CHAPTER ONE INTRODUCTION 1

CHAPTER ONE
INTRODUCTION
1.1 Background of the study
In recent time, there has been an upsurge in the consideration of the pressures that work has on family as well as life of employees. This has Triggered research bordering on wok -life (WLB). In an environment where there is high level of competitive pressures stemming largely from efforts to deliver quality service, the weight of this on employees are enormous (Karatape, 2010). This is because the issue of conflict or interface between people’s private lives and occupational stress is critical to understanding how organisational can leverage on their performance and productivity levels as well as motivating staff for employees’ commitment (Deery, and Aluko, 2009).
Until recently, the issue of work life balance (WLB) was conceived primarily as a Western idea; but this has radically changed as African (Nigerian) women have taken up paid employment in the contemporary era in order to be part of provision of family needs. Nevertheless, this has also come with a hug e price as families, organisations and social lives are impacted in the process.

The traditional African society made the burden of women in taking care of their families huge as a consequence of male dominated (patriarchal) system as well as social construction.
In a patriarchal societies such as Nigeria, the impact of work life (WLB) on employees particularly women is challenging. This is in view of the realities of patriarchy that puts women in a position where family commitments come into serious conflict with occupational life (Aziz & Cunningham, 2010).
It is common knowledge that Nigerian patriarchal system is essentially one of the major reasons women are subjected to serious work stress as well as work -life imbalance that affects their commitment to work; this in final analysis impinges on the productivity and performance of Nigerian organisations as a consequence (Mordi et al, 2010).
In addition to this standpoint, recently, and given the pressures on women to contribute to sustaining family in terms of financial as well as economic support, women have taken paid employments that have brought conflict in homes as demands of the jobs they do conflict with their family life and vice versa.

Then the issue of given the urgency of work-life balance in rethinking the nature of contemporary organizations for better performance and commitment. In this direction, another reason for this development is the articulation of WLB in view of modern demographic changes that have seen increasing number of women in paid employment in Nigeria since the 1960s as well as in the workplaces, and the implications of dual career families that generates an increasing need for women to balance these two dominant spheres of life. For example, rising living cost is a case in point, and most recently, economic recession has increased the necessity of women contributing towards household responsibilities. On the part of organisations, family friendly policies/initiatives such as flexible working hours, alternative work arrangement, maternity leave policies/benefits regarding family care responsibilities, employee assistance programmes and compensation packages have now become significant part s of most companies human resource management packages in order to retain commitment, satisfaction and motivation from working mothers (Netemeyer, & McMurrian, 2006).

However, (Guest, 2002) suggested three indicators that may have objectively brought the issue of WLB to the limelight for best practices in organisations in order to maintain a fulfilled life as well as to positively impact organisational commitment , productivity and development.
Firstly, he indicated work related factors causing problems of work life imbalance due to the intensity of modern work such as information overload, advances in IT, quest for superior customer service delivery, intensive and extensive labour flexibility or working patterns that put increased pressure of people.
Second, those elements relating to life outside work that might cause work life conflict such as invasiveness of work on private life (e.g. telecommuting), societal affluence, privatization of family life, growth of single parent families, absentee fathers, wealth accumulation and insatiable lure of consumerism , among others . The third factor is the awareness, attitudes and disposition of people to harmonise these imbalances across a variety of life related situations.
1.2 STATEMENT OF THE PROBLEM
The study is design to investigate the impact of work life balance on employee commitment with focus on Cadbury Plc Apapa Lagos. Workforce has undergone immense change as a result of worldwide recession. Recent economic downturns and increased competition has put pressure on organisations to perform, and on employees to increase their productivity. Organisations deal with these tough economic times by cutting expenditure, decreasing staff levels and increasing workload for the remaining employees (Connell, & Byrne, 2010).
The wellbeing of workers who kept their employment can be negatively affected by job insecurity (Scherer, 2009). Many individuals feel under pressure to work longer hours to keep their jobs (Wayman, 2010), and to meet their family expenses. This study recognizes that the main causes of poor WLB amongst employees are excessive working hours and a lack of work schedule flexibility. The labour force has experienced a significant increase in female workers and two-income households (Grady et al., 2008).
One of the most common consequences of work-life imbalance is depression resulting in decreased productivity and higher absenteeism (Layous, & Seligman, 2011). Low WLB can also lead to employees experiencing low morale and higher absenteeism (Brought, & Kalliath, 2005), and organisations experiencing higher staff turnover, lower productivity and poorer work quality (Seligman, 2011).
According to Malik, et al. (2010) shows that unbalanced work-family life caused by increased work demands leads to higher levels of stress. Stress caused by higher demands from work results in family-work conflicts and work-family conflicts (Aryee et al., 2005).
This has negative impacts not only on the wellbeing of workers but also on their families (Hochschild, 2007), as it increases anxiety of individuals at work and at home and leads to lower quality relationships with family members (e.g. spouse or children) (Parasuraman & Greenhaus, 2002). Increased work demands such as overtime and shift work may lead to work-family conflict, which can result in decreased satisfaction with work and with the employer (Paton, Jackson & Johnson, 2003). Therefore, work-related stress has a negative impact on employees, organizations, families and society; Parasuraman & Greenhouse, (2002).
1.3 OBJECTIVES OF THE STUDY
The general objective is to investigate the impact of work life balance on employee commitment with focus on Cadbury Plc Apapa Lagos.

The specifics objectives are:
1 To examine the relationship between flexible working hours and work life balance on employee commitment
2 To examine the relationship between job satisfaction and work life balance on employee commitment
3 To examine the relationship between stress and work life balance on employee commitment
4 To examine the relationship between family conflict and work life balance on employee commitment
1.4 RESEARCH QUESTIONS
1what is the influence of flexible working hours on work life balance in employee commitment?
2 what is the influence of job satisfaction on work life balance in employee commitment
3 To what extent stress has influence on work life balance in employee commitment?
4 what is the influence of family conflict on work life balance in employee commitment
1.5 RESAERCH HYPOTHESIS
Hypothesis one
H0: There is no significance relationship between flexible working hours and work life balance on employee commitment
H1: There is significance relationship between flexible working hours and work life balance on employee commitment
Hypothesis two
H0: There is no significance relationship between job satisfaction and work life balance on employee commitment
H2: There is significance relationship between job satisfaction and work life balance on employee commitment
Hypothesis three
H0: There is no significance relationship between stress and work life balance in employee commitment
H3: There is significance relationship between stress and work life balance on employee commitment
Hypothesis four
H0: There is no significance relationship between family conflict and work life balance in employee commitment
H4: There is significance relationship between family conflict and work life balance in employee commitment
1.6 SIGNIFICANCE OF THE STUDY
Work life balance has different benefits to the organization as well as to the individual. Organization benefits are increased productivity, commitment and better team work. Individual benefits have more value, balance in daily life and work and reduce stress. This study proved to be a milestone for the students, researchers and policy makers to properly understand the concepts of employee work satisfaction, WLB and organizational commitment.
This study helped the managers of the organizations to understand the importance of effective implementation of work life balance policies. Understanding the relationship between employee job satisfaction, WLB and organizational commitment is beneficial for the managers, researches and also for the students.

