Don't Have Enough Energy for Work and Family Life

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Research Article

Touch of piece of work-family residual results on employee work date within the arrangement: The example of Slovenia

• Mojca Bernik

Impact of work-family unit balance results on employee work engagement within the organisation: The case of Slovenia

• Jasmina Žnidaršič,
• Mojca Bernik

x

• Published: Jan 20, 2021
• https://doi.org/10.1371/journal.pone.0245078

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Abstract

Groundwork and purpose

Organizations strive to increase the work appointment of their employees, equally engaged employees are more productive employees, merely oft fail the significant effects of work-family unit balance on work engagement. Numerous studies ostend the importance of work-family unit balance and work engagement, simply there is lack of research that explores the relationship between the concepts. Our inquiry fills a inquiry gap in investigating the impact of work-family residual on work engagement, both direct and through individual perceptions of organizational support for work-family unit residue. The main aim of our inquiry is to empirically test the relationships between the policies and practices of organizations regarding work-family rest, piece of work-life residuum and work engagement.

Methods

Using validated questionnaires, we collected data on organizational support for work-family balance (family-friendly policies and practices, support by leader, support past co-workers, working hours and complexity of piece of work), piece of work-family unit residual and work engagement. The quantitative information for our assay was collected through a survey of 343 online participants who were employees in diverse positions in companies in Slovenia.

The results

Our results testify that the arrangement's work-family remainder policies and practices, such as support past leader, co-workers, and family-friendly policies and practices, have a positive impact on the private'south piece of work-family balance, that work-family balance leads to an increase in work engagement, and that the individual'due south perception of the organization'due south work-family residuum support leads to an increase in work appointment.

Conclusion

Knowledge of of import work-family balance implications with an understanding of organizational support for work-family balance and the relationships between the constructs of work-family balance and work engagement can be beneficial to concern leaders. This agreement can help them to strengthen employee work appointment through family-friendly policies and practices, and thereby contributing to the surface area of employee behavior and improving employee productivity.

Citation: Žnidaršič J, Bernik 1000 (2021) Impact of work-family rest results on employee piece of work engagement inside the arrangement: The case of Slovenia. PLoS ONE 16(ane): e0245078. https://doi.org/ten.1371/journal.pone.0245078

Editor: Grischa Beier, Institute for Advanced Sustainability Studies, Deutschland

Received: September 17, 2020; Accepted: December 21, 2020; Published: Jan 20, 2021

Copyright: © 2021 Žnidaršič, Bernik. This is an open access commodity distributed under the terms of the Creative Eatables Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.

Data Availability: All relevant data are within the manuscript and its Supporting Information files.

Funding: The writer(s) received no specific funding for this piece of work.

Competing interests: The authors accept declared that no competing interests exist.

i Introduction

In today's fast-paced life, individuals often face up the problem of how to balance all roles and responsibilities in life, especially those related to work and family. The extent of the conflicts between work and family is related to the increasing participation of women in the work procedure and the "modernisation" of life [1]. However, Stier et al. [2] argue that the conflict between work and family is not only a reflection of changes in roles according to gender or economic activity of women, only that the relationship is more than complex and takes place in an institutional context. Work-family unit balance is now almost no longer just an private problem, but is already becoming a social and institutional problem facing all countries. In theory, work-family unit balance is gaining in importance, merely practice shows that there are still difficulties in exercising certain rights related to piece of work-family balance and that organizations still do non recognize the importance of reconciling piece of work and family life [three].

There are two terms in the literature to define a concept that describes the search for a balance between piece of work and other life roles, namely work-life balance and piece of work-family unit residuum [4]. Work-life residuum is a concept that supports the efforts of individuals to divide their time and energy between work and other important roles and responsibilities in their lives, such as family, friends, community, spirituality, personal growth, hobbies, and other personal activities [v]. On the other mitt, work-family balance is the fulfillment of function-related expectations negotiated and shared between an individual and his or her role-related partners in work and family [6]. The terms are similar, simply non identical, as the construct of work-life rest is more comprehensive and broader than the construct of work-family unit residual [four]. In this newspaper we utilise the term work-family residuum, because nosotros are only interested in the relationship between work and family.

If nosotros summarize the individual definitions of work-family residue, the concept can be described as satisfactory inclusion or aligning between two roles in an individual's life, namely work and family [seven]. The concept of work-family rest is mainly used to describe the stability and balance between responsibilities related to work and family. Balance being defined past what the individual believes is correct. [8]. Work-family balance is therefore understood as the attempt of an individual to have enough fourth dimension and energy to devote to the family, while performing all the tasks in his or her workplace.

