WORK-LIFE BALANCE PRACTICES, ORGANIZATIONAL CULTURE AND EMPLOYEE COMMITMENT OF COUNTY ADMINISTRATORS IN WESTERN REGION KENYA

Abstract

Work-life balance initiatives have been shown to positively impact employees' well-being and integration, with commitment emerging as a key factor for successful work-life integration. However, despite the presence of work-life balance practices, employee commitment remained a challenge for managers in the public sector. The role of organizational culture in moderating the relationship between work-life balance practices and employee commitment had not been fully explored. This study investigated the influence of work-life balance practices on employee commitment, with organizational culture as a moderating factor, among county administrators in the Western Region of Kenya. Specifically, the study examined the effects of flexible working arrangements, welfare programs, leave programs and remote working on employee commitment. Additionally, it assessed the moderating role of organizational culture in these relationships. Guided by Spillover Theory, Enrichment Theory, Segmentation Theory and Facilitation Theory, the study adopted both descriptive and correlational survey designs. Data were collected from county administrators in selected counties such as Kakamega, Vihiga, Busia and Bungoma using semi-structured questionnaires and interview guides. The study used census to collect data where the target population was 198.Pilot study was conducted in Trans Nzoia County. Validity was tested using construct and content validity while reliability was tested using Cronbach Alpa. Data were analyzed using descriptive statistics (frequency, percentages, mean and standard deviations) and inferential statistics, with Pearson’s correlation coefficient. Simple linear, multiple regressions and hierarchical regression. The findings revealed that flexible working arrangements (B = 0.261, p=0.000), welfare programs (B = 0.655, p= 0.000), leave programs (B = 0.638, p=0.000), and remote working (B = 0.723, p=0.000) all had significant positive effects on employee commitment. However, when organizational culture was introduced as a moderating factor, none of these practices showed a statistically significant effect, indicating that organization culture did not moderate the relationship between work-life balance practices and employee commitment. These results suggested that work-life balance practices were key drivers of employee commitment, but enhancing organizational culture alone was not sufficient to improve this relationship. This finding is expected to benefit stakeholders, including county and national governments, researchers, and human resource professionals, by providing insights into strategies that could enhance employee commitment in the public sector. To improve commitment effectively, county administrations might need to look beyond these practices and consider other aspects of the organizational environment, such as leadership, communication, career development, or job security, which could have a more profound effect on fostering employee engagement and loyalty.