







































American Interdisciplinary Journal of Business and Economics 
ISSN: 2837-1909 | Impact Factor: 6.71 

Volume. 10, Number 4; October-December, 2023; 

Published By: Scientific and Academic Development Institute (SADI) 

8933 Willis Ave Los Angeles, California 

https://sadijournals.org/index.php/AIJBE | editorial@sadijournals.org 
 

 

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INFLUENCE WORK-LIFE BALANCE ON EMPLOYEE PERFORMANCE 

IN COMMERCIAL BANKS IN ENUGU STATE 

 

EKPECHI, Sandra Chinemerem and Rev. Fr. Assoc. Prof. A.A. IGWE 

Department Of Business Management, Faculty of Management and Social Sciences, Godfrey Okoye 

University Enugu 

DOI: https://doi.org/ 10.5281/zenodo.10137856 

ABSTRACT: This study examines the influence of work-life balance on employee performance in commercial 

banks in Enugu State, focusing on specific objectives: (i) assessing the impact of workload pressure on employee 

engagement and (ii) determining the influence of role conflict on employee motivation in selected banks. The 

research adopts a descriptive survey design, employing a structured questionnaire as the primary data collection 

tool. Both primary and secondary data sources are utilized, with a target population comprising the staff of 

selected money deposit banks in Enugu State. The creation of the research questions and hypotheses took into 

account the study objectives. This study used a survey research design to analyze five commercial banks in Enugu 

State. The sample size was calculated using the Taro Yamane method and was found to be 189 for the 359 

participants in the study as a whole. An organized questionnaire guide served as the research instrument for this 

study. Linear regression was used in the hypothesis testing process. Version 22 of the Statistical Package for 

Social Sciences (SPSS) program was employed. The result of the study shows that workload pressure significantly 

affects employee engagement (p=0.01), role conflict significantly affects employee motivation (p=0.01). It was 

concluded that workload pressure significantly diminishes employee engagement, aligning with broader scholarly 

discourse on the intricate interplay between workload and workforce productivity. Furthermore, the study 

underscores the detrimental impact of role conflict on employee motivation, emphasizing the critical need for 

organizations to proactively address and manage conflicting roles within their structures. It was recommended 

that Commercial banks should implement flexible work arrangements, such as telecommuting and flexible 

schedules, to allow employees to better balance their work and personal lives. 

Keywords: Workload Pressure, Employee Engagement, Role Conflict, Employee Motivation 

 

Introduction 

The evolution of work-life balance as a crucial aspect of modern workplace culture is rooted in historical 

developments that shaped labor practices. The late stages of the Industrial Revolution, commencing in 1760, 

marked a period when people endured excessive work demands. As labor reformers recognized the detrimental 

effects of prolonged working hours, the United Kingdom introduced the Factory Acts to limit the labor hours of 

females and minors while enhancing working conditions in factories. This legislative intervention aimed to 

improve the quality of life for workers (Rama & Mohapatra, 2015). 



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Simultaneously, the United States, amidst the growing industrialization, began quantifying employee work hours. 

The findings revealed that, on average, employees were working more than 100 hours per week, posing significant 

risks to their health and safety. In response to these challenges, the U.S. enacted the Fair Labor Standards Act on 

October 24, 1940, establishing the 40-hour work week and providing the first legal steps towards affording 

employees additional time for personal activities (Mayeesha, 2019). 

The success of flexible working hours at the W.K. Kellogg Company served as inspiration for other companies to 

adopt similar programs. Today, work-life balance initiatives are considered integral to modern workplace practices 

(Rama & Mohapatra, 2015). The pivotal moment for recognizing the importance of work-life balance in 

organizational settings came with the publication of Rosabeth Moss Kanter's foundational book, "Work and 

Family in the United States: A Critical Review and Agenda for Research and Policy," in 1977. This book urged 

businesses to foster family-friendly workplaces (Pooja, Shashi & Kavita, 2022). 

The 1980s in the United Kingdom saw the emergence of the phrase "work-life balance" as part of the Women's 

Liberation Movement. The movement advocated for women's rights, including maternity leave and flexible work 

schedules. The focus was on challenging the societal expectations that women, unlike men, were burdened with 

both professional and domestic responsibilities. Despite these early efforts, progress in achieving genuine work-

life balance was limited (Parkash & Jyoti, 2015). 

The 1990s witnessed the implementation of various work-life balance programs, but their effectiveness was 

questionable, as they failed to address the core difficulties employees faced in their daily lives (Abhinandan, 

2021). The inadequacies of these early programs prompted a shift in perspective towards work-life balance 

initiatives. Work-life professionals emerged as a response to the need for specialized individuals who could design 

and implement effective programs tailored to meet the diverse needs of employees and their families (Mwangi, 

et al., 2017). 

The subsequent decades saw an evolution in work-life programs that transcended gender distinctions and extended 

beyond familial commitments. These initiatives have been proven not only to enhance employee happiness and 

job satisfaction but also to contribute to increased productivity, reduced absenteeism, and lower turnover rates. 

Consequently, they have become invaluable investments for companies (Jacqueline, Chrine, Crispin & Febby, 

2021). 

In addition to the organizational benefits, the personal toll of career imbalance on employees' mental health and 

well-being cannot be overstated. Okeke (2017) highlights the Nigerian banking sector's reputation for a long-hour 

culture and high workload, emphasizing the potential negative consequences on the mental health of employees. 

The banking sector in Nigeria has undergone significant changes, adopting new technologies and digital solutions 

to enhance efficiency and customer experience. This has resulted in a more competitive and innovative sector, but 

it has also increased expectations on employees (Okeya, et al., 2020). 

