Date post: | 06-Jul-2018 |
Category: |
Documents |
Upload: | syarifah-rabiyah |
View: | 214 times |
Download: | 0 times |
of 21
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
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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)
8/18/2019 Relationship Between Work Hours and Management Supports Towards
3/21
PROBLEM STATEMENT
Nature of &o* in !ontru!tion indutry (Tan and 4hen", 1335)
i!ontinuou ipered
ivere itin!t
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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+
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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
- $train C third our!e of interrole !onfli!t
- ner"y C a a limited reour!e and relevant to employee *ein" a*le to a!!omplih work andDor n
"oal
Lo!kwood (200 !hallen"e of !reatin" a upportive !ompany !ulture where employee !an fo!u on their &o* w
8/18/2019 Relationship Between Work Hours and Management Supports Towards
8/21
THEORY ON WLB
WORK-FIT MODEL
+!!ur when the individual per!eive that they ha the reour!e re6uired in
order to meet the demand u!h that role performan!e i effe!tive.
-apa!ity to view the peron a whole and emphai the worklife e7perien!e
rather than workfamily e7perien!e.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
9/21
WORK HOURSAUTHOR WORK HOUR CONCEPTS
Turner et al., (2009) Workers at direct construction activity:
- Reported to work on higher average week of 63 hours copared to ep!oyees who work in site office
regiona! office"
#o!!inson and #o!!inson (200$) %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
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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 $@44+9T$
8/18/2019 Relationship Between Work Hours and Management Supports Towards
13/21
8/18/2019 Relationship Between Work Hours and Management Supports Towards
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 $u""etedC
/reaterdemand andhavin" le!ontrol at work
i related to"reater work tofamily !onfli!t.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
15/21
RELATIONSHIPBETWEEN
MANAGEMENTSUPPORT AND
WLB
WLB initiative!an improve
the 6uality ofemployee
e7perien!e atwork.
?$ 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
8/18/2019 Relationship Between Work Hours and Management Supports Towards
16/21
FACTORS
LEAD TOWLB
-han"e in natureof workfor!edemo"raphi!.
/lo*ali'ation-han"e in family
tru!ture anddynami!.
8/18/2019 Relationship Between Work Hours and Management Supports Towards
17/21
CONCEPTUAL FRAMEWORK
W+9=L8
B>L>N-
W+9= #+@9?>N>/?NT
$@44+9TH H
8/18/2019 Relationship Between Work Hours and Management Supports Towards
18/21
8/18/2019 Relationship Between Work Hours and Management Supports Towards
19/21
8/18/2019 Relationship Between Work Hours and Management Supports Towards
20/21
8/18/2019 Relationship Between Work Hours and Management Supports Towards
21/21
T#>N= G+@.