Developing a work-life balance model towards improving job satisfaction among medical doctors across different generations

Abstract

HR practitioners consider employee work life balance (WLB) is important in fostering employee engagement and job satisfaction. It the dividing line between work-life and personal-life where a separation is formed between an individual’s career, business, profession, and every other domain that adds up to the individual’s total life. WLB is achieving the desired combination of participation in both work and other segments of life. This combination does not stay stagnant but changes as an individual has changes in commitments and responsibilities. In today’s economic setting, WLB is an important workplace trait and is growing progressively significant to maintain a healthy and inspired work force. However, for doctors who work around the clock in deed of saving human lives compromises their personal obligations. Research indicates that doctors workload is too heavy and as result it leads to [poor WLB and reduce job and life satisfaction. Given this, the purpose of this study is to investigate comprehensively how doctors belonging to different generations perceive their WLB and associate it with their levels of job satisfaction. A total of 158 completed questionnaires were collected using simple random sampling methodology from practicing doctors both is public and private sectors. Results of descriptive and inferential analysis revealed that majority of the doctors are not enjoying a balance work-life integration given their work commitments especially managing employers and patients expectations. The result also indicate that doctors born prior to 1980’s who have been in the field longer perceive better work life balance that led to a higher job satisfaction. Number of factors was found as stumbling block to foster better WLB and employee engagement such as organizational culture, leadership, family and individual factors. Management should embrace a vision for the hospitals that supports flexibility as doctors finds time to be the most expensive commodity. Greater WLB can be accomplished with right support system ranging from the tools used to work right up to the organizational leadership and culture. The leaders of the business should hold strongly to “walk the talks” culture where they themselves practice WLB and encourages it. Organizations need to own and grab attention of doctors of both generations in delivering and promoting WLB. Leveraging the family friendly WLB programs develops engagement and employees are productive, happier and motivated. Managerial implications for human resource practice and future research directions are provided.