The demanding nature of the banking industry, characterized by excessive workloads and high expectations, raises 

concerns about the potential misalignment of employees' priorities, impacting their personal lives (Abhinandan, 

2021). Admiral and Rahmi (2018) acknowledge the significant time spent by banking staff on routine tasks, which 

can be taxing on their mental health. The recognition of human resources as more than just tools for productivity 



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underscores the importance of promoting work-life balance for both employees and employers (Abhinandan, 

2021). 

In contemporary organizational settings, the promotion of work-life balance is not only a matter of employee 

well-being but also a strategic imperative. Employers who prioritize work-life balance experience benefits such 

as increased productivity, higher employee engagement, and a more positive work culture. Conversely, the 

absence of work-life balance can result in poor performance, decreased production, absenteeism, higher turnover, 

and increased staffing and training costs (Pooja, Shashi & Kavita, 2022). 

To address these challenges, organizations have implemented work-life benefits such as flexible work hours, 

remote work options, paid time off, and family leave. These initiatives play a crucial role in supporting employees 

in managing their personal and professional lives, fostering greater job satisfaction and loyalty to the organization 

(Jacqueline, et al., 2021). The tension between work and home responsibilities, if not properly managed, can lead 

to negative consequences for both employees and employers, affecting productivity and overall organizational 

success (Ethelmary & Nebolisa, 2019). 

The importance of workplace happiness in attracting and retaining highly qualified employees cannot be 

overstated. Organizations that prioritize work-life balance and employee health are more likely to experience 

stronger employee engagement, lower turnover rates, and a positive reputation in the job market. These factors 

contribute to long-term success and make them more appealing to top talent (Kaur & Venkateswaran, 2020). 

Despite these overarching trends and insights at a global level, the Enugu State banking sector has not been 

subjected to in-depth research on work-life balance and its implications for employee performance, job 

satisfaction, and organizational success. The existing gap in understanding the specific factors influencing 

employees' ability to balance their personal and professional lives in the local context necessitates a focused 

inquiry. Therefore, this research aims to fill this void by investigating the impact of work-life balance on selected 

commercial banks in Enugu State. 

1.2 Statement of Problem 

The Nigerian banking sector's entrenched long-hour culture and high workload present significant challenges to 

the well-being and productivity of employees. The lack of work flexibility, coupled with prolonged work hours, 

is causing stress and negatively affecting the work-life harmony of many employees. This scenario is particularly 

pronounced in Enugu State, where the banking sector is known for its demanding work environment. 

Personal challenges faced by employees outside of work, compounded by excessive working hours, may 

demoralize them and subsequently impact their service delivery to customers. The potential consequence of this 

situation is broken homes, as employees struggle to balance the demands of work and personal life. The resultant 

strain on the mental and emotional well-being of employees can lead to reduced job performance, poor service 

delivery, and health-related issues. 

The Nigerian banking sector's unique challenges, including a lack of flexibility, high work pressure, and extended 

working hours, may pose a threat to employee performance and job satisfaction. The potential breakdown of 

work-life balance incentives, such as leave entitlements, flexible work hours, and family and welfare policies, 



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may contribute to employees working around the clock, neglecting personal and familial responsibilities. This 

situation has the potential to lead to broken families, poor parental upbringing, and customer dissatisfaction, with 

clients threatening to withdraw their patronage from the banks. 

Against this backdrop, the need to comprehensively understand and address the influence of work-life balance on 

employee performance in commercial banks in Enugu State becomes imperative. This study seeks to explore 

these dynamics, providing insights into the challenges faced by employees in balancing work and personal life 

and proposing effective strategies for promoting work-life balance in the local banking sector. 

1.3 Objectives of the Study 

The overarching goal of this study is to assess the impact of work-life balance on employee productivity and job 

satisfaction in selected banks in Enugu State. The specific objectives are: 

i. To assess the influence of workload pressure on employee engagement in selected banks in Enugu State. 

ii. To ascertain the influence of role conflict on employee motivation in selected banks in Enugu State. 

1.4 Research Questions 

To guide the investigation and achieve the specified objectives, the following research questions have been 

formulated: 

i. To what extent does workload pressure influence employee engagement in selected commercial banks in Enugu 

State? 

ii. To what extent does role conflict influence employee motivation in selected commercial banks in Enugu State? 

1.5 Research Hypotheses 

The study will test the following hypotheses, aligning with the research questions and objectives: 

Ho1: Workload pressure has no significant influence on employee engagement in selected commercial banks in 

Enugu State. 

Ho2: Role conflict has no significant influence on employee motivation in selected commercial banks in Enugu 

State. 

2.1.1 Work-life Balance 

Work-life balance is a critical aspect influencing the effective performance and satisfaction of employees within 

organizations. In today's dynamic and fast-paced work environment, achieving a satisfactory balance between 

personal and professional responsibilities has become increasingly challenging. This challenge is exacerbated by 

various factors, including demographic shifts, technological advancements, and organizational changes (Hudson, 

2015). The traditional functions of human resources, such as recruitment, training, and compensation, are no 

longer sufficient in addressing the complex needs of modern employees. Companies must foster a culture that 

recognizes employees as individuals with personal lives and responsibilities outside of work. 



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The definition of work-life balance goes beyond merely dividing time between work and personal activities. It 

encompasses a broader perspective, emphasizing the need for individuals to harmonize their professional 

commitments and personal well-being (Greenhaus, Collins, & Shaw, 2016). Achieving work-life balance is not 

just a personal benefit; it also contributes to a happier, healthier, and more productive workforce, benefiting both 

individuals and the organization. Work-life balance initiatives involve collaboration between employers and 

employees to establish policies that consider business requirements while respecting the personal lives of the 

workforce (De Cieri and Bardoel, 2019). The term "work-family balance" has evolved into "work-life balance," 

reflecting a comprehensive approach that recognizes the diverse roles individuals play in their lives beyond the 

workplace. 

