Abstract
Work-life balance entails to the working arrangements that ensure an employee's personal and professional duties are balanced. Poor work-life balance is a key risk that jeopardizes employee well-being, performance, and organizational effectiveness. Most employees find it difficult to strike a balance between their personal lives and their work obligations. Work-life balance is linked to the stability between the time and effort employees devote to work and also attend personal responsibilities to maintain an overall sense of synchronization in life. State corporations such as Geothermal Development Company are currently operating in an extremely competitive environment. This demand for more responsiveness and efficiency of employees that is brought about by Work-life balance as adopted in private organizations. The main objective of this study was to investigate the influence of work-centred life and employee performance at Geothermal Development Company. The anchor theory of the study was Spill-over Theory that was reinforced by Compensation Theory. The study adopted a descriptive research design. Data was collected using structured questionnaires from the senior management, middle management, and lower-level support staffs of Geothermal Development Company. The target population of the study was 341 and the study’s sample size was 102. The study used stratified random sampling. The researcher conducted a pilot study using 10% of the respondents before the questionnaires were distributed for data collection. Pre-testing and expert opinion were used to examine the instrument's validity. The instrument's dependability was tested using the Cronbach’s alpha reliability test. The qualitative data was analyzed with the aid of SPSS version 26.0. Inferential statistics (correlations and regression analysis) was used by the researcher to show the relationship between independent and dependent variables. Pearson correlation helped in envisaging and defining the relationship between the variables. Data was presented on tables and figures. Pearson correlation helped in envisaging and defining the relationship between the variables. The study established that work-centred life had a significant influence on employee performance. The study concluded that work-centered life had significant influence on employee performance. The researcher recommends that the management of GDC should enhance their policies on work-centred life by formulation and implementation of modern policies, and this should be cascaded down to departmental level. The Human Resource department at GDC should reconsider its policies on flexi working arrangements, organization wellness programmes, job sharing as well as employee health as way of motivating employees to improve their performance. 
 
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Highlights
1.1 Background of the Study Employees are a highly valued asset in any company (Baral & Bhargava, 2010), who say that a successful and productive company can be readily accomplished by actively involving employees in the process of increasing performance
Asiedu-Appiah, Frempong, and Dufie-Marfo (2016) established that staff in the banking sector were not able to balance their daily routines and life; this resulted on employees absenteeism, and this provides a contextual gap, while Kithae and Kieno (2016) established that lack of work-life balance increases employee burn out that has a negative effect on employee performance and this study provides a methodological gap, this research was filling the informational gap regarding employee performance in state corporation in the energy sector as the subject under the study, the research tends to establish the relationship between work-life balance and employee performance at Geothermal Development Company (GDC)
The study used regression analysis to investigate the impact of work-centred life on employee performance, despite the fact that it indicates the degree in which predictor factors explain variance in the response variable
Summary
1.1 Background of the Study Employees are a highly valued asset in any company (Baral & Bhargava, 2010), who say that a successful and productive company can be readily accomplished by actively involving employees in the process of increasing performance. Appropriate conduct and the successful use of information, skills, and expertise result in a high performance rate. Et al (2002) says employee performance has two dimensions: efficiency (or use of resources) and efficiency (fulfillment of needs), and work satisfaction. Armstrong (2012) contends that performance is a performance of everything organized or performed, performed and worked out. This alludes to the achievements and indicates that the achievements are about the effort and the achievements (Armstrong, 2012). The results or results of the task are employee performance. This is the final outcome (Dunnette & Fleishman, 2011)
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