In recent years, much research has been conducted in the field of work-family remainder. It has been shown that the arrangement which creates favorable family-friendly work weather plays an important office in the work-family unit balance of employees [9,x]. Individuals want to be valued and respected by the system as employees and as individuals with a private life [11]. I study [12] also confirm the importance of the individual's perception that the system helps him or her to balance work and family, no thing how well he or she actually does.

The organization can support employees in work-family unit rest with diverse family-friendly policies and practices. The about common ones mentioned in the literature are flexible working hours, office-time work, "compressed" work calendar week, flexible inflow times, working from home, holidays [13–15], co-worker back up, organizational civilization in general [sixteen], and leader back up [17].

A study by Grover and Crooker [12] showed that employees are more committed to an organization that offers family-friendly measures, regardless of how much the individual personally benefits from these measures. The relationship of employees to the organization is therefore but improve if there is a policy and do of work-family balance, regardless of whether they themselves benefit from it or not. The perception of organizational support for employees reduces conflicts betwixt work and family [11] and too has an impact on personal, family unit, and professional outcomes [18].

Research confirms that work-family residue is important both for the individual and for the organisation, as it affects chore satisfaction, organizational commitment, productivity, performance, efficiency, and retention of existing employees [10]. It also serves as a mediator between work-family conflicts and satisfaction [19]. The literature in the field of work-family rest [20,21] emphasizes the importance of work-family unit residuum and reducing conflicts between the two for health and overall well-being. If perception of an private is that the organization is family-friendly is also important to reduce the conflict betwixt work and family [11].

A study by Bandekar and Krishna [22] shows that work-family balance practices create a "win-win" situation for both employees and the organisation. Organizations that support work-family balance policies and practices benefit in a number of areas, such as reduced staff turnover and sick leave, every bit well equally increased productivity, motivation, job satisfaction, and delivery [23]. The fundamental question for organizations should therefore be how to prevent conflicts betwixt work and other roles such as family [24].

In addition to the problem of work-family unit balance, organizations are also confronted with the problem of a lack of engagement in working life. Data from a Gallup survey of 155 countries for the year 2016 show that worldwide just 15% of employees were engaged at work, with 67% being unengaged, and 18% actively unengaged. In comparison, the all-time companies in the world have around 70% engaged employees [25]. Organizations today need employees who are energetic and committed at work, or in other words, organizations need engaged employees [26], because engaged employees are more productive employees [27].

Work date is defined as a positive work-related state characterized past vigor, dedication, and absorption [28,29]. Vigor means that the private has a high level of free energy during piece of work and is mentally resilient. Dedication refers to the fact that the employee is strongly involved in their work and at the same time experiences a sense of importance, enthusiasm and claiming. Absorption means that the individual is completely immersed in his or her work with minimal mistakes. [28,thirty]. Piece of work engagement is therefore a relatively permanent state of mind that refers to the simultaneous investment of personal energy in piece of work experience or success [31].

The concept of work date is the subject of many studies. In the literature, work engagement is characterized as an important outcome of a salubrious work environment, so information technology is important, if non necessary, that organizations work with a sense of what their employees need in the work environment. In this way, they stimulate work engagement and thus higher productivity [32]. Work appointment involves the emotional and psychological relationship between employees and their organization, which can be transformed into negative or positive behavior that employees display in the workplace [33,34]. Every bit Taghipour [35] also says, a person is generally engaged when they experience valued and included.

Research shows that work engagement has a number of positive effects that are of import both for the work organization and for the individual. One written report [36] summarizes the effects of work engagement that were investigated in iii groups: performance, professional results, and personal outcome. Work engagement therefore has a meaning positive relationship with piece of work outcomes [37] and with the outcomes of employees beyond piece of work [38].

A successful work-family rest also has an touch on on the work appointment of individuals [7]. The perception of work-family rest is related to the private's sense that the organization supports him or her and provides some value to the organization [32]. Some other reason is that those employees who are responsible for caring for their families in improver to their work constantly suffer from a lack of time and energy. In these cases, excessive piece of work appointment can plow into burnout, which in turn means less work engagement in the long term [39]. A stronger link between negative family unit influences on work engagement was observed amid women, as research on date in unlike roles [xl] showed that women have more links between work and family than men.