Work-life balance is a multifaceted concept that addresses the interplay of paid employment with other activities, 

such as family and community engagement, recreation, and personal development (Clarke, Koch, & Hill, 2018). 

It promotes the idea that work and personal life can coexist and enhance progress toward an individual's life goals. 

The key is to establish mechanisms that involve both employers and employees, ensuring a mutually beneficial 

approach to managing work and personal responsibilities. As organizations increasingly recognize the importance 

of work-life balance, implementing policies and programs that support this balance has become integral to 

fostering employee satisfaction, well-being, and overall organizational success. 

2.1.2 Workload 

"Workload" constitutes a crucial factor influencing the well-being and performance of employees within 

organizational settings. Defined as the number of tasks a person must complete, workload is a significant stressor 

that can impact various aspects of an individual's professional and personal life (Gibson, 2009). The challenges 

associated with workload manifest in different forms, including the pressure of completing too many 

responsibilities and doubts about one's ability to fulfill specific tasks (Tufail & Sultan, 2019). Striking a balance 

between work capacity, workload, and the work environment is essential for achieving optimal productivity and 

maintaining a healthy workforce. 

Time pressure, work schedule, role ambiguity, noise, information overload, and repetitive actions are among the 

factors influencing workload (Virgolino et al., 2017). The length of time required to complete work, the 

complexity of information received, and the nature of work schedules can contribute to the perceived demands of 

a job. It is crucial for organizations to recognize the impact of workload on employee well-being and performance 

(Rajan, 2017). While an excessive workload can lead to negative outcomes such as burnout, reduced commitment, 

and dissatisfaction, an insufficient workload may result in indolence and decreased job engagement. Striking the 

right balance is essential to foster a work environment where employees can operate healthily without 

compromising their well-being. 

Addressing workload-related challenges requires organizations to consider various elements, including workload 

distribution, work hours, and the overall work environment (Hart and Staveland, 1998). Employers need to 

implement policies and practices that promote a healthy workload for employees, ensuring that tasks are 

manageable, deadlines are realistic, and employees have the necessary resources to perform their duties 



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effectively. By understanding the complexities of workload and its impact, organizations can create environments 

that enhance employee satisfaction, well-being, and overall productivity. 

2.1.3 Role Conflict 

Role conflict is a significant aspect of the psychological and emotional challenges individuals face within their 

professional roles. It occurs when individuals are confronted with conflicting expectations stemming from various 

positions or roles they hold (Farr and Ford, 1990). These conflicting expectations can lead to stress, job 

dissatisfaction, and a deterioration of trust in superiors and the organization. Role conflict can manifest in different 

ways, including conflicting norms, incompatible messages, and conflicting requirements for a particular role 

(Ahmad et al., 2021). 

According to role theory, individuals experience role conflict when faced with competing demands related to their 

roles in the workplace (Kahn et al., 1964). Stress resulting from role conflict interferes with regular behavioral 

patterns, impacting unique or creative responses (Jex, 1998). Different types of role conflict, such as intra-sender 

conflict, inter-sender conflict, inter-role conflict, and role-person conflict, highlight the multifaceted nature of 

challenges individuals face in managing conflicting expectations. 

Despite the potential negative impacts of role conflict, some studies suggest that it may have positive effects on 

creativity (Lenaghan and Sengupta, 2007). The notion that individuals playing multiple roles can lead to a positive 

impact emphasizes the complexity of the relationship between role conflict and individual well-being. 

Understanding the nuances of role conflict is crucial for organizations seeking to create environments that support 

employees in managing and resolving conflicting role expectations. Implementing strategies to mitigate role 

conflict, such as clear communication, role clarification, and organizational support, can contribute to a healthier 

work environment and improved employee satisfaction. 

2.1.4 Job Satisfaction 

Job satisfaction is a critical aspect that reflects the level of contentment or dissatisfaction individuals experience 

in their work roles (Aziri, 2019). It is a multifaceted concept, encompassing emotional, cognitive, and behavioral 

components that collectively contribute to one's overall attitude toward their job (Hassan, Tahir, & Muhammad, 

2019). The significance of job satisfaction is underscored by its impact on organizational behavior, serving as a 

crucial variable in the examination and interpretation of various phenomena within the workplace (Luthans, 

2018). Understanding job satisfaction involves exploring factors such as the nature of the work, compensation, 

advancement prospects, leadership, and relationships with coworkers (Lumley et al., 2019). 

Employees' reactions to their jobs are influenced by intrinsic and extrinsic factors, with intrinsic satisfaction 

arising from a sense of accomplishment and self-actualization, and extrinsic satisfaction derived from external 

factors such as compensation and acknowledgment (Martin and Roodt, 2018). Job satisfaction is not only an 

individual experience but also a collective reflection of the overall positive or negative attitudes employees hold 

toward their workplace and employer (Martin & Roodt, 2018). Researchers have developed various measures to 

gauge job satisfaction, focusing on elements such as pay, growth opportunities, workplace relationships, and 



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supervision (Smith et al., 1969; Cross, 2016). Recognizing and addressing the determinants of job satisfaction is 

crucial for organizations seeking to enhance employee well-being and performance. 

2.1.7 Employee Engagement 

Employee engagement has become a focal point in organizational management, but a lack of consistent academic 

literature has led to confusion regarding its definition and measurement. Employee engagement, as defined by 

Kahn (1990), involves the physical, psychological, and emotional expression of individuals while performing 

their roles. The cognitive component of engagement encompasses perceptions and assumptions about the 

organization, its leaders, and the workplace. The psychological aspect delves into how employees feel and behave 

toward these elements, while the physical component relates to the actual work and energy individuals invest in 

their roles. 

