







































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 The Impact of Work-Life Balance on Employee 

Work Quality Improvement in Nigeria 

Abdulakeem Abiodun Solihu, Itohan Iyobhebhe and Aitaa 

Sam Kilimvi 

 



European Journal of Human Resource   

ISSN 2520-4697 (Online)        

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The Impact of Work-Life Balance on Employee Work Quality 

Improvement in Nigeria 

 

Abdulakeem Abiodun Solihu1*, Itohan Iyobhebhe2 & Aitaa Sam Kilimvi3 
1Unicaf University in Partnership with Royal Docks School of Business and Law, University of 

East London. 
2University of Lagos.  

3Lecturer, Faculty of Management Science, Muni University, Uganda; Lecturer, Royal Docks 

School of Business and Law, University of East London 

*Corresponding Author’s E-mail: sa.kilimvi@muni.ac.ug 

 
Article History 

Submitted 24.06.23; Revised Version Received 26.06.23; Accepted 28.06.2023 

 

Abstract 

Purpose: The challenge of achieving a healthy 

work-life balance (WLB) is a persistent concern 

in many organizations, with only a minority of 

businesses taking proactive measures to address 

it. Consequently, it is imperative to assist workers 

in establishing a healthy work-life balance. The 

primary aim of this study is to analyze the impact 

of work-life balance on enhancing employees' 

work quality. The research attempted to provide 

answers to the following research questions: i) 

Does flexible work arrangements impact 

employee job quality? (ii) Do leave policies to 

contribute to enhancing employee job quality? 

(iii) Do opportunities for career advancement 

impact employee work quality? 

Methodology: The study employed 

epistemological research design, which concerns 

the logical inquiry and acquisition of knowledge 

reflecting on the researcher's perspective on the 

topic. The research used an inductive and 

interpretive methodology. Secondary data was 

obtained from Google Scholar, Research gate, 

and other open Access sources, to locate relevant 

and current publications for analysis and 

interpretation. Publications from 2012 and 2022 

on WLB, Work Quality, Leave Policies, Career 

Progression, FWAs, and the impact of WLB on 

improving work quality considered as search 

variables. 

Findings: The findings showed a significant 

impact of Flexible Work Arrangements (FWAs) 

on the quality of employee work. Additionally, a 

positive correlation was observed between 

employee work quality and leave programs. 

Finally, the study's findings indicate that career 

development opportunities impact the quality of 

productive work.  

Recommendations: Consequently, the research 

suggests that adopting Flexible Work 

Arrangements (FWAs) by business managers 

could lead to an increase in employee 

contentment, a reduction in stress levels, and 

ultimately, an enhancement in work performance. 

The study also recommended that organizations 

provide employees with adequate and 

unobstructed access to leave and opportunities for 

career progression, as this can lead to increased 

job satisfaction. 

Keywords: Work-life Balance, Employees work 

quality, Flexible Work Arrangements, Carrier 

development

file:///C:/Users/GEEK/Downloads/0000-0002-2615-2147
https://doi.org/10.47672/ejh.1516


European Journal of Human Resource   

ISSN 2520-4697 (Online)        

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1.0 INTRODUCTION 

The Work Life Balance (WLB) initiative began in the 1930s when the Kellogg Company experimented 

with a three-day workweek to assist employees in better balancing their professional and personal 

obligations (Banerjee and Verma, 2022). In today's demanding economy, organizations seek workers who 

can balance their professional and personal lives more than ever (Boamah et al., 2022). Nevertheless, 

studies indicate that organizations prioritize short-term earnings above long-term profitability and, as a 

cost-cutting tactic, diminish WLB initiatives (Yadav et al., 2022). 

Uddin et al. (2022) describe WLB as the degree to which an individual's pursuits mutually support one 

another; it exists when a worker's personal and professional lives are in harmony. It is how employers 

permit workers to attend to personal obligations without jeopardizing their job. Work quality is tasks that 

meet or surpass the company's standards (Widarko and Anwarodin, 2022). Hence, excellent work 

generally satisfies time requirements and objectives and contains relevant information. 

Several authors have discussed WLB issues over the years (Uddin et al, 2022). Should employees search 

for their ideal way of life in their spare time? Or would they continue to indulge in their interests if they 

insisted on a less-than-ideal lifestyle away from work? Workers require assistance to meet professional 

and personal needs because job quality is becoming more sought after and essential to an organization's 

sustainability, which puts employees under constant pressure to prove their worth and promote the 

company. Also, WLB is threatened when passion takes precedence over work and little time or effort is 

put into it. This chapter presents the research problem, the research objectives, research questions and the 

significance of the study.  

Statement of the Problem  

Work-Life balance (WLB) is a problem that has hampered organizations for so long that it has become a 

usual way of life that only a small number of businesses address. Chapman and Karau (2023) assert that 

because firms constantly look for innovative solutions to address consumer wants (Furr et al., 2022), time 

constraints have become a primary concern for employees. Employees are subjected to longer working 

hours, with little time left for leisure. In a study on countries with the best work-life balance, Buchholz 

(2022) unveiled that people in Italy enjoy the best work-life balance. Only 3 percent of employees in the 

country work more than 50 hours a week. Denmark, Norway, Spain and the Netherlands are also ranked 

highly. However, in the same report, the US comes in 29th because more than a tenth of people have long 

working hours. 