There is a lack of inquiry that would examine the direct effects of work-family unit residuum on piece of work engagement or the effects of the organisation's support for piece of work-family balance on work appointment, then we decided to fill this research gap in this paper. Research that would investigate the direct touch of an individual's piece of work-family balance on their work date was not institute, but in that location are some related previous studies that take significantly influenced the formulation of post-obit hypothesis. For example, the results of a study by Kar and Misra [41] confirmed that those employees who are supported past the employer in balancing work and family life are more satisfied and commited in the workplace. At the same time, research [35,42,43] shows that family unit-friendly measures taken by the organization influence the greater engagement of individuals in the workplace.

1.ane Hypotheses

On the basis of the to a higher place, we take formulated 3 hypotheses to make up one's mind the relationship betwixt organizational support for work-family balance, work-family residuum, and task engagement. We advise that organizational support for work-family balance has a positive consequence on the individual'southward work-family unit balance, that piece of work-family balance has a positive effect on the individual's work appointment, and that the perception of organizational back up for work-family balance has a positive upshot on the private'due south piece of work engagement.

Numerous studies underline the importance of back up in promoting a working environment that helps employees to balance work and family life [9,44,45]. Most inquiry emphasizes that organizations tin support the work-family balance of their employees through family unit-friendly policies and practices that help employees balance work and family responsibilities [46]. In any case, as Knaflič et al. [23] emphasize, it is important that organizations implement a sufficient number of policies and that these are adapted to the organization and the needs of its employees. It tin likewise be emphasized the important role of work-family rest, and advice technologies and measures that ensure smoothen and safe piece of work from home. As research shows [e.g. 47,48] the family unit-friendly work surround and safety concerns are an of import factor in work engagement. Research [2,49,50] has as well shown that the length of working time also plays an important role in reconciling work and family life, as those employees who take a longer working twenty-four hours have greater difficulties in work-life residual. Research [fifty] has shown that in addition to the length of the working day, the complication of the piece of work also has a negative influence on the work-family rest. In particular, a leader has influence on the creation of a working environment that supports the piece of work-family unit balance and as one study has shown [23], leader support is besides the key to the successful implementation of family-friendly measures. Leader support is important for the work-family residue in all career phases, especially at the beginning of the career and before retirement [51]. Study by Griggs et al. [52] has shown that, in addition to the leader, co-worker back up also makes an important contribution to a stimulating piece of work environment and the piece of work-family balance. Based on previous inquiry that emphasizes the importance of elements at the organizational level, such as the leader support, co-workers back up, family unit-friendly policies and practices, also as the length of the working day and the complication of the work, we propose hypothesis 1.

H1: Elements at the organizational level influence the work-family balance of the individual.

A written report examining the directly impact of the work-family balance of an individual on his or her work engagement has not yet been conducted, but the results of a survey [41] confirmed that those employees who receive employer support in coordinating work and family are more than satisfied at work and more engaged. At the same time, research has besides shown that family-friendly organizational measures influence an private's greater piece of work engagement [35,42,43]. Based on this previous knowledge nosotros formulated Hypothesis 2.

H2: Work-family unit rest influences the work date.

Research [18] confirmed that job requirements and family-friendly policies and practices shape individuals' perceptions of organizational support in work-family balance. This happens through 2 mechanisms: on the 1 mitt, the organization shows that it cares about the balance or piece of work-life balance of employees and, on the other hand, it helps them to develop and maintain ways to encounter the needs and demands of work and daily life. A study by Swanberg et al. [53] found that some family unit-friendly measures, such as supporting managers and giving employees control over their schedules, not merely help to balance piece of work and family, only as well have a pregnant impact on increasing employee engagement. Piece of work engagement is also influenced by back up of piece of work organization, [42] co-workers, and the social environment [43] or, as defined by Taghipour and Dezfuli [35] the moral climate in the organization. Based on this previous knowledge we formulated Hypothesis 3.

H3: Individuals' perception of the organization'due south back up for work-family balance influences their work engagement.

The proposed hypotheses were tested in the proposed model (Fig ane) every bit follows.

two Methods

In the following, measurement instruments and data collection for the purpose of testing hypotheses will be presented, likewise as a description of the sample.

2.i Instruments

The hypotheses presented were tested with quantitative methods. This means that primary data were obtained using a survey questionnaire, which were then processed in the SPSS program using various statistical methods. With the exception of demographic variables, we used previously used and validated questionnaires, which were adapted accordingly.

