with an employee who suffered from burnout as a result of the complexity of time- and strain-based conflict. From the factor mean, it shows that hotel employees have less flexibility in controlling their time and roster. It is understandable that a hotel job is operated 24 h a day and is highly labor intensive. Everyone is assigned to be “present’ for a duty at a certain time slot per day. Even during holidays, staffs are allocated into the roster for maintaining the service. This factor reveals the fact that hotel employees have limited flexibility on setting their own working schedule.
Three statements were loaded into this factor. The alpha value is 0.65 and the highest mean value of 4.05 among all factors. Staffs show greatest agreement when they expressed their wants to pursue personal interests or aspirations. They agreed that they need to fulfill other responsibilities in life—strain- and family-conflicts exist. They feel happy when they have quality time with their family. In a capitalist society where economic activity is the principal channel, full-time work employment is by far the most common type of central life activity. Job–family conflicts often caught up by dual-income earners due to time demand on conventional responsibilities such as career goal, childcare and elderly care. When it comes to a more in-depth understanding of life responsibilities, life orientation will project a wider spectrum to address individual's need at different life stages.
Two statements were loaded into factor 6 with reliability alpha at 0.61. Its overall mean value was 2.90. As discussed in Section 5.1.4 that emphasized scheduling discussed the importance of providing flexibility to enable individual's control and choices, this factor took a micro perspective focusing on working hours alone. A common example being widely adopted in western countries is the option of working fewer hours at a pro-rated salary and benefits. For example, a half-time job provides the flexibility for an employee to consider working 4 h less everyday but keeping the 5-day or 6-day work week pattern. Employees can trade off their salary in exchange for more free time with the huge benefit of job security. The reason why employees tend to project a neutral stance on this factor but leaning towards the other side is because this kind of work arrangement is not common in Hong Kong. Though there are casual laborers commonly found in the hotel industry, they are regarded as “stand-by” staffs who are not employed permanently or on a contractual basis. Thus, it is hard for employees to weigh its merits and drawbacks. The purpose of earning less but in exchange for more personal time is clearly seen.
Two statements were loaded into this factor. The alpha and factor mean value was loaded at 0.50 and 2.89, respectively. The majority of the respondents slightly agree to work extra hours in order to progress their work and aim for career progression. Working 10 h per day is accepted, though it is not preferred in general. This empirical finding clearly articulates that it is not the “long-hour” pattern that attributes to the feeling of imbalance in a hotel setting in which employees were actually prepared for, but their psychological acceptance. This “hard-working” culture exists in the Hong Kong hotel industry, and maintaining a job and fighting for better career prospects makes hotel employees willing to work extra hours.
A multiple regression was conducted using the statement, “I feel my work–life is balanced in this job,” as a dependent variable, the seven dimensions derived were independent variables. Factors 6 and 7 were not accepted in the model as significant is less than 0.05. Five factors exerted influences on the dependent variable. Four (factors 1, 3, 2, 4) exerted positive correlation while factor 5 (life orientation, beta = −0.28) exerted negative correlation with dependent variable ( Table 4 ).
Multiple regression on work–life balance issues with overall perception as dependent variable
Independent variables | Beta | Significance | Ranking |
---|---|---|---|
Factor 1: enough time-off from work | 0.48 | 0.000 | 1 |
Factor 3: allegiance to work | 0.24 | 0.004 | 2 |
Factor 2: workplace support on work–life balance | 0.22 | 0.008 | 3 |
Factor 4: flexibility on work schedule | 0.15 | 0.024 | 4 |
Factor 5: life orientation | −0.28 | 0.007 | 5 |
* p < 0.05, ** p < 0.001.
This finding revealed that employees prefer more life orientation (factor 5), they tend to disagree that their work–life is balanced. This is easily acknowledged as staff who look for personal aspiration will find their work and life not balanced.
Factor 1 : Enough time-off from work scored the highest beta value 0.48 which means if staffs are given enough time-off from work, they will feel their work and life will be more balanced. Staff showing allegiance to work (factor 3, beta = 0.24) will consider the work and life balanced. The support from the workplace (factor 2, beta = 0.22) is revealed to have positive impact on helping employees balance their work–life. Finally, the allowance of more flexibility on the work schedule (factor 4, beta = 0.15) will make staff feel there is more harmony between work and life issues. A model showing the relationships between the derived factors and the dependent variable is shown in Fig. 1 .
Relationships between derived factors and overall perception of work–life balance.
