WORK-LIFE BALANCE AND ITS INFLUENCE TO THE EMPLOYEES’

ENGAGEMENT IN THE BARANGAY LOCAL GOVERNMENT

UNIT OF MAWAB, DAVAO DE ORO

A Thesis presented to
The Thesis Committee, Senior High School
Lorenzo S. Sarmiento Sr. National High School,
Poblacion, Mawab, Davao de Oro

In Partial Fulfilment
of the Requirement of the Subject
Inquiries, Investigation, and Immersion
Major in General Academic Strand

ASNA, KRISTAL JOY F.

ATABELO, BEA NICA R.
BULAWIT, ROSE MARIE A.
CAALEM, ANGELICA JOY G.
CORTEZ, JOVERT U.
CUASITO, KRIANNE DEE L.
GILDORE, CHRISTINE L.
MACAMOS, HERAL JUN C.
MONLEON, JOHNLLOYD
NIZA, KIM NICOLE
TURBELA, JOSHUA C.

March 2023
 Chapter 1

INTRODUCTION

Rationale

In global context, particularly in Saudi Arabia, they concluded that the

utility of employee engagement plays a vital role in increasing organizational

performance and positive employee outcome (Biswas & Bhatnagar, 2019).

However, it was found that Saudi nationals have higher turnover intentions

mainly because of lack of organizational support and recognition (Moussa, 2020).

Employee engagement is a strong predictor of turnover among the civil servants

of Saudi Arabia (Ferreira, 2018). Most of the employees in the U.S workforce

65% of their employees are not engaged, indifferent and neither like nor dislike

their job (Gallup, 2022). Past studies have indicated the negative relationship of

employee engagement with turnover intentions, which means that employees

who are highly involved emotionally and physically at their work, are less likely to

leave their job in near future (Milliman et al., 2018).

In the Philippines, the major aspect of work-life balance for Filipino

professionals is having flexible working hours that are suited to their lives and

needs (Dela Cruz, 2021). Knowing the importance of a good work-life balance is

certainly not enough, it is vital to know how to follow through, to know the must-

dos when it comes to having a reasonable work-life balance (Lessandra, 2021).

A healthy work-life balance allows everyone to excel at work and take care of
their personal wellbeing outside of the office (Whitehead-Smith, 2022). With a

satisfactory work-life balance employers can reap a range of benefits,

productivity is higher, absenteeism is lower, and physical and mental health

improves with a higher commitment and motivation to work (Thomas, 2021).

In Davao City, the issue of low employees’ engagement is one of the

factors affecting the efficiency and productivity at job of an engagement (Dar,

2019). The problem inquiry centered on employees’ engagement is disengage

which leads to this low productivity or the lack of strategies by leaders to

enhance productivity by engaging employee workers (Guhao, 2019). Connected

to the stated that in most organization, employees are poorly engaged in work

which leads to dissatisfaction with their job (Cho, D., & Lim, 2018). This study

endorsed argument that disengaged workers are performing employees’

engagement below the expected potential disengaged employees engagement

have a negative effect on the organization performance (Baofo, 2018). Employee

engagement has adverse impact on the personal life of employee which affects

job performance and indirectly affects the efficiency of an organization as a

whole, it may also come from failure to develop work-life balance (Brooks, 2018).

Furthermore, in Barangay Local Government Unit of Mawab it has been

observed that there are still with poorly employees’ engagement since some

employees are not engaged in enhancing their work-life balance.

Research Objectives

This research aimed to examine the influence of work-life balance in the

employees' engagement of Barangay Local Government Unit of Mawab.

Generally, this study will be conducted to seek answers to the following

objectives.

1. To determine the level of the work-life balance of employees in the

Barangay Local Government Unit of Mawab in terms of:

1.1 Work Life Interference

1.2 Personal Life Interference

1.3 Personal Life Enhancement

2. To find out the level of employees' engagement in the Barangay Local

Government Unit of Mawab in terms of:

2.1 Job

2.2 Supervisor

2.3 Organization

3. To find out the significant relationship between work-life balance and

employees' engagement in the Barangay Local Government Unit of Mawab.

4. To determine which domain of work-life balance that substantially

influences the employees' engagement in the Barangay Local Government Unit

of Mawab.
Hypothesis

The hypothesis of this study would be tested at the 0.05 level of

significance, stating that there is no significant relationship between work-life

balance and employees' engagement. Also, there is no domain of work-life

balance that influence the employees' engagement in the Barangay Local

Government Unit of Mawab.

