Evaluating the effectivity of work life balance benefit in motivating employees on increasing compensation

INTRODUCTION Employee do behave on what they feel with in the work place. How

content an individual is with his or her job. The person emotional state do affect the person performance. It is necessary that an institution or organization should give important to its employees emotional state. Such job satisfaction should be consider. There are factors that can affect a persons level of job satisfaction, these factors include the level of salary promotion system or rewards, social relationships, the quality of the working conditions or the job itself. If this factors are met of the employee it will show a positive outcomes to their. Accordingly, Human resources are responsible for supplying the workforce within the company are also responsible for implementing strategies and policies related to managing are also responsible for implementing strategies and policies related to managing individuals. A task force that can sustain the institution in achieving the competitivenesss objective. In the field of healthcare it is important that the Human Resources to determine the ability of healthcare personnel in delivering patient care. According to Jackson J.H. and Mathis R.L.(2007) Human resources Managemnet design a system ensuring that the human talent is utilize effective and efficiently accomplish organizational goals. He emphasize that employees is recruit, select, train and manage effectively. They also must be equally and competitively compensated and widely given a range of benefits. While, Spector P. (1997) believe that it is important that an organization or institution should be

concered with employees job satisfaction which can be categorize according to employee or organization focus. He emphasize the two perspective the

humanitarian and the utilitarian views. In humanitarian views is that every person deserve to treat fairly and with respect. In some extent good treatment will reflect in employees performance or job satisfaction. While the ulitarian perspective, is that organizational functioning can affect by employees behavior resultred through job satisfaction. Job satisfaction is defined as the workers appraisal of the degree to which the work environment fulfills the individuals need (Locke, 1976). To measure job satisfaction, the original instrument developed by Wood et al. (1986) and Purani and Sahadev (2007) was used. Six facets of job satisfaction were asked. They are satisfaction with supervisor (4 items), satisfaction with variety (5 items), satisfaction with closure (2 items), satisfaction with compensation (5 items), satisfaction with co-workers (4 items) and satisfaction with the management and HR policies (4 items). The measures of the job satisfaction are the original work of Wood et al. (1986) and also adopted from the work of Purani & Sahadev (2007).

LITERATURE REVIEW Elkins, Hedstrom, Hughes, Leaf and Saunders (1988) defined spirituality as a way of being and experiencing that comes about through the awareness of a transcendent dimension and is characterized by certain identifiable values in regard to self, others, nature, life and whatever one considers to be Ultimate. Carroll (2001) said that spirituality and prayer are very complex areas, and are even more so when meshed with healthcare. In the nursing profession, both are defined in the context of each nurses own personal, social, cultural, and religious beliefs, as well as the patients. He also stated that in 1990s virtually all definitions relating to spirituality in the medical and nursing literature recognize that spirituality is not always associated with religion but nurses do not always relate the two. Asch, et al. (1997); Brown (2000); Evangelista & Dracup (2003) pointed out that a persons sense of spirituality is separate from her or his religious and cultural ties. Religion is a group process; spirituality is individual. Religion is a groups perception of God and cultural beliefs; spirituality is the individuals perception of relationship with God, environment, self, and others. Sherman (2000) stated that Spirituality is a word that some may interchange with religion. Spirituality involves humans' search for meaning in life, while religion involves an organized entity with rituals and practices about a higher power of God. Moreover, they stated that in order to have a meaningful discussion with patients regarding spirituality and medical care, a common understanding of terminology is essential.

Spirituality is a complex and multidimensional part of the human experience. It has cognitive, experiential and behavior aspects. The cognitive or philosophic aspects include the search for meaning, purpose and truth in life and the beliefs and values by which an individual lives. The experiential and emotional aspects involve feelings of hope, love, connection, inner peace, comfort and support. These are reflected in the quality of an individual's inner resources, the ability to give and receive spiritual love and the types of relationships and connections that exist with self, the community, the environment and nature, and the transcendent (e.g., power greater than self, a value system, God, cosmic consciousness). The behavior aspects of spirituality involve the way a person externally manifests individual spiritual beliefs and inner spiritual state. Spiritual care is based on the belief in God, the dignity of all as created by God in His likeness, and therefore, deserving of respect from conception to death, regardless of race, color, creed, or social/economic status. Spiritual care can take the form of scripture reading, prayer or reassuring the patient that God is listening, loving and caring (Jacik, 1989). Besides the significance of active listening and being present, spiritual support may also take the form of sitting with the patient during a religious ritual, joining in prayer, reading or providing inspirational literature. National surveys consistently support the idea that religion and spirituality are important to most individuals in the general population. More than 90% of adults express a belief in God, and slightly more than 70% of individuals surveyed identified religion as one of the most important influences in

