Work-Life Balance Practices and Organisational Commitment among Married Women in the Nigerian Manufacturing Industry

Abstract

The Nigerian manufacturing terrain is very stressful and affect the activities of women to a significant extent. Consequently, work-life balance have become a crucial discourse across the globe and this stemmed from the fact that married women on the job are affected based on their dual roles at work and at the home front. In this regard, this study investigated work-life balance practices and organisational commitment among married women in the Nigerian manufacturing industry from the dimension of flexible work arrangement and affective commitment, leave policies and normative commitment and on-site childcare on continuance commitment. The study was underpinned by the spillover theory, work–family conflict theory and work role stress theory. The study concluded that married women are affected by activities in the manufacturing industry in Nigeria due to its stressful nature. However, it was recommended that management of manufacturing firms should set up a framework that prioritises work-life balance; in order to assist married women deliver effectively and efficiently.

1. Introduction

Economic conditions and social demands over the years have necessitated several changes in the activities of the womenfolk. In past years, women play stereotypical roles as house wives; as such, only minority or few of them were known with paid jobs. A considerable amount of women were not allowed to acquire formal education due to the barrier and embargo placed by cultural disposition on women which puts them under the superiority of men and categorised them as second fiddle in the society [1]. But with the tremendous economic development and goals, women have received education on a broad spectrum which has given them an open mind to freely associate and contribute hugely in modern analysis. Education obtained by women have empowered them and also created more opportunities for charting a career [2]. According to Kim and Ryu, [3], the current knowledge economy has proven beyond reasonable doubt that power of the brain is much more critical than physical strength which now equates female to male in all industries; but as excellent as this sound, it’s still creating a sort of difficulty among many female married employees due to striking a balance between work and the home front; that is, they have diverse roles, responsibilities and tasks to perform; women are saddled to responsibly take care of the homes while also under pressure to meeting deadlines at work [4]. Consequently, many female employees are experiencing challenges, difficulty and dilemma in the area of work–family conflict and this circumstance have put them under immeasurable risk which if not well handled will impede on their level of commitment.

As submitted by Lambert, [5] work-life balance has become an issue of debate in areas of strategic management, business management, and human resource management foray and this is because work-life balance is synonymous with positive outcomes which included high amount and degree of organisational citizenship behaviour, high amount of productivity level and increased performance [5, 6, 7], with low level of employee turnover and turnover intentions. Work-life balance for women who are married is a longstanding issue in the human resource realm; on a generic note, work-life balance implies the comprehensive contentment level which is a resultant assessment an individual’s success degree in terms of meeting and managing family and work; without anyone impeding on each other [8]. Just because organisational success is largely dependent on the kinds of employees which make up the chemistry of such workplace; and their level of commitment to such organisational principles, values and culture; these principles in their own accord distinguishes organisational from each other and it is on these principles that the fundamental nature and beliefs of organisations operates and rest upon [3].

Employees commitment towards the attainment of the purpose of formulating the organisation is apt for ensuring efficiency, effectiveness and high productivity level; because when an employee is committed towards organisational tasks, it creates a sense of dignity and increased self-confidence coupled with individual personal integrity; therefore, combining strong, and positive and affective style of commitment on a personal basis helps to nurturing a continual basis for improvement [5]. Proper prioritisation between an individual’s work and their social life helps in building a better working culture that supports the home front and not compromising productivity standards; building organisational culture centered around women work life balance is still lacking in many organisations as organisations are formed for profit making; so, women are propelled by this fact to work long hours which puts the home at the receiving end if such remains unabated [8].

Work-life balance remains an area of interest which is being heavily researched on; and this is as a result of its emphasis on the working quality of striking a balance to avoiding work–family conflict Guest [9]; this is because dimension towards explaining work-life-balance vary according to ideologies [10]. So, the greatest dilemma and difficulty posed on women is the striking of balance between their family lives and their work-life [11]. The greatest challenge for most career women in this contemporary age is how to balance their family life and their work; studies of various kinds have shown that the combination of and family role tends to put more stress on married women and this might have a dysfunctional consequences on their family and social life [12].

The imbalance between working life and pattern with family life of married women has over time become a major impediment in further advancing women career [13]. Based on the above evidence and submissions; 75% of women have opted to work fewer hours in order to obtain a balance between their chosen carrier and their family life Keeton et al. [14]. In order to excel and attain the pinnacle of their respective careers, many women have compromised and ignored family values and goals as a mechanism for reduction of work-family challenges; whose outcomes over the years has brought about reduction in child birth [15]. Studies by Damaske et al. [16] unravelled that women in most cases concede and surrender their family life to fulfilling their obligations and commitments to their respective organisations; this is a resultant effect as to why many women are still present in organisations and are climbing the ladder of success [17].

In many organisations; a significant proportion of women dominate prominent positions despite the myriads of obstacles in which they are faced with; hence, it is expedient to examine from the Nigerian perspective the position of work-life balance in order to expand the frontier of knowledge and establish a new paradigm. Based on the above stated arguments, this study aims to investigate the effects of work-life balance on organisational commitment of married women in FrieslandCampina Nigeria Plc.

