INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)  
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025  
Work -Life Conflict and Coping Strategies among Staff of Higher  
Institutions in Imo State, Nigeria  
*Ekezie, Nkeiruka Keyna1, Chukwuocha, Chidinma1, Obieche, Precious Nkechi2, Nwoko, Nnenna  
Mercy2  
1Department of Entrepreneurship and Innovation Technology, School of Logistics and Innovation  
Technology, Federal University of Technology Owerri Nigeria  
2Department of Logistics and Supply Chain Management, Federal University of Technology Owerri  
Nigeria  
*Correspondence Author  
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000840  
Received: 10 November 2025; Accepted: 20 November 2025; Published: 26 November 2025  
ABSTRACT  
Purpose: The purpose of this study was to examine the nature of work–life conflict (WLC) experienced by staff  
of selected higher institutions of learning in Imo State, Nigeria, and to identify the coping strategies adopted to  
reduce WLC.  
Design/methodology/approach: Using a structured questionnaire, data were collected from 343 participants  
(teaching and non-teaching staff) employed in two selected institutions in Imo State, Nigeria. Ethical approval  
was obtained prior to data collection.  
Findings: The study revealed that more females experienced WLC than males, largely due to caregiver strain  
and domestic responsibilities. Age, length of service, and educational status were identified as predictors of  
WLC. The coping strategies adopted by respondents included family-based, individual-based, and organizational  
strategies.  
Research limitations/implications: The study covered a limited number of institutions and respondents;  
therefore, its findings may not be generalizable to all universities in Nigeria.  
Practical implications: The study advocates for the implementation of flexible work hours, particularly for  
married staff, as a practical measure to reduce both work-to-family and family-to-work conflicts.  
Social implications: Female respondents highlighted the use of domestic help, religious engagement, rest,  
extracurricular activities, and planning as individual coping mechanisms. Counseling services and maternity  
leave were identified as organizational work–life balance (WLB) initiatives that helped reduce WLC. The study  
recommends that spouses share domestic and family responsibilities to further mitigate WLC.  
Originality/value: This research is the first to evaluate work–life conflict and coping methods among staff of  
higher institutions in Imo State, Nigeria.  
Paper type: Research paper  
Keywords: Work–life conflict, coping strategies, higher education institutions, Nigeria  
INTRODUCTION  
Dynamic changes in demography, employment, and organizational structures have increased the demands from  
both family and work domains, thereby intensifying experiences of work–life conflict (WLC) (Sanse’ au &  
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Smith, 2012). Previous studies have modeled the relationships among work–family boundaries, WLC, workload,  
and employees’ turnover intentions (Kamboj, 2025). Similarly, recent research has examined the factors  
influencing WLC and the impact of pandemics on work–life balance (Dong, Xu, & Zhang, 2025).  
Historically, scholars have sought to establish equilibrium between work and personal life—commonly referred  
to as work–life balance (WLB). However, perfect balance appears unattainable, as some degree of role conflict  
is inevitable. Consequently, rather than seeking complete equilibrium, it is essential to develop strategies to  
minimize or cope with WLC. Balancing the demands of professional and personal life has become a global  
concern for both employers and employees. Over the years, organizations in developed countries—and  
increasingly in developing nations—have introduced WLB initiatives designed to support employees’ ability to  
manage dual responsibilities. Such initiatives include on-site childcare, eldercare, flexible schedules, parental  
and maternity leave, employee assistance programs, and educational workshops, all of which have been shown  
to reduce WLC (Crompton & Lyonette, 2006).  
The concept of work–leisure separation emerged in the mid-1800s (Burke, 1995; Die Methodologien des, 2014).  
Anthropologists have suggested that happiness arises from minimizing the divide between work and leisure  
(Krassner et al., 1963). WLB thus involves prioritizing work (career and ambition) alongside lifestyle domains  
such as health, leisure, family, and spiritual development (Tahir, 2024). WLB encompasses daily achievement  
and satisfaction across four life quadrants: work, family, friends, and self (Tahir, 2024; Bella, 2023),  
Osterman (1995) described WLB practices as formal and informal organizational arrangements that enable  
individuals to manage the conflicting demands of work and non-work domains. Common statutory policies that  
promote WLB include maternity benefits, flexible work schedules, telecommuting, job sharing, and parental  
leave. Additionally, employee assistance programs—such as counseling and stress management—support WLB  
(Perry-Smith & Blum, 2000). Baral and Bhargava (2009) further classified WLB supports into three categories:  
policies (e.g., flexible hours, job sharing), benefits (e.g., paid leave, health insurance), and services (e.g., on-site  
childcare and eldercare programs).  