The first part of the questionnaire (full general office) consists of basic questions about the respondent, such every bit gender, age, education, size of enterprise, number of working hours per week, legal condition, number of children under eighteen.

The next function of the questionnaire is the questions that relate to the organisation'southward support for the employee's piece of work-family remainder. The starting time ii sets of questions chronicle to the respondent's stance on how the leader's and the co-workers' support work-family balance. Support from the leader was measured using a nine-item questionnaire developed past Shinn et al. [54]. Respondents were asked to charge per unit on a five-point Likert scale from i (never) to 5 (very often) for how frequent an private leader uses certain supportive behaviors to residual an employee's work and family life. Questions such every bit working overtime, taking leave to adjust family unit responsibilities, or listening to employee problems were asked. The reliability coefficient (Cronbach's Alpha) was 0.851. This questionnaire was and so adjusted accordingly to obtain an opinion on the support provided by colleagues. The reliability coefficient (Cronbach's Blastoff) for this questionnaire was 0.909. The last grouping of questions in this section related to the organization's practices for balancing work and family life. For this section nosotros used a set of the well-nigh frequently used measures in Slovene companies within the Family unit-Friendly Company certificate [55]. This questionnaire contains 25 variables divided into eight sets: working fourth dimension, work organization, workplace (workplace flexibility), data and advice policy, leadership skills (strategy/direction philosophy), human resources development, salary structure and reward benefits, and services for families. Respondents rated each argument using the five-bespeak Likert scale, where i meant that they completely disagreed and 5 meant that they strongly agreed that the organization offers them a particular mensurate. The reliability coefficient (Cronbach's Blastoff) was 0.923.

The next set of questions measured the work-family rest of the respondent. Work-family balance was measured past using a four-item scale developed by Brough et al. [56]. The respondents used a 5-point Likert scale ranging from 1 (completely disagree) to 5 (completely agree). Respondents rated the statements regarding their work-family balance such as »The current human relationship betwixt the time I spend on work and the time I have for family unit activities seems skilful to me« or »Overall, I think my work and family unit life is balanced«. The reliability coefficient (Cronbach'due south blastoff) was 0.869.

The last set of questions measures the construct of piece of work engagement. To determine the individual's work engagement, we used the Utrecht work engagement scale [30]. The shorter version consisting of 9 statements, 3 for each dimension of date were used. According to the Utrecht work date scale, engagement consists of iii parts: vigor, dedication, and absorption. Respondents indicated on a five-point scale (ane—I do not concord at all, 5—I completely agree) the extent to which they agree with the statements describing their feeling in the workplace (e. g. »I am total of free energy at work« or »I am happy when I work intensively«). The coefficient of reliability (Cronbach's alpha) was 0.865.

To obtain data, we designed an online questionnaire which was sent past email in autumn 2019. The survey was conducted in the form of a cross-sectional design. A quota sample was formed according to the size of the enterprise with excluding micro-enterprises due to the large number of enterprises. Co-ordinate to the Statistical Part of the Commonwealth of Slovenia, in 2017 (the terminal available data in 2019, when the survey was conducted), 195,756 companies were registered in Slovenia, of which 185,997 micro-enterprises (0 to 9 employees) and 7,329 minor enterprises 49 employees), 2,084 medium-sized enterprises (from fifty to 249 employees) and 346 large enterprises (over 250 employees) [57]. The quota sample covered nearly 0.five% of Slovenian enterprises, i.e. 2 large enterprises, 10 medium-sized enterprises and 37 small enterprises. Within the sample, we limited ourselves to the private sector, and in the case of large and medium-sized enterprises, nosotros concentrated only on manufacturing enterprises, since in this case we could cover both administrative and production staff. As we are interested in the perception of all employees, the survey covered employees at all levels, from the highest to the everyman, i.e. leaders and all other employees. In the Democracy of Slovenia in that location are current 968,000 persons in employment [58]. A full of iii,200 employees were in the sample. We received 343 fully completed surveys back. We used IBM SPSS Statistics 24 to process and analyse the data.