Review Related Literature

Theories, concepts, facts, information, views, and readings related to work-life

balance and employees’ engagement were presented in this section.

Work-Life Balance

The concept of work -life balance has been defined by researchers in

diverse ways owing to its broad conception. The diversity in definitions originates

from early research on work-life balance as it relates to studies on people having

multiple roles. The concept of work-life balance emerged in the 1930s with

Kellogs as the first organization to embrace it (Lockwood, 2021). Generally, it is

concerned with providing an inclusive range of work options within the limits of

the organizations, so that employees can have the freedom to choose which is

best for them. A balanced life is one in which effort is made towards maintaining

stability in the areas of intellect, emotion, physical, spiritual, and mental

prominent areas of significance (Yadav, Rani 2021). The disregard of one or

more of the identified areas, may affect the quality of the entire. These domains

of life are perceived to be correlative; hence poor understanding and

management of any of these life areas may result in a situation of imbalance in

the life of an individual (Shobitha & Sudarsan, 2018).

Moreover, Clark (2020) defined work-life balance as the measure by which

individuals are proportionately occupied as well as fulfilled with work and family

roles, the balance of work and life is concerned with regulating personal desires

or ambitions and defining reasonable objectives which do not conflict with family

obligations (Parsons, 2022). It should not be understood as suggesting

proportionate balance or equal number of times for one’s work and personal

activities (Ranjan 2020). It is about regulating work patterns to realize fulfillment

both at home and work and allows for organizations to enable employees

combine work with non-work responsibilities and desires. Work-life balance can

also be described as a level of satisfied involvement between the multiple roles in

an individual’s life; it could also be seen as a “fit” in between various roles of life

(Dev & Manoj, 2019).

In addition, work life balance initiatives include organizational policies and

practices that are aimed at achieving a complementary relationship between

work and life at the policies underpin the practices which are targeted at fostering

the autonomy and flexibility of employees: examples of such practices include,

flexitime, compressed hours, job sharing, childcare, self-rostering and

teleworking (Türker, 2021). This state, called work-life balance, can be defined as

an individual's ability to meet their work and family commitments, as well as other

non-work responsibilities and activities in outside work hours, leisure relates to

non-work activities, whereas free time by definition is not committed to any

activity, in the difficulty in defining work-life balance lies in the fact that all these

factors play a role in determining whether the individual feels this balance has

been achieved, achieving a balance is not about giving equal time to each of

these areas, instead, it is having the ability to allocate enough time, labor, and

thought so that individuals are satisfied (Thomas 2021). Some people from lower

socioeconomic strata typically have poor work-life balance (Ramos 2021). When

addressing an employee whose personal problems are affecting his or her work

performance, give specific examples of unacceptable behavior and make clear

the employer's expectations for improvement (Francis 2021).

Work Life Interference. This study undertakes to conceptualize the

bidirectional nature of the work-life interface among India’s health-care workers,

the findings would direct employers, employees and the practitioners involved in

the health-care sector to execute policies and practices that attempt to facilitate

work-life integration among the workers and generate positive organizational

outcomes (Khan, 2022). Employees with higher work-interference with life overall

see work as contributing to their complete lack of involvement in one or more life

domains whereas particularly true in terms involvement in health-related

activities, friendships and leisure because it is important to not just focus on how

work is interfering with an individual’s current roles, but to recognize what roles

they have given up or are unable to maintain because of work (Oberlander

2023). Work interference with other domains affects individual life and job

satisfaction, physical and mental health, and turnover intentions above and

beyond work interference with family roles but there are negative effects on
individual well-being and job attitudes from work-interference with aspects of life

beyond family roles (Fandre, 2023).

Hence, Work Life Interference, the turn of the twenty-first century

witnessed significant shifts in the global work environment that led to employees’

personal and professional lives witnessing dynamic transformations (Shabir

2021). Work-life interference has become the norm rather than the exception for

most employees, who, of late, experience more significant interference in

balancing work obligations and family responsibilities (Khan 2021). Work–life

interference (or lack of balance) is defined as an inter-role conflict where work

demands make it such that one is unable to concurrently meet personal life

demands or vice versa (Baomah 2022).

Research on the intersection of work with personal life has gain

considerable attention in recent years, in both directions work affecting personal

life and vice versa. (Hamadi 2022). Interference of employees’ work with their

home and home with work is an important factor impacting their work

engagement (Damens 2018). As work–life interference relates to well-being and

health, we were interested in exploring possible differences between profiles in

emotional exhaustion, cardiometabolic risk, and health-related behavior (Kerman

2021). The definition of tortious interference includes the wrongful interference in

a business relationship, based on common law tort and contract principles,

courts can order damages to compensate individuals or business owners for

economic harm caused by someone who tortiously interferes with their business

relationships (Stimson, 2023).