Pursuant to the abridged results and discussions above, several notable steps are worthy of contemplation by hotel management as follows:
Using traditional ways of demographic profiling to understand employees’ needs may not meet the cultural diversity of today's workforce in the hotel industry where long working hours is a norm. However, collecting feedback and suggestions from employees promotes an open and more transparent management culture in the workplace, All in all, the best way is to get qualitative feedback from employees directly. It is suggested to talk to as many staffs as possible, then collate their views and seek consensus. This should be carefully planned in various forms such as focus group, individual interviews, discussion sessions or web-based surveys to stimulate mutual communications.
The dimension of time is of paramount importance, as an uncontrollable limit posed on employee's working lives is an impediment to achieve work–life balance. The voice of hotel employees, particularly shift workers, in their quest for more free time was clearly articulated on empirical grounds. There is a possibility to consider transforming daily hours and weekly hours into monthly hours or even annualized total. A compressed work week found in the study was successful to alleviate the problem of a time-based conflict and achieved a higher level of allegiance to work. There are also many other types of flexibility in relation to time schedules. For instance, daily flex-time, three-shift working, working half-time and reserve hours, or even adopting HR policies to allow employees to trade off their salary in exchange for more free time, etc. Flexibility could also be in the form of a management mechanism that allows employees to choose their preferred days off or change the scheduled roster on a fair rotation base so as to accommodate personal needs when required.
Workplace support on family matters is inherently a basic system that requires not only a good management system ( Marriott and Brown, 1997 ) but also a consistent effort of supervisors and co-workers as it is one of the important ways to counteract burnout ( Tabacchi et al., 1990 ). Through experience sharing, benchmarking and innovative thinking, stakeholders may further allow initiatives to emerge when the time is ripe. An added caveat is that as organizations differ, initiatives should subject to the job nature, the needs of different divisions and its strategic position in the organization as a whole.
In the situation of the hotel industry, organizations can test out innovative ideas gradually before a wider roll-out of a company-wide program ( Munck, 2001 ). For instance, it can begin with food-service operations whose managers tend to have a higher burnout rate ( Tabacchi et al., 1990 ). Open communication with employees on both the benefits and shortcomings of the work–life program is necessary to be included in the development process.
In view of the growing interest in mechanisms that can retain and attract skilled workers, this study provides valuable implications for the hotel industry on the aspects of what organizations can do to improve employees’ work–life balance. The most prevalent factor is to provide “more free time” so as to turn around their perception of “not having enough time-off-work”. This is a significant finding in the study as it provides insight for HR professionals in the “crossroad” as to whether their hotel should implement a five-day work week policy.
A compressed work week transforming the 6-day work week pattern to 5-day has proved to be successful. The study also opens up the direction of devising other innovative ideas that “accommodates” employees with more free time. More importantly, this is not the only factor. The study indicated that it should go laterally with six others. These are “workplace support on family matters”, “allegiance to work”, “flexibility on work schedule”, “life orientation”, “voluntary reduction of contracted hours to cater personal needs” and finally, “upkeep the work and career”. All in all, these postulate the core concept of work–life balance in a workplace, i.e. a good management system and culture that offers more choices and control for individuals to deal with their personal and family matters.
Working step-by-step is of utmost importance. It is suggested to begin with recommendations that are relatively easy to implement such as “Listen to employees and appreciate their differences and needs”. It can then followed by “Providing workplace support on family matters” and “Provide more free time and increase flexibility on work schedule” as they are the two biggest hurdles that relate to financial implications and transformation of culture. A recent example of the step-by-step approach is expressed by the “We Care” program launched by the Eaton Hotel in Hong Kong. By giving staffs 3 days off every 2 weeks before a full implementation of the 5-day work week, the hotel wants to enhance their reputation as a caring employer and to set a good example for the hospitality industry ( To, 2007 ).
Last but not least, rushing towards a work–life balance program in a scattergun way can only contain the company's turnover rate for a while. Yet, it is not the “glue” which holds employees together and retains them as members of a happy workforce in a long run. Using a simple investment concept – small investment generates small return, large investment for larger return and higher risk – adopting a single initiative only requires little investment but it will never be a comprehensive solution in this regard. Transforming the workplace proactively using a combination of well-designed initiatives in the form of an integrated approach and in consideration of all risk factors is the direction to yield an expected outcome.
As this is an exploratory study, it is suggested that future research should be conducted on a larger scale and focus on refining the current work–life balance issues. Furthermore, to enhance the development of work–life balance initiatives in the strategic HRM arena, it is necessary to obtain insight into the properties of its effectiveness and implementation. As corporate decisions rely on financial justifications, a longitudinal study in hotels on work–life balance policies and practices with respect to workplace transformation and cognitive shift among employees will be effective to provide implications for the hospitality industry in the longer term.