The concepts of "Flow" and "job involvement" are closely associated with employee engagement (May et al., 

2004; Csikszentmihalyi, 1975). Flow represents the holistic feeling individuals experience when fully immersed 

in an activity, emphasizing continuous challenges that eliminate the need for external incentives 

(Csikszentmihalyi, 1975). Job involvement, on the other hand, highlights the psychological identification 

individuals have with their work, emphasizing the connection between personal investment and attachment to 

work (Kanungo, 1982). Employee engagement is distinct in its emphasis on both feelings and actions, 

encompassing a longer and more comprehensive involvement in job tasks (Kahn, 1990; Holbeche & Springett, 

2003). Understanding and promoting employee engagement is vital for organizations aiming to cultivate a 

motivated and committed workforce. 

2.1.8 Employee Motivation 

Employee motivation is a fundamental aspect influencing behavior related to work, encompassing intrinsic and 

extrinsic factors. Intrinsic motivation is driven by personal preferences, enjoyment, and the inherent qualities of 

the work itself (Osabiya, 2015). It stems from the sense of accomplishment, self-actualization, and identity with 

the task. In contrast, extrinsic motivation is associated with external factors such as financial rewards, 

advancement, job security, and other tangible benefits offered by the organization (Salem, 2019). Motivation 

serves as a powerful tool in the workplace, inspiring employees to operate at their highest levels of productivity 

(Helie & Sun, 2016). 

Motivation is a multifaceted concept with various goals linked to an individual's intrinsic and extrinsic desires 

(Bari, Arif, & Shaib, 2015). Intrinsic motivation is closely connected to the inherent excitement and personal 

fulfillment derived from the task itself, while extrinsic motivation involves tangible rewards and incentives 

provided by the organization (Hassouna, 2018). Recognizing the diverse nature of motivational factors is essential 

for organizations aiming to create work environments that cater to the intrinsic and extrinsic needs of their 

employees. The understanding of motivation as a driving force behind behavior provides insights for 

organizations to design effective strategies that enhance employee engagement and overall performance. 

 

 



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2.2.2 Work-Family Border Theory 

When the term "work-family boundary" is employed, only the realms of work and family are mentioned. 

Popularity of this theory led to the development of the concept of "work-family balance," which is defined as "a 

least amount of role conflict and satisfaction, and effective both at work and at home." (Clark, 2020). It further 

differs from boundary theory in that, per Desrochers and Sargent (2019), its notion of boundaries contains both 

psychological classifications physical barriers that mark the times, locations, and individuals linked with work 

and family. As stated by Clark, the theory of the work-family boundary (2020), "explains how individuals their 

personal and professional life in balance by controlling and negotiating the boundaries between them." This 

ideology's fundamental tenet is the assumption that "work" and "family" are separate worlds or realms of influence 

on each other. Work and home could be as opposed to two different nations with different vocabulary, attitudes to 

appropriate behavior, and methods of carrying out activities because of their divergent goals and cultures. 

2.3 Empirical Review  

2.3.1 The Influence of Workload Pressure on Employee Engagement 

Herawati, Kurniawan, and Azhari (2021) used loyalty mediation to examine the degree to which workload, 

corporate culture, and motivation affected OCB. 50 PT Bummy Harapan Umat Yogyakarta personnel were 

randomly chosen as study participants. Both the Sobel test and multiple regression analysis were applied during 

the testing. The results of the study showed that loyalty can mitigate the detrimental impacts of job load, business 

culture, and employee motivation. 

Sipayung (2021) conducted a study at the environmental services Office of the Deli Serdang Regency on the 

effects of job satisfaction as an intermediary variable on employee performance in relation to motivation, 

workload, and work environment. Validity, reliability, traditional assumption tests (normality, multicollinearity, 

heteroscedasticity, and linearity), and hypothesis testing (path analysis approach and Sobel test) were the data 

analysis approaches used. The outcomes revealed that work satisfaction was a strong correlation with and 

significantly influenced by motivation and workload, but not by the workplace environment. The workload and 

motivation of employees had a significant and favorable impact on their performance, however the office setting 

had no discernible impact. Employee performance was positively and significantly impacted by job satisfaction. 

Work, workload, and inspiration 

Researchers Janib, Rasdi, Omar, Alias, Zaremohzzabieh, and Ahrari (2021) looked at the connection between 

academic achievement and job workload among Malaysian university academic staff. The research also makes 

an effort to examine the two methods of mediation (career commitment and job satisfaction) that clarify the main 

connection between the demands of employment and school achievement, as well as the subsequent search for 

empirical evidence for each. Data from a cross-sectional study were used gathered from academic personnel 

members working in Malaysian Research Universities (MRUs) to examine the three presented hypotheses. 

SmartPLS 3.3.3 was used to analyze the 191-person final sample is valid and comprehensive responses in order 

to assess the theories. The results showed a negative linking among workload and academic staff productivity. 

Additionally, job satisfaction serves acting as a bridge between workload and job satisfaction and academic staff 

performance. These results highlight the crucial function that job happiness plays in reducing the detrimental 



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impacts of academic job performance personnel and workload. As opposed to what we had anticipated, the study 

has shown that the connection between occupational requirements and academic staff performance is not mediated 

by career commitment. Through the use of intervening variables, this study advances our understanding of how 

job workload affects university academic staff performance. 

At the PEM Plant PT. Schneider Electric Manufacturing Batam, Grace and Rahmat (2019) evaluated the workload 

effects on production operator and staff performance. Descriptive analysis and multiple linear regression analysis, 

together with simultaneous and partial t-tests and F-tests, were employed in this study's data analysis. In light of 

the findings of multiple linear regression, the external has a workload variable limited impact a bearing on worker 

performance is the workload variable while the internal workload variable has no such impact. Both internal 

workloads and external workload What factors influence how well employees perform simultaneously. 