1.7 SCOPE OF THE STUDY
The scope of study will covered Cadbury Plc Apapa Lagos and also limited among the staff of the company due to limited time, financial constraint, and inadequate research materials.

1.8 DEFINITION OF TERMS
1Work-life balance
According to Clark, (2009) defines work-life balance as contentment and good functioning at work and at home with negligible role conflicts.
2 Family-work conflictAccording to Netemeyer, and McMurrian, (2006) define Family-work conflict as “a form of inter role conflict in which general demands of, time devoted to, and strain created by the family interfere with performing work-related responsibilities.
Family-work conflicts is “a form of friction in which role pressures from work and family domains are mutually incompatible in some respects”.

3 Job sharing
Job sharing is an arrangement which allows two (or sometimes more) employees to jointly fill one fulltime job, with responsibilities and working time shared or divided between them.

4 Employee commitmentAccording to Schweizer et al.(2012) defines employee commitment as the employees’ decision to stay with a firm regardless of the organizational climate or the change there in.

REFERENCES
Aluko, Y. A. (2009). Work-family conflict and coping strategies adopted by women in academia. Gender and Behaviour, 7, 1, 2095-2122.

Aziz, S. ; Cunningham, J. (2008). Workaholism, work stress, work-life imbalance: exploring gender’s role. Gender in Management: An International Journal, 23, 8, 553-566.

Brough, P. & O’Driscoll, M. (2005) ‘Work-family conflict and stress’. In: Antoniou, A. ; Cooper, C. (eds). A research companion to organizational health psychology. Cheltenham, UK: Edward Elgar, 346-365.
Clark, S. C. (2009) ‘Work/family border theory: A new theory of work/family balance’. Human Relations, 53 (6): 747-770.
Deery, M. (2008). Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 20, 7, 792-806.

Guest, D. E. (2002). Perspectives on the study of work-life balance: a decision paper. ENOP Symposium, Paris.

Karatepe, O. M. (2010). The effect of positive and negative work-family interaction on exhaustion. International Journal of Hospitality Management, 22, 6, 836-856.

Netemeyer, R.G. ; Pullig, C. (2006) ‘Conflicts in the work-family interface: links to job stress, customer service employee performance, and customer purchase intent’. Journal of Marketing, 69 (4): 130-143.
Parasuraman, S. ; Greenhaus, J. H. (2002) ‘Toward reducing some critical gaps in work-family research’. Human Resource Management Review, 12: 299-312.

CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This chapter will focus on the literature review that related to the field of enquiry. Literature review is the work done by various scholars in the field of study.

2.1 HISTORICAL DEVEOLPMENT OF WORK LIFE BALANCE
The roots of WLB go back to the nineteenth century when workers and unions successfully campaigned against long working hours in factories, and it became apparent that a decrease in working hours had no significant impact on production (Bosworth and Hogarth, 2009). During the early twentieth century, the campaign for a maximum cap on working hours was also reflected in pioneering studies in the field of WLB (Myers, 2004). The studies emphasized the role of motivation, human relations and conditions under which reduction in working hours may improve productivity. In 1938, the US government of introduced the Fair Labor Standards Act with a maximum workload of 44 hours per week (US Department of Labor, 2013).
Finally in the 1980s, companies began to introduce family-friendly policies, such as telecommuting and flexible scheduling. Even though such policies were originally focused on women, in practice they accommodated both women’s and men’s needs. In this context, the cur-rent notion of WLB gained currency, with a view to protect family life in an increasingly competitive workplace and career-driven society (Parakati, 2010).
According to Bosworth and Hogarth (2009), a number of indicators represent the current policy mix in terms of WLB, i.e. health and safety at work, equality, a flexible labour market and international competitiveness.
Today, WLB is recognized as a major issue for both employees and employers to manage. Indeed, many of the challenges related to WLB can be seen as by-products of a poorly managed WLB examples being stress, absenteeism, retention, ill health and morale.

2.2 THE GLOBAL SCENARIO OF WORK LIFE BALANCE
During the 1960s and 1970s, employers considered work-life mainly an issue for working others who struggled with the demands of their jobs and raising children. During the 1980s, recognizing the value and needs of women contributions, pioneering organizations (IBM, Deloitee) began to change their internal workplace policies, procedures and benefits. The changes included aternity leave, employee assistance programs (EAPs), flexi-time, home-based work, and child-care referral. During the 1980s men also began voicing work-life concerns. The term ‘work life balance’ was first coined in 1986 in reaction to the unhealthy choices that many Americans were making in favor of the work place as they opted to neglect family, friends and leisure activities in the pursuit of corporate goals. Articles of the time suggested a sharp increase in the working
hours of the Americans. This had started to affect their families and individual health. Work life balance slowly was gaining grounds in the various organizations. By the end of the decade, work life balance was seen as more than just a women’s issue, affecting men, families, organizations and cultures.

In 1990s solidified the recognition of work-life balance as a vital issue for everyone women, men, parents and non-parents, singles and couples. The 1990s saw a rise in the number of working women and dual-income families. A second family configuration, the lone parent household also became prevalent in the 1990s.The labor force experienced considerable challenges in balancing the work and family responsibilities. This growing awareness of the central importance of the issue resulted in major growth in attempted work-life solutions during this decade. Numerous studies showed that the generations from baby boomers to new college graduates were making job choices based on their own work-life issues and employer’s cultures.