 While much of the research and policy focus has been on ways to reduce

work-family conflict, employees have many different life roles and many

employees do not have children or partners (Fandre 2020). Employees with

higher work-interference-with life overall see work as contributing to their

complete lack of involvement in one or more life domains. That is, individuals “opt

out” of life roles in order to more effectively balance other roles (Oberlander

2020). This was particularly true of involvement in health-related activities,

friendships and leisure (Sinha 2020). It is important to not just focus on how work

is interfering with an individual’s current roles, but to recognize what roles they

have given up or are unable to maintain because of work (Friede 2020).

Personal Life Interference. The study results revealed that working

women in a collectivistic culture such as India experience higher work

interference on personal life than personal life interference on work in the health

sector. However, women health-care workers with higher support from their

employers, families and colleagues experienced lower interference levels.

Therefore, health organizations need to put a system in place to ensure the least

interference in women employees’ personal lives by providing both emotional

and institutional support (Shabir, 2022). Personal life interference Stress and

poor work-personal life balance are referred to as key reasons for why

employees refrain from entering managerial careers (Nyberg 2018). The

interface between work and personal life has been recognized as a key issue for

managers, it has seldom been empirically investigated in relation to turnover

(Peristera 2018).
 The mediating role of depressive symptoms in the association between

work-personal life interference and managerial turnover has, to our knowledge,

not previously been investigated (Lineweber 2018). The rules we implement for

ourselves, that give us a framework in which we work and spend time with our

friends and family (Fisic 2022). Studies show that those who have regular

schedules, healthy habits, hobbies, as well as high self-confidence and ambition

are likely to have better work-life balance (Greenhouse 2018).

Personal Life Enhancement. A wide acceptance among researchers is

that personal life enhancement is related to desirable outputs in both family and

workplace area (Ladge, 2019). Personal life enhancement is understood and

defined by several researchers. But there is no single common definition due to

personal life enhancement being subjective (Esmlei 2019). Employers of today

will know that in order to attract and retain the best talent, there is no shortcut

than implementing personal life enhancement policies and as with a change in

environment and value for employees, there has increased employees’ desire for

personal life enhancement & employers in the realization of this are offering

active personal life enhancement support (Thornthwaite, 2022).

Personal life enhancement describes how positive experiences in work

and non-work (home) lives interact to produce gains in satisfaction, health, and

performance (Brough 2018). An extensive body of literature on work–life

interference (WLI) suggests that work may intrude private life in many ways

(Tement 2021).
Employees’ Engagement

Theories, various ideas, points of view, concepts, and related to work/life

balance and towards the employees’ engagement in Local Government Unit of

Mawab, findings from research and publications, and valuable insight from

different authors relevant to related topics of the study are presented in this

section that provides substantive proof to clearly support the research review of

related literature essential for the manifestation of understanding in the study.

The dependent variables are Job, Team, Supervisor and Organization

(Chaudhary, 2018).

Over the past few decades, supervisor behaviors have been recognized

as a key factor for promoting employee performance (Rana and Javed, 2019).

Within the field of positive employees’ engagement (Benevene et al., 2018),

several much evidence pointed out the crucial role of positive supervisor

behaviors, starting from positive leadership styles (Hur, 2020). Moreover, some

evidence showed the positive effect of supervisor integrity and authentic

leadership on performance (Tak et al., 2019). Integrity, emotion management,

respect, and a responsible and considerate approach are crucial competencies

to manage employees positively and to become positive supervisors (Dal Corso

et al., 2019).

Supervisors’ social support is the measure of employees’ perception of the

relationship with their supervisor based on trust, the supervisor’s willingness to

help, fairness in dealing, and so forth. Employee performance results from

frequent interaction with the supervisor to achieve organizational goals

(Rabbanee et al. 2018). Service-providing employees must frequently

communicate with their immediate boss to clarify instructions and goals (Dhir and

Dutta 2020). One viable mechanism for removing negative occurrences is the

availability of social support from the supervisors (Afzal et al. 2019). Social

support from the immediate boss helps resolve problems and develop

employee–supervisor trust (Zeb et al. 2022).

On the other hand, employees’ engagement work directly under the

supervision of their immediate supervisor, and the supervisor is responsible for

the productivity and performance of their subordinates (Rathi and Lee, 2017). In

this way, the supervisors play an important role in building leader-member and

organization-member relationships. As a result, the top organizational

management involves the needs of its employees and provides certain benefits

to them to reduce their leave intention (Alharbi and Abuelhassan, 2020).

