The goal of this paper is to outline the existing perspectives of work-life balance, and to examine how they impact individual well-being and organizational productivity. The benefit of approaching work-life balance through the lens of personal and professional satisfaction is discussed. In addition, the author looks at the relationship between job satisfaction and job performance. The literature shows that satisfaction, well-being, and job performance are all related, and this poses greater implications for organizations. The author concludes with arguments in the present literature on the individual and organizational benefits of organizations adopting work-life balance policies.

The Productivity Measurement and Enhancement System (ProMES) is a human resource intervention that provides feedback to members of an organizational unit via a measurement system constructed by the unit personnel. The unit constructs the system by defining their objectives, identifying productivity indicators for each objective, and developing utility curves or contingencies for each indicator, specifying the overall and relative value to the organization of different performance levels on each indicator. Over the years, it has produced very positive results upon implementation. However, there has been great variability in the effectiveness of ProMES. This study attempted to identify the factors that contributed to this variability. Three major factors were proposed to influence the success of the intervention: feedback quality, the degree to which units prioritized their actions on the feedback, and the organizational social context. Additionally, the individual effects of the components of the organizational social context factor were analyzed; these components included the degree of employee participation in the intervention, unit attitudes towards productivity improvement, organizational support for the intervention, and organizational stability. Three productivity indices were used as dependent variables: the unit d-score (the difference between feedback productivity and baseline productivity divided by the pooled standard deviation), the rate of productivity change over the first third of the feedback stage, and the degree to which units were able to sustain prior productivity improvements over the last two thirds of the feedback stage. The degree of match with the original ProMES methodology was proposed as a moderator in the relationship between the three major factors and the criteria, and the degree of feedback interpretation training given to the unit was proposed as a moderator between the units? action on feedback and the criteria. Drawing on a database of 74 units from different industries and countries, scales were constructed to operationalize the factors. Results from multiple regression analyses indicated that favorable attitudes towards productivity improvement were associated with faster productivity improvements. Additionally, feedback quality and the action taken on feedback significantly predicted greater and faster productivity improvements. The implications for human resource professionals and researchers in industrial/organizational psychology are discussed.

The Productivity Measurement and Enhancement System (ProMES) is a human resource intervention that provides feedback to members of an organizational unit via a measurement system constructed by the unit personnel. The unit constructs the system by defining their objectives, identifying productivity indicators for each objective, and developing utility curves or contingencies for each indicator, specifying the overall and relative value to the organization of different performance levels on each indicator. Over the years, it has produced very positive results upon implementation. However, there has been great variability in the effectiveness of ProMES. This study attempted to identify the factors that contributed to this variability. Three major factors were proposed to influence the success of the intervention: feedback quality, the degree to which units prioritized their actions on the feedback, and the organizational social context. Additionally, the individual effects of the components of the organizational social context factor were analyzed; these components included the degree of employee participation in the intervention, unit attitudes towards productivity improvement, organizational support for the intervention, and organizational stability. Three productivity indices were used as dependent variables: the unit d-score (the difference between feedback productivity and baseline productivity divided by the pooled standard deviation), the rate of productivity change over the first third of the feedback stage, and the degree to which units were able to sustain prior productivity improvements over the last two thirds of the feedback stage. The degree of match with the original ProMES methodology was proposed as a moderator in the relationship between the three major factors and the criteria, and the degree of feedback interpretation training given to the unit was proposed as a moderator between the units? action on feedback and the criteria. Drawing on a database of 74 units from different industries and countries, scales were constructed to operationalize the factors. Results from multiple regression analyses indicated that favorable attitudes towards productivity improvement were associated with faster productivity improvements. Additionally, feedback quality and the action taken on feedback significantly predicted greater and faster productivity improvements. The implications for human resource professionals and researchers in industrial/organizational psychology are discussed.