their lives. Research indicates that patients commonly rely on spirituality and religion, including belief in God, to help them deal with serious physical illnesses, expressing a desire to have specific spiritual and religious needs and concerns acknowledged or addressed by medical staff (Gallup Jr., 1996) In addition, Wensley (1995) added meditation, guided imagery, art and music or calling a long-lost friend as important aspects of spiritual care. Puchlaski (2001) also said that spiritual care is a part of the responsibility of all direct and indirect caregivers and requires development of competence and comfort. However, according to Palmer (2004) spiritual care encourages and supports reflection on experience, the search for meaning and the development of inner resources for the journey. NHS Education for Scotland (2007) added that spiritual care is person centered care which, through affirmation, enables a person to make the best use of all their personal and spiritual resources in facing and coping with the doubts, anxieties and questions which arise in a health care setting and often accompany ill health and suffering. Spiritual care is characterized by a profound respect for human dignity

and is an intrinsic part of the healing of the person's body, mind and spirit (St. Peters Spiritual Care Services, 2001). Hulin, C. L. (1991), cited that human resources management strategy emphasizing the individual employee as against collective relations between management and labour. Human resource management (HRM) involves management relying less on hierarchy, instruction, and command; and, instead,

becoming more participative and open. The aim is to promote cooperative relations between management and employees and to avoid the often adversarial behaviour associated with traditional industrial relations. Where HRM is successful, the employees will be committed to the long-term future of their organization and this, in turn, will help the organization adapt to competitive pressures. There are three basic styles of employee-management relations. Traditionally, collective bargaining, where pay and conditions of employment are negotiated jointly between management and unions, has been the norm, but the coverage of such collectivism has been crumbling across the world. Secondly, in place of collective bargaining some organizations operate strong or weak forms of HRM. However, even more workplaces are authoritarianthe third basic style characterized by managerial prerogative, with no trade union and no human resource management. To accurately measure job satisfaction, a number of characteristics of the job may need to be evaluated if one hopes to obtain a broad measure of employee beliefs and attitudes about the job (Churchill et al., 1974). These characteristics or facets may not be of equal importance to every individual. For example, a nurse may indicate that she is very satisfied with her supervisor, salary and company policies, but is dissatisfied with other aspects of work, such as the actual work itself. Organizational research indicates that employees develop attitudes toward such job facets as work variety, pay, promotion, coworkers, company policies, and supervisors (Johnson & Johnson, 2000; aber & Alliger, 1995).One of the most comprehensive and widely used measures for job

satisfaction is presented by Wood, Chonko, and Hunt (1986) and Purani & Sahadev (2007). The relatively recent perception of human resource management is reflective of modern attitude to what is termed as administration and it stressed the participation of human beings in an organization, whatever be its nature and function. Advances in sciences have brought drastic changes in human society since the industrial revolution, having great impact, besides industry. The

services include also the health care section. So far, human resource have been described and treated as tools in the expanded business and industrial machines. Human Resource Management policies towards nursing and health care staff in the hospital must improve to minimize the nurses intention to leave. The policies are crucial strategic short-term decisions, which help to achieve organizational long-term objectives such as low turn over. Fairness in performance appraisals, commitment to nurses career development through trainings, development of flexible yet ethical nursing environment for effective and quality nursing services are among few Human Resource Management policies towards nursing and health care staff in the hospital must improve to minimize the nurses intention to leave. The policies are crucial strategic shortterm decisions, which help to achieve organizational long-term objectives such as low turn over. Fairness in performance appraisals, commitment to nurses career development through trainings, development of flexible yet ethical nursing environment for effective and quality nursing services are among few.

