WORK-LIFE BALANCE AND TURNOVER INTENTION AMONG HEALTHCARE PROFESSIONALS

Women’s employment increased with Malaysia’s economic transformation from agricultural to industrial in the 1970s which in turn has resulted in dual-income families. Despite women making up at least 63% of tertiary students, less than half of Malaysian women are employed (Subramaniam et al., 2015). Family duties are frequently brought up in discussions and arguments about what drives women out of the workforce, either directly or indirectly due to an unbalanced work-life schedule (Voydanoff, 1988). On top of that, 40% of Malaysian workers mentioned work-life balance as their major reason for staying in their current job. (Fiona 2017). This shows why work-life balance (WLB) is important for employees. Strong work-life balance initiatives correlate with lower turnover intention (Moore, 2007).

Thus, this qualitative study explored women’s work-life balance and turnover intention, focusing on schedule flexibility, manager support, and job autonomy. The research was based on semi-structured interviews so that it is simple to profile each informant and for the researcher to better understand, recognize, and classify similar points of view. The informants were selected based on purposive sampling.

According to this research findings, schedule flexibility and manager support have a direct and positive impact on turnover intentions, whereas job autonomy has no effect on turnover intention. However, with better schedule flexibility and manager support, turnover intentions can be reduced. Work-life balance practises such as schedule flexibility and manager support as well as turnover intentions are related to a key component of work-life conflict. On the other hand, job autonomy has no relationship towards work-life conflict as a mediating effect. An additional aspect that came up during this research was that manpower issues have an effect on work-life balance and turnover intention. Inadequate staffing is a major contributor to job-related stress, which is a major factor in turnover. Employees in understaffed organizations may feel powerless to manage their rapidly increasing workload. This hectic environment can lead to poor work performance and be harmful to the organization as a whole (Divincenzo, 2022)

These WLB practices should be accurately reflected in HR strategies, which are then developed into WLB-supporting policies. It is important that HR professionals adapt to the needs of workers who value flexibility by creating innovative work arrangements, organizational, compensation plans, and supportive work environments that help people who want to live more balanced lives. Schedule flexibility would offer both employees and companies several advantages. The advantages of schedule flexibility may be restricted by collaborative occupations with less independence as team-based work structures become more common. Next, the work products that managers anticipate from their staff members should be made known in advance. Clear expectations will enable workers to plan how to complete tasks within their time constraints and will enable managers to assess performance if organizations offer flexible work schedules to their employees. Job autonomy may be exactly what they need to improve their performance. Allowing employees to complete tasks while making personal commitments can help them feel motivated and refreshed. Healthy workplaces require WLB as it reduces stress and burnout. This in turn makes work seen as both necessary as well as fulfilling. Benefits and work-life balance strategies motivate employees to help others achieve their goals.

REFERENCES

Divincenzo, K. (2022, February 24). The Negative Effects of Being Short-Staffed. Work.fit.https://www.work-fit.com/blog/the-negative-effects-of-being-short-staffed

Fiona, J. (2017, October 31). Employees need to strive for work-life Balance-Women’s ministry. New Straits Times. Retrieved from https://www.nst.com.my/news/nation/2017/10/297543/employees-need-strivework- life-balance-women’s-ministry

Moore, F. (2007). Work‐life balance: contrasting managers and workers in an MNC. Employee Relations, 29(4), 385–399. https://doi.org/10.1108/01425450710759217

Subramaniam, A. G., Overton, B. J., & Maniam, C. B. (2015). Flexible working arrangements, work-life balance and women in Malaysia. International Journal of Social Science and Humanity, 5(1), 34.

Voydanoff, P. (1988). Work role characteristics, family structure demands, and work/family conflict. Journal of Marriage and the Family, 749-761.

BANREET KAUR A/P BUD SINGH

NUR IDALIA BINTI ABDUL MAJID