2. Statement of the problem

Manufacturing organisations in which FrieslandCampina belongs to, have several things in common and one of its significant indicator is tight work schedule which does not allow for flexibility; it breeds increasing workload, and poses has high amount of stress inherent in its activities; all these out together are stressing out many female married employees. The inability to enjoy a balanced work-home has overtime not led to low productivity; it has broken many homes due to lack of understanding between and among partners. In the organisational behaviour parlance, one of the contemporary challenges still dominating the front arena of debates is work-life balance for married women [18]; and this has become a continuous growing and trending issues which has reduced the quality of homes and impeded on performance, job commitments and employee satisfaction. The reason for the above assertions is not far-fetched from the fact that role incongruity between family has work over the years has led to lower organisational commitments by many married women; this has come in form of low inputs; reduced performance and poor job and task delivery. A married woman who is caught in the dilemma of work and family conflict tends to be less productive, less committed and this can increase absenteeism at work due to constant conflict and hidden challenges in which many of the married women are going through [19]. According to studies by Mushfiqur et al. [20], it was postulated that when women spend too much time on their jobs with less commitment on the home front, deterioration begins to set in and this outcome leads to huge amount of deficiency in performance [21].

Diverse explanations have been proposed as a means for influencing families from the angle of work; also, pressures and workload resulting from long working hours, emotional exhaustion and persistence in increase in terms of growth; the consequences from these actions are drug abuse to avert body pains and other kind of pains emanating from the stressful work nature [22]; married women are faced with increased burden ranging from caring from their indisposed wards and getting entangled with the children’s school activities by assisting with home assignments while also creating time to meeting up with job demands and managing their well-being at work. Another challenges identified by modern day organisational behaviour researchers is the issue of dual career couples [23]. Married women continues to get caught up with how to balance job and home demands’ hence the reason for the attainment or adequately achieving a balance with work and life has become a necessity for ensuring longevity of both life and career; (Backett-Milburn et al. [24]; [25], there are huge consequences attached with uncontrolled level of stress [26], which causes low engagement of employees, unimproved and low productivity and high degree of turnover Crowley and Kolenikov [27].

Many organisations are now very conscious of this challenge and are now beginning to carve out bold steps in addressing the menace [28]. Worklife balance has become a critical subject in all human endeavours and this connotes the significance of having in place group or crops of employees with balanced style of living. The level of wellness of employees at whatever circumstance still remains a prerequisite to having or attaining optimal performance or productivity; this stamen was credited to Mordi et al. [29], while lending their voices and opinions on the subject under investigation. In responding to the subject of work-life balance, five components are examined as yardstick for the measurement of the subject matter and these are the aspect of employees health, appreciating employees in terms of their safety and growth; development of employees and their work-and social status Miller [30]. Studies have provided that the inability of organisations to provide work flexibility will continuously put married women at great disadvantage; because, stress will ceaselessly have its toll on them; thereby making them unable to attain the expected height or level of proactiveness required in keeping their job and homes in shape [31].

3. Research objectives

The general objective of this study was to investigate the effects of work-life balance practices on organisational commitment of married women in FrieslandCampina Nigeria Plc; the specific objectives are to:

1. examine the relationship between leave policies and affective commitment of married women in

2. investigate the significant relationship between flexible work arrangements and normative commitment of married women in FrieslandCampina WAMCO Nigeria Plc.

3. assess the relationship between on-site child care policy and continuance commitment of married women in FrieslandCampina WAMCO Nigeria Plc; and

4. examine the joint and relative effects of work-life balance practices on organisational commitment of married women in FrieslandCampina Nigeria Plc.

4. Literature review

This section reviewed past scholarly works in the area of work-life balance as it relates with organisational commitment among women in the manufacturing industry. In simplifying this section for better comprehension; the following headings are outlined to properly analyse the topic of discussion. These headings are reviewed under the conceptual review part of the section.

5. Conceptual review

5.1 Work-life balance practices

Employees on the Nigerian soil have experience long hours of work over the years spanning over three decades which then raised a new research frontier which is known as work-life conflict which is now experienced on a high degree in many sectors in the Nigerian economy [32]. With the objective on contributing to knowledge and existing literature; this study examined work-life balance from the perspective of married women and their level of organisational commitment in the Nigerian clime.

Even though work-life balance has continued to gain momentum as a concept of research; it still does not have a universally accepted definition [33]; study by Dundas [34] cited in Noor [35] opined that work-life balance has to do with the effective management of juggling or jostling between one’s career job and other life or person activities such as families, activities of the community, voluntary jobs personal development, recreation and leisure. In the opinion of Haar [10], work-life balance can be conceptually described as a form of creating and striking balances between an individual’s person lives against other forms of activities which an individual subjectively perceives as being how work and family life can be balanced without any form of interference. In supporting the above, Clark [36] attested that Work-life balance helps in enhancing satisfaction of work from an individual’s perception; with little or low interference of other non-work related activities.