Equity theory assumes that one important cognitive process involves people looking around and observing what effort other people are putting into their work and what rewards follow them. This social comparison process is driven by our concern for fairness and equity. Research by Adams (1965) and others confirms equity theory as one of the most useful frameworks for understanding work motivation. The motivational force of a job can therefore be calculated if the expectancy, instrumentality and valence values are known. The individuals

abilities, traits, role perceptions and opportunities attenuate the motivational force. Although feedback can have considerable impact on both motivation and learning, implementing feedback systems can have wider implications. Feedback can affect the relationship between employees and managers by disrupting existing authority structures. There is growing evidence that there is a relationship between age and job satisfaction but not linear one. Age itself rather than the variables associated with it have a direct impact on job satisfaction. Variables such as socio

economic status may also cause different groups of workers to construct different meanings as towhat constitutes a satisfactory job. The centrality of work in modern economies has made an understanding of the psychology of motivation and job satisfaction a key component of business and management education syllabuses. It now suffers to some extent from being

taught as if it were true rather than as a set of sophisticated and problematic speculations about the nature of human motivations. Shortages can be a symptom of low job satisfaction, poor management and lack of organizational support (Zurn et al., 2005). Shortages are resulting in heavy workload, which is a precursor to job stress, and burnout, which have also been linked to low job satisfaction. Nurses job satisfaction is an elusive concept, which is defined within its extrinsic and intrinsic values (Cowin, 2002). Extrinsic values encompass the tangible aspects of the job including wages, benefits and bonuses, whereas intrinsic values include status, recognition, personal and and other similar factors (Cowin, 2002). Reasons for nurse dissatisfaction have been well documented in the nursing literature. Such reasons include lack of involvement in decision-making, poor relationship with management, low salaries and poor benefits, lack of job security, poor recognition and lack of flexibility in scheduling (Albaugh, 2003). Nurse dissatisfaction has been also linked to emotional exhaustion and burnout, which can affect patient outcomes (Aiken et al., 1997). Job dissatisfaction is a primary predictor of nurses intent to leave (quit their current job) (Shields & Ward, 2001; Tzeng, 2002). A study conducted in the United States presented evidence showing that dissatisfied nurses were 65% more likely to have intent to leave compared to their satisfied counterparts (Shields & Ward, 2001). Other predictors of intent to leave vary from low salaries and fringe benefits, inflexible work schedule (Coomber & Barriball, 2007; Hayes et al, 2006), career advancement prospects (Tzeng, 2002, Rambur et al., 2003), in addition to poor management and job

stress (Rambur et al., 2003). Nurses intent to leave linked to situational factors such as family obligations, early retirement (Rambur et al., 2003), and length of service (Larrabee et al., 2003), low levels of motivation, emotional exhaustion and burnout, and to the poor social image of the nursing profession (Tzeng, 2002). It is worth noting that job satisfaction has also been found to be a better predictor of intent to leave as compared to the availability of other employment opportunities (Shields & Ward, 2001; Purani & Sahadev 2007). El-Jardali et al. (2007) also found a negative correlation between job satisfaction and intention to leave in Lebanese nurses. Their studys main objective was to examine the impact of job satisfaction as a predictor variable on intention to leave used as dependent variable in the study. The finding of the study reveals that the main cause of the dissatisfaction and hence intention to leave was negatively associated with hospitals compensation and incentives (extrinsic rewards). Purani and Sahadev (2007) used a job satisfaction multi-faceted construct as predictor variable and examine its impact on intention to leave among the sales personnel in India. Assuming one of the role as interaction and communication with clients and patient of both profession is common, their study also used experience as moderating variables to examine how working experience could effect the job satisfaction and intention to leave relationship. Purani and Sahadev (2007) found that employees with long stay at workplace had higher level of job satisfaction and would not incline to quit. This finding also suggested that job satisfaction and intention to leave relationship framework

must also have other demographic variables consideration into the model of job satisfaction and intention to leave. Pearson and Chong (1997) also examined the impact of job content and job information on organization commitment and job satisfaction among Malaysian nurses in large public sector hospital. They found that job information is stronger predictor to nurses job satisfaction and therefore argued that intrinsic factors such as job information and organization commitment also influence nurses job satisfaction. Despite Pearson and Chongs (1997) insight, they stopped short at job satisfaction and did not examine the consequence of job (dis) satisfaction such as intention to leave. However, they did recommend that satisfaction with information cues available to nurses are crucial to determine nurses job satisfaction which may lead to intent to leave or higher job burnout, if not available. Tzeng (2002) examined the impact of working motivational factors as well as job satisfaction factors as independent variables on nurses intention to leave in crosssectional study in Taiwan. He found that low levels of motivation, emotional exhaustion and burnout, and to the poor social image of the nursing profession influenced nurses intention to leave in Taiwans hospitals. This study therefore, suggested that job satisfaction is a multi-faceted construct and should have both intrinsic as well as extrinsic factors to measure job satisfaction (Tzeng, 2002).