The present study investigates the aspect of employee strain triggered by

“people issues,” and specifically, strain driven by having incompatible values with

one’s supervisor (Taras et al., 2020). We focus on the supervisor-subordinate

relationship, because experiencing tension with one’s supervisor could be a key

stressor for employees, as supervisors have legitimate authority over employees

with respect to performance appraisal, compensation, promotion, assignments,

and termination. Moreover, in this era of increased cultural diversity, it is more

likely than ever that subordinates and supervisors will have different cultural

values concerning the nature of work and role expectations (Jun & Gentry et al.,

2019). Supervisors should then emulate the progressive efforts towards their
lower-level employees by practicing actual but fair and moral responsibilities and

providing necessary supervisory support to their subordinates, ensuring they

express a higher organizational commitment and work engagement. As a result,

the employees’ trust in their immediate supervisor and top management

increases, and they feel more obliged and satisfied with their jobs, and their

intention to leave the organization will be significantly decreased. When the

employees feel that top management cares about their well-being, they perform

well and put all efforts into achieving organizational goals (Shi et al., 2021).

It is important for organizations to conduct a thorough organizational

analysis to include important task and behaviors Organizations that are the best

in engaging their employees to achieve earnings-per-share growth more than

four times that of their competitors. Compared with business units in the bottom

quartile, those in the top quartile of engagement realize substantially better

customer engagement, higher productivity, better retention, fewer accidents, and

21% higher profitability. Engaged workers also report better health outcomes.” –

Gallup, “Employee Engagement on the Rise” (Jim Harter, 2018). When an

employee builds an emotional commitment to their organization and draws a link

between their work and a higher purpose, we call this goal an “Engaged

Purpose.” It’s critical to employee engagement that we require every client to

define one and share it with their employees. On a general level, job

performance describes the contribution of an individual to the overall success of

an organization (Koopmans et al., 2020).

 On a more specific and measurable level, job performance can be broken

down into different factors. One of the most important functions of an

organization is to ensure that employees’ engagement is effective in performing

their jobs. However, in recent years, contextual performance is viewed as an

integral part of overall job performance. Now practitioners and researchers view

job performance as moving beyond what is considered effective for performance

on a task. Employees engagement job performance captures this ability of

employees to engage in activities that contribute to the overall well-being of the

organization (Borman & Motowidlo et al., 2021). Organizations must be strong

and resilient to survive against developing employees’ engagement, changes

and increasing competition. Accordingly, these processes faced by organizations

directly affect employees (Karaman et al., 2020). The way to achieve high

productivity in organizations is to show the highest possible performance of

employees’ engagement within the standards (Çalışkan et al., 2019). The high

level of employees’ engagement of organization enables companies to reach

their goals easily (NKtiyok et al., 2019).

Interestingly, while the importance of factors such as job importance and

job usefulness are well studied within organizational contexts, there has been

relatively less attention given to how these factors differ between self-employed

and employed individuals. This is a particularly salient issue given the substantial

role that non-pecuniary rewards have been shown to play within the

entrepreneurial process (Block and Parrish et al., 2020). Indeed, prior research

has indicated that individuals gain greater satisfaction from completing jobs they
deem to be more important (Pratt et al., 2018) and that job importance is

positively associated with overall life satisfaction (Lu et al., 2021).

Moreover, perceptions of job usefulness are an important source of

motivation to engage in work-related activities (Edelson and Joseph, 2020). It is

important to note that our study focuses on self-employment as it relates to both

job importance and job usefulness, and not specifically on engaging in

entrepreneurial endeavors (Burke et al., 2020). To that end, we define self-

employment as individuals who work for themselves, either as freelancers or

owners of their own businesses, and do not work for another employer (Kolvereid

and Isaksen, 2020). This is distinct from entrepreneurship, which is more focused

on the discovery and exploitation of novel opportunities and new venture growth

and development (Davidsson et al., 2018).

Whereas entrepreneurship has traditionally been more concerned with

motivations more closely associated with the creation of financial wealth and

profits (Shane and Venkataraman, 2019), the broader scope of self-employment

has routinely considered the importance of non-financial motivations as a basis

for determining who ultimately decides to pursue self-employment over

organizational occupations (Allen and Curington, 2019). However, even recent

research in entrepreneurship has stressed the lack of homogeneity with regards

to individual’s motivations to pursue entrepreneurship as an occupation

(Sherman et al., 2021).

