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2 2025

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The role of work-life-balance in effective business management

Kasperczuk Anna, Ćwiąkała Michał, Górka Ernest, Ręczajski Piotr, Mrzygłód Piotr, Frasunkiewicz Maciej, Darcińska-Głębocka Agnieszka, Piwnik Jan, Gardocki Grzegorz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2025

z. 215

149--158

Purpose: This paper explores the role of work-life balance (WLB) in enhancing employee motivation. It also examines how balancing professional and personal life impacts business management. Design/methodology/approach: The research used a quantitative methodology and an online survey of 102 individuals. It focused on flexible working hours, private medical care, and company cars. Findings: Flexible working hours were the most effective tool for improving WLB. A positive correlation was found between WLB perception and employee motivation. Research limitations/implications: The study is limited to a specific demographic and geographic scope. Future research could explore diverse cultural and occupational contexts. Practical implications: Flexible working hours and private medical care significantly enhance employee satisfaction. These strategies also strengthen employer branding and reduce turnover. Social implications: Promoting WLB can reduce stress and improve societal well-being. Organisations adopting WLB strategies set benchmarks for corporate social responsibility. Originality/value: This study evaluates WLB tools and their impact on employee motivation. It provides valuable insights for HR managers and organisational leaders.

The challenge of employee motivation in business management

Kasperczuk Anna, Ćwiąkała Michał, Górka Ernest, Baran Dariusz, Ręczajski Piotr, Mrzygłód Piotr, Frasunkiewicz Maciej, Dardzińska-Głębocka Agnieszka, Piwnik Jan

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2025

z. 216

161--169

Purpose: This paper examines the role of employee motivation in effective business management. It also explores the impact of financial and non-financial motivators on employee engagement. Design/methodology/approach: The research used a quantitative methodology and an online survey of 102 individuals. Statistical analyses, including variance analysis and correlation analysis, were conducted to identify significant patterns and differences in motivation levels. Findings: Financial motivators, particularly bonuses for achieving targets, were identified as the most effective. Non-financial motivators, such as flexible work schedules and additional days off, also showed high effectiveness in enhancing motivation. Significant differences in motivation levels were observed by gender, age, and length of service. Research limitations/implications: The study is limited to a specific demographic and geographic scope. Future research could explore diverse cultural and occupational contexts. Practical implications: Combining financial and non-financial motivators can effectively increase employee satisfaction and engagement. Social implications: Fostering effective motivation practices contributes to stronger family-company relationships. Companies adopting such strategies set benchmarks for the best workplace. Originality/value: This study provides insights into the balance of financial and non-financial motivators in shaping employee motivation. It offers actionable recommendations for HR managers and organisational leaders.