INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
Page 349
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Effect of Work-Life Balance and Affective Commitment on
Employee Performance in the Hotel Industry in Plateau State
Aramide Anike Anpe., Teresa Madu
Department Of Business Administration Faculty of Management Science, University Of Jos
DOI:
https://dx.doi.org/10.47772/IJRISS.2025.910000030
Received: 29 September 2025; Accepted: 04 October 2025; Published: 03 November 2025
ABSTRACT
The Global Hospitality Industry, Including Hotels, Is Characterized By Intense Competition, Demanding Work
Schedules, And A High Degree Of Customer Interaction. The Main Objective Of This Study Is To Examine
The Effect Of Work-Life Balance And Affective Commitment On Employees’ Performance In The Hotel
Industry: Evidence From Plateau State, Nigeria. This Study Utilized An Explanatory Design And Quantitative
Approach To Gather Data Through A Cross-Sectional Descriptive Survey. The Population Of The Study Is
1,147 Employees And Line Managers And Sample Size Of 297 Determined Using Taro Yamane’s Formula.
Structured Questionnaires Were Administered To 297 Respondents And 282 Was Returned Representing 95%
Retrieval Rate. Convenient Sampling Techniques Were Used To Select The Study Respondents Among Hotels
Employees In Jos/Bukuru Metropolis Of Plateau State. This Study Relied On Only Primary Sources Of Data
And Structured Questionnaires For Data Collection. This Study Applied The Partial Least Square Structural
Equation Modelling (Pls-Sem) Technique Using Smartpls Application Software Package Version 4.1.1.1. The
Results Showed That There Is A Positive And Significant Relationship Between Work-Life Balance And
Employee Performance Because The P-Value Of 0.000 Was Found To Be Less Than Threshold Of 0.05.
The
Study Also Revealed That Affective Commitment Had A Positive And Significant Relationship With
Employee Performance Because The P-Value Of 0.000 Was Found To Be Less Than The Threshold Of 0.05.
Management Should Consider Implementing Flexible Work Arrangements, Such As Flexible Hours, Remote
Work Options, And Compressed Workweeks, Where Feasible. This Will Allow Employees To Better Manage
Their Personal And Professional Responsibilities, Leading To Improved Work-Life Balance. Management
Should Encourage Employee's Emotional Attachment To, Identification With, And Involvement In An
Organization. It Is Characterized By A Feeling Of "Wanting" To Belong.
Keywords: Work-Life Balance, Affective Commitment, Employee Performance
INTRODUCTION
The Hospitality Sector Consistently Faces High Turnover Rates, Leading To Disruptions In Service
Consistency And Increased Recruitment And Training Costs. This Challenge Is Exacerbated By Difficulties In
Attracting And Retaining Skilled Employees (Hr Cloud, 2023). The Hospitality Sector Consistently Faces
High Turnover Rates, Leading To Disruptions In Service Consistency And Increased Recruitment And
Training Costs. This Challenge Is Exacerbated By Difficulties In Attracting And Retaining Skilled Employees
(Hr Cloud, 2023). This Constant Flux Can Negatively Impact Team Cohesion And The Overall Guest
Experience. The Demanding Nature Of Hospitality Work, Including Long Hours, High-Pressure Situations,
And Constant Customer Interaction, Contributes To Significant Employee Burnout (Harjanti & Todani, 2020).
The Hospitality Industry Involves Potential Safety Risks, Such As Handling Cash, Dealing With Difficult
Guests, And Working In Isolated Areas. Ensuring Employee Safety And Security Is Crucial For Their Well-
Being And Performance (Hr Cloud, 2023).
The Global Hospitality Industry, Including Hotels, Is Characterized By Intense Competition, Demanding Work
Schedules, And A High Degree Of Customer Interaction. These Factors Often Lead To Significant Challenges
In Maintaining A Healthy Work-Life Balance For Employees (Karatepe & Sokmen, 2023). Globally,
Organizations Are Increasingly Recognizing That Employee Well-Being And Commitment Are Critical
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ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Drivers Of Performance. Work-Life Balance, Encompassing The Ability To Effectively Manage Work And
Personal Responsibilities, Has Emerged As A Crucial Determinant Of Employee Satisfaction And Retention
(De Clercq Et Al., 2022). Affective Commitment, Reflecting An Employee's Emotional Attachment To And
Identification With The Organization, Is Similarly Linked To Increased Productivity And Reduced Turnover
(Meyer & Maltin, 2020). The Covid-19 Pandemic Further Exacerbated These Issues, With Many Hotel
Employees Facing Heightened Stress Due To Job Insecurity, Changing Work Demands, And The Need To
Adapt To New Safety Protocols (Kim Et Al., 2021). Consequently, The Importance Of Fostering A Supportive
Work Environment That Prioritizes Work-Life Balance And Cultivates Affective Commitment Has Become
More Pronounced In The Post-Pandemic Era (Baum, 2024).
In The African Context, The Hotel Industry Is A Significant Contributor To Economic Growth And Tourism
Development. However, It Faces Unique Challenges, Including Infrastructural Limitations, Cultural Diversity,
And Varying Levels Of Labor Regulations (Amoako Et Al., 2023). The Concept Of Work-Life Balance Is
Gaining Traction, But Its Implementation Is Often Hindered By Traditional Work Cultures And Limited
Resources (Oluwatayo & Dada, 2022). Moreover, The Increasing Globalization Of The African Hospitality
Sector Necessitates The Adoption Of International Best Practices In Human Resource Management, Including
Strategies To Enhance Employee Commitment And Performance. The Need To Address The Specific Socio-
Economic Context Of African Countries, Such As High Unemployment Rates And Income Inequality, Is
Crucial In Developing Effective Work-Life Balance Policies (Adeleke & Oladimeji, 2021). The Importance Of
Culturally Relevant Management Styles That Promote Employee Engagement And Dedication Is Also
Increasingly Recognized In The African Context.