Workers, therefore, require support in creating a healthy WLB because the organization takes so much of 

their time, not because they are incompetent. As a result, a healthy WLB considers a person's financial, 

social, and psychological health, which impacts their overall productivity.  

WLB issues are rarely discussed in organizations, and many employees in Nigerian firms today experience 

stress due to a lack of job flexibility, increasing work pressure, and longer working hours. Workplace 

stress impacts employees, management, and society, raising the risk of anxiety, obesity, nicotine addiction, 

and mental health problems (Kumar et al., 2023). Improving employee WLB could significantly increase 

organizational performance, but the stress of heavy workloads and extended workdays result in low input 

and output from employees. Hence, spending too much time working and not having enough time for 

leisure or with families affects employee health and work performance. These challenges continue to 

impede employee’s performance as a result, the study’s goal is to explore how WLB can improve 

employees job quality, with focus on FWAs, leave policies, and career advancement opportunities. 



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Research Aims and Objectives 

Previous studies have shown that WLB mean different things to different people. However, it typically 

refers to the point at which a person's attention is equally divided between work and personal lives. In 

recent study, Mazaheri et al. (2023) found a positive correlation between leave policy and employee 

output and a negative correlation FWAs and employee output. Another study discovered a correlation 

between WLB and productivity, confirming that it influences an employee's overall level of productivity 

(Ogunola, 2022; Mulang, 2022).  

This study aims to determine the effect of WLB on employee job quality improvement; the specific 

objectives are as follows:  

1. Determine the extent to which flexible work arrangement improve employee job quality. 

2. Determine the extent that leave policies impact the improvement of employee work quality. 

3. Assess the impact of career advancement possibilities on employee work quality. 

Research Questions 

1. Does flexible work arrangements impact employee job quality?  

2. Do leave policies contribute to enhancing employee job quality?  

3. Do opportunities for career advancement impact employee work quality? 

Significance  

Modern HR studies demonstrate that organizations have increased productivity, commitment, and focus 

standards, making WLB monitoring crucial (Brooks et al., 2022). This study will help policymakers and 

HR better comprehend WLB practices so that the Employment Act may be improved. Also, to motivate 

employees to give their best effort, the study's findings will compel the Nigerian Ministry of Labor to 

adopt a WLB policy. Labor unions within organizations will be motivated to advocate WLB policies once 

they see the favorable effects of WLB initiatives on the quality of employees' work. By analyzing WLB 

practices, this study would assist in minimizing the enormous gap between work and leisure. Due to the 

paucity of empirical data, this study provides scholars and students with a basis for WLB practices in 

Nigeria. 

Research Hypotheses 

 

2.0 LITERATURE REVIEW  

This chapter presents various works of literature pertinent to the issues of WLB and employee job quality 

was carefully selected and reviewed since the purpose of the literature study is to juxtapose the various 

works of literature and establish clear connections to the topic. As a result, the first section summarizes 

and describes the concepts of the study. The second section introduces the research model, the third section 

H0: There is no significant relationship between flexible work arrangement and employee job 

quality. 

H0: There is no significant relationship between leave policies and employee job quality. 

H0: There is no significant relationship between career advancement and employee job quality. 

 



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discusses the theoretical frameworks that served as the study's guide, and the fourth and final sections 

describe the empirical research on WLB and how it influences employee performance. 

Conceptual Framework 

The conceptual framework provides the meanings of the contextual issues under study. A flexible work 

arrangement (FWA) is a Human Resource Management (HRM) technique that gives employees some 

control over their workday scheduling, location, and duration (Saks, 2022). The term also refers to various 

career alternatives allowing employees to complete work outside the conventional 9-to-5 weekday 

schedule (Agbanu et al., 2023). Hence, FWAs are not confined to a single physical location, such as a 

traditional office (Rahman et al., 2022), hence, it allows employees to determine workday schedules so 

long as clock-ins are made for the minimum daily hours. 

Additionally, leave policy refers to organizations approach to handling employees' requests for time off 

(Petts et al., 2022). The program aims to maintain an equilibrium between efficiency, effectiveness, and 

staff satisfaction by giving employees rights to leave and the circumstances under which those rights can 

be utilized (Williamson, 2019). Companies should have leave policies to avoid losing valued employees 

who may be forced to resign due to work pressure and family needs (Bao, 2022). Therefore, a strategy for 

leave demonstrates to workers that they have choices in the event of unexpected need for time off (Moss 

and Deven, 2020).  