As submitted by Maad [37], there is a common phrase which advised that we work to live and not living to work; which reflected the conventional mind of an employee who aims to balance their jobs with other life priorities. The inability to balance work and other life events can result into work and life conflicting or hitting on each other which directly imposes stress on the individual involved [35].

In explaining further on what work-life balance stands for, the submission by Allen and Greenhaus [38], identified three ideas which are most commonly employed in the conceptualisation of work-life balance as a unique concept in the management sciences; these are absence or minimal presence of work–family conflict; high level of involving in the fulfilment of dual or multiple roles through commitment in the aspect of work and personal life; high and remarkable level of fulfilling dual roles.

This analysis of work-life balance presents a more comprehensive connotation which involves employees accomplishing dual roles past or beyond just the work aspect but having on board family, social contacts as well as other activities which completes the cycle of an individual life and values [33]. In simple terms, work-life balance can be described as the total appraisal of the length of an individual’s effectiveness and satisfaction are consistent in handling work and family roles at a particular point in time [39].

Extant of literature has posited that there is a form of connectivity and relationship between work-life balance and the attitude as well as the organisational outcome or results. For instance, study by Casper et al. [40], work-life balance significantly and positively relates with the level of commitment received by organisations from the employees; regardless of their group whether professional or new entrants.

Another study carried out by Hutchnison et al. [41] indicated that Work-life balance reflects the type and kinds of policies available in an organisation which is adopted in assisting employees improve and create a balance between their work and family without anyone interfering with each other; it is believed by these scholars that the outcome of this would help increase affective commitment; meaning that work-life balance is somehow directly linked with commitment to work. Work-Life balance is hence considered on a broader spectrum in this modern time to involve both work and non-work related activities [42].

5.2 Work enrichment

Definitions of diverse kinds have been advanced in explaining work enrichment as an interlink and mediator of family and work interface which enhances engagement of employees and promoting and facilitating enrichment. Carlson [43] was of the view that definition of work enrichment changes in line with its contextual meaning and usage; this helps in understanding that the concept represents different stroke for different folks. Carlson, opined that explaining work enrichment from the outlook of family-work relationship implies a form of synergistic process when one role influences or interfaces with the other in the area of skills and self-esteem; thus, making participation much more of an easy task in balancing both roles.

Work enrichment which is sometime referred to as job enhancement refers or represents a social and psychological resource form acquired and obtained via participation in various roles bordering on life events [44]. The stand point or view of work and family enrichment holds that experience obtained in one role helps in the improvement of the quality of life of the other; meaning that one of family and work influences each other to a great extent [45]; this explains that actors such as moods, skills, values and behaviours are transmitted and transferred from one role to the other. So, the positive connection between work and family domain is primarily emphasised resource transfer stemming from experience and states of emotion from one arena to another which facilitates the participation of diverse roles and improvement in the quality of life.

Studies have proven that a positive connection has been established between work-family enrichment and conflict arising from work and family has been adjudged to almost have no connection; hence, work enrichment has the potentiality of being considered as a construct which qualifies for and independent constructs [46]. Positive form of Spillover can concurrently occur as distinct features; for example, a negative Spillover can be felt or experienced from the employees analysing from the angle of fighting hard to complete multiple assignments, appointments, meeting deadlines and so on.

5.3 Job satisfaction

Theoretically speaking, diverse definitions exist for defining job satisfaction; for instance, Atambo et al. [47] examined job satisfaction as a reactive methods demonstrated by an employee on the job through the evaluation of outcomes which are made apparent by disposition, attitude and behavioural pattern of such employee. Job satisfaction remains a significant point of measuring the experience of employee while on their jobs and this concept is influenced by the following factors such as job nature, stress level, conditions of work; support from colleagues, supervisors and level of workload [48]. Effect of being satisfied on the job has been viewed as a very significant factor which expresses pertinent organisational outcomes [49].

Some definition points to job satisfaction as a cardinal individual feeling which cannot be shared while other feels that all factors which hinders smooth work process invariably inhibits job satisfaction. Job satisfaction from the angle and view of Crino and Leap [50, 51] is referred to as the workers’ attitude towards the job the type and form of reward obtained as well as the physical, social and organisational features in the environment where activities are carried out; in furtherance, job satisfaction as a concept is a positive feeling exuded on the job; Milkovich and Boudreau [52] espoused that job satisfaction arises from an employee’s perception and perspective which he or she has about the job and what is received in relations to the activities embedded in the job coupled with the environmental conditions [53].

