The Influence of Work-Life Balance Strategies on Employees’ Performance in Commercial Banks in Kampala, Uganda: The Case of Millennials in Stanbic and Centenary Banks

The increasing relevancy of work-life balance (WLB) is a result of the multifaceted demands arising from family and work domains of bank employees due to workplace and demographic changes. Several studies have investigated WLB and employees` performance in Europe, America, Asia, and a few in Africa. However, no study has investigated the influence of WLB strategies on employees` performance in Ugandan commercial banks. Accordingly, this quantitative multiple case study aimed to evaluate the influence of WLB strategies on employees` performance in the commercial banks Stanbic and Centenary in Kampala Uganda. The target population was the generation of millennials. The work-family border theory aided in developing four null hypotheses to test the relationship between WLB strategies and the millennial employees` performance. The inclusion-exclusion criteria and purposive sampling were adopted to arrive at the sample size of 283 participants for data collection using an online questionnaire. Trustworthiness of data was established using the Cronbach Alpha, Rho and Fornell and Larcker criteria together with the SPSS and Smart Partial Least Squares (SPLS) for data analysis. Bootstrapping approach, T and P values were used to test for direct relationships between work domain, employees` age, WLB strategies, family domain and millennial employees` performance in both banks. On the one hand, the results indicated that there were statistically significant relationships between work domain, employees` age, WLB strategies and employees` performance (p-value = 0.000; p-value = 0.045; p-value = 0.000). On the contrary, family domain revealed no relationship with employees` level of performance existed (β = 0.021, t-value = 0.480 <1.165, p ≤ 0.631 > 0.05). As contribution to professional practice, bank managers should align WLB strategies to employees` needs in order to induce high job performance from millennial or generation Y employees.