WLB 2:
Human resources (HR) are one of the key aspects of the success and growth of an organization, whether
it is a business, government, or non-profit organization. Human resources also design a formal system in
an organization to ensure the optimal use of human talent effectively and efficiently in achieving
organizational goals (Osei Owusu, 2024) (1) (Irma et al., 2020).
Human resources include all people who work in an organization, from management to lower-level
employees, and the various aspects associated with them, such as expertise, skills, knowledge,
experience, and attitudes (Ahmad et al., 2022).
Work-life balance is the level of satisfaction related to the dual roles in a person's life, for example, work
requires workers to work full time or overtime and makes workers not have balanced time for their
families (Maarif & Affandi, 2019)
job satisfaction is an employee's positive perception or evaluation of his/her job and the work
environment in the company (Pasulu et al., 2023)
Work-life balance is a condition in which individuals can organize and divide work
responsibilities, personal life, family life, and other responsibilities free from conflicts
of work life, family life, and career and increase motivation, productivity, and work
loyalty (Mardiani, 2021)
Work-life balance is
defined by Kirchmeyer (Khateeb, 2021) as achieving satisfying experiences in various
aspects of life that require various resources, energy, time, and commitment.
Compensation is anything that employees receive for contributions to the
company, including salaries, benefits, and facilities that can be utilized by employees,
both in monetary and non-monetary forms (Arif et al., 2019)
Compensation is also a reward given
by employees, either directly or indirectly, financially or non-financially, fairly to
employees for contributing to the achievement of organizational goals, where every
company demands compensation to improve employee performance.
Job Satisfaction is a pleasant emotional state resulting from individuals who
evaluate their work as a success or reflect the value of their work (Azevedo et al.,
2023)
According to (Usman, 2019),
job satisfaction is generally an attitude towards work based on an evaluation of various
aspects of employees. A person's attitude towards work describes pleasant or
unpleasant experiences at work and expectations regarding future experiences.
WLB 03
When an individual is employed in an organization, he does not give up his life in
exchange for work rather he attempts to maintain a balance between them. This
balance is necessary for a healthy life and to avoid conflict (Mwangi, Boinett,
Tumwet & Bowen, 2017).
According to Ramesh and Sakthivel (2015), work-family conflict has a significant
negative effect on the outcome of the employees. This is because, when workers
are not able to attend to their family needs, and family leisure, there will be
pressure from the family which may affects the employee (family member) and
organization.
One of the major reasons of the work- family conflict is the long
working hours and the role conflict which is characterized by the work pressure
(Kanai, 2019)
WLB 04
A work-life balance is
a way of life in which one appropriately prioritizes "work" (including career and aspiration)
and "lifestyle" (including fitness, enjoyment, relationships, and freedom)
Jessica Sier (2014) asserts that work-life balance is a more significant factor than monetary
compensation.
WLB 05
Employees are a primary source of
competitive advantage in service-
oriented organizations. In other words,
employees are resources or assets to
organizations.
The performance of
employees could include the quantity of
output, quality of output, timeliness of
output, presence at work, and
cooperativeness.
WLB 06
Human resources in any company is treated as the lifeline, hence it needs to be ensured that
the workers are happy with their jobs, motivated and satisfied. Because human resources is the
essential element responsible for efficient utilization of resources and strategic decision-making,
it allows organizations to have a competitive edge (Thakur & Sharma, 2019).
Moreover, the work and family conflict will reduce with increased balanced involvement of
employes in both work and family.
Balanced employees would give full justice to both their roles and will not
allow any ‘situational emergencies’ to affect the role chronically (Marks & MacDermid, 1996)
WLB 09
Work/Life Balance: n. A state of equilibrium in
which the demands of both a person’s job and
personal life is equal.1
WLB 11
The banking industry is the fastest-
growing sector in the world's economy. Banks are dynamic organizations in any society. They
significantly add value to economic development through the facilitation of business.
NEW
While according to Armstrong (2009), performance management is a systematic process for improving
organizational performance by developing individual performance and team, which is a means of getting
better results by understanding and managing performance within an agreed framework, of which
objectives are planned, as well as competency standards and requirements.
(Dalci & Kosan, 2012), job burnout is no doubt a critical issue demanding considerable attention from
managers and researchers.