As a matter of certainty, job satisfaction remains a challenge with valid framework from the standpoints of employees, management and researchers and this is because; it serves as a riddle which cannot be easily dissected; this is as a result of the fact that employees have their opinion on the subject matter which is premised on the factors present in their workplaces; human as a living component with huge amount of expectations from their jobs; in which the most paramount of it all is to be fairly treated and given a sense of belonginess and given recognition where and when necessary and accorded greater respect for hitting certain milestones while on the other hand, management wants employees with great satisfactory work level who will commit more to the organisational objectives and help drive the train for attaining the vision, mission, and goals of the organisation; exhibiting the right and required attitude and behaviour which will help drive the developmental process of increased profit for organisational expansion. At this point, management expects more than just mere or peripheral commitment but an affective style of commitment which will promote emotional and shared bond between and among all and sundry.

In contemporary times, growing interest have been recorded in the area of how employee sees satisfaction in their job is viewed as a justified factor for job evaluation in the management parlance judging events from the conditions of the environment where work is carried out as well as the knowledge of these employees becomes key and prerequisites for competitive advatntage attainment Crino and Leap [50, 51].

5.4 Work-family conflict

Work-family-conflict (WFC) as a concept was established basically due to the fact that work and family interface can negatively affect family and work related roles. This encompasses the management of stress, self, changes erupting from technological innovation and advancements; coupled with the ability to equally give and pay attention to both the job and the home front [54].

The connotation of family under this study implies those belonging to the nucleus class with close relationship [55]. It is expedient to examine the non-alignment between how work and family boundaries can be observed from close analyses to always affect one another but there must be a mechanism for ensuring a fit between both work climate and organisational structure and work pattern [42].

The occurrence of work and family conflict creates an imbalance and role incongruence; meaning that stress creeps in when an individual employee fails to meet up with the demands from their jobs and home demands [56]; as such work–family conflict is present which affect an individual’s job responsibilities. A voidance of work–family conflict by individual employees is about the organisation bringing forward a sort of flexible working arrangement with the ability and intention of incorporating the dimensions of work with family in order to obtain massive and optimal result [54].

According to Sawatzky and Sawatzky [57]; Oyedele et al., [54] family and work conflicting with each other, thus, affect several working outcomes ranging from satisfaction on the job, engagement and acquaintance with work and job commitments. Hence, for individual employees, absence of work-life balance can result into stress which may have dysfunctional effects on employees’ health as well as well-being of individuals through their happiness which helps in promoting greater efficiency [58, 59].

Work-family-conflict (WFC) as a concept was established basically due to the fact that work and family interface can negatively affect family and work related roles. This encompasses the management of stress, self, changes erupting from technological innovation and advancements; coupled with the ability to equally give and pay attention to both the job and the home front [54]. The connotation of family under this study implies those belonging to the nucleus class with close relationship [55]. It is expedient to examine the non-alignment between how work and family boundaries can be observed from close analyses to always affect one another but there must be a mechanism for ensuring a fit between both work climate and organisational structure and work pattern [42]. The occurrence of work and family conflict creates an imbalance and role incongruence; meaning that stress creeps in when an individual employee fails to meet up with the demands from their jobs and home demands [56]; as such work–family conflict is present which affect an individual’s job responsibilities. A voidance of work–family conflict by individual employees is about the organisation bringing forward a sort of flexible working arrangement with the ability and intention of incorporating the dimensions of work with family in order to obtain massive and optimal result [54].

5.5 Organisational commitment

This has to do with the feelings of employees about their work as well as the way in which the organisation perceive and identify them and the extent or length in which employees experience a sense of belonginess with the organisation where the earn their living. Another definition also opined that organisational commitment is the feeling and strength of responsibility of individual employees in attaining the mission, vision and upholding the values of an organisation.

As made known by Mathieu and Zajac, [60], organisational commitment can be said to be a bond shared by an employee with the organisation; while [61] supported this by submitting that the concept of organisational commitment is a form of positive attitude and emotional disposition to jobs which is a form of motivation received from the management of such organisation which reflects in the behaviour of the employees or other members of that organisation; from the above, it can be recapitulated that organisational commitment is a sub-division of employee commitment has in its coven the environment of work, commitment to career and organisational commitment.

In lending credence to the above study, another positions unveiled through the study carried out by Dick [62] using policies officers as referent points; finding asserted that only a good climate and supportive management can help employees become committed to their organisations; as employees perceive themselves as partners and stakeholders of the organisation; support received from management has a great way of promoting their commitment which hugely reflects how much employee value their jobs even though demands from the job may be on the high side; this does not in any way deter them from affectively demonstrating high level of commitment.

Another significant report elicited from the finding of this study us that upward hierarchical movement brings about increased level of commitment; meaning that when employees receive managerial support; it significantly helps to intrinsically satisfy job and work conditions through the concept of affective commitment. Study by Behav [63] which was conducted among managers; it was obtained from this study that high level of organisational commitment leads to higher retention rate powered by increased level of support received by such employees from their supervisors which represents the management in this regard; balancing work and family and provision of more flexible work pace through organisational support programmes as a means of relaxation; helped in contributing immensely towards organisational commitment especially by married women.