1 SARS is a deadly disease stands for severe acute respiratory syndrome. The outbreak of SARS, between the period from November 2002 to July 2003, not only caused 299 deaths in Hong Kong but also hit the local economy severely. Many hotels only recorded with single digit occupancy during the pandemic period.
2 Five-day work week was implemented by the Government of the Hong Kong Special Administrative Region for its 163,000 civil servants. It was carried out in phases starting from July 2006 to be fully implemented by July 2007 ( JobsDB, 2006 ).
The relationship between job satisfaction and work-life balance of non-standard employment (nse) workers of a manpower agency, the impact of organizational citizenship behavior and training on the performance of the yemeni petroleum company’s employees: the mediating role of employees engagement, a morphological analyses of the literature on employee work-life balance, work-life balance -a systematic review, a study on work-family life imbalance among women administrators in uae higher education institutions, penerapan telework hubs pada lembaga perguruan tinggi terbuka jarak jauh: peluang dan tantangan, 96 references, national culture, work-life balance and employee well-being in european tourism firms: the moderating effect of uncertainty avoidance values, female employees’ work family conflict and job satisfaction in hospitality, a framework for work-life balance practices: addressing the needs of the tourism industry, an empirical study on the employee perception on work-life balance in hotel industry with special reference to odisha, an analysis of work-life balance (wlb) situation of employees and its impact on employee productivity with special reference to the indian hotel industry, work-life balance practices among irish hotel employees and implications for hrm, work life balance in hospitality industry: a conceptual framework, work-family studies in the tourism and hospitality contexts, the relationship between work social support and work-life balance in hotel industry, impact of work life balance and stress management on job satisfaction among the working women in public sector banks, related papers.
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Employee Relations
ISSN : 0142-5455
Article publication date: 1 August 2004
This article uses evidence from a piece of action research conducted in the UK hospitality industry to explore the effectiveness of work‐life balance initiatives in helping women progress to senior management. It explores the main barriers to women's progression and highlights the long hours associated with managerial roles as a major problem. The article shows that the business case which underpins diversity management and a voluntary approach to work‐life balance may only deliver positive benefits to women when the labour market is tight, and, even then, the benefits for women in management are far from demonstrated. A stronger equal opportunities approach is also shown to be problematic as it draws attention to women's “difference” to men and their need for special treatment. Given the contingent nature of the business case, it is argued that a strong floor of rights is still needed to protect the most vulnerable employees, especially in an industry where trade unions have virtually no “voice”. It is further argued that more work needs to be done with male managers in order to humanise the workplace for men and women who wish to lead rounded lives.
Doherty, L. (2004), "Work‐life balance initiatives: implications for women", Employee Relations , Vol. 26 No. 4, pp. 433-452. https://doi.org/10.1108/01425450410544524
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Hospitality industries are discriminated from all other industries in respect to stipulation of services game the clock. Hospitality business being cyclic in character, it encounters a serious shortage of manpower. In this article the majority of the times the hotel employees are restricted to consider additional work pressure and therefore working for extra long hours thus not able to spend themselves with their family. Personnel engagement is increasingly sighted as a "win-win" strategy for hotels and the employees. Further, work-life balance is raising importance for engagement and influences retention. The problem recognized in this research study is poor work culture in hotels which may perhaps not encourage various work life balance practices. This paper is an effort to analyze the task organization and WLB of Hospitality workers. Especially, the paper is designed to address the subsequent research problems: 1. Currently what are the available refund and programs for...
Gk Sreenivasan
SIBR 2019 Conference on Interdisciplinary Business and Economics Research, September 28 – 29, Hong Kong
DR ABUKHALIFEH ALAA
Hotel employees are being faced with long working hours, heavy workload shift duties and handling demanding and difficult customers has become a take-for granted phenomenon in the hospitality industry (Hsieh et al., 2004). With advancement in technology, demographic shifts, international labour mobility, and the blurring of geographical boundaries, work-life balance assumed an important role in human resources management. More importantly previous research has established the role work-life balance plays on both positive and negative outcomes. Yet reports of research on work-life balance and its management in the hospitality industry are fragmented, underdeveloped, and inconsistent.