According to Morris et al (2021), career includes not just jobs but also training acquired to satisfy 

company’s standards, as well as the emotions and motivations cultivated as a result of the time in an 

establishment. Hence, whether a worker has been in the same position for several decades or has risen 

through ranks via promotions and job changes, career is the sum of the worker professional experiences 

and skills (Mello et al., 2022). Professional growth is a means of continuously adapting to new 

circumstances and enhancing workers' skills and knowledge (Van der Heijden et al., 2020; Crăciun, 2023). 

In understanding work quality, this refers to the extent to which an employee's performance meets or 

exceeds what is demanded. To support excellent performance, employers should foster working 

environments that promote worker well-being and job satisfaction (Darvishmotevali and Ali, 2020). 

Therefore, indications of excellent job quality encompass five job dimensions; organization of work, pay, 

job security, leeway for creativity and innovation, and opportunities for growth and development 

(Lehndorff, 2021). Since work quality is a great indicator of personnel WLB, firms should prioritize 

promoting WLB among staff members in light of the positive relationship it has on high productivity. 

Research Conceptual Model 

The developed conceptual model guided the research and postulate a connection between WLB and the 

improvement of work quality. Leave policies, career advancement, flexible work arrangement and work 

quality are the four factors that make up the independent and dependent variables, respectively. Arrows 

showed connections between variables to emphasize their interconnectedness.  

 

 



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WLB and Work Quality 

 

Figure 1: Conceptual Model 

Source: Researcher (2023) 

Theoretical Framework 

The study is hinged on two principal theories that portend to explain the phenomenon of Work Life 

Balance (WLB). These are the Organization Support Theory and the Spill Over Theory. 

Organizational Support Theory 

This theory posits that workers commonly believe that employers truly appreciate and value them 

(Shanock et al., 2019). Employees' demands for acceptance, psychological support and esteem are thus 

satisfied when they feel appreciated for who they are and what they provide to the company (Arshadi, 

2011). Organizational manifestations like these result from the political, ethical, and financial 

accountability of the organization for its members, which in turn governs role behaviors. Hence, workers 

evaluate their worth to the company based on how they are treated. Equal opportunity, support, 

compensation, and a positive work environment are all indicators of organizational loyalty (Rhoades and 

Eisenberger, 2002).  

Spill Over Theory 

This theory considers issues of both professional and home life (Audretsch and Lehmann, 2022). 

According to Schüttengruber et al. (2023), effort, attitude, and time spillover can be harmful if 

relationships between job and family are not rigorously regulated. Hence, employees benefit from good 

spillover when they balance their personal and professional lives. WLB is a function of professional and 

private factors, such as workplace culture and family obligations because they shape workers’ experience 

(Guest (2002). Hence, there is a spillover when an area of an employee’s life affects another; this idea 

describes the circumstances that lead to a collision between personal and professional obligations.   

Empirical Literature 

FWA and Work Quality 

John (2017) conducted a study on the effects of Flexible Work Arrangements (FWA) on the quality of 

employee work and organizational productivity. The research utilized a survey methodology using 

structured questionnaire. Most employees concurred that FWAs benefit them and their employers by 

Work 
Quality

Fleible Work 
Arrangment

Leave 
Policies

Career 
Advancement



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facilitating improved time management and personal obligations. The research revealed a positive 

association between FWAs and work quality, as employees who utilized the FWA reported significant job 

performance. A limitation of structured questionnaire is that respondents cannot freely express 

themselves. The utilization of secondary data may have yielded disparate findings from the obtained 

results, hence, the proportion of individuals who expressed agreement to the FWAs could have been 

equivalent to those who dissented. However, the research suggests that managers should identify 

employees who would benefit from FWA and allow them to pursue it.  

FSB (2009) conducted a study to determine the influence of FWA on the productivity of SMEs. The study 

was chosen in this current research because of its relevance to WLB. The author employed primary data 

in this study; it is possible that a combination of primary and secondary data could have given a different 

result. However, the study revealed that flexi-time improves customer service, lowers employee 

absenteeism and stress, increases work quality, and saves costs on recruiting and training new workers. It 

was discovered that the best way to boost output, employee morale, and survival during a recession is to 

experiment with new workweeks. To weather economic storm, it would benefit companies if managers 

and workers had more leeway in how work is carried out. Therefore, the study recommended that SMEs 

and large companies offer FWAs, and assess staff performance. 

Leave Policies and Work Quality 

Given the significance of the topic of leave programs to overall job performance, this study draws on the 

work of Moleki (2014), who investigated the connection between leave policy and productivity. The 

researcher used a qualitative technique by collecting data from 257 workers via questionnaire; the 

researcher then evaluated how workers coped with stressful conditions like delivering services on time 

with few resources. The findings showed that granting leave to employees has significant financial 

implications for organizations. However, if leave is not managed and monitored, it can result in significant 

financial losses for the company in the form of wasteful expenditures. The researcher believes that the 

result might have been different if the study had included more respondents and used interviews as its data 

collection method, also if employees have easy access to leaves, they may be less available to work. 