Globally, WLB initiatives are recognized as vital tools for preventing role conflict and enhancing employee well-  
being, regardless of family status. Consequently, human resource management has increasingly prioritized WLB  
as a strategic focus area (Alma, Colette, & Geraldine, 2010).  
Recent global data underscore the importance of WLB. A 2024 global work–life balance index ranked ten  
countries—New Zealand, Ireland, Belgium, Denmark, Canada, Germany, Finland, Australia, Norway, and  
Spain—as the best performers based on indicators such as statutory annual leave, paid maternity leave, and  
average working hours (Global Work–Life Balance Report, 2024). This ranking guides individuals seeking  
employment abroad by highlighting nations with favorable WLB policies.  
Furthermore, post–COVID-19 surveys indicate that employees now place greater emphasis on WLB than ever  
before. Many workers consider flexible work arrangements a stronger motivator than salary, and they are  
increasingly willing to resign from organizations that fail to provide such flexibility (Partridge, 2025).  
Previous studies have shown that women are particularly vulnerable to WLC. Mathew and Panchanatham (2011)  
identified role overload, dependent care, health concerns, poor time management, and limited social support as  
major factors influencing WLB among female entrepreneurs. Similarly, Lakshmi and Gopinath (2013) reported  
that many female academic staff work 40–45 hours per week, with 53% struggling to achieve WLB. The dual  
responsibilities of work and home have thus turned women’s lives into a “juggling act.”  
This study therefore seeks to investigate the nature of WLC among employees of selected higher institutions in  
Imo State, Nigeria, and to identify the coping strategies they employ to manage such conflicts.  
Objectives of the Study  
The broad objective of this study was to investigate the pattern of work–life conflict (WLC) and the coping  
methods adopted by employees of selected higher institutions in Imo State, Nigeria.  
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The specific objectives were to:  
1. Identify the WLC index of the study population.  
2. Assess the WLC index of respondents by sex.  
3. Examine the WLC index of respondents by age.  
4. Determine the distribution of work absences occasioned by family-related challenges.  
5. Examine the extent to which respondents’ workplaces permit religious activities.  
6. Determine the distribution of respondents with domestic assistance (house help).  
7. Assess the proportion of respondents with eldercare responsibilities.  
8. Evaluate the distribution of organizational work–life balance strategies.  
9. Determine the distribution of respondents expressing the intention to leave their jobs.  
Research Questions  
To guide the study, the following research questions were formulated:  
1. What is the WLC index of the study population?  
2. What is the WLC index of respondents by sex?  
3. What is the WLC index of respondents by age?  
4. What is the distribution of work absences occasioned by family-related challenges?  
5. To what extent do respondents’ workplaces permit religious activities?  
6. What proportion of respondents employs domestic help?  
7. What proportion of respondents has eldercare responsibilities?  
8. What organizational work–life balance strategies are available to respondents?  
9. What proportion of respondents expressed the desire to leave their jobs?  
Research Hypotheses  
Based on the objectives and research questions, the following null hypotheses were proposed:  
H₀₁: There is no significant relationship between work–life conflict and the dominant individual coping strategies  
used by employees.  
H₀₂: Employee-driven coping strategies for managing work–life conflict are not significantly more effective than  
organizational strategies.  
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Conceptual Framework  
Figure 1: Conceptual Framework of the Study  
Source: Researcher’s Design (2025)  
The independent variables include: Demographic factors (sex, age, marital status, educational qualification, and  
length of service); Family-related factors (caregiver responsibilities, household demands) and Organizational  
factors (workload, flexibility, institutional policies, and support mechanisms). While the dependent variables  
include:  
Level of work–life conflict (work-to-family conflict and family-to-work conflict); Coping strategies adopted  
(individual, family, and organizational strategies)  
This framework assumes that demographic, family, and organizational factors influence the degree of WLC  
experienced by employees, and that the coping strategies adopted can mediate or reduce the negative effects of  
WLC.  