two.ii Participants

The sample size was 343 respondents from different enterprises in Slovenia, of which 48.one% were women and 51.ix% men. The historic period of the respondents ranged from 19 to 62 years with an average age of 39.vii years. By marital status, the construction of the sample was equally follows 17.five% were single, 75.5% were married, 4.4% were divorced, and 2.6% were widowed. By educational level, 9.3% of the respondents had completed primary school, 47.8% had completed secondary school, 34.7% had completed higher or university education, seven.half-dozen% had a master's degree, and 0.6% had a doctorate. From the data we can see that most of the respondents (82.v%) had completed secondary school or higher education. Of the 343 respondents, 72.three% said they had children, 27.four% said they had no children, and 1 answer was not valid. On average, respondents worked twoscore.82 hours per week (standard deviation 5.088), and most (80%) 40 hours per week. The minimum was 8 hours per calendar week and the maximum fourscore hours per week. 53.four% of the respondents are employed in a pocket-sized organization, 23% in a medium-sized organization, and 23.6% in a large organization. None of the respondents consider their work very uncomplex, a very small-scale percentage of respondents (2.nine%) considered their piece of work uncomplex and 27.1% moderately complex. 49% of respondents, or nigh one-half of them, considered their piece of work circuitous, and 21% considered it very complex.

In the research, positions or jobs were divided into three groups, i.eastward. management, administration, and production. Each of the 3 groups has its ain specifics important for the work-family residue (eg responsibleness, the possibility of flexible identify and time of work, the complexity of work, etc). In our case, management means lower, middle, and elevation management or leaders whose job is direction and leadership; assistants means all support and operational services that are important to the functioning of the system and are not direction or production (for example, finance, marketing, homo resources and others). 47.v% of the respondents were employed in production 32.4% in assistants and xx.1% in management positions.

In the post-obit nosotros combined the results of the previous inquiry, compared them with the results of our ain research, and congenital up new cognition nearly the difference. Based on a thorough analysis of the obtained results, we commencement tested the hypotheses put forward using diverse statistical methods, which are presented below.

ii.3 Basic analises for variables

Mean values and standard deviations were calculated for private questionnaires in relation to the variables included in the study. We were interested in how the sample generally assessed the variables under investigation. The results are presented in Table 1.

Respondents rated the complexity of their piece of work on a 5-indicate scale from 1 (not complex at all) to 5 (very complex). As can be seen from Table 1, on average, respondents more often than not rated their piece of work equally circuitous. The average number of working hours is 40 hours per week as almost respondents answered that they worked the usual 40 hours per week. Respondents were also asked to assess how often an individual leader and his or her co-workers apply certain supportive behaviors to remainder an employee'south work and family unit life (ane meant never and 5 meant always). In general, respondents rated both leader and co-workers' support every bit relatively high. The average co-worker support overall was rated slightly college than leader support and the standard divergence was higher.

In connection with the organization's family unit-friendly policies and practices, we asked the respondents what measures their arrangement implements. Most prevelant are measures in the area of work flexibility (e.thou. flexible work breaks, flexible working hours, flexible arrival and deviation times for piece of work) and measures for self-control or independence (due east.grand. independence in planning almanac leave, organizing substitutions, and on-call times). To the lowest degree prevelant are measures related to the protection of workers' children (due east.g. various forms of day care for workers, organized vacation intendance for workers, and the possibility of bringing their children to piece of work function-fourth dimension). Overall, respondents rated the representation of measures in their organisation as relatively poor, averaging ii.74 (i means "strongly disagree", 5 "very hold").

Averages and standard deviations for the dependent variables were as well calculated. The values for piece of work-family balance are slightly higher up average, which means that the respondents are more satisfied than dissatisfied with work-family balance, but the the standard deviation is quite high (SD = ane.1). The respondents also rated their work engagement relatively high, with the dimension of vigor existence highest, and that of absorption lowest.

The sample consisted of 178 men and 165 women. Gender plays an important role in work-family unit balance. Data shows that the sample was balanced by gender. This is of import and then that nosotros could expect at how both groups saw private independent and dependent variables, or whether in that location are significant gender differences in the valuation of individual variables. To examine whether there are statistically pregnant differences between the gender in the perception of elements of organization, piece of work-family residual, and piece of work engagement, a T-exam was used. The results of the T-examination showed statistically meaning differences between the gender only for the variables of work complexity and work-engagement (p <0.v). Men rated their work every bit more complex than women, equally the average number of responses on the complexity of their work was 4.01 (men) and for women 3.65 (ane = very uncomplex, five = very circuitous). In terms of piece of work date, the answers showed that women are statistically significantly more engaged at work than men. The boilerplate for men was 3.38 and for women three.54.