Kadiri et al. (2021) conducted a study pertinent to this research. The researchers investigated the impact 

of leave policies on workers efficiency. It surveyed 276 participants using structured questionnaires. The 

data collected were subjected to analysis using a combination of descriptive and inferential statistical 

techniques. The study's results indicate that leave policy is a significant factor in explaining the 

fluctuations in productivity levels. Specifically, employees' work quality experienced a significant decline 

in the absence of a leave policy. Consequently, a proposition suggested that organizations mandate 

employee leave and implement strict enforcement measures. It is conceivable that using interviews and 

focus groups as the methodology could have yielded divergent findings, wherein employees might have 

reported diminished productivity due to frequent leave opportunities. 

Career Advancement on Work Quality 

Samuel (2016) conducted a study to gain a deeper understanding of career development and productivity 

challenges. This study recognized the significance of career advancement in the context of WLB. The 

study's primary aim was to identify the obstacles impeding the employee’s progression. Results indicate 

that training and development initiatives positively impact career advancement, as evidenced by increased 

likelihood of being promoted or transferred to different positions within the organization, which indicate 

that job quality is positively impacted by career advancement.  

Sugiarti's (2022) research shows a direct correlation between career advancement and high-quality work 

productivity using structured questionnaire, the researcher however believes that using observation 



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techniques could yield divergent outcomes where providing employees with numerous career 

advancement opportunities may harm job quality because they may be required to attend frequent training 

sessions, impeding their ability to execute primary job responsibilities effectively. 

3.0 METHODOLOGY 

This chapter explores the research methodology and philosophical approach utilized in the study. It 

describes the research design and approach, sampling techniques, sources of secondary data, data quality, 

and ethical considerations. 

Research Approach and Design  

The study takes an epistemological tack, which concerns the logical inquiry of knowledge and its 

acquisition; hence, it reflects the researcher's perspective on the topic (Castela and Romo-Vázquez, 2023). 

This perspective was chosen because it provides a framework for summarizing the study, widening the 

scope and enhancing understanding of this research (Turner, 2022). Therefore, the researcher operated as 

a stand-in for the phenomenon under study, a tactic congruent with an interpretive methodology. Given 

the requirement for some flexibility, the author opted for an interpretive methodology consisting of a 

literature review. Since the literature review allows researchers delve deeper into the causes and effects of 

issues, it assisted the researcher in relying on questions/hypotheses to explore and establish a 

comprehensive picture of the problems that plague WLB and employee work quality (Pringle-Nelson, 

2023), and acquiring evidence to support or contradict the researcher's assumptions. 

The research used an inductive methodology involving analyzing the data before presenting the findings; 

it was chosen because it allows researchers to gradually move from the specifics to general in analyzing 

findings (Mahdi and Ismail, 2023). In light of this, the researcher began by considering the study questions 

with scholarly journals concentrating on each question; hence, the researcher then shifted from the 

contents of a specific article to a larger set of arguments. This resulted in collecting and analyzing pertinent 

articles and data about WLB and its effect on the quality of work produced by employees. This research 

was aided by case studies through desk research. It was chosen because it enabled the researcher to conduct 

a detailed analysis of the research from multiple perspectives, and offers a valuable and applicable 

experience for future studies. 

Therefore, a literature review was conducted to establish the foundation for this study; the literature review 

thoroughly examines relevant publications that present pertinent data, hypotheses, and case studies. 

Hence, it was conducted to answer the research questions/hypotheses by evaluating and criticizing earlier 

studies; locating and constructing findings by drawing on existing information; for the simple reason that 

literature reviews help researchers improve their topics by drawing on the findings of previous studies 

(Kuckertz and Block, 2021). As a result, publications pertinent to WLB and work quality were gathered 

for findings and analysis. 

Sampling and Source of Data 

The researcher employed a purposive sampling technique to select the most relevant publications to 

address the study's question on the impact of WLB on work quality; hence, thirty (30) pertinent 

publications were acquired through archived copies of previously conducted research via desk studies. 

The benefits of desk studies over field studies are their lower cost and quicker turnaround time, as well as 

the ability to judge the validity of the data independently (Boslaugh, 2012).  

 

 



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Table 1: Sources of Secondary Data 

Sources Number of Journals 

Open Access Journals 21 

Paid Journals 9 

Total 30 

Search Engines employed:  Elsevier, Google Scholar, ResearchGate 

Secondary sources, as opposed to primary sources, make it simpler for researchers to assemble data for 

comparisons or longer periods (Johnston, 2014).  It was also advantageous to use secondary data because 

it involved less effort and was more efficient than acquiring primary data (Sileyew, 2019). Therefore, the 

researcher utilized Google Scholar, paid access, and open Access, to locate relevant and current 

publications. The researcher believes that the quality of the journals included in these databases, 

particularly the peer-reviewed journals, is sufficient to offer the information required for this study. 

Furthermore, the selection procedure took some time, journals published before 2012 were disqualified 

(only the last ten years were considered- 2012 and 2022). WLB, Work Quality, Leave Policies, Career 

Progression, FWAs, and “the impact of WLB on improving work quality” were used as search variables 

to identify relevant publications. 