5.6 Component of organisational commitment

In analysing the components of commitment as it relates the both individual employees and organisation; three models have been advanced as dominant components and these are affective, normative and continuance. Employing the tri-dimensional model in the explanation of organisational commitment helps in having variety of understanding as these dimensions presents dichotomous analysis of how organisational commitment is develop and their attendant effects on employees’ work behaviour.

5.7 Affective commitment

This is the first and foremost component of organisational commitment in the model established by Allen and Meyer [64] and it implies the emotional bod shared by individuals with their organisations. Meyer and Allen [65] described affective commitment as the level of individual employee attachment and identification with the organisation. Demonstrating affective commitment is regarded as a way of understanding how employees align with the values of the organisation by perceiving congruence in their goals and that of their organisations; this helps employees to be closely knitted with their organisational culture [66]. Affective commitment is demonstrated in organisations not because the management organisations made it a compulsory or mandatory but as a matter of perceiving congruity without any form of obligation [67].

In the opinion of Morrow [68]; he posited that describing affective commitment implies that employees are viewed more than just workers an but partners; and this is reflected in the behaviour which is revealed through the positive behaviour displayed as a means of loyalty and solidarity and exhibit attitudes which are strong enough to make everything; this component of commitment also helped in sharpening the required attitude to help organisation attain the objective of its formation. Conclusively, this study defined affective commitment as the degree or level of identification of the individual employees and their degree of involvement in goal attainment in the organisation [69].

5.8 Normative commitment

This is the second component and dimension of the model of organisational commitment; as described by Allen and Meyer, normative commitment has to do with the feeling of being obligated to staying in an organisation. Normative commitment is about the feeling of obligation from an individual point of view to continue the employment or psychological contract and discharging of certain duties and responsibilities within a stipulated period. As illustrated by Meyer and Allen [65], individual employee exhibit normative commitment when the feeling to continue working in an organisation is conceived; thus, the component of commitment implies that employees are not staying in the organisation because they wish to; rather, it is based on the perceived ideology that staying with the organisation is the right thing to do [70]. In corollary to the position of Iverson and Buttigieg [70], Beck, and Nguyen, [71], opined that employees remain committed to an organisation based on reasons associated with moral inclinations.

In the words and position of Allen and Meyer [64], the feeling for employment continuation is based on the principle of obligation for continuity; these authors further advanced that normative component of commitment does not provide or generate a sense of involving in the framework of organisational goal attainment [65]. Hence, in this regard, employees only develop normative style of commitment because of the feeling of obligation and loyalty based on the benefits offered by such organisation; in summary, normative commitment is borne out of and as a result of obligation and loyalty which employees received which spurs them to continue with the organisation and remain employed by such organisation(s) [65, 72, 73].

5.9 Continuance commitment

Continuance commitment which is the last of the tri-dimensional constructs of organisational commitment as established by Allen and Meyer [64]; continuance commitment was addressed to be a type of commitment which reflects the awareness associated with the cost of leaving an organisation. In many instances, employees put investments in what is regarded as side-bets by placing continually working and their status of employment in an organisation and what they stand to lose when they choose to leave their organisation. In explaining what side-bets connote in this respect is the analysis made based on time spent in the organisation, status attained and the amount of pension accrued to be received as well as other benefits; with specific skills and the tenure of such employees in the organisation [65, 73, 74].

As submitted by Meyer et al. [75] explained that huge investment of side-bets by employees to an organisation helps them in developing continuance commitment. The only mechanism for accounting and experiencing lower amount of continuance commitment by employees is when a significant amount of cumulative transferrable skills have been acquired; as this would avail employees the opportunities and high probability of leaving the organisation to a much more desired organisation with better position and improved status outside their current organisation [73]. Based on previous explanatory position of continuance commitment; Briscoe and Finkelstein [76] revealed that continuance commitment is possessed by employees as a result of inconveniences attached to leaving their vis-a-vis the cost perceived and attached to exiting the organisation.

5.10 Leave policies and affective commitment

Leave has to do with the number and amount of hours and days employees of an establishment are allowed to stay or be away from their position of employment within or over a certain or particular period without being queried [77]. Leave as a time off period is being paid for by the management of the organisation and employees in this regard are allowed to make requests for time when they want embark on their leave; that time to be off the job and attend to other matters of private concerns [77]. There is also a validation of this submission by Chiboiwa et al. [78], where their finding presented that a positive and significant connection exists between leave policies and affective commitment especially among married women and it was made known that the longer the leave; the more opportunity it affords employees (married women) to help strengthen their family values and attend to other important family issues; thus reducing work and family conflict and promoting more retention and reducing intentions to leave. From the above submissions; it is valid and convincing to assert that a strong and positive relationship exists between leave policies and affective commitment.

From the above arguments, managements should be made to acknowledge and understand the need for the implementation of leave policies as a retention strategy and the means for promoting affective commitment among their employees; as this will prevent employees from dropping resignation letters and focus more on how to be a partner in assisting organisations attainment their goals without any gap in the aspect of fulfilling their personal needs [79].