For the other variables, the differences by gender were non statistically significant, but the values still differed slightly between them. Men worked an average of forty.nine hours per calendar week and women 40.8 hours. Leaders' back up was rated almost equally past both sexes, with an boilerplate of 3.51 for men and 3.fifty for women. There was a slightly larger difference in the support of co-workers, where the average for men was 3.61 and for women 3.74, which means that women rated their co-workers' support in piece of work-family remainder slightly better. Women besides rated the presence of family-friendly policies and practices in their organization better, every bit the average for women was three.03 and the boilerplate for men was 2.92. There were likewise small-scale gender differences in the cess of work-family residuum performance. Men rated work-family unit balance somewhat surprisingly worse than women, with the average beingness 3.14 for men and 3.23 for women.

three Results

This section volition discuss the results of analyses for the set up hypotheses to decide the relationship betwixt organizational back up for work-family residuum, piece of work-family residual, and chore engagement.

three.1 Hypothesis 1—Elements at the organizational level influence the piece of work-family unit balance of the individual

In the offset hypothesis (H1) we determined whether factors at the organizational level influence the piece of work-family balance. The elements within the organization whose effects we examined were working hours, the complication of the piece of work, the leader back up, the back up of co-workers, and family-friendly policies and practices. The affect of the elements at the level of the organisation on the work-family rest was calculated by a regression analysis (Table i).

The complexity of the work was rated from 1 to v, where one means that the piece of work is very uncomplex and 5 means that the work is very complex. The complexity of the work was an independent variable and the piece of work-family remainder depended on it. The results of the regression analysis showed that the complexity of work had a statistically significant negative impact on the work-family balance of the individual (p <0.05). The less circuitous the individual's work is, the easier it is to balance work and family, or vice versa, the more circuitous the work, the more difficult information technology is to balance work and family. It can be confirmed that the factor "complexity of work" within the factors at the level of the organization influences the work-family residue. The regression analysis also showed a significant influence of family unit-friendly policies and practices on work-family balance (p <0.05). This ways that the more family-friendly policies and practices are available to employees, the easier information technology will be to rest piece of work and family unit life. In contrast to the two previous variables, the results of the analysis showed that the number of hours worked per calendar week did not have a statistically meaning impact on the work-family unit balance of a person (p >0.05). We conclude that the results are such, since in most cases (up to 81%), respondents answered that they worked a normal 40-60 minutes week and the ability to balance piece of work and family differed between them (Table 2).

The post-obit 2 elements, namely the impact of leader back up and the impact of co-workers support on work-family residual, were also examined by means of a regression analysis. The results of the assay (Table 3) showed that both factors within the organization examined have a statistically pregnant influence on the private's piece of work-family rest (p <0.05). We can conclude from the results that those individuals who receive more back up from their leader and co-workers in piece of work-family residual will find it easier to balance work and family life.

As the results of the analyzes show, all the factors examined have a statistically significant influence on the residuum of work and family life at organizational level (complexity of work, leader support, co-workers support, and family unit-friendly policies and practices), with the exception of working hours. Hypothesis H1 can be confirmed and we tin can say that factors at the level of the arrangement have a statistically meaning influence on the piece of work-family balance of an private.

3.2 Hypothesis ii—Work-family rest influence the work engagement

In the second hypothesis (H2), we adamant whether the work-family residual has an bear on on work date. The influence of piece of work-family unit balance on the work engagement of employees was verified by a regression analysis. The results of the analysis (Table four) showed that the piece of work-family balance had a statistically significant influence on the work engagement of individuals (p <0.05). The influence is strong and the caption for the variable work date through work-family unit remainder is too significant. Thus, those individuals who are better able to residue work and family life are more engaged at work.

3.iii Hypothesis three—Individuals' perception of the arrangement's support for work-family balance influences their work engagement

In order to ostend the last hypothesis (H3), which emphasizes whether the employee's perception of the arrangement's back up for balancing piece of work and family unit life influences his or her work engagement, we accept calculated regression analyzes. We examined the effects of three elements of the organisation, namely leader support, co-worker back up, and family-friendly policies and practices, which were independent variables, while work-family balance was a dependent variable.

The results of the regression assay showed that the employee's perception of the leader and co-workers in balancing work and family life had a statistically pregnant influence on the individual's piece of work-family unit balance (p <0.05). The more the individual feels that the leader and co-workers support him or her in balancing work and family unit life, the more than engaged he or she is to the work. Similarly, the results of the regression analysis besides confirmed the positive effects of family-friendly policies and practices on work date (p <0.05). The influence of the elements studied on piece of work engagement is potent, with the support of leader, co-worker, and family-friendly policies and practices we can explain 20% of the variance in work engagement (Table 5).