Quality of Secondary Data  

The findings of this study can be extrapolated to a larger population because they are based on verified, 

and tested data from other studies. Several papers and articles were found in research databases, but only 

the highest quality and most relevant were included in the final analysis. Articles that met the journal's 

and authors' criteria for quality were used extensively, while journals that did not specifically address 

WLB and work quality were excluded. Since this study was conducted in Nigeria, it was unnecessary to 

include articles from other African and international countries, as the data acquired in other nations would 

not be applicable in Nigeria, especially regarding how a better WLB can improve work quality. As a result, 

the only way to ensure that the study included high-quality material was to integrate information from 

numerous papers dealing with the same elements; a single article was insufficient to cover all the research 

questions/hypotheses. 

The researcher, therefore, ensured that the study's credibility was maintained by including thorough and 

exact citations for every publication utilized. Therefore, the study was conducted with utmost regard for 

ethics, ensuring total confidentiality and precision.  Although there are studies on WLB, only a few have 

investigated how WLB affects the quality of workers' output, hence, it was a struggle to get the appropriate 

data. Therefore, articles that urged respondents to remain anonymous and withhold contact information 

were used because doing so was necessary to comply with ethical standards and protect the respondents' 

privacy, neutrality, and confidentiality.  

One potential drawback of secondary research is that it may not provide sufficient answers to the 

current research questions being explored. Secondly, a more rigorous methodology is necessary, as the 

researcher may be constrained by time and must conduct a thorough investigation to uncover pertinent 

data; the data gathered may be susceptible to bias. 



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4.0 FINDINGS 

This chapter provides an explanation of the study's findings based on a review of relevant literature on the 

impact of WLB on employee work quality in Nigeria. Hence, the following research questions were 

developed to aid the study’s objectives: (i) Does flexible work arrangements impact employee job quality? 

(ii) Do leave policies contribute to enhancing employee job quality? (iii) Do opportunities for career 

advancement impact employee work quality? 

The journals reviewed examined the impact of WLB on employee work quality in Nigeria; however, each 

study employed a distinct methodology; three primary methods were identified: case study, qualitative 

method, and quantitative method. The exact findings gathered from the publications are presented below; 

RQ1: Does Flexible Work Arrangement Influence Employee Job Quality?  

A study conducted by Ifeoma (2019) was chosen because of its applicability to the Nigerian labor force. 

The study was conducted to evaluate how different banks monitored FWA and employees' performance. 

The study had a population size of 348; however, only 186 participants were included in the sample using 

the Taro Yamane method. The researcher used a systematic questionnaire with questions designed to 

collect data on all the relevant research factors. Cronbach's alpha (α) was utilized to examine the 

instrument's reliability and 0.891 was derived after the testing. The researcher went further and employed 

descriptive statistics to summarize the data, and the Pearson product-moment correlation coefficient was 

utilized for hypothesis testing.  

Table 2 displays the level of contentment among participants regarding adoptable employment 

arrangements. The findings of the descriptive statistics indicate that the mean score for the capacity of 

flexible work arrangements to decrease employee absenteeism is 4.46 and the average score for the leeway 

provided to employees to determine their work schedules is 4.28. Furthermore, the mean score for 

employees’ utilization of leave programs and productivity is 4.12. 

The data indicates that on average, flexible work arrangements are associated with higher levels of 

respondent satisfaction and productivity. The mean value of all elements compared to the highest possible 

score of 15 is 12.86. It serves as a reliable indication of the efficacy of flexible work arrangements in 

enhancing employee productivity. 

Table 2: Mean Score of Flexible Work Arrangements and Work Quality 

Statement N Mean Max Min 

Std 

Error 

FWAs reduce absenteeism 186 4.46 5 1 0.778 

Employees are given a leeway to decide 

FWAs 186 4.28 5 1 0.756 

Leave programs reduce absenteeism 186 4.12 5 1 0.74 

Sum 186 12.86 15 3 2.308 

 

 

 

 

 



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Pearson Correlation 

 

Figure 2: Pearson Correlation (Fwas and Employee Work Quality). 

The data showed a significant and positive relationship between flexi-time and work quality amongst 

Nigerian workers that with an r value of .796 and p value < .01); it implies that allowing workers some 

degree of flexibility in their schedules was correlated with higher productivity levels; hence, both 

employees and employers benefit when employees have more leeway in their workday structure. 

RQ2: Do Leave Policies Contribute to the Enhancement of Employee Job Quality?  

The study of Kadiri et al. (2020) on the efficiency of leave policies on the performance of Nigerian workers 

is relevant to this study. The primary objective of this study was to investigate the impact of annual leave 

on the productivity of government workers in Kwara State upon their return to work. Quantitative research 

was also undertaken in this study, with 275 participants drawn from the ministries and departments of the 

State responsible for employee scheduling, assigning, and appraisals. The study used a standardized 

questionnaire to collect data for analysis, with a total number (275) of government employees serving as 

the sample size. The researcher employed descriptive and inferential statistics to analyze the data and 

present the results coherently and thoroughly.  