METHODOLOGY  
Research Design  
The study adopted a survey research design, which involves the systematic collection of data from a defined  
population to describe and analyze existing conditions, practices, opinions, or behaviors. This design was  
appropriate for obtaining data from a large number of participants and for identifying patterns of work–life  
conflict and coping mechanisms among staff of selected higher institutions in Imo State, Nigeria.  
Types and Sources of Data  
Two types of data were utilized in this study—primary and secondary data.  
Primary data were obtained through structured questionnaires administered to teaching and non-teaching staff  
of the selected institutions.  
Secondary data were gathered from institutional records, reports, and relevant literature.  
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Population and Sample Size Determination  
The study population consisted of all employees of two higher education institutions in Imo State—the Federal  
University of Technology, Owerri (FUTO) and the Federal Polytechnic, Nekede (FEDPOLY). The population  
distribution is presented in Table 1.  
Table: Population of the study  
Name of institution  
FUTO  
Population  
2210  
Married  
1437  
Not married  
773  
FEDPOLY  
1590  
954  
636  
Sources: FUTO Records and Federal Polytechnic Nekede Records (2024)  
The sample size was determined using the Yamane formula (Yamane, 1967, as cited in Singh & Masuku, 2014):  
n = \frac{N}{1 + N (e) ^2}  
Where:  
n = sample size  
N = total population  
e = allowable error (0.05)  
Applying the formula:  
n = \frac{2391}{1 + 2391(0.05)^2} = \frac{2391}{6.98} \approx 343  
Thus, a sample of 343 respondents was drawn.  
Considering institutional proportions, 60% of respondents (206) were selected from FUTO and 40% (137) from  
FEDPOLY. The sample comprised both academic and non-academic staff across faculties, departments, schools,  
and administrative units.  
Sampling Technique  
A purposive (judgmental) sampling technique was used to select respondents, focusing specifically on married  
employees, who are more likely to experience work–family conflict. Research assistants from each institution  
assisted in identifying eligible participants.  
Instrument for Data Collection  
A structured questionnaire was the primary instrument used for data collection. The questionnaire was divided  
into sections covering demographic information, work–life conflict indicators, and coping strategies. This  
method was appropriate because it allowed for confidentiality, ease of data collection, and inclusion of a large  
number of respondents.  
Validity of the Instrument  
Content validity was established through expert review by professionals in human resource management and  
psychology. In addition, a pilot test involving 20 respondents (excluded from the final sample) was conducted  
to refine the questionnaire and eliminate ambiguous or irrelevant items. The study also employed measurement  
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scales adapted from previous validated studies, including Netemeyer et al. (1996), whose work–family and  
family–work conflict scales demonstrated strong reliability (Cronbach’s alpha > 0.7). Permission was obtained  
from the authors before adaptation.  
Reliability of the Instrument  
The reliability of the questionnaire was assessed using Cronbach’s alpha coefficient to evaluate internal  
consistency. Following Hair, Anderson, Tatham, and Black (1998), a coefficient of 0.70 or higher was  
considered acceptable. Items with reliability values below 0.60 were excluded from analysis.  
Data Analysis Techniques  
Data were analyzed using SPSS version 23.0 and Minitab 16.  
Descriptive statistics (frequencies, percentages, and means) were used to summarize the demographic  
characteristics of respondents and to answer the research questions.  
Pearson’s correlation coefficient (r) was used to test the relationship between WLC variables and coping  
strategies.  
Bi-serial correlation analysis was conducted to compare the effectiveness of individual versus organizational  
coping strategies.  
Ethical Considerations  
The study was conducted in accordance with the ethical guidelines of Abia State University, Uturu, Nigeria.  
Participation was voluntary, and respondents were assured of confidentiality and anonymity. Informed consent  
was obtained from all participants prior to data collection.  
