The Influence Of Organizational Goal Setting On Employee Work-Life Balance: A Case Of Social Securityfund Schemes In Dodoma, Tanzania

ABSTRACT

This study intended to examine the influence of organizational goal setting on employee work-life balance. Specifically, it attempted: to determine the influence of planning on employee work-life balance, to determine influence of monitoring on employee work-life balance and to examine influence of appraisal on employee work-life balance. The population of study comprised of employees of National Social Security Fund and Public Service Social Security Fund, where, the sample size was 144. The study used a cross sectional design and employed a quantitative approach. Data from the respondents were collected using questionnaires. Descriptive statistics and Multiple Regression model was employed in the analysis of data. The study discovered that in job planning phase, significant attributes that predict work-life balance are objective specificity and task deadline. Both attributes were found out to have inverse relationship with work-life balance. Job monitoring phase was discovered to have an effect on employee work-life balance given that the focus was placed on the attribute; extent of availability of superiors for consultation and the attribute, amount of directives. The study revealed that both the attributes; extent of availability of superiors for consultation and amount of directives have a negative coefficient signalling an inverse relationship. The attributes identified as being significant in predicting work-life balance in the job appraisal phase of organizational goal setting are feedback timeliness and feedback clarity level. Feedback timeliness has a negative coefficient while feedback clarity has a positive coefficient. The recommendations of the researcher are; managers need to make sure they communicate much clearly with the subordinates about the goals that they intend to set; task deadlines should be short but reasonable enough if employees are to be motivated to accomplish their task in the shortest period. Supervisors should set aside more time to be available to the subordinates for consultation. Feedback should be provided to the subordinates in the shortest timeframe possible to enable them identify the effectiveness level of their implementation tactics within the relevant timeframe. Managers need to provide constructive criticism rather than negative one when the subordinates do not meet standards of performance.