2.3 CONCEPT OF WORK-LIFE BALANCE
Work-life balance is vital for individuals’ wellbeing, organisations’ performance and a functioning society (Grady et al., 2008). There are different beliefs on how work-life balance should be defined, measured and researched (Grzywacz ; Carlson, 2007). Different terms are also used by different researchers while referring to ‘work-life balance’. For example, Frone (2003), Greenhaus et al. (2003) and Clark (2000) refer to the term ‘work-family balance’; Clarke et al. (2004) refer to ‘work-family fit’; Burke (2000) refers to ‘work-personal life balance’; and Grady et al. (2008) refer to ‘work-life balance’. As work-family balance is often associated with traditional families, i.e., individuals who are married with children (Barnett ; Hyde, 2001), and this study refers to a family in both its traditional and non-traditional form; in order to therefore avoid any confusion, the term ‘work-life balance’ is used throughout this study.
Grady et al. (2008, p.3) state that the term ‘work-life balance’ is more comprehensive and includes “family, community, recreation and personal time”.
According to Grady et al. (2008) WLB in its broad sense captures all aspects of employees’ personal and work life; this suggests that WLB should be focused on individuals, families, workplaces, communities, and society as a whole. However, due to word count and time limits, this study excluded community and societal aspects, and focused on individuals, families and workplaces.

Clark (2000, p.751) describes WLB as “satisfaction and good functioning at work and at home, with a minimum of role conflict”. Clarke et al. (2004, p.121) state that WLB is an “equilibrium or maintaining overall sense of harmony in life”. Greenhaus et al. (2003, p.511) define WLB as “the amount of time and the degree of satisfaction with the work and family role”. Frone (2003, p.145) presents a four-fold taxonomy of work-life balance, in which WLB is described as “low levels of inter-role conflict and high levels of inter-role facilitation”. Grzywacz and Carlson (2007, p.458) believe that WLB is an “accomplishment of role-related expectations that are negotiated and shared between an individual and his/her role-related partners in the work and family domains”.

2.4 FLEXIBLE WORKING HOURS AND WORK-LIFE BALANCE
Flexible working hours have been introduced as a benefit for parent/caring employees in order to help them fulfilling work and life responsibilities and achieving work- life balance Thomson, (2008). In the recent work-life balance survey, researchers found that employees believe that flexible working practices improve workplace morale, which might positively influence work-life balance; in addition employees believe that employer is able to help them balance their work and life roles Tipping, and trait (2012). As an example, flexible working hours is one of the best activities to in-crease employee wellbeing, as it helps employee to deal with responsibilities outside the work Pruyne, and parsons ( 2012).

Flexible time allows employees, to determine (or be involved in determining) the start and end times of their working day, provided a certain number of hours is worked. This can allow them to meet family or personal commitments/emergencies (enable employees to respond to both predictable and unpredictable circumstances),during the day or to reduce their commuting time by starting and ending work before or after the rush hour Thomson, (2008).

2.5 STRESS AND WORK-LIFE BALANCE
Each person defines stress in a different way. For some stress occurs from working overtime, from pressure to meet deadlines, or from fear of failure. In general, stress occurs when person has no control over when, where, and how he/she does the work lockett, (2012). High level of stress might result in mental and physical health problems, such as headaches, depression, heart attack, and cancer; stress is also an antecedent of unhappy and disharmonious rela-tionships that cause work-life conflict looker, 2011. The evidence suggests that those employees who have work-life bal-ance difficulties experience higher stress then those who found balance between work and life responsibilities Lowe, (2006).

2.6 WORK-LIFE-BALANCE AND JOB SATISFACTION
In many organizations human resource managers evaluate personnel practices to increase employee loyalty toward the organization. In addition many organizations have begun to take a role in developing quality of work life programs. (Sakthivel Rania, 2011) Found that recognition was linked with work/life balance, which leads to employee satisfaction and the effects of recognition for the employee contribution are reflected in their satisfaction. Work task and work life are positive related. Pay is related to mediating factor of work/life balance which ends up in employee satisfaction. Benefits are highly correlated to work life balance. Beter benefits programs leads to employee satisfaction. Today human resource has concluded that there is strong relationship between employee satisfaction and business. In result organization focus on developing policies and programs on work life issues. Employees feel more satisfaction with their work and family when they enjoy the benefits of work life balance programs provided by their employers (Yutaka Ueda, 2012).

Conclude that work life balance programs have different effects for male and female employees. Male employees are satisfied with all the three measures such as job, work life balance program and employer. But female employees have a significant relationship only with employer satisfaction. Work life balance programs have greater effects for Employees of higher income as compared to lower income.

2.7 WORK-FAMILY CONFLICT AND WORK LIFE BALANCE
Work-family conflict occurs when work activities interfere with family activities, and in contrast, family-work conflict occurs when family activities interfere with work activities (Breaugh & Frye, 2007; Hill, 2005). The literature indicates various definitions of work-family conflict and family-work conflict. Netemeyer, Boles and McMurrian (2006) describe family-work conflict as “a form of inter role conflict in which general demands of, time devoted to, and strain created by the family interfere with performing work-related responsibilities”, and work-family conflict as “a form of inter role conflict in which the general demands of, time devoted to, and strain created by the job interfere with performing family-related responsibilities”.
Research has shown that work-family conflict and family-work conflict are a result of pressure created by incompatible work and family roles (Yang, 2005; Greenhaus & Beutell, 1985). Greenhaus and Beutell (1985) argue that participation in the work domain is more difficult due to participation in the family domain, and vice versa. Greenhaus and Beutell (1985, p.77) define work-family and family-work conflicts as “a form of friction in which role pressures from work and family domains are mutually incompatible in some respects”. These conflicts occur bi-directionally, which means that a negative experience at work can affect employees’ family life, and vice versa (Wayne, Grzywacz, Carlson ; Kacmar, 2007; Yang, 2005). This happens because work-family conflict is negatively related to family life satisfaction, whereas family-work conflict is connected to lower work satisfaction (Frone, 2003; Williams ; Allinger, 1994).
According to Greenhaus and Beutell (1985) there are three types of work-family conflict and family-work conflict: (a) time-based conflict, (b) strain-based conflict, and (c) behaviour-based conflict. Time-based conflict arises where work-related activities or family-related activities compete with other activities (Yang, 2005). Strain-based conflict occurs when pressures and demands of one role conflict with the demands of the other role (Edwards ; Rothbard, 2000). Behaviour-based conflict arises when behaviour expected in one role conflicts with that expected in the other role (Edwards ; Rothbard, 2000).