RESULTS AND DISCUSSION  
Findings  
Table 2: Distribution and return of questionnaire  
Institutions Number of questionnaires %  
administered  
Number of questionnaires % Number of questionnaires  
%
returned  
not returned  
FUTO  
FEDPLOY 137  
Total 343  
206  
60 188  
55 18  
5
40 106  
100 294  
31 31  
86 49  
9
14  
A total of 343 questionnaires were distributed to respondents, of which 294 were returned, representing a  
response rate of 86%. Respondents were drawn from the Federal University of Technology, Owerri (FUTO) and  
the Federal Polytechnic, Nekede (FEDPOLY), see table 2.  
Table 3: Demographic characteristics of respondents  
Variable/Category  
Frequency  
Percentage  
43.9  
Sex  
Male  
129  
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Female  
165  
294  
56.1  
Total  
100.0  
Age group  
20-29years  
30-39years  
40-49years  
50-59years  
60years and above  
Sub Total  
33  
93  
114  
47  
6
11.2  
31.6  
38.8  
16.0  
2.0  
293  
1
99.7  
.3  
Missing  
Total  
294  
100.0  
Marital Status  
Single  
10  
270  
7
3.4  
Married  
91.8  
2.4  
separated/divorced  
Widowed  
5
1.7  
Sub Total  
292  
2
99.3  
.7  
Missing  
Total  
294  
100.0  
Educational Qualification  
O Level / Trade test  
OND/NCE  
HND/ 1st Degree  
2nd Degree  
Any other higher degree (like PhD)  
Sub Total  
17  
5.8  
61  
20.7  
40.1  
18.0  
14.6  
99.3  
.7  
118  
53  
43  
292  
2
Missing  
Total  
294  
100.0  
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Of the 294 respondents, 165 (56.1%) were female and 129 (43.9%) were male. The majority of participants  
(38.8%) were aged between 40 and 49 years, while only 2% were aged 60 years and above. Most respondents  
(91.8%) were married, and the highest educational qualification reported was a first degree (40.1%), followed  
by second degrees (18.0%) and doctoral degrees (14.6%), see table 3.  
Table 4: Length of service of respondents  
Length of Service  
Frequency  
Percent  
52.7  
31.6  
12.6  
96.9  
3.1  
Valid  
1-10years  
155  
93  
11-20years  
21years and above  
Total  
37  
285  
9
Missing  
Total  
.00  
294  
100.0  
Table 5: Respondents with child’s responsibility  
Response  
Frequency  
227  
Percent  
77.2  
Valid  
Yes  
No  
Missing  
Total  
67  
22.8  
294  
100.0  
Regarding employment history, 52.7% of respondents had worked for 1–10 years, while 31.6% had served for  
11–20 years. About 77.2% of respondents had children living with them, suggesting active family  
responsibilities among the workforce, see tables 4 and 5.  
Table 6: Assessment of respondents’ work-life conflict index  
Work Life Conflict  
Low Work Life Conflict  
Frequency  
103  
Percent  
35.0  
Average Work Life Conflict  
High Work Life Conflict  
Total  
151  
51.4  
40  
13.6  
294  
100.0  
Table 7: Work Life Conflict index of respondents by Sex  
WLC index  
Frequency  
Percent  
Low  
Conflict  
Work  
Life Male  
Female  
50  
53  
48.5  
51.5  
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Total  
103  
62  
100.0  
41.1  
Average Work Life Male  
Conflict  
Female  
89  
58.9  
Total  
151  
17  
100.0  
41.5  
High  
Work  
Life Male  
Conflict  
Female  
24  
58.5  
Total 41  
100.0  
Table 8: Work Life Conflict index of respondents by Length of Service  
Average WLC index  
Frequency  
Percent  
55.3  
30.1  
12.6  
98.1  
1.9  
Low  
Work  
1-10years  
57  
31  
13  
101  
2
Life Conflict  
11-20years  
21years and above  
Total  
Missing  
Total  
103  
76  
50  
20  
146  
6
100.0  
50.3  
33.1  
13.2  
96.7  
3.3  
Average  
Valid  
1-10years  
Work  
Life  
11-20years  
21years and above  
Total  
Conflict  
Missing  
Total  
151  
23  
12  
4
100.0  
56.1  
34.1  
9.8  
High Work  
Life Conflict  
1-10years  
11-20years  
21years and above  
Total  
39  
100.0  
The analysis revealed that 35% of respondents experienced low WLC, 51.4% had average WLC, and 13.6% had  
high WLC. This suggests that work–life conflict was a moderate but prevalent challenge among the study  
population, table 6.  