The Hotel Industry In Plateau State, Nigeria, Has Witnessed Considerable Growth Due To Its Tourism
Potential And Hospitality Demand. However, Employee Performance Remains A Persistent Challenge,
Undermining Service Delivery And Customer Satisfaction. According To The Nigerian Tourism Development
Corporation (Ntdc, 2022), Approximately 60% Of Hotel Managers In The Region Reported That Staff
Inefficiency And Poor Work Attitudes Negatively Affect Guest Retention And Overall Profitability. Common
Issues Include Low Productivity, Lack Of Motivation, Inadequate Training, And High Employee Turnover
(Adewumi & Bala, 2023). Despite These Challenges, Few Empirical Studies Have Investigated The
Underlying Causes Of Employee Underperformance Within This Specific Context.
Although Existing Literature Emphasizes General Human Resource Challenges In Nigeria's Hospitality Sector,
There Is A Lack Of Region-Specific, Data-Driven Analyses Focused On Employee Performance In Plateau
State. Most Studies Tend To Generalize Findings Across The Country Without Accounting For Local Socio-
Economic Or Organizational Dynamics (Okonkwo & Oladimeji, 2021). This Paper Addresses This Gap By
Exploring The Unique Factors Influencing Employee Performance In Plateau State’s Hotel Industry.
Therefore, This Study Aims To Examine The Specific Effect Of Work-Life Balance And Affective
Commitment On Employee Performance Within The Local Hotel Industry, Providing Insights That Are
Relevant To The Regional Context. Understanding The Unique Challenges And Opportunities In This Specific
Area Will Facilitate The Development Of Targeted Interventions To Improve Employee Well-Being And
Organizational Effectiveness.
Research Questions
This Study Attempts To Answer The Following Research Questions:
i. What Is The Effect Of Work-Life Balance On Employee Performance In The Hotel Industry In Plateau
State, Nigeria?
ii. To What Extent Does Affective Commitment Affect Employee Performance In The Hotel Industry In
Plateau State, Nigeria?
Objectives Of The Study
The Main Objectives Of The Study Were To Examine The Effect Of Work-Life Balance And Affective
INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
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Commitment And On Employee Performance In The Hotel Industry In Plateau State, Nigeria. The Specific
Objectives Were:
i. To Assess The Effect Of Work-Life Balance On Employee Performance In The Hotel Industry In
Plateau State, Nigeria.
ii. To Investigate The Effect Of Affective Commitment On Employee Performance In The Hotel Industry
In Plateau State, Nigeria.
Research Hypotheses
The Following Null Hypotheses Were Formulated And Tested:
H
o
1: There Is No Significant Effect Of Work-Life Balance On Employee Performance In The Hotel Industry
In Plateau State, Nigeria.
H
o
2: There Is No Significant Effect Of Affective Commitment On Employee Performance In The Hotel
Industry In Plateau State, Nigeria.
LITERATURE REVIEW
Conceptual Review
Employee Performance
Employee Performance Is A Fundamental Concept In Organizational Behavior And Human Resource
Management, Referring To The Effectiveness, Efficiency, And Quality With Which Employees Fulfill Their
Job Responsibilities And Contribute To The Achievement Of Organizational Goals. In Contemporary
Scholarship, Employee Performance Encompasses Both Task Performance The Core Technical Activities
Related To One’s Job And Contextual Performance, Which Includes Behaviors That Support The
Organizational Environment, Such As Teamwork, Initiative, And Organizational Citizenship Behaviors (Ocbs)
(Koopmans Et Al., 2020).
Performance Is Often Evaluated Using Multiple Criteria Such As Productivity, Goal Attainment, Quality Of
Work, Punctuality, And Adherence To Organizational Standards. However, Modern Definitions Have Evolved
To Include Innovation, Adaptability, Learning Agility, And Interpersonal Skills, Which Are Especially Critical
In Dynamic And Knowledge-Intensive Workplaces (Taris & Ybema, 2020). This Broader Understanding
Reflects The Shift From Traditional, Quantity-Based Performance Indicators To More Holistic, Behavior-
Based Assessments.
Employee Performance Is Influenced By A Variety Of Individual And Organizational Factors. At The
Individual Level, Factors Such As Motivation, Emotional Intelligence, Competencies, And Job Satisfaction
Are Crucial Predictors. At The Organizational Level, Leadership Style, Organizational Culture, Training And
Development, And Supportive Work Environments Play A Significant Role In Shaping Employee Outcomes
(Al Mahjob & Eltayeb, 2021).
According To Bakker And Demerouti (2022), High Levels Of Job Resources Such As Autonomy, Social
Support, And Performance Feedback Can Enhance Employee Performance By Fostering Engagement And
Reducing Burnout. Their Job Demands-Resources (Jd-R) Model Posits That When Employees Are Provided
With Sufficient Resources To Meet Their Job Demands, They Are More Likely To Perform Well And Exhibit
Proactive Work Behavior.
In The Post-Pandemic Era, Remote Work And Digital Transformation Have Further Complicated How
Performance Is Managed And Assessed. Performance Management Systems Now Emphasize Results-Based
Performance Over Traditional Supervision And Presence-Based Metrics. Virtual Collaboration Tools, Output
Tracking, And Performance Analytics Have Become Essential In Ensuring That Employees Remain
Productive While Working In Hybrid Or Remote Settings (Waizenegger Et Al., 2020).
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In Conclusion, Employee Performance Is A Multidimensional Construct That Extends Beyond The
Completion Of Assigned Tasks To Include Behaviors That Support Organizational Effectiveness. Its
Determinants Span Personal, Job-Related, And Organizational Domains. To Maintain High Levels Of
Performance In Today’s Complex Work Environments, Organizations Must Adopt Comprehensive Strategies
That Foster Motivation, Engagement, And Well-Being.
Work-Life Balance (Wlb)
According To Mendis And Weerakkody (2021), Work-Life Balance Encompasses The Ability Of Employees
To Meet Their Work Expectations While Also Having Sufficient Time And Energy For Personal Pursuits Such
As Family, Leisure, And Self-Care. The Proliferation Of Technology And Remote Work, Especially After The
Covid-19 Pandemic, Has Further Blurred The Lines Between Professional And Personal Domains, Raising
New Concerns Around Maintaining Boundaries And Avoiding Burnout (Wang Et Al., 2021).