Since the beginning of the 2000s, unique challenges for a multigenerational workforce (MW) using different types of current technology (CT), informational and noninformational, at an increasing rate have surfaced. Necessary considerations were made among companies using these types of CT that changed frequently and influenced employee efficiency (EE) and organizational productivity (OP), leading to an under-identified impact on management decisions. The problem addressed in this study was the difficulty management had in managing work tasks and activities when CT was used in a MW. Most of the Baby Boomer generation will be retiring over the next decade, thus compromising and leaving a major gap in skills, experience, and talent. The purpose of this quantitative research study was to study the effects of multigenerational cohorts (MC), gender (GEN), CT, experience (EXP), and voluntariness of use (VU) (independent variables [IVs]), among a MW and their impact on EE and OP (dependent variables [DVs]). Two research questions were used that focused on the relationship between the IVs and DVs. Positivism was used as the theoretical framework. A convenience sampling approach was used to select participants. The participants were full-time employees between 23 and 71 years of age in the continental United States. Multiple and stepwise regression analyses was used to investigate the relationship between the IVs and the DVs. Results showed that only IVs type of CT and VU had a significant effect on EE and OP. These findings may contribute to positive social change by helping organizations create comprehensive and explicit business models of efficiency and productivity among a MW.

Since the beginning of the 2000s, unique challenges for a multigenerational workforce (MW) using different types of current technology (CT), informational and noninformational, at an increasing rate have surfaced. Necessary considerations were made among companies using these types of CT that changed frequently and influenced employee efficiency (EE) and organizational productivity (OP), leading to an under-identified impact on management decisions. The problem addressed in this study was the difficulty management had in managing work tasks and activities when CT was used in a MW. Most of the Baby Boomer generation will be retiring over the next decade, thus compromising and leaving a major gap in skills, experience, and talent. The purpose of this quantitative research study was to study the effects of multigenerational cohorts (MC), gender (GEN), CT, experience (EXP), and voluntariness of use (VU) (independent variables [IVs]), among a MW and their impact on EE and OP (dependent variables [DVs]). Two research questions were used that focused on the relationship between the IVs and DVs. Positivism was used as the theoretical framework. A convenience sampling approach was used to select participants. The participants were full-time employees between 23 and 71 years of age in the continental United States. Multiple and stepwise regression analyses was used to investigate the relationship between the IVs and the DVs. Results showed that only IVs type of CT and VU had a significant effect on EE and OP. These findings may contribute to positive social change by helping organizations create comprehensive and explicit business models of efficiency and productivity among a MW.

Employee retention of an organization's most talented and skilled employees is vital to success. A lack of managerial strategies for motivating teams and a lack of understanding employees' needs adds to an increased rate of employee turnover in banking organizations. Some bank managers do not possess the abilities and strategies required to reduce employee turnover. Grounded by the motivation-hygiene theory; the purpose of this qualitative case study was to explore successful strategies some bank managers used to reduce employee turnover. The population consisted of 5 banking managers in 3 banking organizations located in Toronto GTA, Ontario Canada in which successful retention strategies have been implemented in the last 5 years. Data were collected from semistructured face-to-face interviews and employee handbooks. Member checking aided to assure the credibility of the analysis and interpretations. Data were analyzed by using coding techniques to identify keywords, phrases, and concepts. The process led to the following 4 themes: (a) the motivational effect to retain bank employees, (b) management traits to retain bank employees, (c) effective strategies to retain bank employees, and (d) trends shaping future retention of bank employees. The implications for social change include the potential to reduce turnover by improving the employee work experience and retaining talent by building a positive work environment and a positive customer experience.

The U.S. Congress has made health information technology a central component of the national quest to improve health care delivery. The problem addressed in this study was the uncertainty among healthcare providers regarding the benefits of health care information technology adoption relative to healthcare delivery processes and outcomes. The purpose of the study was to understand the effectiveness of information technology as perceived by healthcare providers. The research questions were designed to investigate the relationship between health information technology and organizational effectiveness, exchange of information, organizational process, organizational productivity, and direct personal care. Sociotechnical systems theory and Donabedian's framework for health care quality evaluation were the theoretical bases for this quantitative study. Data were provided through anonymous online survey of 116 healthcare workers, and analyzed using multiple regression and Spearman's correlation coefficient. The results of the study showed a statistically significant positive correlation between organizational effectiveness, organizational exchange of information, organizational process, organizational productivity, and healthcare information technology. No statistically significant correlation existed between personal care and health information technology. These findings suggest that providers' frequent use of healthcare information technology, like telemedicine, makes patients less involved. The implications for social change include enabling healthcare providers to develop an efficient and effective way to engage with patients, in order to achieve effective patient-centered organization.