Furthermore, stressing the lack of uniformity that might exist in terms of

perceptions of the specific importance or relative usefulness of a given job.

Despite the somewhat limited research on the associations between work

importance, work usefulness, and self-employment, evidence from within

organizational settings implies that self-employment could have a positive

relationship with both job importance and job usefulness. Research indicates that

job importance is positively related to intrinsic motivation (Isfahani et al., 2018). In

employees’ engagement, job performance is seen as the ultimate dependent

variable, making its evaluation a capital problem (Villagrasa et Al, 2019). Task

job performance is defined as behavior that is directly tied to work completion

and task-related behaviors contribution to the organization (Kappagoda, 2018).

Job performance is defined as behavior that is directly tied to work

completion and task-related behaviors contribute to the organizations

(Kappagoda, 2018). Employees engagement represented in the quality and

quantity of certain job results and deliverables (Nini, 2019). When researchers

look on interpersonal assistance, they can properly claim to be researching one

component of contextuals job performance (Motowidlo, 2021). Adaptive job

performance is an employee's capacity to adjust to quickly changing work

settings on an individual level, and being adaptive can lead to better job

performance and career success (Towler, 2020).

Job. The effects of work engagement on job performance as a predictor

have been an increasing topic of employees’ engagement study highlighted

many advantages to employee engagement. Engaged employees exhibit high

energy and strong mental resilience, and they tend to voluntarily invest

considerable effort in their assigned tasks (Kim et al., 2020). We also believe that
employees who have already assigned intrinsic value to their jobs find their work

worth doing, feel enthusiasm toward addressing potential issues and problems at

work, and are highly engaged in integrating different perspectives to come up

with innovative ideas for increasing their output (Walumbwa et al., 2019).

Moreover, when employees feel that their work makes a great contribution

to others, they are more committed and give more of their energy to work, which

in turn enhances their work output (Al-dalahmeh et al., 2018). Employees then

feel greater job satisfaction and identify more closely with their organizations

(Mostafa and Abed El-Motalib, 2020), which thus enhances their work

performance (Yuen et al., 2018; Miao et al., 2019).

We elucidated the positive impact of job meaningfulness on employee

performance through the potential mediating role of work engagement, meaning

that individuals who believe their jobs offer intrinsic consider their work worth

doing, feel excitement about addressing work-related issues and problems, and

are highly driven to integrate different perspectives to come up with innovative

ideas, which tends to guarantee enhanced work output (Walumbwa et al., 2019).

This can be achieved through approaches such as employee’s engagement

attention to tasks that encourage them to realize themselves; involving

employees in making decisions that make their work more impactful and useful to

others, including in redesigning jobs; and developing social connections between

employees and public sector clients (Jo et al., 2018; Martela and Pessi, 2018).

The results also show that the presence of coworker social support leads to the

presence of employee job performance and that its absence leads to the
absence of employee job performance in one configuration in each case

(Tremblay, 2018).

In fact, several authors have concluded a positive and direct relationship

between transformational leadership and employee job performance (Buil et al.,

2019). Workers who feel that their work has a positive impact on other people will

dedicate more time and energy to carrying it out, which in turn will improve their

job performance (Juliani & Purba, 2019).

Supervisor. A supervisor's management style can make or break an

employee's level of engagement. If employees perceive that their manager is too

controlling or micromanages their work, they are much more likely to disengage

(Modell, 2023). According to the motivational approach, supervisors positively

influence employees’ outcomes by enhancing their positive feelings (Falco,

2021). Over the past few decades, supervisor behaviors have been recognized

as a key factor for promoting employee engagement (Shin and Hur 2020).

Moreover, the literature suggested that positive supervisors positively

influenced employees’ outcomes through a motivational process mediated by

employees’ positive feelings, such as the fulfillment of one’s needs and work

engagement (Dal Corso, 2019). In fact, attention from supervisors can be

important for young adult workers since they prefer to work with leaders who

offer coaching and caring (Valenti, 2019). Communication scholars have

suggested that employees’ perceptions and evaluations of supervisor support

reflect their interactions over time (Haas, 2020).

 For instance, delineated how a supervisor’s material support helped

workers quickly bounce back from the unexpected challenge of homelessness

and ultimately return to work with great appreciation (Gist-Mackey and Guy,

2019). A recent study also reported that respectful treatment from supervisors

enhanced young adult workers’ occupational resilience (LaGree 2021). On the

other hand, frontline employees work directly under the supervision of their

immediate supervisor, and the supervisor is responsible for the productivity and

performance of their subordinates. In this way, the supervisors play an important

role in building leader-member and organization-member relationships. As a

result, the top organizational management involves the needs of its employees

and provides certain benefits to them to reduce their leave intention (Alharbi,

2020).