Stress and strain at work's effects on workers' performance was explored by Wahyuni, Musnadi, and Faisal (2020). 

All BPKA (Aceh Financial Management Board) personnel are the target. The study's sample consists of equal to 

the population, or 130 respondents, because the sample was taken using the cencus method. The testing results 

show that role conflict affects employee performance, workload does not affect employee performance, conflict 

of role affects employee work strain, workload affects employee work strain, employee performance affects 

employee work strain, employee work stress partially mediates the influence of role conflict on employee 

performance, and employee work strain fully explains the impact of workload on employee performance. These 

are all novel outputs from the development of the model, and the item itself is new. 

Ijie, Zhen, and Korankye (2021) examined the psychological capital's effects on Nigerian industrial workers' 

creative behavior organizations. The study specifically hypothesizes that employee innovation is negatively 

impacted by workload. The connection between workload and employee innovation is controlled by 

psychological capital, which has a favorable impact on employees' inventive behavior. A sample size of 315 

employees from Nestle Nigeria Plc, Unilever Nigeria Plc, Nigerian Breweries Company, and Nigeria Bottling 

Company completed online questionnaires served as the basis for the study. The associations were examined 

using correlation, multiple regression, and hierarchical moderated multiple regression. The results show that 

although psychological capital had positive and significant influence on employees' innovative behavior, 

workload had a negative and important effects. Results also show that psychological capital considerably and 

favorably impacted the association between employee innovation and workload.  

Inegbedion, Inegbedion, Peter, and Harry (2020) looked into how employees perceived the balance of their 

workloads and how satisfied they are with their jobs in their workplaces. It aimed the extent to which employees' 

perceptions of workload balance affect their level of job satisfaction. 764 employees from 8 international 

companies were chosen at random and 2 private institutions in Nigeria made up the study's participants. The use 

of structural equation modeling was made. The results show that comparisons between an the workload of an 

employee and their coworkers, the fit between a job's requirements and the employee's skills, and opinions of the 

organization's staff strength and workload balance can significantly affect how a person feels about the balance 

of their workload and their degree of pleasure at work. 

 



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2.3.2 The Influence of Role Conflict on Employee Motivation 

To determine if the variables role conflict and role overload affect job satisfaction, Haholongan and Kusdinar 

(2019) conducted research. 130 respondents made up the study's sample. Utilizing multiple linear regression 

analysis, this test is run. Role conflict and role overload have a 47.2% effect on job satisfaction. According to the 

research, it is projected that the organization would be able to diminish the excessive workload by providing 

employees with empathy, incentives, and bonuses to make strenuous work more manageable and to increase job 

satisfaction. 

Using a total sample size of 154 individuals, Bongga and Susanty (2018) investigated the effects impact role 

ambiguity and role conflict on Indonesian transportation businesses' employee work satisfaction. Utilizing path 

analysis, the data is examined. Using the coefficient of determination (CD) or R square (R2), the study's findings' 

role conflict and ambiguity were evaluated. For these variables, the overall R square (R2) value was 62.8%. 

Employee job satisfaction is significantly impacted negatively by role conflict and role ambiguity, both 

simultaneously and partially. Therefore, transportation businesses in Indonesia need to reduce the rate of role 

conflict and role ambiguity in order to increase employee job satisfaction. It is advised that Indonesian 

transportation firms foster open communication and increase evaluation 

Irfan, Indradewa, Syah, and Fajarwati (2021) looked at the impact of role conflict and workplace culture on job 

satisfaction and worker performance at PT Alpha Sistem Kreasi. The data in this study are evaluated using the 

Structural Equation Model (SEM) with the option Partial Least Square. Use the alternative PLS method since it 

makes use of WarpPLS 7.0 statistics and anticipatory measures with variable indicator non-parametric features. 

At the conclusion of this inquiry, the role of conflict has a good impact on satisfaction. The workplace has a good 

influence on happiness. Satisfaction has a beneficial effect on worker performance. Positive performance effects 

are caused by the role conflict. There is no performance impact of the workplace. Role conflicts' impact on 

performance by At PT Alpha Sistem Kreasi, Irfan, Indradewa, Syah, and Fajarwati (2021) studied how the 

workplace atmosphere and role conflict affected productivity and job satisfaction. The data in this study are 

evaluated using the Structural Equation Model (SEM) with the option Partial Least Square. Use the alternative 

PLS method since it makes use of WarpPLS 7.0 statistics and anticipatory measures with variable indicator non-

parametric features. According to the findings of this investigation, conflict plays a positive role in contentment. 

Contentment is positively impacted by the work environment. Satisfaction has a beneficial effect on worker 

performance. Positive performance effects are caused by the role conflict. There is no performance impact of the 

workplace.  

With work satisfaction and commitment as modifying factors, Hakim and Sudarmiatin (2018) investigated the 

connection between intention and workplace stress to leave. PT Infomedia Solusi Humanika in Malang doing 

research Explanatory research using a quantitative methodology is the study design. 203 contract workers made 

up the study's sample population, which was calculated using Slovin's formula. After that, 135 workers from PT 

Infomedia Solusi Humanika-Malang in East Java who were chosen at random to complete the instrument served 

as the study's sample. The data is also analyzed using a route-based approach. The examination of the data 

revealed that work stress significantly and favorably affects organizational commitment, satisfaction at work and 

intention to stay with the organization. Work commitment is favorably and strongly impacted by job satisfaction, 



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organizational dedication, intention to leave the company, and work stress. This The conclusion can be used as a 

starting point for further research, along with the inclusion of extra variables and cutting-edge techniques to make 

it successful. 

