| dc.description.abstract | Employee performance is a critical determinant of institutional success in higher education, influencing teaching quality, research output, and administrative efficiency. However, in Kenyan universities both public and private staff often face work-life imbalance due to rigid work schedules, limited leave, weak wellness structures, and inadequate support systems. This study examined the effect of work-life balance practices on employee performance in universities within the Mount Kenya Region. Specifically, it focused on four variables: flexible work arrangements, wellness programs, leave programs, and employee assistance programs. The study was underpinned by Job Demands-Resources Theory, Work-Family Border Theory, Conservation of Resources Theory, and Social Exchange Theory. A descriptive survey design was adopted, targeting 3,074 academic and non-academic staff across eight universities. A sample of 353 respondents was selected using simple random sampling, and data were collected through structured questionnaires. Reliability was confirmed via Cronbach’s alpha (α ≥ 0.7), and SPSS v25 was used for analysis, including descriptive, correlational, and regression techniques. Descriptive results revealed high mean scores across all dimensions of work-life balance, indicating respondents’ agreement with the availability and effectiveness of these practices: flexible work arrangements (M = 4.04, SD = 0.62), wellness programs (M = 4.06, SD = 0.61), leave programs (M = 4.00, SD = 0.66), and employee assistance programs (M = 4.03, SD = 0.63). Pearson correlation analysis showed statistically significant and strong positive relationships between each independent variable and employee performance, with flexible work arrangements (r = 0.688), wellness programs (r = 0.670), leave programs (r = 0.624), and employee assistance programs (r = 0.663), all at p < 0.01. Multiple regression analysis revealed that these work-life balance dimensions collectively explained 74.7% of the variance in employee performance (adjusted R² = 0.743), with the model being statistically significant (F = 171.985, p < 0.001). Each variable had a significant positive influence: flexible work arrangements (β = 0.486), employee assistance programs (β = 0.442), wellness programs (β = 0.411), and leave programs (β = 0.393), all with p < 0.001. Flexible work arrangements emerged as the strongest predictor. The study concludes that strengthening work-life balance practices can substantially enhance staff performance in the university sector. It recommends embedding flexible scheduling, holistic wellness strategies, equitable leave entitlements, and accessible employee support systems in human resource policies. These insights offer a strategic framework for improving employee well-being and institutional productivity in higher education | en_US |