METHOD This descriptive design was used as the method of research since it describes the nature of a prevailing conditions and practices, and seeks accurate description of activities, objects, persons and processes. This method is believed to be the most appropriate in securing evidences about the present condition of a group of persons, class or events and may involve conduction, analysis and measurement. The researcher decided to utilize the descriptive method because the study tried to find out the present facts, concerning the present status effective work life due to Evaluating the effectivity of work life balance benefit in motivating employees on increasing compensation.

The formula used was:

Where: WA TW N Weighted Average Total Weight Total no. of respondents

Mean. Mean was used for the central tendencies of the scores in ages of the respondents and for questions. The formula used was: M = fx n

Where: M mean f frequency x - age and/class mark of duration of studying N no. of cases

RESULTS TABLE 1

PROMOTION S STRONGLY AGREE O E 0 0.10 1 0.17 0 0.63 0 0.1 1 1

On Promoting increase in salary SLIGHTLY FAIRLY AGREE O E 2 1.90 3 3.17 12 12.03 2 1.9 19 19 AGREE O E 0 0.9 1 1.5 7 5.7 1 0.9 9 9 AGREE O E 0 0.10 0 0.17 1 0.63 0 0.1 1 1

Tota l 2 5 20 3 30

1 2 3 4 Total

Level of Significance = 0.05 Degrees of Freedom = 9 Critical Value = 16.92 Computed Value = 6.972607 Decision: Accept Ho Interpretation: There is no significant relationship

TABLE 2 How committed are you to a long-term career at your firm? I am fully committed to a long-term career I am somewhat committed to a long-term career I am not sure how long I plan to stay I would prefer not to remain Job Commitment Distribution in Pie Graph 11 19 5 0 31.42 54.28 14.28 0.00

Table 3 How would you rate your job in each of the areas below? Excellent 17 48.57 Good 11 31.42 Average 7 11.42 Poor 0 0 Very Poor 0 0 Job Rate Distribution in Pie Graph

Table 4 Having what you need to do your job Ability to have an to impact 3 8.57 Receiving supervision and 4 11.42 feedback Opportunities for personal 3 8.57 development Opportunities for 25 71.42 advancement Job Need Distribution in Pie Graph

Table 5 Very Very Satisfied Neutral Dissatisfied Satisfied dissatisfied Nature of the Work Itself Pay Benefits Contingent Rewards Opportunity for Promotion Communication Co-Workers Operating Conditions Supervision Leadership Training 5 2 7 10 10 11 13 15 11 10 10 12 16 15 9 11 9 5 6 11 14 12 9 12 6 12 8 5 4 6 4 4 2 2 3 1 3 1 1 1 1 0 2 0 0 0 1 5 2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Problems of Balance 15 Work & Personal Degree of Burnout 12 Current Organizational 18 Effectiveness Change in Organizational 12

Effectiveness TOTAL 161 46 10 0

Table 8 Distribution in Pie Graph

DISCUSSION AND CONCLUSION According to Jackson J.H. and Mathis R.L.(2007) Human resources Managemnet design a system ensuring that the human talent is utilize effective and efficiently accomplish organizational goals. He emphasize that employees is recruit, select, train and manage effectively. They also must be equally and competitively compensated and widely given a range of benefits. Employees are behaving as if there is an psychological contract and assuming that their employers will recognize the agreement. Job satisfaction is a affirmative

emotional condition resulting to a positive work performance while, dissatisfaction occurs when ones expectation are not met. Many employees wanted securities and stable, interesting work and competitive pay and benefits. If these factors are not provided, employees may feel disappointment diminished the need to contribute. The form of job satisfactions that often mentioned include work, pay, rewards, opportunities, supervisions and work relationship. Job satisfaction

influences organizational commitment, which then affects employees outcomes. According to Legge B. (1995) Human resource management has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-

instrumentalist principles.