Cross (2019) looks into how work-related stress affects employee output, including the type of of stress, different 

types of stress, and how work stress affects employee performance. In spite of significant investments made in 

employee performance, Nigerian organizations have yet to determine the underlying reasons behind workplace 

stress. The issue has not been the subject of many investigations. This study's main objective is to determine how 

work-related stress affects employees' performance. Employee performance may be affected by workplace stress.  

Productivity declines along with increases in absenteeism, turnover, and medical costs when stress is not properly 

controlled. In order to reduce its bad effects and perform at your best, stress needs to be well managed. The fact 

that most employees contemplated leaving their employment and felt the corporation didn't care about them 

revealed the overwhelming discontent that undoubtedly reduced performance. The organization needs to assess 

whether or not an employee support program is necessary. A program for assisting employees must be put into 

place for the early diagnosis and intervention of issues in order to increase performance levels. 

Dodanwala and Santoso (2020) looked at the mediation effect Impact occupational stress on Sri Lankan 

construction industry specialists have studied the relationship between job satisfaction variables and exit 

intention. The information was gathered by a cross-sectional survey of 274 project-level workers from 10 Sri 

Lankan construction firms. In order to analyze the research hypotheses, a path analytical model is developed. The 

study's findings confirmed the mediation model of job stress, which postulates that a drop in job stress was 

influenced by job stability and satisfaction with direct supervision stress levels and a corresponding decline in 

turnover intentions. While complete mediation is seen through monitoring, A small amount of mediation is seen 

from employment stability. Satisfaction with compensation and coworkers was a direct predictor of decreased a 

desire to depart the organization. Promotions, plans to increase turnover, and stress at work were not conclusively 

linked, the authors found, contrary to their expectations. The results also showed that demographic factors 

including gender, age, and employment history with the company, have an impact on how stressed out employees 

are. 

METHODOLOGY 

3.1 Research Design 

A descriptive survey research design was employed, aiming to gather data on principles, attitudes, and opinions 

through interviews. This systematic approach involved collecting data consistently from a discernible population 

to describe current phenomena (Mugenda & Mugenda, 2016; Oso & Onen, 2019). 

3.2 Source of Data 

Data collection involved primary and secondary sources. Primary data were obtained through a structured 

questionnaire, while secondary sources, such as journals and books, were utilized to supplement the study's 

information (Mugenda & Mugenda, 2016). 



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3.2.1 Primary Data 

A questionnaire served as the primary data collection tool, incorporating structured questions to guide 

respondents' opinions. 

3.2.2 Secondary Data 

Secondary data were drawn from earlier academic works, including journals, books, and online publications, to 

enhance the study's foundation. 

3.3 Population of the Study 

The target population comprised staff from selected money deposit banks in Enugu metropolis, Enugu State. The 

population distribution was provided by the banks, specifying the number of senior and junior staff in each bank. 

Table 3.1: Population distribution   

S/N  Senior staff  Junior staff  Total  

1 First Bank of Nigeria, Okpara Avenue 24 50 74 

2 Zenith Bank, Okpara Avenue 18 48 66 

3 United Bank of Africa, Okpara Avenue,  14 60 74 

4 Fidelity Bank Okpara Avenue  20 41 61 

5 Access Bank Okpara Avenue 24 60 84 

 Total  100 259 359 

(Field Survey, 2022)  

3.4 Sample Size Determination 

A sample size of 189 was determined using straightforward random sampling and the Taro Yamane technique, 

considering a 5% degree of error (Mugenda & Mugenda, 2016). 

3.5 Sampling Techniques 

Bowle's formula for proportional distribution was employed to proportionally distribute the sample among the 

chosen banks, ensuring fair representation. The formula is this: 

 nh =  
  𝑛𝑁ℎ

𝑁
 

Where: 

nh  =  sample allocation to homogenous group or level 

n   =  overall sample size 

Nh   =  the stratum population of each homogenous group. 

N =  the population of the study 



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Therefore, the sample of each user group becomes 

1. First Bank   = 
74x189

359
 = 39 

2. Zenith Bank   = 
66x189

359
   =  35 

3. United Bank of Africa  = 
74x189

359
  = 39 

4. Fidelity Bank   = 
61x189

359
   =  32 

5. United Bank of Africa  = 
84x189

359
  = 44 

3.6 Instrument for Data Collection 

A self-administered questionnaire with two parts was utilized, focusing on respondents' biographical data and 

specific study objectives, utilizing a five-point Likert scale. 

3.7 Validity of Research Instrument 

The questionnaire's validity was ensured through review by industry professionals, incorporating feedback for 

contrast, substance, criterion, and readability. 

3.8 Reliability of Research Instrument 

Pilot testing was conducted, and the Cronbach's alpha coefficient indicated high internal consistency for both 

work-life balance (0.74) and job satisfaction (0.77). 

3.9 Method of Data Analyses 

Statistical procedures, including descriptive statistics, frequency analysis, ANOVA, and regression analysis, were 

employed using SPSS. The decision rule for hypothesis testing used a significance level of 0.05. 

Decision Rule 

A p-value less than 0.05 indicated a significant impact of independent variables on the dependent variable. The 

simple regression formula represented the research findings, evaluating relationships between variables. 