A Healthy Work-Life Balance Is Linked To Various Positive Outcomes, Including Increased Job Satisfaction,
Organizational Commitment, And Psychological Well-Being. Employees With A Good Balance Are Often
More Engaged, Motivated, And Productive (De Clercq & Belausteguigoitia, 2020). Conversely, Poor Work-
Life Balance Can Lead To High Levels Of Stress, Emotional Exhaustion, Decreased Performance, And Higher
Turnover Intentions (Allen Et Al., 2021). In Sum, Work-Life Balance Is A Dynamic, Multidimensional
Concept With Significant Implications For Employee Well-Being And Organizational Performance. As
Workplaces Continue To Evolve, Prioritizing Policies And Practices That Support Employees’ Ability To
Manage Their Work And Personal Lives Will Be Essential For Long-Term Success.
Work-Life Balance Refers To The Equilibrium Between An Individual's Work Responsibilities And Personal
Life, Ensuring That Neither Significantly Encroaches Upon The Other. It Is A Concept Rooted In The Idea
That Employees Should Be Able To Fulfill Both Professional And Personal Obligations Without Experiencing
Excessive Stress, Burnout, Or Dissatisfaction. As Organizations Demand Greater Productivity And
Connectivity, Achieving This Balance Has Become Increasingly Challenging In The Modern Workplace.
Affective Commitment
Affective Commitment Refers To An Employee's Emotional Attachment To, Identification With, And
Involvement In An Organization. It Is Characterized By A Feeling Of "Wanting" To Belong. Employees With
High Affective Commitment Stay With An Organization Because They Genuinely Like It And Agree With Its
Values (Meyer & Maltin, 2020). The Idea That Employees "Genuinely Like" Their Organization Can Be
Overly Simplistic. Emotional Attachment Is Complex And Can Stem From Various Sources, Including
Personal Relationships With Colleagues, Perceived Fairness, And A Sense Of Purpose. It May Not Always Be
A Purely Positive Emotional Experience. Employees Can Feel Affectively Committed Even When
Experiencing Some Negative Emotions, Such As Frustration With Specific Policies, If They Still Identify With
The Organization's Core Values. High Affective Commitment Can Sometimes Lead To "Blind Loyalty,"
Where Employees Overlook Or Rationalize Organizational Shortcomings. This Can Hinder Critical Thinking
And Prevent Necessary Change. It May Create An Environment Where Employees Are Less Likely To Voice
Concerns Or Dissent, Even When Doing So Would Benefit The Organization. The Expression And Experience
Of Affective Commitment Can Vary Significantly Across Cultures. In Some Cultures, Loyalty Might Be
Expressed Through Conformity And Obedience, While In Others, It Might Be Demonstrated Through Active
Participation And Constructive Criticism. The Socio-Economic Situation Of An Area Can Also Effect How
Affective Commitment Is Displayed. In An Area With High Unemployment, Employees May Display
Affective Commitment Because Of Fear Of Losing Their Job, Rather Than A True Emotional Connection. The
Hotel Industry In Nigeria, And Specifically Onitsha, May Have Unique Cultural Expressions Of Affective
Commitment That Must Be Taken Into Account.
Affective Commitment Refers To An Employee’s Emotional Attachment To, Identification With, And
Involvement In An Organization. Individuals With High Affective Commitment Stay With An Organization
Because They Genuinely Want To, Not Because They Need To Or Feel Obligated. It Reflects A Strong
Psychological Bond Between The Employee And The Organization, Often Resulting In Increased Job
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Satisfaction, Loyalty, And Performance (Meyer & Allen, 1991; Agyemang & Ofei, 2020). Affective
Commitment Has Been Linked To Positive Organizational Outcomes Such As Lower Turnover Intentions,
Improved Employee Engagement, And Enhanced Organizational Citizenship Behaviors. It Is Especially
Important In Environments Where Emotional Connection And A Sense Of Belonging Influence Employee
Motivation (Park & Johnson, 2022). Organizations Can Foster Affective Commitment By Promoting
Supportive Leadership, Recognition, Fairness, And Opportunities For Personal Growth And Development
(Nguyen Et Al., 2023).
Figure 1: A Model Of Conceptual Framework
Source: Researchers Framework, (2023)
Theoretical Framework
Social Exchange Theory (Set) Was Formally Developed By Blau (1964) And Further Refined By Earlier And
Contemporaneous Scholars Such As Homans (1958) And Emerson (1976). The Theory Originates From The
Fields Of Sociology And Social Psychology And Has Since Been Widely Applied To Organizational Behavior
And Human Resource Management. It Provides A Robust Framework For Understanding How Reciprocal
Interactions Between Employees And Organizations Influence Attitudes And Behaviors In The Workplace.
Set Is Grounded In The Fundamental Assumption That Human Relationships Are Shaped By The Subjective
Evaluation Of Costs And Benefits. According To Blau (1964), Individuals Engage In Social Exchanges When
They Perceive That The Benefits Received Outweigh The Costs Incurred, Or When The Potential Future
Returns Justify Current Investments. In The Context Of Organizational Behavior, Employees Respond To
Favorable Treatment From Their Organizations Such As Flexible Work Arrangements, Manageable
Workloads, Or Supportive Supervisors With Positive Workplace Attitudes And Behaviors (Cropanzano &
Mitchell, 2005). This Exchange Is Not Necessarily Economic But Psychological And Social In Nature. The
Theory Posits That Mutual Trust, Loyalty, And The Norm Of Reciprocity Are Essential Elements Sustaining
These Relationships (Homans, 1958). Furthermore, Set Assumes That When Employers Show Concern For
Employees’ Well-Being Such As Promoting Work-Life Balance Employees Develop A Sense Of Moral
Obligation To Reciprocate Through Greater Affective Commitment And Job Performance (Emerson, 1976).
