Quantitative Analysis of the Interplay Between Organizational Culture and Work-Life Balance Strategies Among Employees in the Education Sector

Abstract

In order to maintain a competitive advantage in the war for talent, an increasing number of businesses are providing their employees with perks such as the opportunity to work from home, flexible work hours, and longer periods of time off for vacation. Despite the fact that this strategy has assisted a large number of organisations in attracting high-quality people, the question of what the actual benefit is of encouraging work-life balance in the workplace remains unanswered. In today's businesses, interacting with WLB presents a number of challenges that need to be surmounted before success can be achieved. Work-life balance has, throughout the history of higher education, always been ranked on an even-numbered week. Within the framework of the higher education system, there are a number of different subsets that have the option to zero in on a specific subject. This study's objective is to investigate the ways in which academics' workloads are split up and to identify the factors that contribute to either their accomplishment or their failure in striking a healthy work-life balance. The researcher reasoned that as a result, it would be prudent to leverage the existing literature base in order to investigate the work-life balance at a variety of different higher learning institutions. This trend is encouraging for WLB because it indicates that workers who asked to participate in work-sharing did so for a longer amount of time than they had originally planned to do so. It also communicates that leadership is flexible with employees who are unable to commit to working a full 40 hours per week, which is a very positive message to send. An SPSS analysis and a number of other tests were carried out in order to assist in shedding light on the situation. According to the findings of this study, researchers in the private education sector of Ireland should investigate the relationship between age and the stage of a person's career, as well as the connection between intent to leave and employee engagement. The findings of the study indicated that WLB had a weak relationship with both employee engagement and employee retention. It is recommended that the author supplement the results of his or her quantitative study with in-depth interviews with the measured variables and an approach that is longitudinal in nature.