Many scholars agree that work-family conflict and family-work conflict are negatively related to family life satisfaction and work satisfaction (e.g. Parasuraman ; Greenhaus, 2002; Allen, Herst, Bruck ; Sutton, 2000; Netemeyer et al., 1996), and therefore are negatively related to WLB (Kalliath ; Monroe, 2009). Some researchers indicate different causes and effects of work-family conflict and family-work conflict. These findings do not always reach the same conclusions. For example, Allan et al. (2007) found that an excessive workload has a stronger negative impact on work-family conflict than long working hours, whereas Major, Klein and Ehrhart (2002) found a positive relationship between excessive working hours and work-family conflict, resulting in decreased health and lower family functioning. Poelmans, and Beham (2005) argue that long working hours, as well as work schedule inflexibility increase work-family conflict. Grzywacz and Marks (2000) recognized that work characteristics such as high work pressure, lack of support in the workplace and lower levels of decision latitude were the main causes of work-family conflict. In relation to working hours, Grzywacz and Marks (2000) recognized that those working less than 20 hours per week experienced less work- family conflict than individuals who worked 45 hours per week.

Literature shows the connection between work-family conflict and lower family function (Hill, 2005), lower family satisfaction (Bedeian, ; Moffett, 2009), lower work satisfaction (Hill, 2005), poor physical and psychological health (Hill, 2005,; Kompier, 2007), depression and alcohol abuse (Grzywacz ; Marks, 2000). Employees experiencing higher levels of stress caused by work-family conflict seem to be less satisfied with their jobs, less productive and less committed to the organisation (Frye ; Breaugh, 2004). In turn, employees with lower levels of work-family conflict experience higher levels of job satisfaction (Hill, 2005). Also, those individuals who spend more time with their families enjoy a higher quality of life (Greenhaus et al., 2003).
Despite thorough research of these two conflicts simultaneously, there seems to be insufficient research conducted exclusively on family-work conflict and its effects on individuals’ wellbeing. The reason behind this could be the argument that work-family conflict occurs more frequently than family-work conflict (Frone, 2003). Consistent with previous research, a study by Grzywacz and Marks (2000) suggests that work factors are the main causes of work-family conflict, and family factors are the main causes of family-work conflict (Frone et al., 2002).
However, Grzywacz and Marks (2000) recognized that pressure at work also played a significant role in family-work conflict, supporting an interrelationship between work stress and family stress (Frone, Yardley & Markel, 1997). Family-work conflict has been mainly linked to lower work performance and lower family satisfaction (Hill, 2005), lower levels of WLB (Kalliath & Monroe, 2009), higher job stress and turnover intentions (Netemeyer, & Pullig, 2005), anxiety and substance disorders and increased stress (Hill, 2005).

2. 8 PART-TIME WORK AND WORK LIFE BALANCE
Part-time arrangements can also allow people with health problems, disabilities or limited disposable time (e.g. students) to participate in the labour force, develop their skills and obtain work experience. Finally, they can facilitate re-entry into the workforce for those who have had career breaks particularly mothers (or fathers) who have stayed at home to raise their children or provide a gradual exit for employees nearing retirement. From the employer’s point of view, the use of part-time workers, where feasible, can help maximize the use of human resources and increase operational flexibility, by providing additional coverage during peak periods. Part-time employment can also be considered unsatisfactory for those employees who would prefer working longer hours to increase their income, thereby ensuring a higher standard of living for their families.The European Working Conditions Survey found that 85% of those working less than 30 hours per week were satisfied with their work–life balance.
Furthermore, part-time workers and those working less than 35 hours a week reported the lowest levels of both physical and psychological health problems. Part-time work is one strategy frequently used by workers who wish to better balance their work and family life. Part-time work should be promoted in more, higher-level occupations, for instance, Daimler Chrysler in Germany promotes part-time work in leading positions in the company. (Clarke, et al, 2004)
2.9 JOB SHARING AND WORK LIFE BALANCE
Job sharing is an arrangement which allows two (or sometimes more) employees to jointly fill one fulltime job, with responsibilities and working time shared or divided between them. Job sharing may be appropriate where opportunities for part-time jobs or other arrangements are limited. Apart from the obvious advantage of allowing employees more time for other commitments, including family responsibilities, job sharing also facilitates the development of partnerships, where job sharers can learn from each other while providing mutual support.
It can benefit employers as well by improving staff retention, increasing productivity and combining a wider range of skills and experience in a single job. In some cases, such an arrangement can also provide additional coverage during busy periods, while ensuring continuity of coverage when one partner is on sick leave or holidays. For business with substantial numbers of administrative, maintenance or customer-facing employees, offering flexible working conditions can be problematic. Where the hours of work are customer-driven, organizations face limitations on flexibility for employees, but this is when family-friendly programs such as child care would be of most benefit. A positive example of childcare support is Star City Casino in Sydney that provides a 24-hour childcare facility.Management believes this has helped both staff and the organization, as evidenced by the lowest staff turnover rate of any casino in Australia. (Australia Government Website, 2005).2.10 WELLBEING AND WORK-LIFE BALANCE
The definition of wellbeing is associated with health and wellness Pruyne, and Parsons 2012. It is employer’s responsibility to create working environment (workplace wellness culture) that promote employee wellbeing kossek, and kalliath 2012. Furthermore, authors suggest that physiological wellbeing leads to mental wellbeing, and both are helping to achieve work-life balance. The other previous findings suggest that employee wellbeing directly influence productivity and per- formance; as well as organizational commitment, job satisfaction, and work-life balance are outcomes of employee wellbeing Baptiste, (2008)
2.11 WORK-LIFE BALANCE AND ECONOMIC CHANGES
The recent economic downturn, increased competition and evolving technology have put pressure on organisations to perform, and on employees to increase their productivity (O’Connell et al., 2010). Organisations deal with these tough economic times by cutting expenditure, decreasing staff levels and increasing workloads for remaining employees (O’Connell et al., 2010). The wellbeing of workers who kept their employment can be negatively affected by job insecurity (Scherer, 2009). Many individuals feel under pressure to work longer hours to keep their jobs (Wayman, 2010), and to meet their family expenses (Edwards & Rothbard, 2000).

Higher demands on employees’ duties and longer working hours reduce the time workers have to spend with their families (Hill, 2005). Statistics show that in Ireland in 2011 men worked an average of 39.4 hours a week and women 30.6 hours (CSO, 2012). Heavier work demands faced by employees also result in higher levels of stress, which negatively impacts workers’ physical and psychological wellbeing (Malik, McKie, Beattie & Hogg, 2010). Grady et al. (2008) and Burke (2000) argue that organisations and managers need to understand the importance of WLB, its impact on employees’ wellbeing, and the effects it has on organisations productivity and performance.