These Exchanges Are Voluntary And Build Over Time, Creating A Cycle Of Mutual Benefit And
Reinforcement.
Set Provides A Meaningful Explanation For The Relationship Between Work-Life Balance And Affective
Commitment. When Organizations Implement Work-Life Balance Initiatives Such As Flexible Scheduling,
Paid Family Leave, Or Telecommuting Employees Perceive Such Provisions As Indicators Of Organizational
Support. This Perception Fosters Affective Commitment, Defined As The Emotional Attachment,
Involvement, And Identification Employees Have With Their Organization (Meyer & Allen, 1991). Employees
Are More Likely To Stay Committed To An Organization That Demonstrates Concern For Their Holistic
Well-Being.
Employees With High Affective Commitment Tend To Exhibit Discretionary Effort And Organizational
Citizenship Behaviors. They Are Intrinsically Motivated To Support Organizational Goals And Maintain High
Performance Levels. According To Allen And Shanock (2013), This Emotional Bond Enhances Not Just
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Retention But Also Employee Productivity And Innovation, As Committed Employees Are More Engaged
And Less Likely To Be Distracted Or Disengaged.
Set Also Helps Explain The Indirect Relationship Between Work-Life Balance And Employee Performance
Through Affective Commitment. Khan Et Al. (2021) Found That Employees Who Perceive Their Organization
As Supportive Of Their Work-Life Needs Develop Higher Emotional Commitment, Which In Turn Leads To
Improved Performance. In This Way, Affective Commitment Acts As A Mediating Variable, Linking
Supportive Organizational Practices With Positive Employee Outcomes.
Despite Its Wide Application, Social Exchange Theory Has Attracted Several Criticisms. One Of The Primary
Criticisms Is That Set Assumes Individuals Make Decisions Based Solely On Rational Cost-Benefit
Calculations, Which May Not Account For Emotional, Psychological, Or Cultural Variables That Affect
Workplace Behavior (Molm, 2001). Human Behavior Is Often Influenced By Unconscious Biases, Social
Norms, Or Emotional Reactions That May Not Align With Rational Calculations. Set Does Not Clearly
Explain How Intangible Resources Such As Trust, Respect, Or Appreciation Are Measured Or Reciprocated
(Cropanzano & Mitchell, 2005). The Abstract Nature Of These Exchanges Can Make Empirical Testing
Difficult And Open To Subjective Interpretation. Another Limitation Is That The Theory Tends To Overlook
Structural Inequalities And Power Asymmetries In Organizational Settings. Not All Employees Are In A
Position To Reciprocate Or Negotiate Favorable Exchanges. For Example, Lower-Level Workers May Feel
Compelled To Perform Even When Their Work-Life Balance Is Poor Due To Fear Of Losing Their Jobs. Set
Has Also Been Criticized For Assuming Universal Norms Of Reciprocity And Fairness, Which May Not Be
Equally Applicable Across Different Cultural Contexts. In Collectivist Societies, For Instance, Organizational
Support May Be Seen Not As A Privilege To Be Reciprocated But As A Communal Duty, Reducing The
Influence Of Perceived Support On Individual Affective Responses.
Social Exchange Theory Offers A Powerful Lens Through Which To Understand How Work-Life Balance
Initiatives Can Foster Affective Commitment And, Ultimately, Enhance Employee Performance. By
Promoting Mutual Respect And Support Between Employees And Employers, Organizations Can Cultivate A
More Committed And Productive Workforce. Nevertheless, For The Theory To Be Fully Effective In Diverse
Organizational Contexts, Its Limitations Particularly In Terms Of Rationality Assumptions, Measurement
Ambiguity, Power Dynamics, And Cultural Variations—Must Be Acknowledged And Addressed.
Figure 2: A Model Of Theoretical Framework
Source: Researchers Framework, (2023)
Empirical Review
Work-Life Balance And Employee Performance
Karatepe And Sokmen (2023) Investigated The Impact Of Work-Life Balance On Hotel Employee Outcomes:
A Meta-Analysis. The Meta-Analysis Revealed A Significant Positive Relationship Between Work-Life
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Balance And Various Employee Outcomes, Including Job Performance, Job Satisfaction, And Organizational
Commitment. It Also Showed That A Lack Of Work-Life Balance Was Associated With Increased Burnout
And Turnover Intentions In Hotel Employees. While The Meta-Analysis Provided A Comprehensive
Overview Of The Global Impact Of Work-Life Balance, It Did Not Delve Into The Specific Cultural Or
Regional Variations Within The Hotel Industry. There Is A Need For More Research That Examines These
Variations In Detail. The Meta-Analysis Provides A Strong Statistical Overview, But It Relies On The Quality
Of The Studies It Incorporates. Potential Biases Within The Original Studies Could Affect The Overall
Findings. The Meta Analysis Did Not Separate The African Hotel Industry From The Global One, So More
Specific Research On The African Hotel Industry Is Needed.
De Clercq Et Al. (2022) Examined Work-Life Balance And Employee Performance: The Mediating Role Of
Job Satisfaction. Primarily Focused On Organizations Within Emerging Economies. Quantitative, Cross-
Sectional Survey Design Was Adopted. Convenience Sampling And Self-Administered Questionnaires Were
Employed. The Study Found A Positive Relationship Between Work-Life Balance And Employee
Performance, With Job Satisfaction Acting As A Significant Mediating Factor. Employees Who Perceived A
Better Work-Life Balance Reported Higher Job Satisfaction, Which, In Turn, Led To Improved Performance.
The Study, While Valuable, Was Conducted Primarily In Emerging Economies, And May Not Fully Represent
The Hospitality Sector. More Research Is Needed To Explore The Specific Impact Of Work-Life Balance On
Employee Performance In The Hotel Industry, Particularly In Regions With Distinct Cultural And Economic
Contexts, Such As Nigeria. The Use Of Convenience Sampling May Limit The Generalizability Of The
Findings. Cross Sectional Design Cannot Display Causality, Only Correlation. While The Study Found A
Correlation, It Would Be Beneficial To Have More Research That Examines The Impact Of Specific Work-
Life Balance Interventions On Employee Performance Within The Hotel Industry.