5.11 Flexible work arrangement and normative commitment

Flexible working system or arrangement constitute a new and a growing area in management sciences research; since its inception in the research parlance, its evaluation vis-à-vis normative commitment has indicated positive; meaning that in as much as organisation creates a flexible work mode; it does not only increase their performance; the level of commitment is also positively affected; there by creating an obligation to stay longer in such organisations by employees [80, 81]. Flexibility in the workplace is the process of assisting employees makes changes in the total amount of times to be spent on work related activities; flexible working arrangements have become the primary reason why many employees still remain with their respective organisations; in the spirit of reciprocating employees’ normative commitment, flexible work arrangements have been offered by management a condition or mechanism for employee long term commitment [82].

5.12 On-site child care policy and continuance commitment

On-site child care policy has been regarded and proved to be a potent mechanism for ensuring employee commitment to the organisation on a continual basis; and this is because it will help strengthen the conservative perspective of women that child bearing and rearing should not keep them for having paid employment or being absolved in the organisational decision making process; it as well helps married women feel a great sense of importance and engagement on the job; which accounts for why they will continue to remain in employment with their organisation without any iota of intention to leave or quit. This can be viewed as an act of making employees perform better on their job and improve their professional status as their children are in close proximity with them [83].

On-site child care policy is given recognition as a form of gratification and gesture which has greater value and impact compared to financial impetus or reward; this helps employees exude confidence in their organisations and choose to forge ahead with them because such rare gestures might not be found in the next organisation; should they leave their current one; hence, continuance commitment validated and serve as an avenue for employee retention [84].

One of the prominent opportunities on-site brings to employees’ table is promotion which helps them climb the ladder of their respective careers’ it as well affords them the great opportunity to climb the corporate career ladder by moving from one position to the other and enjoying workplace flexibility which aims at preparing them for the future of the organisations where they can function in areas which are viewed as ecclesiastical to the survival and continual existence of that organisation [85]. The above scenario is perceived as a positive enhancer for commitments because getting promoted form one level to the other implies a higher degree of importance in the journey and credentials of such employees and promotes there are of job satisfaction and attaining the status of seniority within their organisation with the on-site child care policy in many situations most likely allow employee take decisions of continuous working relationship with their management [86, 87].

6. Married women and work-life balance

Work and life from the angle and lens of married women has become a contentious issue in the management forum. On a broader term, defining work-life balance for married women implies the comprehensive level of contentment which results from the point assessing the degree of success recorded in the aspect of meeting both work and family role” [8]. This study puts work-life balance for married women as the level of balanced obtained in terms of fulfilling and creating a level playing ground on work related roles and family responsibilities; with this, married women can create and chart a career path for themselves while still maintain the family structure and keeping it in good shape [10]. Work-life balance for married women employees is viewed as an occurrence or happening stemming out of the desire to having a sense of satisfactory achievement in resulting multiple demands of both work and family realms. Conditions for balancing work and family for married women delineates an experience that is very positive and lead to affective outcome which is a product of successful balance in roles hinging on both family and career [88].

7. Married female employees’ work-life balance and affective commitment to work

Balancing work and family is perceived by employees as a means for ensuring increment in emotional bond shared with their management and other workers; and this serves as a plus for such organisation for their effort in enhancing employees’ psychological state [89]. It is believed that balancing work and life can go a long way in significantly assisting to aid employees’ affective commitment and bonding to their organisation; hence, creating a kind of positive experience for these employees towards helping their organisation drive the developmental process [90].

Again et al. [3]; Choi et al. [91] proposed that the positive outcome which employees feel when they are able to balance their family life with work conveniently and without any form of stress; it helps put their career path in shape and help them maintain an healthy family lifestyle which creates high emotional degree and bonding between employees and the management of their workplace. Disruption in the work process and family structure has a huge dysfunctional effect on affective commitment as postulated by [67]; thereby causing low bonding with the resultant effect as low organisational commitment.

8. Joint and relative effects of work-life balance practices of organisational commitment of married women

Balancing work and family is perceived by employees as a means for ensuring increment in emotional bond shared with their management and other workers; and this serves as a plus for such organisation for their effort in enhancing employees’ psychological state [89]. It is believed that balancing work and life can go a long way in significantly assisting to aid employees’ affective commitment and bonding to their organisation; hence, creating a kind of positive experience for these employees towards helping their organisation drive the developmental process [90]. Again, Kim and Ryu, [3]; Choi et al. [91] proposed that the positive outcome which employees feel when they are able to balance their family life with work conveniently and without any form of stress; it helps put their career path in shape and help them maintain an healthy family lifestyle which creates high emotional degree and bonding between employees and the management of their workplace. Disruption in the work process and family structure has a huge dysfunctional effect on affective commitment as postulated by [67]; thereby causing low bonding with the resultant effect as low organisational commitment.

