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Prospectus

EmployeeRetention: Work-LifeBalance for Improving Employee Productivity and Retention

CynthiaMeyer-Williams

Doctorof Business Administration

Submittedin Partial Fulfillment of the Requirements for the Degree

of

Doctorof Business Administration

WaldenUniversity

Student A00527942

June2017

ProblemStatement

Organizationsface increasing levels of job dissatisfaction, low employee turnover,and poor performance because these organizations tend to overlook thesignificance of work-life balance (Kar&amp Misra, 2013).According to Pouloseand Sudarsan (2014),2 out of every 15 employees in the United States are resigning fromtheir positions, forcing organizations to incur excess costs ofmaintaining the desirable level of productivity as well as fillingthe vacant positions. The general business problem is thatorganizations without a WLB plan have an unbalanced plan and policiesthat prioritize work at all times as opposed to the personal life ofemployees. This significantly impairs the work-life balance ofemployees leading to increased employee turnover rates and businesscosts. The specific business problem is that many publicorganizations in the U.S. lack work-life balance programs to improveemployee productivity and retention (Poulose&amp Sudarsan, 2014).

PurposeStatement

Thepurpose of this qualitative single case study is to explore WLBprograms that managers` use in U.S. public organizations to improveemployee productivity and retention. (Poulose&amp Sudarsan, 2014. Thetarget population of the study consists of managers from a homeimprovement superstore in the U.S. Geographically, the study willtake place in Atlanta, Georgia. Findings from this study may beuseful in implementing work life balance programs for homeimprovement superstores. The contribution to social change in thisstudy is to foster an employee friendly, stress free environmentwhereby promoting a healthy, quality of life for employees and theirfamilies, and community.

Natureof the Study

Iwill use the qualitative research methodology because researchers usethis method to produce thick description of the phenomena understudy. The goal of this study is to produce a thick description thephenomenon of WLB programs for improving employee retention andproductivity (Alshenqeeti,2014).The quantitative methods are not suitable for this study becauseresearchers use this method to test hypotheses and the relationshipamong variables. I do not intend to test any hypotheses or anyrelationships among variables in this study. Mixed methods are notappropriate for this study because it does not include the use ofquantitative methods in the collection and analysis of data. Moreso, mixed methods tend to be burdensome to a single researcherespecially, if he or she is doing both qualitative and quantitativeresearch concurrently.

Researchersuse the case study design to provide an in-depth, multi-facedexploration into complex issues that exist in real life settings.According to Alshenqeeti(2014),this approach to research often helps researchers to answer the‘what’, ‘how’ and ‘why’ research questions. In regard tothis study for instance, the approach will give insights into whatare the best WLB programs, how they work and reasons that make thembest suited for improving employee retention and productivity.

Researchersuse phenomenology to investigate the perceptions and feelings ofindividuals toward a particular occurrence. However, phenomenology isnot suitable for this this study since it does not address feelingsand perceptions of individuals (Padilla-Díaz,2015).Similarly, the narrative research design does not apply to this studysince the aim is not to collect and tell stories of individuals orcommunities chronologically. Lastly, Ethnography is not suitable forthe study because it involves the study of culture and culturalthemes and this is not the aim of this study.

ResearchQuestions

Theoverarching research question for this study is: What WLB programsdo managers use to improve employee productivity and retention?

ConceptualFramework

Thework-family border theory, also known as the work-life Spill-overtheory postulates that the role of every individual varies with thespecific realms of life including work and life aspects as separatedby temporal, physical, and psychological borders(Poulose &amp Sudarsan, 2014).Based on the theory, individuals’ cross borders on a daily basis,as they move from their homes to their places of work, and theflexibility and permeability of these borders significantly influencetheir integration. The emotions, skills, attitudes, and behaviorsemanating from one sphere of life flows to the next sphere and thisexhibits both positive and negative effects(Bell, Rajendran, &amp Theiler, 2012). The work-family border theory applies to this study because it canbe used as a theoretical lens to explore various forms of work-lifebalance programs.

Significanceof the Study

Thisstudy is significance in a number of ways. The findings, conclusions,and recommendations from this study may effectively contribute tohome improvement superstores in terms of ensuring that it haseffective work-life balance programs that improve employeeproductivity and retention(Yadav &amp Rani, 2015).Besides the stores, there are other parties that can greatly benefitfrom the study. These include:

  1. Contribution to company managers

Theseare individuals tasked with making critical decisions regardingnearly every element in the business. Their biggest gain from thisstudy will be insights on how to listen and use best judgment inworking towards fostering better work-life integration. Thisinformation will be critical in not only designing, but alsoimplementing an effective work-life integration plan.

  1. Contributions to businesses and business practice

Businessesstand a chance of benefiting from this study as far as implementationof effective and reliable work-life balance program is concerned. The WLB program presented herein is tailor made for differentsituations. More so, it has proven effective in lowering turnover,decreasing training and recruitment costs and providing for acohesive, happy and health workforce. Ideally, this implies that ithas the best chance of increasing efficiency and productivity, thusimpacting positively on the actual business practice.

  1. Contribution to social change

Implementationof an effective WLB program will have a very big impact on not onlythe social wellbeing of workers, but also their families andcommunities. Apparently, these individuals are critical members ofthese units (family and community). As such, when their wellbeing isimproved in terms of having favorable work-life integration, theircontribution to the units is equally enhanced. For instance, parentsworking busy schedules will not only be healthy, but also get moretime to spend with their families thus enhancing bonding. Inaddition, societal integration will be boosted resulting into lessignorance of family, friends and general social interactions.

References

Alshenqeeti,H. (2014). Interviewing as a data collection method: A criticalreview. EnglishLinguistics Research, 3(1),39-45. doi:10.5430/elr.v3n1p39.

Bell,A. S., Rajendran, D., &amp Theiler, S. (2012). Job stress,wellbeing, work-life conflict among Australian academics. ElectronicJournal of Applied Psychology, 8(1),25-37. http://dx.doi.org/10.7790/ejap.v8i1.320.

Kar,S., &amp Misra, K. C. (2013). Nexus between work life balancepractices and employee retention: The mediating effect of asupportive culture. AsianSocial Science, 9(11),63-69. doi:10.5539/ass.v9n11p63.

Kumar,H., &amp Chakraborty, S. K. (2013). Work life balance (WLB): A keyto organizational efficacy. AweshkarResearch Journal,15(1),62-70.

Padilla-Díaz,M. (2015). Phenomenology in educational qualitative research:Philosophy as science or philosophical science? InternationalJournal of Educational Excellence, 1(2),101-110.

Poulose,S., &amp Sudarsan, N. (2014). Work life balance: A conceptualreview. InternationalJournal of Advances in Management and Economics, 3(2),1-17. Retrieved from www.managementjournal.info.

Srinivasan,V. (2012). Multi generations in the workforce: Buildingcollaboration. IIMBManagement Review, 24(1),48–66. doi:10.1016/j.iimb.2012.01.004.

Yadav,T., &amp Rani, S. (2015). Work life balance: Challenges andopportunities. InternationalJournal of Applied Research, 1(11),680-684. Retrieved from: http://www.allresearchjournal.com.