CHATGPT
The literature review section of a research paper on the impact of organizational justice on
employee workload and job satisfaction in the educational sector of Pakistan might be
structured as follows:
---
**Literature Review**
Organizational justice is a critical factor in shaping employee perceptions and attitudes within
the workplace. It encompasses the fairness with which decisions are made, procedures are
implemented, and interactions are conducted within an organization (Greenberg, 1987). Several
dimensions of organizational justice have been identified, including distributive justice
(perceived fairness of outcomes), procedural justice (perceived fairness of procedures used to
determine outcomes), and interactional justice (perceived fairness of interpersonal treatment)
(Colquitt, 2001).
Research has shown that perceptions of organizational justice can significantly impact employee
attitudes and behaviors. For example, studies have found that employees who perceive higher
levels of organizational justice are more likely to exhibit higher job satisfaction (Cohen-Charash
& Spector, 2001) and lower turnover intentions (Cohen-Charash & Spector, 2001; Colquitt et al.,
2001).
In the context of the educational sector, organizational justice is particularly relevant due to its
potential impact on teacher workload and job satisfaction. Teachers play a crucial role in the
education system, and their job satisfaction is closely linked to student outcomes (Ingersoll,
2001). High levels of workload and job dissatisfaction among teachers can lead to burnout,
lower job performance, and ultimately, poorer educational outcomes for students (Hakanen et
al., 2006).
Studies specific to the educational sector have found that organizational justice can influence
teacher attitudes and behaviors. For example, a study by Ahmad et al. (2018) in the context of
Pakistan's educational sector found that public school teachers reported higher levels of job
satisfaction compared to their private school counterparts, which was attributed to lower
workload and more flexible working hours in public schools.
While research on the impact of organizational justice on teacher workload and job satisfaction
in Pakistan is limited, existing studies suggest that organizational justice is a crucial factor to
consider in understanding and improving teacher experiences in the educational sector.
In summary, organizational justice is a key determinant of employee attitudes and behaviors,
including job satisfaction and turnover intentions. In the educational sector, where teacher
satisfaction and workload are critical to student outcomes, understanding the impact of
organizational justice is particularly important.
---
References:
Ahmad, Z., Khalid, A., & Gul, S. (2018). Organizational Justice, Workload, Job Satisfaction and
Turnover Intentions of Teachers in Public and Private Schools of Pakistan. *Journal of Education
and Social Sciences*, 8(2), 1-13.
Colquitt, J. A. (2001). On the dimensionality of organizational justice: A construct validation of a
measure. *Journal of Applied Psychology*, 86(3), 386-400.
Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis.
*Organizational Behavior and Human Decision Processes*, 86(2), 278-321.
Greenberg, J. (1987). A taxonomy of organizational justice theories. *Academy of Management
Review*, 12(1), 9-22.
Hakanen, J. J., Bakker, A. B., & Schaufeli, W. B. (2006). Burnout and work engagement among
teachers. *Journal of School Psychology*, 43(6), 495-513.
Ingersoll, R. M. (2001). Teacher turnover and teacher shortages: An organizational analysis.
*American Educational Research Journal*, 38(3), 499-534.
Hanan:
In order to successfully address the difficulties Pakistani university instructors, encounter in
striking a balance between their personal and professional lives, we must identify targeted
interventions and solutions for work-life balance. While research gaps may center on processes
like rigid work schedules, time management training, mental health resources, family
identification and effectiveness assessment support services, and university programs that
emphasize work-life balance, work-life balance emphasizes the common problems of long work
hours, burnout, stress, and health problems. We can better assist faculty and enhance their
general well-being, teaching effectiveness, assessment, and university performance by
identifying and putting these ideas into practice.
Exploring the particular motivations and techniques used by Pakistani teachers to successfully
balance their personal and professional life may be necessary in this study. It's also possible that
knowledge on the contribution family support makes to teachers' ability to maintain a work-life
balance is lacking. You may make a contribution to this study by examining the effects on
teachers' work-life balance and job satisfaction of certain assistance programs or extra
allowances offered by educational institutions. You may offer insightful advice on how educators
might balance their personal lives with their students' needs by filling up these holes.
