The HR Role

To Create Job
Involvement And Life-
work Balance
A re s e a rc h w o r k p re s e n t e d b y:

• Hend Hossam Eldin Hosny

• Mary Louis Shoukry
• M a r i a m I b r a h i m Ta y i a
 HRM as the gate keeper
between two extreme
points……
The review of HR related literature
•

revile two problems that could

face any HR manager and
represent a challenge that needs a
solution…..
Low performance
&
Job dis - involvement Workaholic - ness

2
 Solutions…….????????
•The model that we suggest to solve the
two examined problems goes as the
following :
Low Performance
&
Job Dis - involvement Workaholic - ness

JOB INVOLVEMENT TECHENIQUES

WORK / LIFE BALANCE

3



Low performance
and job :dis-involvement
 DEFINITION low performance could
be defined as dis- achievement and
failure to meet organizational goals,
which causes problems to
supervisors, co-workers and to the
employee himself as well, and above
all, to the organization because of
slowing the production and lowering
the productivity.
 Causes of disachievement usually falls
in three major areas:
1.Misunderstanding the job
requirements.
2.Lack of needed abilities and skills.
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 1 - Misunderstanding the job requirements ………. I DON ’ T
REALIZE
 Employee do not know how to do the job they were assigned.
They will continue to underachieve rather than admit job
incompatibility and risk termination.
 It is possible that an employee is performing a job
incompetently without realizing it. believing in doing the job
properly when it is not, is up to the management to set the
proper goals.
 Punishing an employee without first finding out the underlying
cause of his performance lapse can make the situation worse.
2 - Lack of needed abilities and skills : ………... I DON ’ T KNOW HO

r mentally unable to perform a job. A job may require physical strength or an edu

3 - Deliberate refusal to work :…………… I DON ’ T WANT TO

reciated by the company, will perform poorly. It is important to establish job cri
elated issues.

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How to deal with low
performance:
 The first and second reason are considered to
be managerial issue that could be resolved
by a number of corrective actions like :
Ø More clear statement of goals and
objective
Ø Closer work supervision
Ø Detailed job descriptions
Ø Review of the recruitment and
placement procedures
• The third reason is a more severe one, it
implies “ I realize what I am supposed to do
and I know how to do it…but I don’t want to
work!!!”. The HR role here is more
complicated and job involvement techniques
is a suggested solution. 6
 Job Involvement :
 It could be defined as employee’s
engagement and commitment a toward
his job in a way that furthers their
organizations' interests. This definition
implies that a job-involved person sees
her or his job “as an important part of his
self-concept”
 Three dimensions are recognized:
cognitive, emotional and physical
engagement .
 As employee productivity is clearly
connected with employee engagement,
creating an environment that encourages 7
 Job Involvement Drivers :
A number of organizational attitudes and behaviors
have also been linked to job involvement like :
Absenteeism ,Turnover or intent to leave and Job
satisfaction
 Some influences are seen as being the drivers of job
involvement, that includes:
1.Employee perceptions of job importance
2.Clarity of job expectations
3.Perceptions of the ethics and values of the
organization
4.Reward to engage
5.Career advancement/improvement
opportunities
6.Regular feedback and dialogue with superiors
7.Quality of working relationships with peers, 8
 Job Involvement
Techniques:
Successful techniques have four major
features:
•1- Involvement is directed on

everyday work
•2-Employees have a degree of

control to make decisions

•3- Improvements can be initiated by

employees
•4-More successful techniques require

major
•changes in an employee's work life.