According to Abraham H. Maslow, the realization of ones existence is determined if the needs of such person is satisfied. Man in nature has basic needs. This includes fundamental physiological needs such as food and water and intermediate psychological needs such as safety, affection and self-esteem. In addition, physical needs of human include clothing, shelter and medicine. These are motivations that initiate, direct and sustain ones behavior. Grusec, Lockhart, and Walter(1990) claimed that motivation refers to the immediate causes of behavior- the internal and external factors that move a person or animal to behave in a particular way at a particular time. However, motive and drive are often used interchangeably. Drive on the other hand, refers to any internal stimulus condition of the organism which impels it to activity. While motive includes the needs, urges, impulses, desires, goals and purposes. These are acquired from the interaction human with the environment. Human senses play a significant role to obtain these motives as well as the condition of the physical environment. Commonly drive includes hunger and thirst. These are primary drives that are regulated and governed by the hypothalamus, a structure found near the base of the forebrain. In this case, nervous system has an important role in to explain the motivated behavior of a person. The respond to stimuli process of human relates the basic process from stimulating the stimulus by the external elements thru the senses and internal elements thru drives to how human behavior is interpreted to the physical environment as a response. Hence the human needs and the environment has an impact to how patients and clients react and behave.

According to Hulin, C. L. (1991), human resources management strategy emphasizing the individual employee as against collective relations between management and labour. Human resource management (HRM) involves management relying less on hierarchy, instruction, and command; and, instead, becoming more participative and open. The aim is to promote cooperative relations between management and employees and to avoid the often adversarial behaviour associated with traditional industrial relations. Where HRM is successful, the employees will be committed to the long-term future of their organization and this, in turn, will help the organization adapt to competitive pressures. There are three basic styles of employee-management relations. Traditionally, collective bargaining, where pay and conditions of employment are negotiated jointly between management and unions, has been the norm, but the coverage of such collectivism has been crumbling across the world. Secondly, in place of collective bargaining some organizations operate strong or weak forms of HRM. However, even more workplaces are authoritarianthe third basic style characterized by managerial prerogative, with no trade union and no HRM.

REFERENCES Allen, J. and van der Velden, R. (2001). Educational mismatches versus skill mismatches: Effects on wages, job satisfaction and on-the-job search. Oxford Economic Papers, 53, pp. 434 542. Bartel, A. P. (1981). Race differences in job satisfaction: A reappraisal. Journal of Human Resources, 16, pp. 295 303. Bashaw, D. (1998). Gender, Earnings and Job Satisfaction: The Case of US Physicians, Ph.D. Dissertation, Belfield, C. and Harris, D. (2002). How well do theories of job matching explain variations in job satisfaction across education levels? Evidence for UK. Applied Economics, 34, pp. 535 48. Bender, K. A. and Sloane, P. J. (1998). Job satisfaction, trade unions and exit-voice revisited. Industrial and Labor Relations Review, 51, pp. 222 40. Brayfield, A. H., & Rothe, H. F. (1985). An index of job satisfaction. Journal of Applied Psychology, 35, 307311 Brief, Arthur P. (1998). Attitudes in and Around Organizations. Thousand Oaks, CA: Sage. Brown, Mark G. (1996). Keeping Score: Using the Right Metrics to Drive World-Class Performance. New York: Quality Resources.

Brown, S.P., & Peterson, R.A. (1994). The effect of effort on sales performance and job satisfaction. Journal of Marketing, 58 (2), 70-80. Casey, K., Fink, R., Krugman, M., & Propst, J. (2004). The graduate nurse experience. Journal of Nursing Administration, 34, 303-311 Clark, A. E. (1996). Job satisfaction in Britain. British Journal of Industrial Relations, 34, pp. 189 217. Clark, A. E. (1997). Job satisfaction and gender: Why are women so happy at work? Labour Economics, 4, pp. 341 72. Clark, A. E. and Oswald, A. J. (1996). Satisfaction and comparison income. Journal of Public Economics, 61, pp. 359 81. Coomber, B., & Barriball, L. K. (2007). Impact of job satisfaction components on intent to leave and turnover for hospital-based nurses: a review of the research literature. International Journal of Nursing Studies, 44, 297-314