Adekunle And Ogunyemi (2021) Investigated Work-Life Balance And Employee Performance In Selected
Commercial Banks In Lagos State, Nigeria. The Study Adopted A Quantitative Research Design Using Survey
Questionnaires Distributed To 250 Bank Employees. Data Were Analyzed Using Multiple Regression
Analysis. The Study Found A Positive And Significant Relationship Between Work-Life Balance Practices
(Such As Flexible Work Hours And Leave Policies) And Employee Performance. Employees Who
Experienced Higher Work-Life Balance Reported Greater Job Satisfaction, Reduced Stress, And Increased
Productivity. The Study Was Limited To The Banking Sector And Did Not Consider Other High-Stress
Professions Like Healthcare Or Education. There Is A Need For Comparative Studies Across Various Sectors
To Generalize The Influence Of Work-Life Balance On Employee Performance In Nigeria.
Kariuki And Wanjiku (2022) Examined Influence Of Work-Life Balance On Employee Performance In The
Public Sector: A Case Of Nairobi County Government, Kenya. The Study Used A Descriptive Research
Design With A Sample Of 180 Government Employees. Data Were Analyzed Using Pearson Correlation And
Regression Analysis. There Was A Moderate Positive Correlation Between Work-Life Balance Policies And
Employee Performance. Specifically, Policies On Parental Leave And Teleworking Had A Strong Impact On
Work Output And Punctuality. The Study Did Not Account For Individual Differences Such As Gender Or
Marital Status That Might Affect Work-Life Balance Perceptions. Further Studies Are Needed To Explore
Demographic Variables And Their Moderating Effect On The Wlb-Ep Relationship.
Fatima And Rahman (2023) Explored Work-Life Balance And Employee Performance Among It
Professionals In Bangalore, India Bangalore, India. A Mixed-Methods Approach Was Used. Quantitative Data
Were Collected From 200 It Employees Via Questionnaires, And Qualitative Interviews Were Conducted With
15 Hr Managers. The Study Revealed That High Workload And Lack Of Flexible Schedules Negatively
Affected Employee Performance. However, Organizations That Promoted Remote Work And Wellness
Programs Saw Increased Employee Commitment And Output. The Qualitative Part Had A Small Sample Size,
Which May Not Fully Represent Hr Management Perspectives. Further Studies Should Focus On Longitudinal
Effects Of Work-Life Balance Initiatives On Employee Retention And Sustained Performance Over Time.
Olabode And Akinbinu (2020) Examined Work-Life Balance And Employee Performance Among Female
Employees In The Nigerian Telecommunications Sector, Lagos, Nigeria. The Study Employed A Quantitative
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Survey Design, Collecting Data From 200 Female Employees In Three Major Telecom Firms Using Structured
Questionnaires. Data Were Analyzed Using Linear Regression Analysis. The Study Found That Flexible
Working Hours, Maternity Leave, And Remote Work Options Positively Influenced Employee Performance.
Employees With Improved Work-Life Balance Showed Higher Levels Of Job Satisfaction, Focus, And
Reduced Absenteeism. The Study Focused Only On Female Employees, Limiting Its Generalizability To The
Entire Workforce. There Is A Need For Gender-Inclusive Studies To Compare How Work-Life Balance
Affects Male And Female Employees Differently In The Telecom Industry.
Ncube And Moyo (2021) Assessed The Effect Of Work-Life Balance On Job Performance In Zimbabwe’s
Banking Sector: A Case Study Of Bulawayo Metropolitan Bulawayo, Zimbabwe. A Descriptive Research
Design Was Adopted. Data Were Gathered From 160 Bank Employees Using Questionnaires, And Analyzed
With Spss Using Correlation And Regression Models. Work-Life Balance Policies Such As Paid Leave,
Wellness Programs, And Reasonable Workload Significantly Impacted Employee Performance. Employees
With A Balanced Work And Personal Life Reported Greater Efficiency And Lower Burnout. The Study Did
Not Explore Organizational Culture As A Mediating Factor In The Relationship Between Wlb And
Performance. Future Research Should Investigate How Organizational Culture Or Leadership Style Moderates
The Wlb-Performance Relationship In The Banking Sector.
Affective Commitment And Employee Performance
Meyer And Maltin (2020) Examined The Relationship Between Employee Commitment And Performance: A
Meta-Analytic Examination. The Study Employed Meta-Analysis. Statistical Synthesis Of Existing Research.
Population Size Of 100 Employees And Sample Size Of 80 Employees. The Meta-Analysis Confirmed A
Strong Positive Correlation Between Affective Commitment And Employee Performance. Employees With
Higher Affective Commitment Demonstrated Increased Productivity, Better Job Performance, And Enhanced
Organizational Citizenship Behaviors. While Providing A Robust Overview, Meta-Analyses Can Sometimes
Mask Contextual Variations. Further Research Is Needed To Explore How Cultural And Industry-Specific
Factors Influence The Relationship Between Affective Commitment And Performance. More Industry Specific
Research Is Needed. Meta-Analyses Are Dependent On The Quality Of The Original Studies. Potential Biases
In Those Studies Could Influence The Overall Results. Meta Analysis Provides A General View, And Does
Not Provide Specific Information About The Hotel Industry.
Budur (2022) Assessed The Relationship Between Affective Commitment And Organizational Performance.
Studies Within Organizational Settings. The Study Employed Quantitative, Survey-Based. Various Sampling
Methods Employed, Including Stratified And Convenience Sampling And Questionnaires. The Study
Reinforced The Positive Impact Of Affective Commitment On Employee Performance. It Highlighted The
Mediating Role Of Factors Such As Job Satisfaction And Perceived Organizational Support In Strengthening
This Relationship. More Longitudinal Studies Are Needed To Establish Causality Between Affective
Commitment And Performance. Further Research Is Needed To Explore The Impact Of Specific
Organizational Interventions On Fostering Affective Commitment. More Research Is Needed Within The
Hotel Industry. Reliance On Self-Reported Data May Introduce Biases. Cross-Sectional Designs Limit The
Ability To Draw Causal Inferences. General Organizational Studies, Do Not Always Translate Well To The
Hotel Industry.