 

 

 

 

 

 



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Result Presentation 

Table 4.1.6: Mean Rating of Responses of Respondents on the influence of workload pressure on employee 

engagement in selected banks in Enugu State 

S/N ITEMS  SA A  U D  SD N FX X Decision 

1 Works I get from the office can be time consuming 

most times 

29 93 - 13 50 185 593 3.2 Accepted  

2 There is general knowledge of workload pressure 

management in our organization 

97 82 - 2 4 185 821 4.4 Accepted 

3 When work is not time pressuring, I find it easier to 

engage in the work 

58 91 - 34 2 185 724 3.9 Accepted  

4 Allotting tasks with achievable time encourages 

employee engagement   

93 88 - 1 3 185 822 4.4 Accepted  

5 Our organisation reduces paperwork in order to give 

employees time to prepare effectively  

80 95 - 10 - 185 800 4.3 Accepted  

Total   Mean        4.2 Accepted  

Source: Field Survey, 2022.  

The mean score based on replies from respondents about the impact of workload pressure on employee 

engagement at particular banks in Enugu State is displayed in Table 4.1.6 above. According to the decision rule, 

x is regarded acceptable if it is 2.5 or higher and rejected if it is less than 2.5. The fact that all of the items in the 

table were accepted despite having a mean score of 2.5 and an overall mean of 4.2 shows that workload pressure 

has an impact on employee engagement in particular Enugu State banks. 

 

Table 4.1.7: Mean Rating of Responses of Respondents on the influence of role conflict on employee 

motivation in selected banks in Enugu State 

S/N ITEMS  SA A  U D  SD N FX  

X 

Decision 

1 My helpfulness or unwillingness to say "no" to things 

assigned to me at work usually leads to job stress for 

me.  

95 60 - 21 9 185 766 4.1 Accepted  

2 Most times I spend longer hours at the workplace and 

this often makes me to quit my job 

90 85 - 5 4 185 804 4.3 Accepted   

3 When the company’s target and demand are too 

difficult for me to reach, my job becomes 

burdensome to me 

125 49 - 8 - 185 837 4.5 Accepted  

4 When any of the employee experiences dysfunctional 

stress the individual usual leave the organisation  

98 85 - 1 1 185 834 4.5 Accepted  

5 Sometimes, I think that I got some options to leave 

this company 

71 100 - 5 9 185 774 4.2 Accepted  

Total   Mean        4.2 Accepted  

Source: Field Survey, 2022. 

The mean score based on replies from the respondents on the impact of role conflict on employee motivation in 

particular Enugu State banks is displayed in Table 4.1.7 above. According to the decision rule, x is regarded 

acceptable if it is 2.5 or higher and rejected if it is less than 2.5. The fact that all of the items in the table were 



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accepted despite having mean scores of 2.5 and an overall mean of 4.2 suggests that role conflict affects employee 

motivation in particular Enugu State banks. 

4.2 Test of Hypotheses 

Regression analysis was used to evaluate the four (4) hypotheses that were offered. When the significant (sig) 

outcome of a regression analysis is less than 0.05 for a 95% confidence level or less than 0.01 for a 99% 

confidence level, or vice versa, we accept the alternative hypothesis and reject the null hypothesis. 

The idea was examined with the use of linear regression analysis. 

Test of Hypothesis One 

Ho: In some Enugu State banks, workload pressure has no discernible impact on staff engagement. 

Hi: Employee engagement in the selected commercial banks in Enugu State has been significantly impacted 

by workload pressure. 

Table 4.2.1a: Model Summary 

Model R R Square Adjusted R Square Std. Error of the 

Estimate 

1 
.663

a
 

.440 .431 .37617 

a Predictors: (Constant), Workload pressure  

Table 4.4.1a above shows that in a selection of Enugu State banks, there is a substantial association between 

workload pressure and employee engagement, with an R-value of.663. When you take a deeper look at the table, 

you'll see that the R square value is.440, which means that workload pressure is probably to blame for 44% of the 

changes and has a big impact on how engaged employees are, especially in selected commercial banks in Enugu 

State. 

Table 4.2.1b: ANOVA  
Model Sum of Squares df Mean Square F Sig. 

 

 

1 

Regression 
20.123 3 6.708 47.403 

.000
b
 

Residual 
25.612 181 .142   

Total 
45.735 184    

a Predictors: (Constant), Workload pressure   

b Dependent Variable: Employee engagement   

According to Table 4.4.1b, the F-value equals the mean square residual (0.142) divided by the mean square 

regression (6.708), yielding a value of F=47.403. Based on the results, it can be concluded that the model in this 

table is statistically significant (Sig =.000). So, at F (3,184) = 47.403, workload strain significantly predicts 

employee engagement.   



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Table 4.2.1c: Coefficients(a) 

Model Unstandardized 

Coefficients 

Standardized 

Coefficients 

T Sig. 

B Std. Error Beta 

 (Constant) .782 .236  3.309 .001 

1 WP .230 .054 .266 4.272 .000 

a. Dependent Variable: Employee engagement 

The workload pressure's level of impact on employee engagement and its relative importance were shown in the 

table above. Workload pressure; =.230; t=4.272; p0.01 are the statistical findings. According to the statistical 

findings, a workload-related stressor can predict employee engagement in a way that is statistically significant.  

Linear Regression Model is given as Y = a + βX  

Where Y = employee engagement  

a = constant 

βx = Coefficient of X 

Therefore, employee engagement = .782 + 0.230WP 

The decision criterion, which called for a 0.05 p-value, specified that the null hypothesis was accepted if the p 

value was higher than 0.05 and rejected if it was lower than 0.05. Based on the data in the aforementioned Anova 

table, we accept the alternative hypothesis and reject the null hypothesis. This is because each item's significance 

level is less than 0.01. This situation, where workload pressure is present at a few Enugu State institutions, has a 

significant effect on employee engagement. 

Test of Hypothesis Two 

Ho: Role conflict has no significant influence on employee motivation in selected banks in Enugu State. 

Hi: Role conflict has a significant negative influence on employee motivation in selected banks in Enugu 

State. 