On the basis of the results of the regression analysis, which confirmed the statistically significant positive effect of leader support and co-workers support in balancing work and family life and of family-friendly policies and practices on private work engagement, we can say that the perception of organizational support past individuals in balancing work and family life has a positive influence on work appointment. This confirms hypothesis 3.

On the basis of the confirmed hypotheses, nosotros can prepare up a model (Fig 1). The model shows that the elements at the organizational level for balancing work and family, in terms of back up of leader and co-workers, family-friendly policies and practices, and the complexity of work, accept a significant impact on the work-family rest of an individual. A work-family residuum makes an important contribution to work engagement, as this research showed that those who had a more balanced work and family life were more engaged in the workplace. In improver, work appointment is enhanced by the perception of the private that the organization helps him or her to balance work and family life, regardless of how counterbalanced his or her role in piece of work and family life is.

four Discussion

Data for Slovenia bear witness that workers have difficulties in balancing piece of work and family unit life [59]. Data from a survey conducted in Slovenia in 2016 by Kanjuo et al. [sixty] bear witness that of the employees surveyed, 24% women and 30% men, have difficulties in work-family rest. An earlier study past Robnik [61] showed that problems in balancing work and family unit life mainly touch managers, employees with children, and employees with higher education, also as employees who piece of work direct with customers. According to the research data, they miss family unit activities or come dwelling house from work so emotionally exhausted that they cannot contribute to family unit life because of the fourth dimension they spend with work commitments. 32.5% of respondents also felt that they do not spend plenty fourth dimension bringing up children, and only over half of employees do not spend enough time on leisure activities, co-ordinate to their own estimates. In add-on, survey data shows that workers also have difficulties in taking parental exit and other parental rights such as paternity leave, part-time leave, and childcare leave. The survey information also underlines the importance of work-family residue for workers, with 88% of respondents highlighting piece of work-family remainder every bit a very important or of import attribute of work.

Practice in Slovenia thus shows that, despite relatively proficient legislation, organizations notwithstanding do not sufficiently respect employees' needs for work-family residue and there are still violations of labor rights related to parenthood. This is partly due to the fact that employment-related legislation does not regulate the possibility of work-family unit residual, merely treats obligations arising from family unit life as a private affair for each individual. In fact, information technology is a matter of constantly adapting family life to the needs of the labor market, while there is not much dialog in the opposite management [62].

At the same time as the problem of work-family balance, organizations face up the problem of a lack of engagement at the workplace. Data from a Gallup survey shows that in Slovenia only 15% of employees are engaged, 70% are unengaged and 15% are actively unengaged [63].

On the basis of the in a higher place-mentioned results of previous enquiry, nosotros decided to review the current state of affairs in the field of piece of work-family balance in Slovenia and determine whether an improvement in piece of work-family balance and various elements at the level of piece of work-family unit balance could increase the piece of work engagement of employeess. In this paper we examined the relationship between the support provided by the arrangement in balancing work and family life, work-family unit balance, and the work date of employees.

The starting time hypothesis was to decide whether factors at the level of the organisation (and which ones) influence the residue between work and family. Numerous factors are highlighted in the literature. For the purposes of the study, we selected the nearly typical factors and those almost frequently exposed in the literature to date [ix,24,41,64] eastward.grand. working hours, complication of work, support from the leader, support from the co-workers, and help from the organization in the form of family-friendly policies and practices.

The results of the study showed a significant influence of all factors examined with the exception of working fourth dimension, and thus we confirmed the beginning hypothesis that factors for work-family residuum at the organizational level significantly influence the work-family unit residuum of an individual. As in previous studies [eleven], our research confirmed that it is important for the individual to perceive the system as family-friendly, equally this has a meaning touch on on reducing work-family unit disharmonize and facilitating work-family unit rest.

The organization can have a significant impact on the work-family unit residue of employees through various factors, so the fundamental question for organizations should be how to promote the comeback of the performance of employees in their individual roles and how to prevent conflicts between work and other life roles. Employers who support the work-family balance of employees benefit in several areas, such as reduced fluctuation and ill leave, too equally increased productivity, motivation, chore satisfaction, and work delivery.