Umar And Ibrahim (2021) Investigated Affective Commitment And Employee Performance In The Nigerian
Public Sector: A Study Of Kaduna State Civil Service. Kaduna State, Nigeria. The Study Employed A
Descriptive Survey Design And Collected Data From 300 Civil Servants Using Structured Questionnaires. The
Data Were Analyzed Using Multiple Regression Analysis. The Research Revealed That Affective
Commitment Significantly And Positively Influences Employee Performance. Employees With Strong
Emotional Attachment To Their Organizations Showed Higher Levels Of Task Efficiency, Punctuality, And
Willingness To Go Beyond Their Job Roles. The Study Focused Solely On Public Sector Employees, Thereby
Limiting The Generalizability Of Its Findings To Private Sector Contexts. There Is A Need To Replicate The
Study In Private Organizations And Different Regions To Compare Affective Commitment Effects Across
Sectors.
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Mensah And Boateng (2022) Examined Affective Organizational Commitment And Job Performance:
Evidence From Accra And Kumasi, Ghanaian Manufacturing Firms. A Quantitative Research Design Was
Used, With Data Collected From 250 Manufacturing Workers Through Standardized Questionnaires. The
Analysis Was Performed Using Structural Equation Modeling (Sem). The Study Found That Affective
Commitment Was A Strong Predictor Of Employee Performance, Especially In Terms Of Initiative, Quality
Of Output, And Teamwork. Workers Who Felt Emotionally Connected To Their Organizations Were More
Motivated To Achieve Company Goals. The Research Did Not Examine Other Types Of Commitment
(Continuance And Normative), Which Might Also Contribute To Performance Outcomes. Future Research
Should Incorporate Multidimensional Commitment Constructs To Fully Understand The Commitment-
Performance Link.
Al-Mutairi And Al-Qahtani (2023) Assessed The Effect Of Affective Commitment On Employee Performance
In The Healthcare Sector: A Study Of Public Hospitals In Riyadh, Saudi Arabia” The Study Used A Mixed-
Method Approach, With Survey Data From 180 Healthcare Workers And In-Depth Interviews With 10
Hospital Administrators. Quantitative Data Were Analyzed Using Correlation And Regression Analysis. The
Study Reported That Affective Commitment Improved Employee Performance By Increasing Job Involvement
And Reducing Absenteeism. Emotional Bonds With The Organization Fostered A Sense Of Responsibility
And Loyalty Among Healthcare Workers. The Study's Sample Size For The Qualitative Component Was
Small, Which Might Not Adequately Reflect Broader Management Perspectives. Further Research Should
Explore Cultural Factors Influencing Affective Commitment In Diverse Healthcare Settings.
Mwangi And Mutua (2021) Examined Affective Organizational Commitment And Performance Of Employees
In The Kenyan Hospitality Industry: A Case Of Mombasa County. Mombasa County, Kenya. A Descriptive
Cross-Sectional Survey Design Was Employed. Data Were Obtained From 150 Hotel Employees Using
Standardized Questionnaires. Descriptive Statistics And Multiple Linear Regressions Were Used For Analysis.
The Study Concluded That Employees With Strong Affective Commitment Exhibited Greater Customer
Service Delivery, Reduced Turnover Intention, And Higher Productivity. The Study Focused Only On
Frontline Workers And Ignored Managerial Staff Whose Affective Commitment May Have Broader
Implications. Further Studies Should Compare Managerial And Non-Managerial Employees To Gain Deeper
Insight Into Organizational Commitment Dynamics.
Rahman And Lestari (2024) Assessed The Impact Of Affective Commitment On Employee Performance In
Startups: Evidence From Jakarta, Indonesia Jakarta, Indonesia. The Study Adopted A Mixed-Methods
Approach: Survey Questionnaires (N=180) And Interviews (N=10) With Team Leads From Tech Startups.
Quantitative Data Were Analyzed Using Structural Equation Modeling (Sem). Affective Commitment Was
Found To Positively Influence Performance Indicators Such As Collaboration, Innovation, And Task
Completion. Employees Emotionally Connected To The Startup Mission Were More Driven Despite Long
Hours. The Startup Environment May Not Be Representative Of Traditional Organizations With More Rigid
Hierarchies And Job Roles. More Research Is Needed To Explore How Affective Commitment Evolves Over
Time In Fast-Changing Organizations Like Startups.
METHODOLOGY
The Study Utilized An Explanatory Design And Quantitative Approach To Gather Data Through A Cross-
Sectional Descriptive Survey. This Survey Method Allowed For The Collection Of Data At A Specific Point
In Time In A Predetermined And Structured Manner. The Research Was Conducted In A Non-Contrived
Setting, Without Interfering With The Expected Behaviour Of The Participating Hotels.
The Population Of The Study Is 1,147 Employees And Line Managers In The Various Departments Of The
Twenty Selected Hotels Operating In Jos And Bukuru Metropolis (Hotels Hrm Departments, 2023). The
Sample Size Of The Study Was Determined Using Taro Yamane’s Formula (Yamane, 1973). This Is Given
As: N = N/1+N(E)
2
, Where: N = Sample Size,
N = The Finite Population, E = Level Of Significance (Or Limit Of Tolerable Error 0.05),1 = A Constant
(Unity). Therefore; N = 1,147/1+1,147(0.05)
2
, N = 297…………………………………..Figure 3
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Convenient Sampling Techniques Was Used To Select The Study Respondents Among Hotels Employees In
Jos/Bukuru Metropolis Of Plateau State. The Study Relied On Only Primary Sources Of Data. The Primary
Data Was Obtained Directly From The Field Using Questionnaire Method. The Data Was Collected Using The
Questionnaire Method, Which Involves A Series Of Carefully Designed Questions To Gather Relevant Data
For Statistical Analysis.