Table 4.2.2a: Model Summary 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 
.250

a
 

.063 .047 .45468 

a Predictors: (Constant), Stress Management  

The level of employee turnover and stress management have a R =.250 association, as seen in Table 4.4.2a above. 

The table's R square value of.063 indicates that stress management only accounts for 6.3% of changes that 

significantly affect the rate of staff turnover in a subset of Enugu State's banks. 

 

 

 



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Table 4.2.2b: ANOVA 

Model Sum of Squares Df Mean Square F Sig. 

 

 

1 

Regression 2.503 3 .834 4.035 
.008

b
 

Residual 37.418 181 .207   

Total 39.921 184    

a Predictors: (Constant), Role conflict   

b Dependent Variable: Employee motivation  

Role conflict and employee motivation are correlated at a R =.250 level, as seen in Table 4.4.2a above. The table's 

R square value of.063 indicates that only 6.3% of variables with a substantial impact on employee motivation 

may be attributed to stress management. 

 

Table 4.2.2c: Coefficientsa 

Model Unstandardized Coefficients Standardized 

Coefficients 

t Sig. 

B Std. Error Beta 

 

1 

(Constant) 3.638 .286  12.735 .000 

RC .229 .093 .259 2.459 .015 

a. Dependent Variable: Employee motivation   

The extent of stress management's impact on employee turnover and its significance were shown in the table 

above. As for the statistical findings, they are as follows: (Role conflict =.019; t=.171; p>0.05). Role conflict is a 

statistically significant predictor of employee motivation, according to the statistical outcome. 

Linear Regression Model is given as Y = a + βX  

Where Y = Employee motivation  

a = constant 

βx = Coefficient of X 

Therefore Employee motivation = 3.638 + 0.019RC 

The decision rule stated that the null hypothesis was accepted unless the p value was less than 0.05 and the p-

value was fixed at 0.05. Based on the results in the aforementioned Anova table, we accept the alternative 

hypothesis and reject the null hypothesis because the significance level for role conflict is less than 0.01. At a few 

Enugu State organizations, role conflict has a detrimental impact on employee engagement. 

4.3 Discussion of Findings  

4.3.1 Influence of Workload pressure on employee engagement  

The study's results reveal a significant and negative influence of workload pressure on employee engagement 

within the selected commercial banks in Enugu State. This aligns with the findings of Janib et al. (2021), 



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indicating a weak association between workload and academic staff performance, where job satisfaction acts as a 

mediator. The study underscores the crucial role of job satisfaction in mitigating the adverse impacts of job 

workload on employee productivity. This observation resonates with Ijie, Zhen, and Korankye's (2021) research, 

which identifies a substantial negative impact of workload on employees' innovative behavior. Moreover, the 

study establishes that psychological capital plays a significant role in positively influencing the relationship 

between workload and employee innovation. 

4.3.2 Influence of Role Conflict on Employee Motivation  

The outcomes revealed that role conflict had a negative, considerable impact on staff motivation in the selected 

commercial banks in Enugu State. This finding is consistent with that of Bongga and Susanty (2018), who found 

that Employee work happiness is significantly impacted negatively by both role conflict and role ambiguity, 

simultaneously as well as separately. In order to improve employee work satisfaction, transportation companies 

in Indonesia must lower the percentage of role conflict and role ambiguity. As set forth in the arrangement, role 

conflict and role overload have a 47.2% impact on job satisfaction, according to Haholongan and Kusdinar (2019). 

According to the research, it is projected that the organization would be able to reduce the excessive workload by 

providing employees with empathy, incentives, and bonuses to make strenuous work more manageable and to 

increase job satisfaction. 

Conclusion 

In conclusion, this study delves into the intricate dynamics of workload pressure and role conflict within selected 

commercial banks in Enugu State and their profound implications on employee engagement and motivation. The 

investigation has unearthed compelling evidence showcasing that heightened workload pressure significantly 

diminishes employee engagement, aligning with broader scholarly discourse on the intricate interplay between 

workload and workforce productivity. Furthermore, the study underscores the detrimental impact of role conflict 

on employee motivation, emphasizing the critical need for organizations to proactively address and manage 

conflicting roles within their structures.  

These findings carry substantial implications for organizational management, urging a paradigm shift in 

approaches to workload distribution and role delineation. To enhance employee engagement, the study 

recommends tailored training programs for workload management, fostering transparent communication 

channels, and instituting flexible work arrangements. Similarly, for mitigating role conflict's adverse effects on 

motivation, the study advocates for role clarification initiatives, conflict resolution training, and the establishment 

of robust employee support systems. The synergy of these measures aims not only to alleviate immediate stressors 

but also to cultivate a workplace culture prioritizing employee well-being. 

In navigating the complexities of the contemporary work landscape, organizations must be attuned to the nuanced 

needs of their workforce. Regular employee feedback mechanisms and continuous evaluation of workload and 

role dynamics are indispensable components of an adaptive management strategy. Moreover, proactive initiatives 

promoting employee well-being, such as wellness programs and work-life balance policies, are crucial for 

sustaining a positive organizational culture. In essence, this study provides a comprehensive framework for 

organizational leaders to reevaluate and recalibrate their approaches, fostering a workplace conducive to optimal 



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employee engagement and sustained motivation. As the corporate landscape evolves, the cultivation of a 

harmonious and supportive work environment emerges as a strategic imperative for organizational success and 

longevity. 

5.3. Recommendations  

The following suggestions are hereby offered in light of the findings of this study: 

1. Commercial banks should implement flexible work arrangements, such as telecommuting and flexible 

schedules, to allow employees to better balance their work and personal lives. 

2. In other to reduce workload pressure, commercial banks should offer employee wellness programs, such 

as fitness classes and mental health resources, to support employees' physical and mental well-being. 

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