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Abstract
In emerging cultures, job satisfaction and work-life balance are ongoing factors in gaining the ultimate competitive advantage for organizations. Work-life balance is a core ingredient for job satisfaction and for quality work performance, and employees need to have a sense of commitment to their jobs. The study attempts to determinethe extent to which work-life balance has a moderating effect onjob satisfaction in a call centre organization. The approach for the study was quantitative, and a self-developed questionnaire was the research instrument. The sample was107 employees and, both descriptive and inferential statistics were utilized. A probability random sampling technique was chosen. As evidenced in the study, room for improvement was required with both job satisfaction and work-life balance and; the validity and reliability for the study were high. The hypothesis for the study was partially accepted. In addition to a significant relationshipthat exists between the main constructs, work-life balance does have a moderating effect onjob satisfaction. The results and recommendations provide anecdotal evidence to call centre managers and policy makers to reach new levels of operations in order to meet their strategic intent and goal attainment.
Highlights
Competitive challenges and the convergence of trends forces organizations to review their daily practices spelling the need for quality leadership with strategic intentions to map out processes to accommodate employee needs for performance, productivity and end results. Belcourt and McBey (2016) asserts that environmental scanning is the monitoring of factors that influence the organization to identify factors that may affect organizational and HR strategies
The analyses indicate that little improvement is needed in terms of supervisory support
The recommendations for job satisfaction and work-life balance solves many operational problems which leads to optimal performance and for 21st century organizations that strive to meet their goals
Summary
Competitive challenges and the convergence of trends forces organizations to review their daily practices spelling the need for quality leadership with strategic intentions to map out processes to accommodate employee needs for performance, productivity and end results. Belcourt and McBey (2016) asserts that environmental scanning is the monitoring of factors that influence the organization to identify factors that may affect organizational and HR strategies. It is worker attitude toward job, including rewards and, organizational and physical characteristics of the environment where work is performed (Leap & Crino, 1993 cited in Bakotic & Babic, 2013). Remuneration, career advancement, colleagues, and managers’ support, amongst others play an important role in obtaining employee job satisfaction (Hasan & Teng, 2017). Factors such as, lower convenience costs, higher organizational and social and intrinsic reward increases job satisfaction (Mulinge and Mullier, 1998, cited in Babotic & Babi, 2013) absenteeism, stress and burnout affect productivity, compelling continuous workplace improvements for the avoidance of any form of hindrance with productivity. Satisfied employees work with more effort and are likely to remain with the organisation
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