MBA401 - People, Culture & Leadership: Work-Life Balance at Probuild

This presentation addresses the critical aspects of people, culture, and contemporary leadership, focusing on strategies to help employees balance work and family life. Key areas covered include employee retention, employee rights, coaching, labor laws, communication skills, employee motivation, and building trust and respect within the organizational culture. The presentation emphasizes rewarding high-performing employees, promoting long-term service, involving employees in decision-making, and offering flexible schedules. Effective communication networks, formal communication protocols, and timely appraisals are also highlighted. Furthermore, the presentation underscores employee rights such as forming labor unions, paid maternity leaves, adequate compensation for overtime, and risk/accident compensation. Organizational culture is addressed through the provision of protective gear, safety regulations, and the importance of managers as team leaders and role models. This comprehensive approach aims to foster a supportive and productive work environment.

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