Relationship Between Work Hours and Management Supports Towards

8/18/2019 Relationship Between Work Hours and Management Supports Towards

1/21

RELATIONSHIP BETWEEN WORK HOURSAND MANAGEMENT SUPPORTS

TOWARDS WORK-LIFE BALANCESYARIFAH RABIYAH AL ADAWIAH BT SYED BADRUL HISHAM (MH

SUPE

DR" EBI SHAHRIN S

DR" KHAIRIAH BT


2/21

BACKGROUND OF STUDY

The need to have employee with improved WLB (Naithani, 2010).

Nature of work and phyi!al and py!hi!al demand i amon" the key fa!tor

in emer"in" WLB (#ymann and $ummer, 200%).

Lon" W# !an &eopardi'ed employee well*ein" and tre (+-).

/lo*ali'ation ha reulted in indire!twork hour (Lin"ard and ran!i, 2003)


3/21

PROBLEM STATEMENT

Nature of &o* in !ontru!tion indutry (Tan and 4hen", 1335)

i!ontinuou ipered

ivere itin!t


4/21

WLB !onit of (i) time, (ii) *ehaviour, (iii) train and (iv) ener"y (iher, 2001)

Time 6uee'e for dual earner family.

emale entrant motly fa!e diadvanta"ed.

#i"h and e7!eive &o* demand in the indutry.

8na*ility to provide re"ular and reaona*le hour of employment.

4ro&e!t team mana"ement upport and fle7i*ility of workin" hour are other way

*arrier in WLB.


5/21

RESEARCH OB#ECTIES $ %UESTIONS

To identify the level of WLB re!eived *y the employee. (9+1)

What i the level of WLB re!eived *y the employee: (9;1)

To identify the relationhip *etween workin" hour and WLB in the !ontru!tion

or"ani'ation. (9+2)

What i the relationhip *etween workin" hour and WLB in the !ontru!tion

or"ani'ation: (9;2)

To identify the relationhip *etween mana"ement upport and WLB in the

!ontru!tion or"ani'ation: (9+


6/21

OPERATIONAL DEFINITIONS

W+9=L8

B>L>N-

?>N>/?NT

$@44+9T

W+9= #+@9

$tate of e6uili*rium where*y the demand of &o* and

peronel are e6ual

$o!ial upport Trana!tion of interperonaderived from !oworker and upervior

workpla!e.

Personal control of time –

$pendin" too mu!h time on nature of many form o

!ontemporary work.


7/21

CHAPTER 2! WORK-LIFE BALANCEAUTHOR WLB CONCEPTS/ropel (200A) 9eferred WLB a

-

The de"ree where an individual i a*le to imultaneouly *alan!e the temporal demand of *othreponi*ilitie.

=ri!hmeyer (2000) efined *alan!e life

- >!hievin" atifyin" e7perien!e in all life domain whi!h re6uire peronal reour!e li

!ommitment to *e well ditri*uted a!ro domain

iher (2001) $our!e of WLB

- TimeC -ompared amount of time pent at work with nonwork a!tivitie.

- Behaviour C Work "oal a!!omplihment

- $train C third our!e of interrole !onfli!t

- ner"y C a a limited reour!e and relevant to employee *ein" a*le to a!!omplih work andDor n

"oal

Lo!kwood (200 !hallen"e of !reatin" a upportive !ompany !ulture where employee !an fo!u on their &o* w


8/21

THEORY ON WLB

WORK-FIT MODEL

+!!ur when the individual per!eive that they ha the reour!e re6uired in

order to meet the demand u!h that role performan!e i effe!tive.

-apa!ity to view the peron a whole and emphai the worklife e7perien!e

rather than workfamily e7perien!e.