9. Relationship between work-life balance and organisational commitment

Studies have proved in precious times that well-being at work plays a huge and significant role in helping employees become better and being their best on the job; therefore, employees organisational support measures can bring about great immeasurable employee achievement and bringing to the fore the need for recognising values of the organisation through shared and increased organisational commitment [92, 93, 94]. As submitted by Akintayo [95], if high degree of family-work role conflict is experienced by an employee; it can be implied that family life interfering with the job front or domain and should an employee be more committed to family welfare’ then emphasis would be placed on family as against the job; therefore, there will be higher level of such employees commitment on the family domain with less contributions to the job which will be characterised by low amount of productivity. Study by Lugiani and Yuniarsih, [96] provided that balancing work with family by women positively relates with their commitment to the organisation; this was also captured by another study by Choi and Park [91] whose study made known that non presence of organisational for women in many instances made it more complex for women to in managing and developing their chosen career.

More so, high level of negativity has been recorded on the interface between work and family in various organisational dimensions; hence, employees experiencing conflict between work and family may consider quitting their jobs; and leaving their respective organisations [97]. On the contrary, work and family life is positively and directly linked with job satisfaction and commitment of employees on organisational goal attainment [98].

In the words of Akintayo [95] women are more face d with challenges emanating from the home front and that as a result of the role bestowed upon them as thr4 second fiddle whose responsibility is solely tied to the home front but the contemporary nature of work necessitated that women join the train of workers based on their aspirations to having a voice in the society. So, there is likely to be clashes between work and home which in most cases result in more family achievement for women which eventually slow down their productivity rate at work [99]. Statistics showing comparison between commitment levels of men and women at evinced that based on huge responsibilities placed on women which on many occasion account for the barriers encountered in their chosen career paths; puts them at the risk of exhibiting continuous reduced commitment [100]. Based on information obtained above, it is very evident that the interface between work and family often result into emotional exhaustion for women which if not well handled can adversely affect the affective attachment shared with the organisation which may lead to turn over intention among working married women [97].

10. Theoretical framework

Constructs are dependent on multiple theoretical frames of reference; for this sake; the theories underlying this study are spillover theory, role stress theory and work–family conflict theory. These theories were employed because they sufficiently captured the constructs and clearly explained the nexus between and around the concepts under review.

11. Spillover theory

This theory explains that input coming from a particular role interjects the input of the other role [101]. Experiences encountered due to the spillover can reflect itself into a positive or otherwise (negative) spillover [102]; for instance, spillover effect can be examined from if an employees is in a good mood at the home front; this can definitely be transmitted or transferred to the workplace likewise the same for a negative mood; can result into a terrible workplace situation. What this theory explains is that employees take the outcome of whatever they experience either from home to work or vice versa; meaning that an employee who is not experiencing happiness at home invariably will reflect in the disposition on the job.

12. Work-family conflict theory

This theory was viewed by Beutell and Greenhaus [103] from a new paradigm which causes a change of focus from the traditional belief that work and life only affect one another on a peripheral level; this theory postulated that the interface between family and work causes strain which poses undue stress on the involved victims thereby causing an irreconcilable situation whose outcome boils down to low commitment level; due to the fact that work and home are demanding attention from just a single individual who have to meet work targets in form of deadlines and ensuring the home does not lack quality care; this situational factor is the brain behind the conflicting nature of family and work [43].

13. Role stress theory

This theory presents a cross-examination of the features of both from the family perspective and how it transcends into the organisation and how this event often generates conflict. In this regard, conflict is generated and brought to the fore based on the fact that organisations and family are viewed as two greedy elements which always compete for attention of an individual; thereby demanding complete devotion of both time and resources. But nonetheless, examining work vis-à-vis life or family is the tents and principle of this theory [104]. These scholars acknowledged that this theory is premised on the belief that balancing work and family play a pivotal and significant part or role in the psychological state of an individual and their well-being; thus, having fulfilment in the aspect of being productive at work without any gap or lacunae in the home front implies an effective balance [104].

14. Empirical review

This section presented past scholastic positions in the area of work-life balance and organisational commitment with a view to acknowledge where there are grey areas. Quite a number of researches have been carried out in the area of examining work-life balance in the context of organisational commitment from the outlook and lens of married women. Commitment towards organisation by individual employees from the angle of family and work domains is critical in experimenting family well-being and its effectiveness; therefore, strain could creep in which may hinder job satisfaction and organisational outcomes.

Ayodtun et al. [105] investigated the connectivity between leadership with task trait orientation and organisational commitment; finding showed that leadership with task trait mentality and consciousness significant have an effect on organisational commitment. Therefore, organisational factors can be influenced by the type of leadership in place. This study was carried out with the aid of a questionnaire which was used in gathering data from employees of five leading Banks of Nigeria.

Another study by Kinnie et al. [106] support and assistant from the stable of the management can help married women in maintaining good balance relations between work and family which will aid the promotion of positive impact on the commitment of the respective group or team where such employees belong to or affiliated with.