This Study Applied The Partial Least Square Structural Equation Modelling (Pls-Sem) Technique Using
Smartpls Application Software Package Version 4.1.1.1. The Pls Sem Consists Of Two Sub Models Which
Are The Measurement And The Structural Models. The Measurement Model Signifies The Relationships
Between The Observed Data And The Latent Variables. The Structural Model Shows The Relationships
Between The Latent Variables.
Ethical Guidelines For Research Involving Human Participants Will Be Followed. Participants' Confidentiality
And Anonymity Was Ensured, And Informed Consent Was Obtained Before Data Collection. The Study
Adhered To Ethical Guidelines And Seeks Necessary Ethical Approvals From Relevant Institutional Review
Boards Or Ethics Committees.
DATA ANALYSIS AND RESULTS
Table 1: Demographic Profile Of Respondents
Variables
Frequency
Percent
Gender
Male
146
52
Female
136
48
Total
282
100.0
Age Distribution
18-25 Yrs
67
24
26-35 Yrs
118
42
36-45 Yrs
67
24
46-55 Yrs
24
8
Above 55 Yrs
6
2
Total
282
100.0
Educational Level
Primary
16
6
Secondary
63
22
Ond/Nce
88
31
Bsc/Hnd
105
37
Master/Phd
10
4
Total
282
100.0
Industry Experience
0-10 Yrs
199
71
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11-20 Yrs
71
25
21-30 Yrs
5
2
31-40 Yrs
7
2
Total
282
100.0
Source: Field Survey, 2025
Gender Distribution Among The Respondents Was Almost Equal In Table 1, With Males Accounting For 52%
And Females Making Up 48% Of The Sample. This Balanced Representation Ensures That The Study Reflects
Perspectives From Both Genders, Which Is Critical For Understanding How Work-Life Balance And Affective
Commitment May Vary Across Genders In The Hotel Industry. It Also Underscores The Sector's Inclusivity In
Workforce Participation.
In Terms Of Age Distribution In Table 1, The Majority Of The Respondents (42%) Were Between The Ages
Of 26 And 35, Followed By Equal Proportions Of 24% In The 18-25 And 36-45 Age Groups. A Smaller
Percentage (8%) Fell Within The 46-55 Age Range, And Only 2% Were Above 55 Years. This Predominance
Of Younger Employees Aligns With The Labour-Intensive Nature Of The Hotel Industry, Which Often
Attracts Individuals At The Early Or Mid-Stages Of Their Careers. Younger Workers Are Particularly
Relevant To This Study, As They Tend To Navigate The Dual Demands Of Career Development And Personal
Life, Making Work-Life Balance A Critical Factor In Their Overall Well-Being And Performance.
Regarding Educational Qualifications In Table 1, The Workforce Displayed Varied Levels Of Academic
Achievement. A Significant Proportion (37%) Held Bsc Or Hnd Degrees, Followed By 31% With Ond Or Nce
Qualifications, And 22% With Secondary Education. A Smaller Percentage (6%) Reported Having Only
Primary Education, While 4% Held Master’s Or Phd Degrees. This Distribution Reflects The Diverse Skill
Sets Required In The Hotel Industry, Ranging From Basic Operational Roles To Specialized Managerial
Positions. The Relatively High Percentage Of Respondents With Tertiary Education Highlights A Workforce
Capable Of Understanding And Responding To Organizational Policies And Strategies, Including Those
Related To Work-Life Balance And Affective Commitment.
Industry Experience Among Respondents In Table 1 Showed That 71% Had 0-10 Years Of Experience, While
25% Reported 11-20 Years. Only A Small Fraction (2%) Had More Than 20 Years Of Experience. This
Indicates A Predominantly Less Experienced Workforce, Which Is Typical In The Hospitality Sector Due To
Its Dynamic And High-Turnover Nature. Employees In The Early Stages Of Their Careers May Be More
Sensitive To Workplace Conditions, Particularly Those Related To Work-Life Balance And Opportunities For
Affective Commitment, As These Factors Can Significantly Impact Their Retention And Performance.
Table 2: Internal Consistency And Convergent Validity Report
Variables
Indicators
Factor Loadings
Composite
Reliability (Rho_C)
Average Variance
Extracted (Ave)
Affective Commitment
Ac3
0.906
0.886
0.722
Ac4
0.887
Ac5
0.747
Employee Performance
Ep1
0.824
0.833
0.625
Ep2
0.83
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Ep5
0.713
Work-Life Balance
Wb1
0.791
0.92
0.697
Wb2
0.900
Wb3
0.833
Wb4
0.839
Wb5
0.807
Criteria: Ep5 And Fa Were Deleted Because They Failed On Factor Loadings Less Than 0.708 (Hair Et Al.,
2014). The Result Of This Study Showed That Composite Reliability (Cr) Was > 0.7 And Ave Was > 0.5.
According To Hair Et Al. (2014), The Cr Values Should Be At Least 0.7, Ave Should Be Greater Than 0.5.
Source: Smartpls V. 4.1.1.1 Output (2025)
Table 3: Discriminant Validity Using Heterotrait And Monotrait (Htmt) Criterion
Variables
2
3
1. Affective Commitment
2. Employee Performance
0.884
3. Work-Life Balance
0.471
0.581
Source: Smartpls V. 4.1.1.1 Output (2025)
The Heterotrait–Monotrait (Htmt) In Table 3 Ratio Looks Into The Correlation Between Variables, Paralleling
The Disattenuated Variable Score. According To Henseler Et Al. (2015), The Threshold Value Of Htmt Should
Be ≤ 0.9. It Is Concluded That There Was No Evidence Of Inadequate Discriminant Validity.
Table 4: Assessing Path Coefficient And Hypotheses Testing
Research
Hypotheses
Path
Relationship
Original
Sample
(O)
Sample
Mean
(M)
Standard
Deviation
(Stdev)
T Statistics
(|O/Stdev|)
P
Values
Decision
Ho1
Work-Life
Balance ->
Employee
Performance
0.202
0.205
0.046
4.447
0.000
Reject The
Null Hyp.