In the second hypothesis, we adamant whether the work-family balance influences work date. The results of the written report confirmed that the work-family unit balance has a positive issue on the piece of work date of the private. A higher level of work-family remainder was associated with a higher level of work engagement. This tin can be explained by the fact that the perception of work-family balance is related to the individual's sense of back up and value to the organization [32].

Ane of the possible reasons for the impact of work-family unit balance on piece of work engagement is also the link between the two concepts. Inquiry on the relationship between work and family involvement [65] has already shown that the relationship between work and family tin can accept a significant impact on job and life satisfaction, and work and family involvement depends on this relationship. Similarly, another study [40] has shown that engagement in piece of work and date in the family are positively related and beneficial to both. Thus, the positive emotional response that results from engagement in one office is intended to reinforce the individual's engagement in some other role.

In the last hypothesis, we examined the affect of an individual's perception of an organisation'due south support in work-family unit balance on work engagement. Although research investigating the bear on of work-family residuum on piece of work engagement is rare, at that place are few studies that take examined the touch of an system'due south support for work-family unit balance on piece of work appointment [41–43,53]. The results of previous studies confirmed similar to the findings of our research. That at that place is a connection between individual perceptions of organizational support for work-family rest and work appointment. The perception of work-family remainder is related to the private's feeling of beingness supported past the organization, so that he or she is more committed and engaged with the system.

The results of the study confirm an of import link between the organization'southward support for work-family unit residual, the individual's piece of work-family balance, and work appointment. There is no incertitude that the organization plays an important role in work-family balance, which was also confirmed by the results of the study. Piece of work-family unit rest is of import not only for the private but besides for the organization, as employees with a proficient piece of work-family residue likewise show more engagement at work.

five Conclusion

Theoretically, the work-family residual is becoming increasingly important, but practice shows that organizations accept non succeeded in putting theory into practice considering employees yet have difficulties in balancing work and family unit life. The aim of organizations is to increase profits, often by overworking their employees. Every bit a result, they take difficulty in balancing work and family life, and the trend towards burnout is also on the rise. Employers ofttimes don't discover that the fourth dimension an employee has for oneself or one'southward family unit is extremely important non simply for the individual, but in the long term too for the organiazation. The compatibility of work and family life has a considerable influence on the piece of work date of employees.

This research provided several important findings that contribute to the current state of knowledge in the field of work-family balance and work appointment. The offset is that organizational elements such as support of leader and co-workers, family-friendly policies and practices, and the complexity of work accept a meaning impact on the work-family unit residue of individuals. Second, work-family balance has a significant impact on the piece of work engagement of employees. And the third finding is that an individual's perception of an organization's support for work-family unit balance has a significant impact on work date, regardless of the bodily success of piece of work-family remainder.

We take only included some elements within the organization in this report, just have not considered some others that can also accept a meaning touch on the work-family balance, such as production processes or the working atmosphere. In future research information technology would also be useful to examine elements at the individual level, such every bit personality and demographic characteristics, besides as elements at the state level. Other aspects of individual life, such as hobbies, culture, and leisure time, equally well every bit the individual's ability to balance these with piece of work, should also be investigated. The opportunities for future research are many and varied, since both piece of work-family balance and work engagement are broad concepts that are influenced past many factors.

The practical results of this research implies that organizations should focus on piece of work-family unit residue as an important aspect of work, improve and adapt work-family remainder policies and practices to suit employees, and create a family unit-friendly climate in the organization—this would assistance to increase employee engagement and thus productivity. Many of the above elements can be systematically regulated by the state through legislation and the promotion of family-friendly entrepreneurship; not simply declaratively, but also through legislation and facilitation for companies that ensure the successful residue of work and family life. At the same time, there is a need for effective and quality-oriented state command, which in practice leads to the implementation of family-friendly measures and the observance of standards in companies, and thus actually enables employees to successfully residual work and family life.

The profits of companies with excessive workloads are growing, only this process can only take place in the brusque term, so there is an urgent need to redefine the demands on workers and working conditions. This is important for the workers, the organisation, and for the state. The health care system cannot cope with the growing wave of diseases of people due to stress and exhaustion, in that location is also no officially prescribed treatment protocol, then that handling is left near entirely to the self-payment and initiative of the individual, which can push him or her to the social margins. First and foremost, however, anybody should be enlightened of the importance of work-family balance. The key question for organizations and the state should therefore exist how to promote the improvement of the functioning of employees in their individual roles and prevent conflicts between work and other life roles. Practices to residual work and family life create a "win-win situation" for both employees and the arrangement.

Supporting data

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