Another study by Kinman and Jones [107] which was premised on teachers in the tertiary institutions in Germany assessing what majorly causes setback in the area of career and home demands; responses gathered reflected that more than half of the teachers in the selected institution claimed that they work long hours which makes the preoccupied and that has on countless occasion left the home to disarray or disintegrate; even though it was gathered that teaching is noble career and a dignified profession; running jobs at home after leaving the university usually causes stress; this study employed the social exchange theory in explaining its position and findings, in contributing to literature in the area of worklife balance and commitment to organisation; the study concluded that being able to strike a balance between work and life concerns requires the exertion of extra energies and efforts and management is at this point needed more than ever to put up supportive mechanisms in ameliorating the process; so as to create a win-win scenario; from its conclusion; it can be observed that the argument of this study was centered on how organisational commitment can be fostered through work-life balance of teachers in tertiary institutions.

Study by McManus and Subramanian [108] assessed married women in the accounting profession; the study involved a total of 56 respondents and the idea of the study was hinged on the nexus between mentoring and organisation’s ethical climate as panacea to work-family interface for professional commitment. Result showed that development of mentoring as a career style significantly leads to organisational commitment; a positive connection was also recorded to exist between ethical organisational climate and organisational commitment.

Another survey done by Cetin et al. [109] using ninety (90) in Turkey from the accounting and banking professionals; the framework of the study was based on the effect of having mentoring as a method of work-life balance and its attendant commitment on the organisational commitment and job satisfactory level; from the purview of continuance commitment model it was gathered that all components of mentoring which were career development, social support and role modelling along with the control variables employed which were age and gender were all statistically significant on an individual basis.

Research from Doris and Nasina [110] which was premised on workplace spirituality with four public accounting firms as the unit of measurement and case study; the study encompassed 153 respondents who filled a well-structured questionnaire; multiple regression was employed as the basic technique of analysis and result presented that affective organisational commitment is a contributory factor which is influenced by the sense of community from a team, contributory sense and relaxation and enjoyment at work (Figure 1).

Figure 1.

Conceptual framework showing the interrelatedness among constructs employed in the study and their attendant effect on organisation commitment. Source: Researchers construct (2023).

The above framework presented a scenario where organisational commitment is dependent upon so many factors ranging from work-life balance itself; which is believed to translate into job enrichment where employees can find management to be supportive and create an avenue where they can manage the work process; the presence of work-family interface in the framework brings to the realisation that stress is always inherent in having an unbalanced work structure and pattern and should such continue unabated; job satisfaction would become a mirage and organisational commitment continues to dwindle until it results into high degree of absenteeism occasioned for by unsupportive work environment and at this point; intentions to quit continues to linger as the last resort; since no mechanism was fashioned out for employees in managing their work and life goals.

15. Conclusion and Recommendations

15.1 Conclusion

Work-life balance will continue to dominate global debates and this is as a result of how much importance it poses on helping women find their feet. The Nigerian manufacturing industry is filled with activities that are strenuous and that makes it less favourable to women. Until priority is given towards effective management of married women at work based on the dual role they perform, their commitment may continue to dwindle. This expresses that factors such as work–family conflict should be well explained to married worn and the process for overcoming such phases in their journey at work should be well mapped out, in order to engender effective delivery among these set of people.

15.2 Recommendations

Based on the significance of work life balance particularly for married women in this contemporary era, the following recommendations were made.

1. Management of manufacturing firms are enjoined to prioritise mechanisms that allows for women to practice work-life balance to foster their commitment and help them deliver adequately;

2. For effective delivery of married women, management should ensure that leave policies are adjusted to ensure higher flexibility;

3. Seminars, workshops and training programmes on reducing stress and proper time management skill should be periodically conducted to assist help married female employees achieve good work life balance;

4. Management in the Nigerian manufacturing industry should introduce both childcare and elder care facilities to assist married women work effectively;

5. Transport facilities should be provided for married female employees at least in cases where they work early in the morning or till late night; and

6. Some degree of flexibility on strict deadlines and heavy workload should be given to married female employees,

16. Suggestions for further studies

The thrust of this study was premised on the investigation of work-life balance and married female employees’ commitment in the Nigerian manufacturing industry. The indicators examined under this study were leave Policies, flexible work arrangement and On-Site Child care Policy on the components of organisational commitment which are affective, normative and continuance commitment respectively. Other studies could compare married women working in other sectors, states, geographical scope, countries and so forth and examine how policies in these identified corridors affect the commitment of married women. Furthermore, studies should be carried out to examine a cross sectoral analysis of married in different field areas. New theories can also be introduced in explaining the course to observe areas of similarities and differences.

17. Limitation of the study

The study was limited to married women in FrieslandCampina Nigeria Plc; Lagos State Nigeria due to limited period for time, as such, the outcome of this study cannot be ascertained to speak for the entire Nigerian women as only a fragment of the country was examined in this study.