By sex, female respondents consistently reported higher WLC scores than their male counterparts, supporting  
the notion of gendered experiences of work–life strain, see table 7. Similarly, respondents with shorter work  
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experience (1–10 years) recorded the highest WLC index, indicating that younger or less tenured employees face  
greater conflict between professional and domestic responsibilities figure 8.  
Table 9: Distribution of respondents whose spouse share domestic work  
Response  
No  
Frequency  
100  
Percent  
73.5  
Male  
Female  
Total  
36  
26.5  
136  
100.0  
17.70  
82.3  
Yes  
Male  
28  
Female  
Total  
130  
158  
100.0  
Table 10: Respondents with child’s responsibility  
Response  
Valid  
Frequency  
227  
Percent  
77.2  
Yes  
No  
Missing  
Total  
67  
22.8  
294  
100.0  
Table 11: Distribution of respondents with elder caregiver responsibility  
Response  
No  
Frequency  
45  
Percent  
42.6  
Valid  
Male  
Female  
Total  
62  
57.4  
107  
100.0  
44.4  
Yes  
Valid  
Male  
83  
Female  
Total  
104  
55.6  
187  
100.0  
Table 12: Distribution of work absences occasioned by family challenges  
Response  
Yes  
Frequency  
Percent  
38.5  
Valid  
Male  
52  
Female  
Total  
83  
61.5  
135  
100.0  
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No  
Valid  
Male  
77  
48.1  
51.9  
100.0  
Female  
Total  
83  
160  
Findings indicated that females were more likely than males to engage in domestic work. About 82.3% of  
females and 17.7% of males reported sharing household duties, table 9 while 77.2% of all respondents had  
children living with them, see table 10. Additionally, 55.6% of females reported eldercare responsibilities,  
compared with 44.4% of males, reflecting greater caregiving burdens on women (tables 11).  
Work absences due to family challenges were more frequent among women (61.5%) than men (38.5%),  
indicating a stronger family-to-work conflict among female staff (tables 12).  
Table 13: Distribution of Corporate Work-Life Balance Strategies  
Work-Life Balance Programmes  
Frequency  
Percent  
16.33  
43.87  
2.04  
On-site child care  
Counseling  
Elder-care  
48  
129  
6
Maternity benefit  
Parental/family leave  
Total  
62  
21.09  
3.74  
11  
256  
38  
87.07  
12.93  
100.0  
Missing  
Total  
.00  
294  
Respondents reported limited institutional support for balancing work and family responsibilities. Among  
available programs, counseling services (43.9%) and maternity benefits (21.1%) were the most common.  
Eldercare programs (2.0%) and parental/family leave (3.7%) were rarely offered, suggesting weak institutional  
frameworks for promoting work–life balance, see table 13 above.  
Table 14: Individual coping strategies used to reduce Work Life Conflict  
Individual coping strategies  
Frequency  
Percent  
10.5  
21.0  
7.1  
Valid  
Time Management  
31  
62  
21  
29  
73  
42  
Planning by Objective  
Prayer/Church activities  
Job Sharing among family members  
Rest/Extra curriculum activities  
High Moral standard/High Self Esteem  
9.8  
24.7  
14.2  
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Advocacy for better working condition  
5
1.7  
Total  
00  
263  
31  
89.2  
10.8  
100.0  
Missing  
Total  
294  
Respondents employed a combination of individual, family, and organizational strategies to manage WLC. The  
most common individual coping strategies were:  
Rest and extracurricular activities (24.7%),  
Planning and time management (21.0%), and  
High moral standards/self-esteem (14.2%), while the least reported strategy was advocacy for better working  
conditions (1.7%), see table 14.  
Table 15: Correlation between average work life conflict and rest as individual strategy  
AVEWLC  
1
Rest as individual strategy  
AVEWLC  
Pearson Correlation  
Sig. (2-tailed)  
N
.102  
.079  
294  
1
294  
.102  
.079  
294  
Rest as individual strategy  
Pearson Correlation  
Sig. (2-tailed)  
N
294  
AVEWLC: Average work life conflict  
*. Correlation is significant at the 0.05 level (2-tailed).  