 

 

 

 

 

 

 

 

 

 

 

Pearson Correlation, 
0.796

Sig. (2-tailed), 0.000

N, 186

Pearson Correlation Sig. (2-tailed) N

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

FWAs AND WORK QUALTIY



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Model Summary 

  

 Figure 3: Leave Policies and Work Quality 

With an R-value of 0.707 suggesting a positive link between employees' work quality and leave policies, 

and an R Squared value of 0.500 emphasizing that annual leave days utilization accounts for 50% of the 

variations in an employee's work quality, the study concluded that leave policies have a significant impact 

on employee productivity with a p-value of 0.000 showing that the value is significantly smaller than the 

5% cutoff. The study's results, therefore, lend credence to the competing theory that taking time off 

increases employee work quality. The result proved that a worker's leave policy is a major factor in the 

observed variation in output.  

RQ3: Do Opportunities for Career Advancement Impact Employee Work Quality? 

Ugwu (2021) conducted a study that employed a survey design, with in-depth interviews and 

questionnaires as the primary data collection instruments. The study's main goal was to determine the 

influence of career development on the work performance of lecturers in state universities in the Eastern 

region of Nigeria. The article was selected due to its applicability to Nigeria and prospective impacts on 

the Nigerian labor force. Five (5) state universities, including Ebonyi, Imo, Enugu, Anambra, and Abia 

State, provided knowledgeable personnel for the research, with a total population of 3,250. Using the 

statistical method devised by Freund and William, a sample size of 344 was appropriate; however, only 

294 employees returned the questionnaire with filled-out responses. In addition, Pearson's correlation 

coefficient (r) was used to evaluate reliability, with a result of 0.70, which was deemed satisfactory.  

 

 

 

 

 

 

 

0.707

500

0.484 0.55521 0.0000

100

200

300

400

500

600

R R Square Adjusted R Square Std Error P-Value

LEAVE POLICIES AND WORK QUALITY



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Pearson Correlation 

 

Figure 4: Career Development and Work Quality 

The graph indicates that career development improves the quality of workers' output, based on a 

comparison of the computed Z-value ranging from 5.686<7.261 and a significant value of 0.000 lower 

than the 0.005 thresholds. It implies that employees' job quality and efficiency improve when they 

participate in career development programs.  

Summary of Findings 

Based on the review of several articles, the predominant results indicate that the matter of WLB, 

encompassing elements such as career progression, leave policies, and flexible work arrangements, 

presents persistent challenges for employees. Failure to address these challenges may result in decreased 

productivity. The findings indicate that there is a positive correlation between flexible work schedules, 

leave policies, and professional growth opportunities with work quality among employees in Nigeria. 

Analysis of Findings 

The chapter analyzes the findings from the review of pertinent literature concerning WLB and employee 

work quality in Nigeria. It describes the results in relation to pre-existing knowledge and novel insights 

that surfaced as a consequence of this investigation. 

Evaluation of Findings  

In contemporary times, companies strive to attain competitive advantage by mandating employees to 

demonstrate value to the organization's growth through extended work hours, while disregarding personal 

obligations. Therefore, the following research questions were developed to achieve the study's aim: (i) 

Does flexible work arrangements impact employee job quality? (ii) Do leave policies contribute to 

enhancing employee job quality? (iii) Do opportunities for career advancement impact employee work 

quality? 

According to the findings, there is a favorable correlation between FWAs and work quality among 

employees in Nigeria (Ifeoma, 2019). This implies that providing employees with a certain degree of 

schedule flexibility increases productivity. Therefore, FWAs offer several advantages to employees that 

enhance work quality; one benefit is that FWAs enable employees to exercise greater control over work 

7.261 0.000

294

0

50

100

150

200

250

300

350

Kolmogorov-Smirnon Sig. (2-tailed) N

CAREER DEVELOPMENT AND WORK QUALITY



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and personal lives, improving WLB as they can efficiently allocate time and energy. Hence, implementing 

FWAs, such as remote work or flexible hours, reduces the time employees commute to and from 

workplaces, reducing stress. Also, employees with FWAs perceive themselves as more appreciated by 

employers, resulting in higher job contentment. The flexibility afforded by managing work around 

personal responsibilities can enhance employees' health and well-being. In addition, employees who 

maintain good health are likely to exhibit higher productivity levels and take fewer sick leaves; this can 

be attributed to the ability of individuals to optimize work patterns based on unique differences, or 

strengths. 

The study findings also revealed a positive correlation between the quality work and the leave policies 

provided (Kadiri et al., 2020). This implies that the absence of leave programs results in behavioral 

consequences, including diminished work output, decreased productivity, heightened absenteeism and 

employee turnover, and health-related issues. Hence, the presence of burnout and stress among employees 

is detrimental to organizational effectiveness, as employees' satisfaction and commitment are crucial 

factors in achieving success within an organization. Employee leave programs are crucial for both the 

workforce and the organizational well-being; therefore, implementing leave programs can enhance 

employee productivity in various ways; employees who take time off to prioritize their mental and 

physical well-being exhibit sustained productivity over time. Implementing leave programs can enhance 

employees' job satisfaction by affording them a perception of equilibrium between professional and 

personal lives. In addition, leave programs allow employees to engage in professional development 

activities such as attending conferences, taking courses, or pursuing other relevant opportunities, thereby 

providing opportunities for employees to enhance skills and knowledge, which can increase the 

organization's value.  

