Influence of Work-Life Initiatives on Employees’ Performance in Commercial Banks in Nairobi County




Work-life Initiatives, Employees Leaves, Flexi-time, Recreational Facilities, Employees’ Performance


The workplace today has become tasking compared to decades ago. Advancement in technology has blurred the boundary between work and leisure. Previous research has shown that for an employee to be effective in the workplace, they must strike a good balance between their job and their life-related roles. This research aimed at investigating the effects of work-life initiatives on employee performance in commercial banks in Nairobi County. Employees in commercial banks are likely to have work-life imbalance because their job is quite demanding and requires long working hours. The specific objectives of this study sought to investigate the effect of leaves, paid time off, flexi-time, and recreational facilities on employee performance. The study adopted a cross-sectional research design. The target population was 121 employees of the 41 commercial banks in Nairobi County. This study used stratified random sampling to determine the employees who participated in the study. Questionnaires were used to collect data for the study. The reliability of the instruments was tested using Cronbach alpha where a score of 0.688 was obtained. The data were analyzed using both descriptive and inferential statistics. Descriptive statistics focused on the means and standard deviations while Pearson’s correlation was used to test the relationship between the study variables. The results indicated that leaves, paid time off, flexi-time, and recreational facilities had a positive correlation with the performance of between 0.2 and 0.4. The study concluded that to improve the existing leave policies, the leave allowance should be paid on time. Proper tracking of paid time off is important to ensure that the cost arising from this initiative is minimized. The paid time off not taken should be treated as overtime and employees compensated for the same. The study recommended the introduction of flexi-time in an organization where it does not exist and the involvement of employees in the formulation of a flexi-time program to make it relevant. The study further recommended the introduction of recreational facilities which employees felt are important to them and would act as a form of intrinsic reward.


Aniqa, F. (2022). Analyzing the performance of Mutual Trust Bank with a close competitor by using CAMEL rating and the minimum capital requirement under BASEL-III compliances.

Bagha, Z. H. (2020). Effects of Training on Employees' Performance in Commercial Banks in Kenya: A Case of Prime Bank Limited, Nairobi County. Doctoral dissertation, United States International University-Africa.

Bataineh, A.K. (2019). Impact of work-life balance, happiness at work, on employee performance. International Business Research, 12(2), 99-112.

Berhanu, H. (2019). Work-life Balance of Female Physicians Working in Selected Governmental Hospitals in Addis Ababa, Ethiopia. Practices and Challenges. Doctoral dissertation, St. Mary's University.

Bloom, N., Kretschmer, T., & Van Reenen, J. (2009). Work-life balance, management practices and productivity. International differences in the business practices and productivity of firms, 15-54.

Chungo, J. C., & Anyieni, A. G. (2019). Employee Leave and Strategic Organizational Performance of Rift Valley Bottlers, Kenya. International Journal of Current Aspects, 3(IV), 157-168.

Dhamija, P., Gupta, S., & Bag, S. (2019). Measuring of job satisfaction: the use of quality of work-life factors. Benchmarking: An International Journal.

Ernst, E., Lewis, S., & Hammer, L.B. (2010). Work-life initiatives and organizational change: Overcoming mixed messages to move from the margin to the mainstream. Human relations, 63(1), 3-19.; PMid:22021934 PMCid:PMC3183490

Garg, S., Bebarta, K. K., & Tripathi, N. (2020). Performance of India's national publicly funded health insurance scheme, Pradhan Mantri Jan Arogaya Yojana (PMJAY), in improving access and financial protection for hospital care: findings from household surveys in Chhattisgarh state. BMC Public Health, 20(1), 1-10.; PMid:32546221 PMCid:PMC7298746

Gatimu, J. W., & Kagiri, A. W. (2017). Influence of leave policy on employee satisfaction in telecommunication industry in Kenya. Journal of Human Resource and Leadership, 2(7), 41-57.

Hill, E. J., Ferris, M., & Märtinson, V. (2003). Does it matter where you work? A comparison of how three work venues (traditional office, virtual office, and home office) influence aspects of work and personal/family life. Journal of vocational behavior, 63(2), 220-241.

Kamau, J. M., Muleke, V., Mukaya, S. O., & Wagoki, J. (2013). Work-life balance practices on employee job performance at Eco bank Kenya. European journal of business and management, 5(25), 179-185.

Kamau, S., Tuwai, B., & Kuria, S. (2015). Effect of corporate wellbeing practices of employee's performance among commercial banks in Kenya. International Journal of Scientific & Research Publications, 5, (5).

Kattenbach, R., Demerouti, E., & Nachreiner, F. (2010). Flexible working times: effects on employees' exhaustion, work‐nonwork conflict and job performance. Career Development International.

Kipkoech, K. V. (2018). Flexible working arrangements on employee performance in Kericho County Referral Hospital, Kenya. Doctoral dissertation, Kenyatta University.

Kossek, E. E., & Lautsch, B. A. (2008). CEO of me: Creating a life that works in the flexible job age. Pearson Prentice Hall.

Lockwood, N.R. (2003). Work/life Balance: Challenges and Solutions. SHRM Journal, 48 (6), 81-90

Mangale, N. M. (2017). The Effects of Compensation on Employee Productivity a Case Study of Kenya Literature Bureau, South C Nairobi (Doctoral dissertation, MUA).

Margaretha, M., Saragih, S., Zaniarti, S., & Parayow, B. (2021). Workplace spirituality, employee engagement, and professional commitment: A study of lecturers from Indonesian universities. Problems and Perspectives in Management, 19(2), 346-356.

May, D. R., Gilson, R. L., & Harter, L.M. (2004). The psychological conditions of meaningfulness, safety, and availability, and the engagement of the human spirit at work. Journal of occupational and organizational psychology, 77(1), 11-37.

Meister, J. C., & Willyerd, K. (2021). The 2020 workplace: How innovative companies attract, develop, and keep tomorrow's employees today. HarperCollins Publishers Inc.

Milkman, R., & Appelbaum, E. (2013). Unfinished business: Paid family leave in California and the future of US work-family policy. Cornell University Press.;

Muli, J. V., Muathe, S., & Muchiri, M. (2014). Human resource work-family support services and employees' performance within the banking industry in Nairobi County, Kenya. International Journal of Humanities and Social Science, 4(7), 158-170.

Nzinga, J., Mbaabu, L., & English, M. (2013). Service delivery in Kenyan district hospitals - what can we learn from literature on mid-level managers? Human resources for health, 11(1), 1-10.; PMid:23442524 PMCid:PMC3599555

Schuster, M. A., Chung, P. J., Elliott, M.N., Garfield, C. F., Vestal, K. D., & Klein, D. J. (2009). Perceived effects of leave from work and the role of paid leave among parents of children with special health care needs. American Journal of Public Health, 99(4), 698-705.; PMid:19150905 PMCid:PMC2661484

Sheppard, G. (2016). Work-life balance programs to improve employee performance. Doctoral dissertation, Walden University.

Wynen, J., Boon, J., & Op de Beeck, S. (2021). Fear of missing out? Linking workplace changes and presenteeism. Australian Journal of Public Administration, 80(4), 690-712.




How to Cite

Kinuthia, J. M., & Kiragu, L. N. (2022). Influence of Work-Life Initiatives on Employees’ Performance in Commercial Banks in Nairobi County. SCIENCE MUNDI, 2(1), 34–40.