However, the employees’ trust in their immediate supervisor and top

management increases, and they feel more obliged and satisfied with their jobs,

and their intention to leave the organization will be significantly decreased. When

the employees feel that top management cares about their employees

engagement, they perform well and put all efforts into achieving organizational

goals (Shi et al., 2021). Though top management frequently moves from one unit

or team to another, team leaders are responsible for their coworkers’ activities

and performance. They must manage subordinates’ tasks towards organizational

goal achievement. Additionally, in museums, the provision of supervisory support

and strong exchange behaviors between leaders and subordinates not only

establishes a conducive environment for developing a mutually beneficial

leaders-subordinate relationship but also provides opportunities for promoting

strong collective trust and deepening employee job attitudes toward the museum

by strengthening employee-related factors, which may reduce employee leave

intention (Mete et al., 2021).

In addition, employees perceive their supervisor as a change agent and

develop a strong exchange relationship that differs from those they had with their

organization. Employees strongly engage in long-term interactions with their

organization and supervisors. As discussed earlier, employees are highly

concerned about their value in the organization (Eisenberger et al., 2022). They

develop exchange relationships with the organizational change agents

supervisors only when they acquire more freedom, value, and appreciation of

their contribution towards goal achievement and employees engagement. Hence,

employees maintain a balance in the exchange relationships with their

organization by demonstrating positive work outcomes based on the employer’s

commitment towards an individual and strong organizational support (Fukui et al.,

2019). Thus, the leader gives benefits to subordinates through transformational

leadership and empowerment strategies, and subordinates in turn increase

responsiveness to the leader by aligning their behaviour and performance in

accordance with supervisory preferences (Gao, 2020).

Additionally, these results are in line with the proposition raised in this

study and with previous studies, where social support from coworkers was

revealed as a stronger predictor of task performance than social support from

supervisors (Simard, 2018). Employees' personal lives can affect their ability to
do their jobs and interact with co-workers, supervisors and clients (Beaureguard

2019).

Organization. Much less attention has been given to organization

engagement, which is a distinct but related target of employee engagement

(Gruman, 2021). Employee engagement is the level of connection and

commitment employees experience towards their company. Engaged employees

have a personal stake in their organization’s success and regularly go above and

beyond in their roles (Postelnyak, 2023). An organization that supports and

encourages employee engagement is going to do better overall (Mosely, 2018).

If employees feel like their work has meaning and they’re valued by an

organization, they’ll be more inclined to work harder (Urwin, 2023). Employee

engagement isn't a silver bullet, but it can have some pretty miraculous effects on

your organization and it doesn’t just correlate with great organizations, it can

create great organizations (Wickham, 2020). Employee satisfaction is incredibly

important to an organization, happy employees are loyal and prove to be a great

asset to the organization and also they are likely to tell others about the fantastic

place they work, making them company advocates (Herman, 2022).

Early approaches to organizational effectiveness focused on

organizational effectiveness by success. Organizational effectiveness is defined

“as agility in decision-making, innovativeness, adaptability to the changing

environment, competing with rivals, optimal utilization of resources and talent

retention”. Therefore, the workplace's primary goal is to operate an efficient

organization. However, organizational culture develops over time as a result of

the flow of time (Hartnell et al., 2019). Nevertheless, in the modern global

economy, organizational effectiveness is of utmost importance for businesses, as

numerous organizations face cultural challenges. Therefore, to succeed, an

organization should handle and sustain organizational behaviors that align with a

dynamic global environment (Abatecola et al., 2020). Researchers are interested

in the elements that determine organizational effectiveness. Prior studies have

established organizational culture as a crucial factor (Mathew, 2019).

Misalignment of an organization's culture with its principles, beliefs,

methods of accomplishing tasks, communications, and strategic direction can

limit its effectiveness (Shao et al., 2019). Recognizing the archeology, cultural

dimensions, and behaviors and thought processes that build and maintain

organizational culture is critical to improving the target organization's

effectiveness (Moon et al., 2018). Furthermore, organizational culture influences

how workers communicate at work. Workplace culture also encourages healthy

competitiveness at the workplace (Al Halbusi et al., 2020).