Mufleh Al Jarrah
Jurnal Pariwisata Nusantara (JUWITA)
Febbi Ari Istiqomah
Purpose: This paper investigates the influence of job engagement and work-life balance on increasing employee retention in the Hotel Industry. Method: The study used quantitative research with a causal associative approach. The population in this study was 63 employees of Natra Bintan Resort. 40 respondents were successfully collected using simple random sampling techniques. Data was obtained through a structured questionnaire and supplemented with a desk review of the literature. The proposed model is analyzed through the Smart PLSS assessment. Result: The result of this study found that there is a significant influence on the significant work engagement path. Meanwhile, there is an insignificant influence of the work-life balance path on employee retention. Job engagement and work-life balance are predictors of employee retention in the hospitality industry. Contribution: The contribution of this study is manifestly found as a significantly increasing employee retention which wil...
Turističko poslovanje
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Jeffrey Kidd
Restaurant Business
santhanalaxmi Karthikvel
In today's world, organizations started designing strategies for maintaining the work-life balance of their employees. It is necessary for both the employers and employees of the organisation. Employees are one of the important assets of the organisation; hence the business organisations have the sole responsibility of protecting their employees from mental and physical stress. This issue is complicated and problematic as it will vary from individual. WLB is one of the key approaches for improving the productivity of the organisation and also employee retention. This paper revolves around the study of work-life balance of employees in Hyundai Motor India Limited (HMIL), Chennai to improve the productivity and employee retention. The questionnaires are collected from the employees of the industry and tools like Chi-square, ANOVA, and Correlation have been applied for the analysis.
SKIREC Publication- UGC Approved Journals
The objective of the research was to find out work life balance issues for housekeeping supervisors in Hotels of Delhi. The supervisors are very critical to fulfill the requirement of the smooth operations for the different section of the hotel. Supervisors have to monitor, guide and motivate the operative staff of any department or process. The objective of the study was to find out whether there exists a healthy work life balance in lives of housekeeping supervisors engaged in hotels of Delhi. The paper try to evaluate the work life balance on the four dimensions of work life balance namely quality time, involvement, satisfaction and health. The study tries to analyze and identify the probable causes for work life imbalance and expected solutions for the improvement of work life balance. The author had devised a questionnaire to gather the data from the respondents, which included a set of statement on which participants agreement or disagreement was recorded. Based on the responses scores for each dimension were calculated and integrating the scores the overall levels for work life balance were ascertained. Study employed SPSS for analysis of data, where data was analyzed using cross tables, descriptive statistics & t test to come to conclusions. The reliability for the questionnaire was ascertained through Cronbach alpha and coefficient of correlations. The results had clearly reflected that housekeeping supervisors have work life balance issues as their mean score is less than the average for all the dimensions also on overall score for work life balance the data clearly proves that the supervisors have low levels. The main causes which were found for work life imbalance were inability to get leaves, stretched working hours and rigid shift timings. The main probable solutions identified to improve the levels of work life balance were ease to get leaves, increased salary, to compensate for actual hours of work, .
TRJ Tourism Research Journal
Fetty Asmaniati
Work life Balance is a factor that can affect Employees’ Job Satisfaction This study aims to analyze the influence of Work Life Balance on Employee Job Satisfaction in Food and Beverage Service Department at Grand Hyatt Jakarta Hotel. In this study, information was collected from 68 respondents by using questionnaires. The data has been collected, then analyzed by using simple regression analysis with SPSS program. The results of this study indicate that Work life Balance has significant effect on Employee Satisfaction at Food and Beverage Service Department of Grand Hyatt Jakarta Hotel with 0.000 significance level smaller than α (0,050). The effect of Work Life Balance on Employee Job Satisfaction is 22.7%. The results of the highest respondents on the Work Life Balance (Balance of Work Life) is a Balance of Satisfaction of 79% and on Job Satisfaction is about the Appreciation of 82%.
HIMALI LAKHERA
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Yet reports of research on work-life balance and its management in the hospitality industry are fragmented, underdeveloped, and inconsistent. Themes of Work-Life Balance and Work-Life Conflicts ...
Specifically, we examine women's work-life balance in the hospitality industry and compare women's organizational commitment under different levels of work-life balance. ... Future research can continue to study work-life balance and organizational commitment with different populations or in different types of hotels in other cultural and ...
Multiple linear regressions of socio-demographic characteristics on women's work-life balance in the hospitality industry. TABLE 7. ... several limitations of this study can provide future research directions. Work-life balance is a context-specific status. While the research site in this study (i.e., hotels in eastern Mainland China) is a ...
understanding women' s work-life balance and organizational. commitment in the hotel industry by addressing four objectives: (1) To understand the effect of work-life balance on. organizational ...
Keywords: Work-life Balance, Sustainable Human Resources, Hospitality Industry, Strategic Human Resources. Received 10 July 2019 | Revised 28 September 2019 | Accepted 30 October 2019.