Table 16: Correlation between dominant individual coping strategy and dominant institutional coping strategy  
Dominant individual coping Dominant institutional  
strategy  
coping strategy  
Dominant  
coping strategy  
individual Pearson Correlation  
1
-0.022  
0.703  
294  
Sig. (2-tailed)  
N
294  
Dominant institutional Pearson Correlation -0.022  
coping strategy  
1
Sig. (2-tailed)  
0.703  
N
294  
294  
*. Correlation is significant at the 0.05 level (2-tailed).  
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Correlation analysis revealed no significant relationship between individual coping strategies and WLC (r = .069,  
p > .05), indicating that while individuals actively attempted to manage conflict; these strategies alone were  
insufficient to reduce overall WLC. Similarly, a negative correlation (r = –.022, p > .05) was observed between  
individual and institutional coping strategies, suggesting that when employees rely more on personal efforts,  
organizational supports tend to diminish, see tables 15 and 16).  
Table 17: Mean Work -Life Conflict index of respondents by sex  
Male  
N
129  
Missing  
0
Mean  
1.744186  
2.000000  
.6763767  
166  
Median  
Std. Deviation  
N
Female  
Missing  
0
Mean  
1.825301  
2.000000  
.6602742  
Median  
Std. Deviation  
Overall, female employees exhibited a higher mean WLC index (M = 1.83) compared to males (M = 1.74),  
highlighting the persistence of gender-based disparities in balancing work and family roles. These findings  
reinforce the view that women, due to their dual domestic and professional roles, face greater challenges in  
managing WLC, see figure 17.  
DISCUSSION  
This study examined the strategies for coping with work–life conflict among employees in selected higher  
institutions in Imo State, Nigeria. The findings indicate that work–life conflict is prevalent among academic and  
non-academic staff, particularly women, who experience greater domestic and caregiving responsibilities  
alongside their professional duties.  
Consistent with previous research (Rendon, 2016; Ugwu, 2013; Shamir, 1983), respondents employed both  
individual and organizational coping mechanisms. Individual strategies such as rest, time management, and  
planning were frequently used to mitigate stress and prevent burnout. However, the low institutional support  
identified — particularly in areas such as eldercare and family leave — reflects the need for stronger workplace  
policies promoting work–life balance.  
The gender disparity observed aligns with prior findings by Mathew and Panchanatham (2011), who noted that  
female employees face role overload and time management challenges. Similarly, Marks (1998) found that  
caregiving responsibilities lead to negative home-to-work spillover, which was also evident among the female  
respondents in this study.  
Lakshmi and Gopinath (2013) further argued that women who work extended hours are more likely to struggle  
with balancing professional and domestic roles. This study’s results also echo Gutek, Searle, and Klepa (1991),  
who reported that women experience higher work–family conflict than men.  
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Overall, the findings support spillover theory, illustrating that the pressures of family life negatively influence  
workplace performance (negative spillover). The results suggest that Nigerian women in higher institutions  
continue to face systemic barriers to achieving work–life balance, primarily due to limited institutional support  
and traditional gender role expectations.  
Limitations  
This study has several limitations:  
1. The sample was limited to two public institutions in Imo State; therefore, generalization to all Nigerian higher  
education institutions should be made with caution.  
2. Financial and time constraints limited the scope of data collection.  
3. Some respondents did not fully complete their questionnaires, leading to minor data gaps.  
Recommendations and Suggestions for Further Research  
1. Policy Recommendations: Institutions should introduce flexible work hours, enhanced family leave, and  
counseling programs to help staff manage work–life pressures effectively.  
2. Cultural Shifts: Spouses should share domestic and caregiving duties to minimize family-to-work conflicts.  
3. Future Research:  
Conduct comparative studies across regions (e.g., Northern and Western Nigeria) to explore contextual  
differences.  
Examine private and faith-based institutions to assess how organizational culture affects WLC.  
Investigate the long-term impact of institutional WLB programs on employee retention and productivity.  
Explore the benefits of achieving work–life balance for institutional performance and employee well-being.  
Funding: The research is self-sponsored.  
Conflict of interest: There is no conflict of interest.  
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