2.12 WORK-LIFE BALANCE AND DEMOGRAPHICS
Over the last few decades, global demographic changes such as an increased participation of women in the workforce, two-income households, single-parent families and eldercare have resulted in increased challenges faced by workers who tried to balance demands of work and family life (Tennant ; Sperry, 2003; Young, 1999). These challenges and higher demands from work and family life have been found to have negative effects on the wellbeing of workers and their families (Hochschild, 2007), and resulted in family-work conflicts and work-family conflicts (Aryee, Srinivas ; Tan, 2005).
The labour force has experienced a significant increase in female workers and two-income households (Grady et al., 2008; Hilliard, 2007). According to CSO (2012) in 2011, 46.7% of those in Irish employment were women. Hilliard (2007) also noticed that in the past three decades, Ireland experienced a significant increase in female workers staying in the paid workforce after getting married or returning to work after having children. This could be caused by changing attitudes of Irish people towards the traditional view of men being breadwinners and women being housewives looking after children (Hilliard, 2007).
Research shows that married women seem to work fewer hours than married men. Fine-Davis, Fagnani, Giovannini, Hojgaard and Clarke (2004) found that in Ireland fathers worked weekly 45 hours and mothers worked 32 hours. Recent statistics show that in 2011, 14.7% of married women worked 40 hours or more a week, compared with 44.5% of married men (CSO, 2012). Fine-Davis, McCarthy, Edge and O’Dwyer (2005) argue that men do not contribute as much time to household activities and childcare as women, hence WLB initiatives seem to be used more often by women than by men. Apart from an increasing female workforce Grady et al. (2008) also state that the Irish labour force is aging, which means that in the future organisations would require greater flexibility in working arrangements. According to CSO (2013) projections the old population in Ireland (aged 65 years and over) is to rise significantly from 532,000 in 2011 to over 850,000 by 2026, and 1.4 million by 2046. The very old Irish population (aged 80 years and over) is to increase even more drastically, from 128,000 in 2011 to over 484,000 in 2046. These findings suggest that more employees may have to look after their elderly relatives, which will increase their duty of care for dependant elders, and lead to higher levels of work-family conflict (Frone et al., 1992; Greenhaus & Beutell, 2005).

2.13 COMPONENTS OF WORK-LIFE BALANCE
There are copious vital machineries of work -life balance including self-management; time management; stress management; change management; technology management and leisure management. Self-management is the acknowledgment that competently using the gaps in our lives is critical, and that handy resources, time, and life are limited. It implies becoming commanders of our own lives which no one is coming to do for us.
However, adequate self management can be taxing, mostly in getting proper sleep, exercise, and nutrition. Time Management involves making the best possible use of one’s day and the sustaining assets that can be called up. Time management is augmented through suitable goals and perceiving not only what is crucial but what is urgent, as opposition to important or fundamental. It requires knowledge of what one does best and when, and ccumulating the fitting mechanisms to bring about particular responsibilities. Stress Management has to do with muddling through raised complications.

By nature, societies tend to become more intricate over time. In the face of swelling intricacy, stress on the individual is unavoidable. More people, distractions, and noise require adept safeguarding of calm and working out of pressure -filled situations. Most forms of multi-
tasking (against focusing on one thing at a time) eventually increase stress.
Change Management involves making intermittent and determined efforts to guarantee that the quantity and speed of change at work and at home is not overpowering or crushing. Unremitting championship of novel modus operandi and modification of others is crucial to a burgeoning career and life.
Technology Management is ensuring that technology serves rather than exploits. There is increase in the rate of technological change and often there is no choice but to keep up with the technological advances but we must rule technology, not vice versa.
Leisure Management is the most ignored of the work-life balance sustaining disciplines. It concedes the significance of rest and relaxation. Effective leisure management calls for varying one’s activities. To realize a little better balance in life workers need to:
plan down time; cut out the things that do not add value to their lives; avoid negative people that suck energy; outsource tasks where possible; and take some time like five minutes for themselves (irrespective of what one decides to do with the five minutes, it needs to be time that is just for one alone).
2.14 IMPOTRTANCE OF WORK LIFE BALANCE FOR EMPLOYEES
While the preceding sections have highlighted WLB for certain groups, it is important to consider that WLB is attractive to and useful for all employees, in terms of improvement in employee engagement and commitment.
Wasay (2013) shows that maintaining WLB can be a win–win strategy, helping employees to effectively handle their personal and professional commitments, and employers to retain skilled and engaged employees. Indeed, employees in general are attracted to organisations that treat their employees well and are flexible enough to pay attention to individuals’ needs and circumstances. Baral and Bhargava (2010) suggest that supervisors’ support and work–family culture are positively related to job satisfaction and employee commitment. Empirical research conducted by Smith and Gardner (2007) suggests
that employees who recognise higher levels of supervisor support are more likely to use WLB initiatives. Galinsky and Johnson (2008) suggest that those employees that are offered flexible working arrangements are generally more satisfied, show more initiative and are more likely to remain in the job, than workers without access to such arrangements.

Previous research shows that remote working has a healthy effect on individual and organisational performance. A study from the University of Texas at Austin (2012) found that employees who work from home are able to add up to seven hours to their work week compared to those who work exclusively at the office. Another study revealed that telecommuting may increase productivity and decrease absenteeism and employee turnover (Noonan and Glass, 2012). Cisco’s experience shows that the company was able to enhance efficiency, productivity and job satisfaction by allowing its employees to work remotely. It was reported that 60 per cent of the time saved by telecommuting was spent working while 40 per cent was spent on personal business (Cisco, 2009).

Conversely, WLB if poorly managed can have adverse implications for employees and organisations. Likely negative results attached to a work–life imbalance are an increase in family conflicts, work-related stress, fatigue and health and mental problems. Stress alone costs UK businesses an estimated £3.7 billion a year and a loss of 80 million working days. Furthermore, there will be a probable decrease in creativity, morale, productivity and general engagement (Hitt et al., 2009). Based on her analysis’ of macro statistics in Canada, Crompton (2010) notes that 27 per cent of workers describe their lives on most days as ‘quite a bit’ or ‘extremely’ stressful. The majority of highly stressed workers (62%) identified work as their main source of stress. A failue by an organisation to properly manage WLB can lead to a work–life imbalance and consequently negatively affect the employees and their productivity. Research conducted by Janssen (2013) reveals that 72 per cent of the workers in the study were not entirely happy with their WLB.