Ho2
Affective
Commitment -
> Employee
Performance
0.652
0.653
0.037
17.675
0.000
Reject The
Null Hyp.
Key: Wb–Work-Life Balance; Ac-Affective Commitment, Ep- Employee Performance
Source: Smartpls V. 4.1.1.1 Output (2025)
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Figure 4: Structural Model
Source: Smartpls V. 4.1.1.1 Output (2025)
Factor Loading Show How Well An Item Represents The Underlying Construct. According To Hair Et Al.
(2014) Indicators Loading Must Be At Least 0.708. Figure 4 Showed The Retained Indicators Of Three
Constructs Of Work-Life Balance, Affective Commitment And Employee Performance.
Test Of Research Hypotheses
Test Of Hypothesis One
The Result From The Path Coefficient Table 4 Revealed That Work-Life Balance Had A Probability Value (P-
Value) Of 0.000 < 0.05 Which Implies That Work-Life Balance Had A Significant Effect On The Employee
Performance. Therefore, The Null Hypothesis Is Rejected.
Test Of Hypothesis Two
The Result From The Path Coefficient Table 4 Indicated That Affective Commitment Had A Probability Value
(P-Value) Of 0.000 > 0.05 Which Implies That Affective Commitment Had A Significant Effect On Employee
Performance. Therefore, The Null Hypothesis Is Rejected.
DISCUSSION OF FINDINGS
A Bootstrapping Command Was Carried Out Using Smartpls V. 4.1.1.1 And The Result Displayed The Path
Coefficient And The P-Value In Table 4 Based On The Direct Relationships On Two-Tailed Tests At 95%
Level Of Significance As Postulated In The Hypotheses. The Results Showed That There Is A Positive And
Significant Relationship Between Work-Life Balance And Employee Performance Because The P-Value Of
0.000 Was Found To Be Less Than Threshold Of 0.05. This Study Agreed With The Study Conducted By
Karatepe And Sokmen (2023). The Meta-Analysis Revealed A Significant Positive Relationship Between
Work-Life Balance And Various Employee Outcomes, Including Job Performance, Job Satisfaction, And
Organizational Commitment. It Also Showed That A Lack Of Work-Life Balance Was Associated With
Increased Burnout And Turnover Intentions In Hotel Employees.
The Study Also Revealed That Affective
Commitment Had A Positive And Significant Relationship With Employee Performance Because The P-Value
Of 0.000 Was Found To Be Less Than The Threshold Of 0.05. This Study Aligned With The Study Conducted
By Meyer And Maltin (2020). The Meta-Analysis Confirmed A Strong Positive Correlation Between Affective
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Commitment And Employee Performance. Employees With Higher Affective Commitment Demonstrated
Increased Productivity, Better Job Performance, And Enhanced Organizational Citizenship Behaviors.
Table 4: Coefficient Of Determination (R
2
) And Predictive Relevance (Q²)
Construct Q²Predict
R-Square
R-Square Adjusted
Employee Performance 0.563
0.574
0.571
Source: Smartpls V. 4.1.1.1 Output (2025)
The Results In Table 4 Revealed That R
2
Value Of 57.4% Variance In Employee Performance Are Explained
By Work-Life Balance And Affective Commitment. According To Cohen (1988), R
2
Values Of 0.02, 0.13,
And 0.26 Are Considered Weak, Moderate And Substantial Respectively. This Means The Variance In
Employee Performance Is Substantial.
The Rule Of Thumb Indicated That A Cross Validated Redundancy Or Blindfolding Q
2
> 0.5 Is Regarded As
A Predictive Model (Chin, 2010). Table 4 Revealed That That There Is Predictive Relevance Because Q
2
Value Of 0.563 For Employee Performance Is > 0.5. A Higher Q² Indicates Better Predictive Accuracy Of The
Model.
CONCLUSION AND RECOMMENDATIONS
i. The Statistical Analysis Conducted In This Study Provides Compelling Evidence That Work-Life
Balance Has A Significant Positive Impact On Employee Performance. The P-Value Of 0.000, Being
Substantially Less Than The Standard Significance Level Of 0.05, Confirms That This Relationship Is
Not Due To Chance. This Finding Underscores The Critical Role Of Work-Life Balance In Enhancing
Employee Productivity, Efficiency, And Overall Effectiveness Within The Studied Context.
ii. The Findings Of This Study Concluded That Affective Commitment Had A Significant Effect On
Employee Performance.
The Following Recommendations Were Made:
1. Management Should Consider Implementing Flexible Work Arrangements, Such As Flexible Hours,
Remote Work Options, And Compressed Workweeks, Where Feasible. This Will Allow Employees To
Better Manage Their Personal And Professional Responsibilities, Leading To Improved Work-Life
Balance.
2. Management Should Encourage Employee's Emotional Attachment To, Identification With, And
Involvement In An Organization. It Is Characterized By A Feeling Of "Wanting" To Belong.
Contribution To Knowledge
This Research Advances Knowledge In Several Important Ways. Firstly, By Empirically Demonstrating That
Work-Life Balance Significantly Enhances Employee Performance, It Contributes To The Growing Body Of
Evidence Supporting Employee Well-Being As A Strategic Component Of Organizational Success. Secondly,
The Study Extends Existing Literature By Confirming The Critical Role Of Affective Commitment
Employees’ Emotional Attachment To Their Organization As A Key Determinant Of Performance Outcomes.
Moreover, This Research Applies Advanced Statistical Techniques Within A Specific Organizational Or
Regional Context (Hotel Industry), Thereby Providing A Nuanced Understanding That May Differ From Prior
Studies Conducted In Western Or Generalized Settings. Lastly, The Improved Methodological Approach,
Which Rigorously Tests The Interaction Between Work-Life Balance And Affective Commitment On
Performance, Enhances The Reliability And Applicability Of The Findings For Both Academic And Practical
Use.
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