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 Job Involvement Plan
Model:
1. IDENTIFY PROGRAM INITIATIVES : the firm identifies several areas
to work on as main program initiatives, aligned with the
firm's strategic plan and objectives.
2. CREATE TASK FORCES : Each initiative is implemented through
small team or task forces. The purpose of the teams is to
delegate authority by spreading out the decision-making
process and encourage input from people closest to the
problems.
3. GAIN TOP-LEVEL SUPPORT: Support from the top is vital to any
employee involvement program's success.
4. GET EMPLOYEE FEEDBACK : it very important for employees to be
heard, to have a voice in the firm. Since employees are
involved in the process, they are able to manage their own
expectations.
5. PROMOTE EMPLOYEE PARTICIPATION : People have a
fundamental need to contribute to the firm's success and see
the tangible results of their work. Success largely depends on
empowering employees as they take larger roles in shaping
the firm's culture.
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 Workaolicness
 Compared to job DISINVOLVEMENT,
workaholicnessappears to be the other
side of the coin.
 It is to be totally involved and devoted to
one’s job in a way that threatens the
personal life activities.
 Workaholicness is a newly invented word
that is composed of to syllables to
describe the act of being work alcoholic,
in other term badly addicted to work.
 The term has been invented to express a
phenomena that emerged in the highly
development countries in the late
decades of the past century , where the 11
 Graphic representation of the
relation between the employees
performance and the
 The organizational
relation between the performance
two variable is supposed to • overwork

Organizational performance
be a positive one, which
means higher
organizational results could

WO
be achieve by increasing

RK
AH
the employees

OL
IC
performance.

NE
SS
Employee performa
 This is valid up to a point
where the HRM should
know where to stop
busting the performance of
their employees.
 After the peak point the
psychological , mental,
social and physical 12
Reasons of the overwork:
• The negative relation between the
overwork and the firm’s performance is
subject to the Law Of Diminishing
Marginal Utility….
•

 Overworked and overstressed

employees are more likely to get sick
and have high absenteeism rates.
 A lack of work/life balance affects an
employee’s attitude. Unhappy workers
are typically less efficient and can
destroy morale.
 Overload directly affects turnover rates.
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Workaholics is not the same
as working hard
 Despite logging in an extraordinary
amount of hours and sacrificing their
health and loved ones for their jobs,
workaholics are frequently ineffective
employees.
 Workaholics tend to be inefficient
workers, since they focus on being busy,
instead of focusing on being productive.
 Workaholics tend to be less effective than
other workers because it's difficult for them
to be team players, they have trouble
delegating or entrusting co-workers.

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Role of HRM in work/life
balancing:
• HRM are responsible for making their work
forces healthy and productive and getting a
work /life balance .
• It should be noted that the work-life balance is
not a reactive strategy that is adopted after the
employee really suffer from workaholic-ness and
symptoms of overwork, rather it is a proactive
strategy that HRM need to adopt as preventive
actions to minimize the possibility of that disease.
•some suggested action are :

 On-the-Job Training
Ø Set priorities for all work. When priorities are
unclear, employees tend to overwork because
they think that everything must get done at
once. Setting priorities allows workers to
schedule tasks over a reasonable period of time.
Ø Train line managers to recognize signs of 15
Role of HRM in work/life balancing
(cont.):

 Allow for Time Off from Work
Ø Encourage the use of vacation and sick-
leave time.
Ø A formal leave policy for employees with
dependents recognizes and encourages
the need to care for sick children or
elderly parents.
Ø Paid childbirth leave gives women and
men the flexibility to keep their jobs
while attending to a new addition to the
family.
Ø The Limit how often employees take
work home. The line between work and
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R o le o f H R M in w o rk / life b a la n cin g
( cont .):
 Make Work More Flexible
Ø Identify which jobs lend themselves to
flexible work scheduling and implement
formal policies for coordinating flexible
schedules with an employee's supervisors
and co-workers, options could be job
sharing, part-time, shifts and planned
remote working( telecommunicated).

 Bringing Life to Work

Ø “Bring-your-kids-to-work day” is a way to get
employees' families involved in their work
lives. The opportunity to share a day of work
with children is a benefit that many
employees appreciate.
Ø Sponsoring employees’ family-oriented
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• Thank you

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