CHALLENGES TO WORK-LIFE BALANCE POLICIES (WLB)
In spite of the foregoing, and the seemingly extensive devotion to the philosophy of work-life balance, studies such as Bond (2009) Hochschild (2007) and Okeke (2011) show that the mere availability of far-reaching and liberal work-life balance policies does not necessarily result in prevalent employment by workers or subsequent advances in work-life balance and reductions in work-life conflict. According to De Bruin & Dupuis (2010) creating work-life balance programmes is one thing, getting employees to make use of them is a totally different matter. There is considerable contention about the effectiveness of organizational work-life balance policies in delivering flexibility and reducing stress and job dissatisfaction in the modern workplace.

An important aspect of all these policies is the management support and work environment that go along with it. Organization management must show support for the achievement of effective work-life balance if there is to be an up-take of work-life balance opportunities by employees. Because managers make unspoken and open choices about the adoption of workplace practices they can actively encourage or discourage employees’ effort to balance their work and non-work lives even where the policies exist. Where workers feels that using a policy will affect their chances of advancement they are more likely to refuse its use. Managers can either encourage or discourage employees’ efforts to balance their work and family lives. Where supervisors enthusiastically support the integration of paid work and other responsibilities, employees are more likely to take up available work-life programmes.

Again, work culture determines whether workers take advantage of work-life policies.

Work culture not individual needs or values are superior forecasters of use of policies.Organizational work-life cultures affect the extent to which flexible work options can be utilized and work-life balance achieved. Reynolds (2009) observes that an overriding thread linking the reasons work-life benefits go unused is organizational culture. Work-life balance initiatives must be based on an appraisal of organization culture to ascertain its openness and readiness to support work-life balance programmes.

Another factor that has been strongly associated with the underutilization of work-life policies is the perception of negative career consequences. For instance in the part-time work option career drawbacks tend to be inherent. Part-time workers often receive less training, are paid less and advance more slowly because employers attach a higher risk to investing in them. Again, they are sometimes worse off, in terms of promotion prospects and entitlement to fringe benefits, than those who worked more hours a week.
The success of WLBPs depends among others, on the existence of a family-supportive culture in the organization, and the role that managers play in that context. Employers would for instance have to allow parents to leave work to take care of children and they would have to pay them for it as well. Furthermore, studies like Spinks (2004), Kiger (2005),and Mordi and Ojo (2011) indicate that a very low percentage of employees actually make use of available WLBPs in organizations. Several factors are believed to be responsible for this. For instance Mordi and Ojo (2011) suggest factors like the lack of information and training on work-life balance for the low usage. Their study found that most employees were unaware of the WLB policies in place in their organizations and were surprised to learn that their organizations had flexible work deals.

Another factor recognized relates to equity. Dex and Smith (2007) affirms that many workers do not fancy becoming visible as special cases or requiring special treatment to their colleagues. Again Allen (2009) suggests that co-workers tend to perceive employees who utilise WLBPs to be less committed and that this perception significantly implicates subsequent reward allocation, advancement opportunities, and salary increases.

Moreover, time-demands or norms concerning the number of hours which employees are supposed to devote to work or work-related activities influences the effective utilization of WLBPs in organizations. Working long is usually taken to mean working hard and this creates strong organizational norms for face-time and workaholic hours. Another challenge is that many of the policies are designed without ample appreciation of the needs of employees. Where employees do not see any value in the WLBPs in their organizations, they are wary of using them irrespective of how impressive the policies are or how well informed the employees are about them.

Again, personal values may discourage employees from using WLBPs. Glass and Finley (2006) notes that determined employees may decide to concentrate on their careers relinquishing the gains of any WLBPs obtainable in the organization.

2.15 WORK-LIFE-BALANCE AND ORGANIZATIONAL COMMITMENT
Work life balance and organizational commitment both are important because, they are playing important role in the organizations performance and family well being (D.Sakthivel) Finds that there is positive relationship between work life balance and organizational commitment. Today competitive environment demands balanced personal and work life. Organization actively seeks to improve job satisfaction and organizational commitment as well as to reduce stress through work life balance policies. (Noor, 2011)Work life balance is positively related with job satisfaction and organizational commitment and negatively related with intention to leave. (Noor, 2011) finds that Employees are happy to work in an organization that helps them to balance between the needs of personal and the needs of work life. Difficulty in balancing work and personal life effect job satisfaction, organizational commitment and more this leads to turnover.2.16 EMPLOYEE COMMITMENT
According to Biljana, (2004), he stated that the commitment of employees is an important issue because it may be used to predict employee’s performance, absenteeism and other behaviors. S.Komal Khalid Bhatti, Samina Nawab (2011) said that job satisfaction has the highest impact on high employees’ commitment and productivity. Schweizer et al.(2012) this study defines employee commitment as the employees’ decision to stay with a firm regardless of the organizational climate or the change there in. According to Klein et al., (2012) commitment conveys the significance of a relationship between partners and their will to proceed with the relationship in the future. However when employees sense uncertainty, their will to continue working for the firm dissolves. AliReza,(2015) research identified the relationship between Quality of Work Life and Organizational Commitment. Ali Shaemi, (2015) etal showed there is a significant and direct relationship with a high correlation between organizational justice, organizational commitment and Quality of Work Life balance Cohen (2003) argued that declining level of absenteeism and tardiness is possible only through the highly committed employees in the organization; it leads to higher productivity and worthy performance.

Meyer and Allen (2007) defined employee commitment as it is a psychological state that characterizes the employee’s relationship with the organization and has association for the decision to continue as a member in the organization. Rajendran et al (2005) opined that the organizational commitment is the subset of employee commitment, which comprised to work commitment, career commitment and organizational commitment.

Nguyen (2014) opined that employee’s organizational commitment pays a vital role in Employee stability and better customer service hence increases business performance.According to Brown, et al (2011) high employee commitment towards organization increases the job satisfaction among employees, job performance, overall productivity, sales and also high employee commitment decreases employee turnover, intention to leave and absenteeism.

