International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 1
Available Online: 2 March 2024
Author/s:
Yu, Qinyi
Graduate School, Lyceum of the Philippines University – Batangas, Philippines
Abstract:
Public universities in China play a crucial role in national development and human capital formation. However, they face growing challenges like intense competition for funding, high faculty pressure, and faculty recruitment and retention difficulties. These challenges often stem from complex factors, including potentially limited organizational equity, fluctuating employee productivity, and inadequate work-life balance for academic staff. This research delves into the critical connections between organizational equity, employee productivity, and work-life balance within the unique context of public universities in China. It aimed to understand how these three factors interact and influence employee engagement, a vital element for university success. Specifically, this paper described organizational equity in terms of procedural, distributive and interactive fairness; evaluated the employee’s productivity with reference to salaries and incentives, systems and procedures and group dynamics; determined the respondent’s work life balance in terms of Work Interference with Personal Life (WIPL), Personal Life Interference with Work (PLIW), and Work/Personal Life Enhancement (WPLE); tested the significant relationship between organizational equity, employee productivity and work-life balance: and developed a framework that will improve employee productivity. The study used a quantitative research design and a survey questionnaire was used to collect data from 400administrators, teachers and staff of one public university in Huinan, China. The data was analyzed using descriptive statistics, correlation analysis. The findings revealed that the respondents moderately agreed on organizational equity in terms of procedural, distributive and interactive fairness, system and procedures and group dynamics affect employee’s productivity and that work interference with personal life, personal life interference with work and work/personal life enhancement affect work life balance. There is a high positive relationship between organizational equity, employee’s productivity and work life balance. A strong positive relationship between organizational equity and employee engagement signifies that fair practices and procedures foster a high level of dedication and enthusiasm among administrators, teachers and staff of public universities.
Keywords: organizational equity, employee productivity, work life balance
DOI: https://doi.org/10.5861/ijrsm.2024.1012
Cite this article:
Yu, Q. (2024). Organizational equity, employee productivity and work life balance: Basis for employee engagement framework in public university. International Journal of Research Studies in Management, 12(1), 147-156. https://doi.org/10.5861/ijrsm.2024.1012