1. Introduction. Employees suffer from a lack of work-life balance (WLB), which refers to "…an individual's subjective appraisal of the accord between his/her work and non-work activities and life more generally" (Brough et al., 2014, p. 2728).Recent research indicated that most of the workers reported a lack of WLB (HOSCO, 2019).Therefore, WLB is the most important problem in the ...
It is therefore crucial for employers in the hospitality industry to ensure that the work and career goals of their employees balance with their life goals. Any absence of such a balance could lead to work-life conflicts and might result in workplace frustration, burnout, and reduced effectiveness at work.
A framework for work-life balance. practices: Addressing the needs of the. tourism industry. Received (in revised form): 2nd November 2008. Margaret Deery. is in the School of Hospitality, Tourism and Marketing and is the Professorial Research Fellow in the Centre for. Tourism and Services Research at Victoria University, Melbourne, Australia.
Purpose. This paper aims to examine the themes of talent management, work-life balance (WLB) and retention strategies in the hospitality industry. The study was undertaken through an analysis of the key themes in the most recent literature. The paper uses a framework incorporating organisational and industry attributes, personal employee ...
Work-life conflict has become one of the main obstacles to the organizational commitment of women. Thus, this study investigates the relationship for women between work-life balance, as an independent variable, and organizational commitment, as a dependent variable. Specifically, we examine women's work-life balance in the hospitality industry ...
conflict research. Keywords: hospitality; work-family conflict; work-life balance; review intROduCtiOn The hospitality industry comprises approximately 9.9% of jobs worldwide, providing employment to millions of people (World Travel and Tourism Council, 2019). Given the size of the labor force, researchers and practitioners alike
The hospitality industry has long been regarded as a tough one to stick around in for too many years. One immediately thinks of long hours, working at the convenience of often dissatisfied tourists, and of a short-term approach with a move out of the industry after a few years. Whether it is working for a hotel or managing events, it has never ...
Third, employees' expectations of the workplace and their desire for personal development and a work-life balance (Ann & Blum, 2020; Hristov & Chirico, ... transactional and non-leadership styles on employee job satisfaction in the German hospitality industry. Tourism and Hospitality Research, 12(4), 201-214.
2.3. Work-life balance for the hospitality industry. A culture of long working hours in the hospitality industry is so typical that many workers see their working hours as normal and rarely question this practice. Recent studies on long-hours culture have brought the issue back under the spotlight (Cushing, 2004). Not only the overstretched ...
The Work life balance (WLB) of an individual is based on the nature of job, especially in. luxury hotel and restaurant sector industry it is accompanied with exceptional worries for present and ...
Hospitality Students' Expectations of Work/Life Balance in the Industry: The Role of Gender. Ana Moretić RIT Croatia HSPT 490: Senior Capstone Project Prof. Rebecca Charry. May 2021. 2. Abstract. Work/Life balance refers to maintaining a balance between roles at work and in personal life. Previous research has shown that the hospitality ...
emphasis on maintaining a balance between career and personal life (Taylor, 2018), presenting a growing challenge for employers to create and sustain a culture supporting work-life-balance for retaining employees. The annual employment attrition rate in the leisure and hospitality industry in the United States increased from 64.1% in 2013 to
Work-Life Balance in Tourism Industry. F. Gül Turanlıgil, M. Farooq. Published in Advances in Human Resources… 2019. Business, Economics. The modern era of competition and commercialization changed working patterns. Paradigm change of competitive global world has caused many challenges and conflicts arising as a result of an increased ...
Work-life conflict has become one of the main obstacles to the organizational commitment of women. Thus, this study investigates the relationship for women between work-life balance, as an independent variable, and organizational commitment, as a dependent variable. Specifically, we examine women's work-life balance in the hospitality ...
Abstract. This article uses evidence from a piece of action research conducted in the UK hospitality industry to explore the effectiveness of work‐life balance initiatives in helping women progress to senior management. It explores the main barriers to women's progression and highlights the long hours associated with managerial roles as a ...
The impacts of the work-life balance arrangement on organisational performance is a growing concern amongst researchers and practitioners. This study synthesised 202 records from 58 published ...
The results of this study indicate that Work life Balance has significant effect on Employee Satisfaction at Food and Beverage Service Department of Grand Hyatt Jakarta Hotel with 0.000 significance level smaller than α (0,050). The effect of Work Life Balance on Employee Job Satisfaction is 22.7%.
• To investigate importance of work life balance in the Hospitality Industry. • To suggest various measure for implementing enhanced work life balance. RESEARCH DESIGN A research design is simply and merely frame work of how research is being conducted , which consists of collection and analysis of data from primary and secondary sources.