According to the research findings, the enhancement of career development positively impacts the 

employees work quality (Ugwu, 2021). It implies that companies offering career progression prospects 

reap greater employee advantages; a career-oriented approach empowers workers to enhance skills to 

effectively navigate professional trajectory. Consequently, career development yield various advantages 

for employees that directly influence productivity. For instance, career development endeavors such as 

training programs, and mentoring offer employees a chance to acquire new skills and knowledge, when 

employees are provided with career development opportunities, they experience job quality as they are 

more inclined towards embracing novel challenges and confronting arduous tasks. Career development 

programs give employees more defined understanding of career objectives and the necessary steps to 

attain them, as well-defined objectives enhance the motivation and productivity of employees. Therefore, 

investing in employee career development means that the organization values advancement and well-

being. Career development initiatives also facilitate the creation of skilled workforce, thereby enabling 

the identification and cultivation of potential candidates for future higher-level positions. 

Re-Assessment of Research Questions in Relation to Research Findings and Literature 

The three research questions that were investigated in this study served as the basis for the analysis of the 

results; 

RQ1: Does Flexible Work Arrangements Impact Employee Job Quality? 

The study found a clear and substantial correlation between flexi-time and the quality of workers' output 

in Nigeria (Ifeoma, 2019). According to a meta-analysis of related studies, there is an association between 

FWAs and employee work quality. For instance, this finding agrees with the results of John's (2017) study. 

The researcher examined how different work schedule options impacted employee satisfaction and 

business outcomes. The study employed a questionnaire survey design, and data were analyzed using 



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SPSS. According to the findings, most workers agree that FWAs help them and their employers save time. 

Employees who took advantage of the FWA saw a marked improvement in their performance, suggesting 

a strong correlation between FWAs and the quality of their work. Thus, the study's findings indicate that 

it would be advisable for managers to identify those employees who stand to gain from flexible work 

arrangements (FWA) and provide them with the opportunity to avail of such arrangements.  

RQ2: Do Leave Policies Contribute to the Enhancement of Employee Job Quality?  

According to the findings of the research carried out by Kadiri et al. in 2020, there is a correlation between 

the quality of the job performed by employees and the policies regarding time off. The findings are 

supported by the review of previous research as well; for instance, these findings are consistent with the 

results of Moleki (2014), in which the researcher investigated the relationship between leave policy and 

productivity using a qualitative methodology that involved the use of a questionnaire to gather responses 

from workers. The objective of the study was to assess the coping mechanisms of staff members in the 

face of stressful conditions, such as meeting service delivery deadlines while availing themselves of leave 

options. According to the findings, the policy of offering paid time off to workers has significant effects 

on both the productivity of workers and the organizations. 

RQ3: Does Opportunities for Career Advancement Impact Employee Work Quality? 

According to the research findings, a favorable correlation was established between the enhancement of 

career development and the overall productivity of employees (Ugwu, 2021). This finding is corroborated 

by previous research; for instance, Samuel (2016) conducted a study to gain a deeper understanding of 

career advancement and employee efficacy. The study's primary aim was to identify the obstacles that 

impede employees' progress. The study revealed that opportunities for career growth positively impact the 

job quality delivered by employees, as evidenced by the timely delivery of tasks with fewer errors. The 

researcher posited that employees face considerable hindrances in their endeavor to progress in their 

careers, such as limited entry to training prospects and a dearth of open positions. 

5.0 CONCLUSION AND RECOMMENDATIONS 

The chapter elucidates the findings and conclusion drawn from the data and analysis. The 

recommendations explicitly address the research objectives and the extent to which they have been met. 

The research comprises the following chapters: The first chapter introduced the topic and deliberated on 

the fundamental matter that instigated the study. In chapter two contains an evaluation of pertinent 

literature of the variables identified in the research. Chapter three expounded on the methodology 

employed in the study. The fourth chapter presents the research findings, while the fifth chapter provides 

an analysis and interpretation of the data. The sixth chapter draws logical conclusions and offers 

recommendations based on the study's findings. 

Conclusion  

This research examined the impact of WLB on employees' work quality. The analysis of the research 

objectives was facilitated by a selection of relevant literature. Therefore, the study addressed the following 

research inquiries; (i) Does flexible work arrangements impact employee job quality? (ii) Do leave policies 

to contribute to enhancing employee job quality? (iii) Do opportunities for career advancement impact 

employee work quality? 

i. The study's results indicate a correlation between flexible work arrangements and employee job 

quality with a correlation coefficient (r) of 0.70, providing insight into the first research question. It 

indicates that the implementation of FWA significantly impacts the quality of work produced by 

employees, with positive outcomes observed; hence, granting workers appropriate schedule 



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flexibility increases productivity levels. Consequently, both employers and employees gain from a 

more flexible day-to-day arrangement. 

ii. The second research question was tackled through a comprehensive analysis, which revealed that 

leave policies significantly impact the quality of work produced by employees with an R-value of 

0.707, R Squared value (0.500), and p-value of 0.000. This indicate that leave policies positively 

impacts the quality of employees' jobs as a crucial component of achieving WLB. This, in turn, 

enables employees to effectively manage their personal responsibilities while being productivity. 