9/21

WORK HOURSAUTHOR WORK HOUR CONCEPTS

Turner et al., (2009) Workers at direct construction activity:

- Reported to work on higher average week of 63 hours copared to ep!oyees who work in site office

regiona! office"

#o!!inson and #o!!inson (200$) %efined working hours as&

- 'aor anageent po!icy on !eadership

- nfora! for of work discip!ines

- Too! to assess and contro! workers* a+i!ity on o+ perforance"

- Way to show their ,power- and ,high coitent- when they can work !ong hours and outside the no

.en Ro+ert (200/) tated that:

- There are difference hours on the actua! work hour*s ep!oyees c!ai to work and actua! work hours th

-1!o+a!iation is one of the factors as the ep!oyees are easi!y reacha+!e through eai! te!ephone and

- %eand fro other country a!so p!ays a ro!e as the organiation needs to open up for arkets custoe

in trading

4an den 5roek et al., (2002) Reason to work on etending hours (evening night ties and weekends):

- ndustria! deands& whereas the production side need to +e on7going +asis

- hift7 work tie +asis is used to cope with the deands"

- To gain aiu returns fro the epensive capita! re8uireent +efore it +ecoe vu!nera+!e


10/21

THEORY ON WORK HOURS

Discrepancy theory

Thi theory i a theory of atifa!tion that emphai'e on the individual differen!e

13E


11/21

RELATIONSHIP BETWEEN WORK HOURSAND WLB

>l*erten et al. (200F)

(ve) relationhip*etween nontandard

W# on WLB

-ooper (1333)

>dvere effe!t onrelationhip *etween

W# and WLBmeaurement.

u&imoto (2005)

-ontrary, howed tron"preferen!e to work

!ontantly and relu!tantto take leave.

Wie et al.(200E)

Nure (ve) impa!t onWLB.


12/21

MANAGEMENT SUPPORTS

• ?ana"ement upport i vital in order to et the !areer plannin" for the employee a it will reultetron" emotional intellli"en!e in their work• mployee know their !areer path.

Watt and dmenon $T9+N/ $@44+9T $G$T? T+ >-#8H BTT9 ?4L+G?NT

•The iportance to show and eecute the idea of +a!ance +y the senior anageent in order to shape W5 cu!ture aongs the ep!oyee"

Turner et al " (2009) L> BG I>?4L

• a) +i!ity to attract higher !eve! of ski!!s worker • +) Reduce the recruitent cost• c) ncrease worker ora!e and o+ satisfaction• d) ncrease custoer satisfaction (as resu!t of c)• e) proved ep!oyee re!ations• f) proved copetitiveness

%unne (200$) BN8T$ + ?>N>/?NT $@44+9T$


13/21


14/21

THEORITICAL FRAMEWORKUNDERPINNING MANAGEMENT SUPPORTS

# o u e

( 1 3 F 1 )

Type of o!ialupportC

1)motional2)8ntrumentalppraial

= a r a t a p e

( 2 0 1 0K K 4ropoed C

Work o!ialupporttren"then thene"ative effe!t

of workfamilyfa!ilitation andfamilyworkfa!ilitation one7haution.

= a r a e k

a n

d

T h e o r e l l ( 1 3 3 0 )

K $u""etedC

/reaterdemand andhavin" le!ontrol at work

i related to"reater work tofamily !onfli!t.


15/21

RELATIONSHIPBETWEEN

MANAGEMENTSUPPORT AND

WLB

WLB initiative!an improve

the 6uality ofemployee

e7perien!e atwork.

?$ vital to theu!!e of WLB

initiative.

mployee how hi"h levelof !ommitment and tron"work ethi! in pro&e!t that

have le fle7i*ility and"reater mana"ement !ontrol

?$ ha poitiveimpa!t on WLB


16/21

FACTORS

LEAD TOWLB

-han"e in natureof workfor!edemo"raphi!.

/lo*ali'ation-han"e in family

tru!ture anddynami!.


17/21

CONCEPTUAL FRAMEWORK

W+9=L8

B>L>N-

W+9= #+@9?>N>/?NT

$@44+9TH H


18/21


19/21


20/21


21/21

T#>N= G+@.

Documents

Relationship Between Work Hours and Management Supports Towards