Balancing Work and Family: Strategies for Employee Retention and Motivation

This presentation covers effective strategies for balancing work and family to improve employee retention and motivation. Topics include employee rights, coaching, labor laws, communication skills, and organizational culture. The main objective is to help employees balance work and family, with a focus on better performing employees being rewarded, long-term serving employees receiving promotions, and all employees being involved in decision making. The presentation also emphasizes the importance of communication, employee motivation, building trust and respect, and organizational culture. References are provided for further reading.

People culture
contemporary leadership
Student:
Institution:

Training objective
The main agenda is to have knowledge on
how to help employees balance work and
family.
This program will cover the following topics;
Communication skills
Employee motivation
Building trust and
respect
Organizational culture
•Employee retention
•Rights of employees
•Coaching
•Labor laws

Employee motivation
Better performing employees should be
rewarded.
Long term serving employees should get
promotions (Greenhaus et al. 2003, 531).
All employees should be involved in decision
making.
People should work with flexible schedules.
Leisure is important in increasing
productivity (Collay, 2002, 96).

Communication
The management should establish effective
communication networks (Berg et al. 2003, 99).
Communication should be done formally.
National holidays should be communicated.
Those who do well should be appraised
before all employees (Haddock et al. 2006, 234).

Rights and freedoms
Employees have rights to form labor unions.
Women should enjoy paid maternity leaves.
Workers should have a right to off days and
weekend rest (Premeaux, et al. 2007, 714).
Over time work should receive adequate
compensation.
There should be risk and accident
compensation for in case of injury at work
(Hill et al. 2001, 49).

Organizational culture
Employees should be given protective gears.
Adequate compensation in case of accidents
while at work (Rangott, 2010, 7).
Managers should team leaders and role
models.
Employees must be oriented with the safety
and security regulations (Tremblay, 2002, 151).

References
 Berg, P., Kalleberg, A.L. and Appelbaum, E., 2003. Balancing work and family: The role of
high‐commitment environments. Industrial Relations: A Journal of Economy and
Society, 42(2), pp.168-188.
 Collay, M., 2002. Balancing work and family. Tenure in the sacred grove: Issues and strategies
for women and minority faculty, pp.89-106.
 Greenhaus, J.H., Collins, K.M. and Shaw, J.D., 2003. The relation between work–family
balance and quality of life. Journal of vocational behavior, 63(3), pp.510-531.
 Haddock, S.A., Zimmerman, T.S., Lyness, K.P. and Ziemba, S.J., 2006. Practices of dual earner
couples successfully balancing work and family. Journal of Family and Economic
Issues, 27(2), pp.207-234.
 Hill, E.J., Hawkins, A.J., Ferris, M. and Weitzman, M., 2001. Finding an extra day a week: The
positive influence of perceived job flexibility on work and family life balance. Family
relations, 50(1), pp.49-58.
 Premeaux, S.F., Adkins, C.L. and Mossholder, K.W., 2007. Balancing work and family: a field
study of multi‐dimensional, multi‐role work‐family conflict. Journal of Organizational
behavior, 28(6), pp.705-727.
 Rangott, M., 2010. Balancing Work and Family. Advocate: Newsletter of the National Tertiary
Education Union, 17(3), p.7.
 Tremblay, D.G., 2002. Balancing work and family with telework? Organizational issues and
challenges for women and managers. Women in Management Review, 17(3/4), pp.157