Work-Life Integration Strategies and Performance of Health Practitioners in Public Health Facilities in Kirinyaga County, Kenya

Abstract

In the present-day quickly shifting work environment, work-life integration has become a vital aspect in defining individual performance and overall organizational success. Unlike conventional work-life balancing techniques, work-life integration stresses the seamless mixing of professional and personal duties, offering individuals more flexibility and control over their time. The general objective of the study was to investigate the effect of work-life integration strategies on the performance of health practitioners in public health facilities in Kirinyaga County, Kenya. The specific objectives of the study were to: establish the effect of technology, flexible working arrangements, welfare programs, and leave programs on the performance of health practitioners in public health facilities in Kirinyaga County, Kenya. The study was anchored on the following theories: Social Exchange Theory, Spillover Theory, Role Theory, and Effort-Reward Imbalance (ERI) Model. A descriptive research design was chosen, with a sample size of 279 drawn from a target population of 920 using stratified random sampling technique using Yamane's (1967) formula. Data was collected using 5-point Likert Scale questionnaire. Tables and percentages were applied for descriptive statistics, while Multiple regression analysis using SPSS (version 26) was used to determine the effect of the work-life integration strategies on performance. In addition, ANOVA and F-tests were conducted to test the overall significance of each regression model. The results revealed that technology had a statistically significant effect on employee performance, with an Adjusted R Square of 0.712, indicating that technology accounted for 71.2% of the variance in employee performance. Flexible working arrangements also showed a significant influence, with an Adjusted R Square of 0.638, meaning they explained about 63.8% of the variation in employee performance. Welfare programs demonstrated a notable effect on employee performance, indicated by an Adjusted R Square of 0.595, suggesting that welfare programs contributed to 59.5% of the changes in employee performance. Finally, leave programs showed a significant influence with an Adjusted R Square of 0.644, implying that leave programs accounted for about 64.4% of the variance in employee performance. Regression analysis found that these work-life integration strategies collectively explained 84.5% of the variation in performance, with technology accounting for the biggest part. The results underline the necessity of implementing these work-life integration strategies into organizational practices to maximize health practitioners' performance, work satisfaction, and general well-being. This research presents empirical data supporting the adoption of work-life integration strategies in public health settings and suggests their application to increase staff productivity, retention, and healthcare delivery in Kirinyaga County.