Therefore, employees must be granted access to leave, including but not limited to annual vacation, 

sick leave, maternity leave, paternity leave, compassionate care leave, academic leave, and public 

holidays. 

iii. The third research outcome answers the third research question, revealing that career advancement 

prospects significantly impact the quality of work produced by employees, with a significant value of 

0.000. Hence, the positive correlation between career advancement opportunities and employee work 

quality showed that employees demonstrated greater drive and dedication towards their work when 

they perceive that the organization provides avenues for career development. 

Recommendations  

The recommendations put forth in this study were derived from the three research questions and 

corresponding objectives, which includes the following: 

The Implementation of Flexible Work Arrangements (FWA) 

The study recommends that business managers should implement FWAs as it has the potential to enhance 

employee satisfaction and alleviate stress, ultimately resulting in an improvement in work quality. Hence, 

allowing employees to telecommute or modify their work schedules to align with their individual needs 

and preferences enhances their work-life equilibrium, enhancing their general welfare and job 

contentment. The adoption of FWAs is recommended as a means of enhancing the ability of employers to 

attract and retain skilled personnel; therefore, to optimize the favorable effects of FWAs on employee 

work quality, it is advisable for management to provide specific directives regarding work procedures and 

offer resources that facilitate employees' work and team communication. The research also recommends 

that managers conduct periodic employee assessments to ascertain their ability to maintain a healthy 

equilibrium between work and personal life and to tackle any challenges that may emerge.   

The Availability of Leave Programs 

Based on the findings, it is recommended that managers offer employees appropriate and unimpeded 

access to leave as sufficient leave entitlements have been shown to aid workers in maintaining 

overall well-being, and managing unforeseen emergencies. Furthermore, the implementation of leave 

policies has the potential to foster a favorable organizational climate and enhance the well-being and job 

satisfaction. It is also recommended that management comprehend that the efficacy of leave policies in 

augmenting the quality of employee job is contingent upon how they are formulated and executed. Hence, 

when leave policies are excessively restrictive or pose significant accessibility challenges, their efficacy 

in promoting employee well-being and job quality may be compromised. The research further suggests 

that managers should periodically evaluate and revise leave policies to guarantee that they cater to the 

requirements of the workforce and conform to the prevailing benchmarks. 

Prospects for Professional Growth and Development 

The study recommends that training sessions should be led by qualified personnels so that management 

and employees can gain the most from each training session as these sessions can facilitate the acquisition 



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of new abilities and expertise, thereby enhancing job effectiveness.  It is advisable that career 

opportunities are allocated equitably and hindrances to advancement, such as partiality, are entirely 

eliminated. Thus, employers must offer unbiased equal opportunities to all their employees. Providing 

career advancement opportunities also gives employees a sense of meaning and a well-defined trajectory 

for realizing career objectives; hence, it is recommended that managers furnish employees with prospects 

for career advancement. 

Implications for Future Research 

The research adds to existing literature by demonstrating that WLB, encompassing FWAs, leave policies 

and career progression, significantly influences employee work quality. However, further investigation 

could be undertaken to ascertain the impact of telecommuting/remote work on financial performance of 

enterprises.  

The analysis conducted in the study indicates that leave policies influences work quality, consequently, it 

is imperative to examine and compare different forms of leave policies effect on job performance. Further 

research investigations could be conducted to explore the effects of career progression on employee 

satisfaction and operational performance across various organizations. 

Furthermore, organizations can comprehensively evaluate their policies regarding leave, FWAs, and 

programs for career progression to implement requisite adjustments in areas of deficiency. Also, present 

study examined a limited amount of data. Nevertheless, augmenting the sample size in forthcoming 

research undertakings to encompass additional literature about WLB would confer significant benefits.  

Limitations of the Research 

The research provides insight into WLB and employee work quality improvement in Nigeria; however, 

the project encountered various limitations, such as the chosen data collection methodology, time, data 

accessibility, and academic responsibilities. 

The study relied on secondary data, leading to a restricted pool of data and literature sources confined 

exclusively to Nigeria. Employing a more comprehensive data collection approach by combining primary 

data may give a different result.  

While the journals obtained were sufficient for the study, additional and preferred data would have 

facilitated more extensive findings.; therefore, the lack of sufficient and preferred information in the public 

domain acted as a bottleneck. 

Time management was an issue as it was necessary to balance conducting the study and dealing with other 

aspect of life, such as professional and personal obligations.  

 

 

 

 

 

 

 

 

 



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