Consequently, a supportive organizational culture encourages workers to

form positive relationships (Berger et al., 2019). Therefore, an organization's

culture extracts the best out of each team member and increases its

effectiveness individually and collectively. Organizational culture is a product of

the simultaneous contact between employees and managers (Klammer et al.,

2019). In this study, we have considered organizational resistance as a key

variable because it is each organization's desire to achieve competitive

advantages, but the changes in an organization are persistent because of the

rapidity of changes in the external and internal environment (Lenka et al., 2018).

Thus, all organizations desire and struggle to change positively to

maintain their competitive advantage. Organizations must employ different

strategies to ensure that they remain ahead of their competitors. Sometimes, top

management requirements change to increase employees’ innovation and

efficiency. Therefore, organizations promote change, hoping that employees will

perform better and develop their understanding. However, employees might look

at it differently. Their attitude toward change may be positive or negative, and this

change can affect the organization's performance and can cause the

organizational change to fail (Lorenzo et al., 2018). Employee Engagement is a

fundamental concept that helps to understand and describe both the aspects

which are qualitatively and quantitatively, it can also be defined as the

relationship between an organization and its employees (Azmi,2022). In

organizational contexts, such difficulties may encompass loss of members,

disruption in structures, toxic workplace interactions, or failed entrepreneurial

ventures (Buzzanell, 2018).

When employees have a positive relationship with their organization

through open and trustworthy communication, the organization is more capable

of enhancing resilience at work (Kim & Leach, 2021). Employees engagement

with high levels of cooperative and persistent personality qualities are more likely

to participate in extra-role actions at work that support and preserve organization

(Santee, 2021). At the organizations level, when employees are adaptive, this
can lead to gains in change management, organizational learning and customer

satisfaction (Park, 2019).

Correlation Between Measures

There is notable relationship between the two variables in which the work-

life balance relatively influences employee engagement. Work-life balance is

positively and significantly affecting employee engagement and it proves that the

work-life balance increases employee engagement (Arief, 2021). The relation

between the work life balance and employee engagement is a very obsolete

topic in recent year for increasing the deficiently of employee work life balance by

reducing the cynicism (Raza, 2018).

In addition, work-life balance addressing the individual’s social

responsibilities and personal values, primarily by way of the organizations

themselves fast adopting new policies on social responsibility and personal

motivation is also explored as a key element in executing socially responsible

policies also it concludes that social responsibility is a key factor in keeping

employees engage are motivated (Icheva, 2020). Work-life balance helps guides

to stay motivated and perform better at their job and they can focus more

productively on the given tasks and can give their best to inspire their employees

and people (Zoccoli, 2019).

Moreover, work life balance is the most important challenge nowadays is

getting your employees through employee engagement (Pandita, 2018).

Employee engagement influences work-life balance and what are the factors that

organizations might consider when they strategize employee engagement and

work-life balance, yet it shows that there is any relationship between employee

engagement and work-life balance (Singhal, 2018). Work-life balance and

employee engagement have received attention in practices, but work-life balance

is expected to act as a mediator in the relationship between religiosity and

employee engagement since, religious belief can strengthen the positive

relationship between work-life balance and employee engagement (Minh, 2020).

On the other hand, it indicates that work-life balance positively impacts on

employee engagement and in terms of mediation effect, work-life balance,

mediates the relationship between working condition and employees’

engagement also, work-life balance mediates the relationship between the

relationship with supervisor and employee engagement (Dinh, 2020). The work

life balance strategies should be developed and implement at the strategy level

and managers awareness of work life balance issue have a big impact for

engagement of employees and companies in work life balance policy (Gross-

Golacka, 2022). As such, employees' ability to achieve work life balance with

organizational support should lead to a higher job engagement, commitment, and

better job performance but it is imperative to have work life balance practices in

organizations to support employees in order to ensure their well-being and thus,

increase their engagement and retention (Zainol, 2019).

Furthermore, work-life balance and employee engagement are regarded

as factors or catalysts with the potential to ensure a firm's continuous growth,

hence, imbalance between work and personal life causes higher stress that

might lead to greater turnover intention among employees (Jaharuddin, 2019). It

explored relationships between work life balance and employee engagement.

Exhausted employees who fail to achieve work-life balance are likely to withdraw

their engagement and voice in organizations (Cheng, 2020).

The preceding presentations and discussions of various literature

significantly helped and brought the focus on the importance of the work-life

balance to employees' engagement. The cited literature also assisted the

researchers in recognizing that work-life balance has a significant relationship on

the employees' engagement among Barangay Local Government Unit in Mawab.