Igella (2014) study reveals that organizational factors like dependability, social processes and organizational climate enhance individual factors to employee commitment. Georgellis, Y. (2015) study identified that unemployment is one of the important antecedent of employee’s organizational commitment. Rajendran et al (2005) opined that the organizational commitment is the subset of employee commitment, which comprised to work commitment, career commitment and organizational Commitment Nguyen (2014) opined that employee’s organizational commitment pays a vital role in Employee stability and better customer service hence increases business performance. According to Brown, et al (2011) high employee commitment towards organization increases the job satisfaction among employees, job performance, overall productivity, sales and also high employee commitment decreases employee turnover, intention to leave and absenteeism.
Igella (2014) study reveals that organizational factors like dependability, social processes and organizational climate enhance individual factors to employee commitment. Georgellis, Y. (2015) study identified that unemployment is one of the important antecedent of employee’s organizational commitment.Dixit and Bhati, (2012) study identifies a significant relationship between employee commitment and productivity, they used three components to measure the status of employee commitment they are affective , continues and normative.
Meyer and Allen (2007) Approach states that employee commitment is a multidimensional component, it includes affective commitment, continuance commitment, and normative commitment . Bhatti et al (2011) argued that job satisfaction has the highest impact on high employees’ commitment and productivity. Chinomona et al (2015) research shows proved that a higher level of employee satisfaction is associated with a high employee commitment. Mathieu et al (2000) and Dunham et al. (2004) advocate that older employees are more committed with organization because they have less alternative employment opportunity Mathieu et al (2000) argued that women employees are more committed to the organization than men. From the research Mathieu et al (2000), John (2009) it is evident that marital status of employees has an association with employee’s commitment. Married employees are more committed than a bachelor.
Bin et al (2011) research shows that individual factors like age, job security, and marital status influences on the level of employees commitment with the organization. Lee et al (2013) research identifies that biographical characteristics of the employees like age, gender, job level, education level, job status etc effects on employee’scommitment with the organization.Zahedi et al (2015) study opined that there is a significant relationship between social dependency and organizational commitment of employees. Alikhani, et al(2014) research reveals that women employees are more committed than men.

Mathieu ;Zajac (1990) research found that there is a strong correlation between employee’s commitment and job characteristics like job scope, job enrichment, job rotation etc. Dawis, (2002) argued that employees are more committed only when there is a good match between what he get and what organization provides. Vandenberghe (2009) research identified the relationship between the leadership styles of superiors and employee in their commitment and turnover. Freyermuth (2007) opinion that if the leader emphases more on employee progress than prescribed evaluation process that enhance employees commitment and retention rate. Gelaidan (2013) research recognized that the transformational leadership is positively related with normative commitment of employees.
Becker et, al (2006) research found that employee commitment to supervisors is positively related to job performance. Lee et al (2015) research justified that charismatic leadership will enhance the effect of employee’s organizational commitment. Baumeister and Leary (2005)
study argues that emotional attachment between colleagues in the workplace is a significant element for employee commitment towards the job as well as towards organization. Nguyen et al (2014) study identifies teamwork, working relationship with management, work conditions influence employee’s organizational commitment. Zahedi and Hadadi (2015) research highlights the significant relationship between social cohesion and organizational commitment. Sourchi, & Liao, (2015) research demonstrated that the respective systems in the organization have a positive impact on employees commitment. Meyer (1997) argued that employees evaluate their experiences at work in terms of whether they are fair and reflect a concern on the part of the organisation for the well-being of the employees McFarlin and Sweeney (2002) research suggest that employees’ commitment to the organization be formed by their perception of how fairly they are treated by the organization.
Malley,(2000) study identifies four variables like employee’s growth, Work Life balance, individual accommodation, health and safety that effects on employee’s commitment towards organization. Zahedi and Hadadi(2015) research demonstrated that there is a significant relationship between legalism and organizational commitment of employees. Schwarzwald et al (2002) study illustrates that commitment was higher among employees who had been promoted by considering internal labour market in the organization. Zahedi and Hadadi(2015) recognised a significant relationship between the development of human capabilities and employee organizational commitment. Grover and Crooker (2005) research finds a positive relation between the pay, rewards and availability of such benefits and employees commitment.

Zahedi and Hadadi (2015) study recognized the significant relationship between fair and adequate payment and employee’s organizational commitment. Sarker and Afroze (2014) research revealed that poor compensation is the main cause of the employee’s dissatisfaction this leads to absenteeism, lateness and strike etc.
Zahedi and Hadadi (2015),Sohail et al., (2011) and Siu, (2002) studies identified a significant relationship between safe work environment and employees organizational commitment. Abraham, S. (2015) argued that by providing fair and reasonable working practices it is possible to enhance the employee’s organizational commitment.
2.17 THEORETICAL FRAME WORK
The study will be anchored on three majortheory of Work Life Balance namely:
1 Segmentation theory
2 Integration theory3 Congruence theorySegmentation theory
Segmentation theory was developed by Edwards and Rothbard, in 2000. Segmentation theory refers to viewing work and life as separate domains that do not influence each other (Edwards and Rothbard, 2000). Segmentation has been used to describe the separation of work and life, such that the two roles do not influence each other (Edwards and Rothband, 2000; Staines, 1980; Zedeck, 1992). Since the industrial revolution, work and life have been inherently separate by time, space, and function. Piotrkowski (1979) expressed this process as what occurs when people actively suppress work-related thoughts, feelings, and behaviours in the life domain, and vice versa. As this has been proven no longer to be true (Kanter, 1977) and conceivably never was, particularly for female workers, segmentation is now referred to as the active process that people use to form and maintain boundaries between work and family. The literature also suggests the usage of the terms compartmentalization, independence, separateness, disengagement and neutrality to describe this theory (Edwards and Rothbard, 2000). Piotrkowski (1979) averts that some people may actively suppress work-related thoughts, feelings and behaviours while at home, and vice versa.

Integration theory
Integration theory refers to the holistic view that a healthy system of flexible and permeable boundaries can better facilitate and encourage work-life and community-life domains (Clark, 2000). Morris and Madsen (2007) acknowledged that integration theory best portrays the incorporation of additional contextual elements, such as community, into the body of knowledge in regard to work and life. Integration calls for contemporary understandings that retool traditional work-life paradigms, making all stakeholders (employers, workers, and communities) active partners with equal voices in the formation of a holistic model of work-life balance (Morris and Madsen, 2007). Googins (1997) believed that an approach to work and family that includes all parties and shared responsibility will yield better results in both domains than solutions shaped in isolation.

Congruence theory
Congruence theory refers to how additional variables that are not directly related to work or family influence the balance of multiple roles. While spill-over is a direct relation between work and family, congruence attributes similarity through a third variable, like personality traits, behavioural styles, genetic forces, and socio-cultural forces (Edwards and Rothbard, 2000; Staines, 1980; Zedeck, 1992). Based on congruence theory, a third variable such as intelligence or level of education could positively affect both work and life domains.

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RESEARCH METHODOLOGY
3.1 INTRODUCTION
The focus of this chapter is on the various methods and procedures adopted in carrying out the research study. This chapter is decomposed into the following sub-headings: research design, population of the study sampling size, sampling technique, and data collection instrument, administration of research instrument, statistical tools and analytical procedure and limitation of the study
3.2 RESEARCH DESIGN
A research design will typically include how data is to be collected, what instruments will be employed, how the instrument will be used and the intended means for analyzing data collection. A research design is a systematic plan to study a scientific problem Fagbohungbe,(2000).
For the relevant of this study non experimental research design and descriptive which is exploratory in nature will be adopted for the under study.

3.3 LOCATION OF THE STUDY
The study will be carried out among all the staff of flour Mill Apapa, Lagos dues to limited time, resources, and financial constraint. Flour Mills of Nigeria Plc (FMN) was incorporated on 29th September, 1960 as a private limited liability company with a modest paid-up share capital of N1 million and converted to a public company in November, 1978. The beneficial interest in the company’s equity is held by Nigerian and Overseas shareholders.  Presently, two foreign shareholders own about 56% of the company’s paid-up share capital.  The balance is held by over 75,000 individuals and institutional investors. Wheat milling forms the financial backbone of our diversified company. FMN pioneered flour milling in Nigeria when its first mill was commissioned at Apapa in 1962 with a grinding capacity of 500 metric tonnes of wheat per day.
Today, the Apapa milling complex has a rated capacity of over 8,000 metric tons per day making it one of the largest single site mills in the world. All the mills are manned by a team of highly trained and skilled professionals working at a high level of efficiency attested to by our ISO 9001:2008 accreditation recognizing that our flour manufacturing facilities are world class and operate within an internationally recognized Quality System. FMN had over the years made huge investments in milling technology and human capital to sustain its pre-eminent position and maintain its competitive advantage in the Nigerian flour milling industry.

In its over five-decade history, FMN’s flagship food brand, “Golden Penny”, continues to be one of the best known and the preferred brand amongst bakers, confectioneries and consumers in Nigeria. The “Golden Penny” basket of foods has now grown to include products such as semovita, masavita, pasta, noodles, refined sugar, margarine, vegetable oils, and a range of snacks and breakfast cereals, instantly recognizable in any Nigerian household.

FMN’s first investment outside Flour Milling was in BAGCO in 1978. BAGCO now a Division of FMN is a pace setter in woven polypropylene sack manufacturing.  With its two giant plants at Lagos and Kano, it is by far the largest and supplier of choice to many industrial and agro-allied companies in Nigeria in the packaging of flour, cement, grains, salt, detergent, fertilizer, merchandise, farm harvests, shopping, etc.  The BAGCO brand which has succeeded in gaining international recognition has also entered the export market with some of its polymer bags going to the African Continent and as far as the United States of America.

Another significant milestone was the company’s foray into Cement. The company operated a large cement terminal at Apapa and marketed its cement under “Burham Cement” brand, renowned for high quality and consistency.  The cement terminal had a handling capacity of 10,000 metric tonnes of cement per day.  In line with Federal Government’s backward integration policy, Flour Mills invested in the United Cement Manufacturing Co. Ltd. (UNICEM) Calabar, in 2002.  UNICEM operates a green field, fully integrated cement plant, with a capacity of 2.5 million metric tonnes of cement per annum. In 2015, a strategic decision was made to dispose of the investment in UNICEM and refocus the group as a publicly traded, Food and Agro-Allied company that strives to use locally sourced materials to develop and produce unique consumer products for the local markets.

 3.4 POPULATION OF THE STUDY
The population under the study is a major factor to be considered in deciding what methods are appropriate. Technically, the study population is the aggregation of all elements from which the sample is drawn (Rubin, and Babbie, 2001). The population under study will comprises all the staff of Flour Mill Apapa, Lagos. It furthermore, it should be pointed out that the populations characterized by ethno-religious heterogeneity, both junior staff and senior staff.
The total population number of all the staff of Flour Mill Apapa, is 150 people and out of this population 120 staff will be randomly selected through randomization which include the both junior and senior staff.

3.5 SAMPLING SIZE ; SAMPLE TECHNIQUE
Sample size is fractional part selected by the researcher as a yard stick to justify the whole research work on the field. For the purpose of this study, the sampling size is made up of 150 people and out of this total population 120 will be randomly selected among all the staff of Flour Mill Apapa, Lagos, which will comprise of both male and female, junior staff and senior staff , 105 questionnaire will be administer to junior staff and 15 will administer to senior staff . The sample will be randomly selected from the population. Under this study simple both probability sampling and non probability sampling method will be adopt in this study.
3.6 INSTRUMENT OF DATA COLLECTION
This study will employ quantitative methods in collecting data from the respondents. The quantitative data will adopted cross sectional survey method and data will be collected from the respondent through the use of structure questionnaire, the questionnaire will comprised of close ended questions.
3.7 ADMINISTRATION OF RESEARCH INSTRUMENT
The 120 copies of the questionnaires will be administered among all the selected staff of , flour Mill Apapa, Lagos which will comprise of both male and female, junior staff and senior staff through the self-administer questionnaire.
3.8 METHOD OF DATA ANALYSIS
Data will be analyzed by using bivariate analysis which includes tables, percentages, frequencies distribution, figures and chi-square will also used to test the hypotheses through SPSS (Statistical package for Social Sciences).

3.9 LIMITATION OF THE STUDY
The study will be limited among all the staff of flour Mill Apapa, Lagos dues to limited time, resources, and financial constraint.

References
Bryman, A. (2001): Social Research Methods, Oxford University Press, Oxford
Babbie, E. (2004). The practice of social research (10th ed).Belmont, CA: Wadsworth.
Fagbohungbe, (2002). Research method for tertiary institutions and professional bodies, Shomolu Lagos: KOTLEB publishers.

Rubin, A. ; Babbie, E. (2010) Essential Research Methods for Social Work. (2nd ed). California: Brooks/Cole, Cengage Learning Inc.