Theoretical Framework

This study is anchored on the social support Theory of Cohen & Wills

(1985) which stated that employees’ engagement provides individual work-life

balance which also proposed that having a good work-life balance provides

oneself with energy, self-efficacy, and a positive attitude, which can intrinsically

motivate and energize employees to be engaged in their work. Positive role-

related experiences or emotional responses to one role can increase one’s

involvement with another (Rothbard, 2001). Furthermore, when individuals have

positive feelings for one’s job role in the workplace, it can encourage one to

perceive positive work-life balance aspects and vice versa (Marais, et al., 2014).

Also, this study is supported by the proposition of Pasay-an (2014) which

stated that there are three factors that affects work-life balance: work life

interference, personal life interference, and personal life enhancement. Several

studies found evidence in the work-life balance literature that when organizations
or supervisors care about their employees’ personal and professional well-being,

employees tend to reciprocate by helping them achieve their goals through

improved performance (Campo et al., 2021).

Moreover, this study will also use the proposition of Maylett (2008) that

there are three factors affecting the employees’ engagement namely: job,

supervisor, and organization. Higher productivity and efficiency are key benefits

of employee engagement for employers and also, employees who are willing to

show up and are consistently engaged in the work environment have a greater

commitment to quality and safety work (Gallup, 2022).

In addition, this study is supported by the social exchange Theory of

Eisenberger & Huntington (1986) which states that employees’ engagement lies

when employees feel that the company helps the balance of work and personal

life and with reciprocal norms, employees feel obliged to reciprocate the facilities

given by the company by providing better attitudes and behavior in the

workplace. Employees who are engaged in their works have more flexible

working hours and able to take responsibility in their lives (Downe & Koekemoer,

2011).

Lastly, this study also anchored by a proposition of Mohd, et al., (2016),

states that the factors that can influence employee engagement are reward, work

environment, and work-life balance and there is a significant connection between

work-life balance and employee engagement. Reward can reduce complaints

regarding compensation/payment, reduce turnover, reduce absenteeism, and

reduce employee performance problems (Scott & McMullen, 2010).

Conceptual Framework
Presented in Figure 1 is the conceptual framework of the study. The

independent variable of this study is work-life balance with the following

indicators: work life interference which refers to more experiences and balancing

work obligations, personal life interference which refers to have control over

personal activities, personal life enhancement which refers in enhancing their

health, knowledge, and skills (Pasay-an, 2014).

The dependent variable is the employees' engagement with the following

indicators: job which refers to a profession, occupation, trade and vocation,

supervisor which refers to a person in charge at your job, who monitor you as

you work, organization which refers to a group of people who work together

(Maylett, 2018).
 Independent Variable Dependent Variable

Work-Life Balance Employees’ Engagement

 Work life interference  Job

 Personal life interference  Supervisor

 Personal life enhancement  Organization

Figure 1. The Conceptual Framework of the Study

 30

Significance of the study

The findings of this study serve as the foundation for the Local

Government Unit of Mawab in developing work-life balance management when it

comes to work-life interference, personal life interference, and personal life

enhancement in various offices in the Municipality of Mawab as they reflect on

their employees’ engagement. The results of this study will also give insights to

the barangay officials, it may assist them in supporting the work-family balance of

their employees through family-friendly policies and practices that help

employees engage in their work and life responsibilities. Furthermore, the

findings of this study will eventually benefit the employees with an incentive to

continue engaging and working on their everyday tasks since this study will be

conducted to evaluate work-life balance and its influence to the employees’

engagement in Barangay Local Government Unit of Mawab which will help

employees’ ability to achieve their work-life balance with organizational support

that would lead to higher job engagement, commitment, and better job

performance.

Finally, the result of this study may benefit the future researchers in

creating innovative research that is co-related with this topic thus the ideas

presented in this study. This may be used as reference data in conducting new

research or in testing the validity of other related findings. This study will be able

to serve as their cross-reference that will give them a background or an overview

of what is the influence of work-life balance to the employees’ engagement.

 31

Definition of Terms

For the reader to have a better understanding of the terminologies used in the

study, the following terms are defined operationally and conceptually.

Work-life balance. As defined by McLean (2022), is the state of

equilibrium where a person equally prioritizes the demands of one's career and

the demands of one's personal life. Operationally, work-life balance is the state

where a person chooses to equally prioritize the demands of work and career

and the demands of their personal life.

Employee engagement. is the degree to which employees invest their

cognitive, emotional, and behavioral energies toward positive organizational

outcomes (Kitto, 2019). As it is used in the study, employee engagement is the

extent to which employees feel passionate about their jobs, are committed to the

organization, and put discretionary effort into their work.

 32

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