Work-life balance in a Syrian context

1

الجمهورية العربية السورية وزارة التعليم العالي

ـالـــالـي إلدارة األعمـــد العــالمعه

Managing Work-Life Balance

In a Syrian Context MBA III Professional Thesis

Prepared By: Huda Almidani Supervised by: Dr. AbdulHamid Khalil

MBA III Master in Business Administration

2008/2009

2



Managing Work-Life Balance

In a Syrian Context MBA III Professional Thesis

Prepared By: Huda Almidani

Supervised by: Dr. AbdulHamid Khalil

MBA III Master in Business Administration

2008/2009

The Higher Institute of Business Administration (HIBA) hereby states that this project paper includes opinions that reflect points of view of its authors; HIBA cannot be held responsible of its contents.

3



إدارة التوازن بين الحياة والعمل

في بيئة سورية

هدى الميداني: بحث علمي من إعداد الطالبة عبد الحميد خليل: بإشراف الدآتور

من متطلبات الحصول على درجة الماجستير في إدارة األعمالMBAIII

2009-2008

يشير المعهد العالي إلدارة األعمال أن جميع اآلراء الواردة في هذا التقرير العلمي تعبر عن وجهة نظر معّديه وال يتحمل المعهد أي مسؤولية عن محتواه

4



Abstract This study aims to investigate the Work-Life balance outlook in a Syrian context, and help

identify the facilitators and obstacles that face or help working people in Syria in their efforts to

accommodate work and personal interests and demands. It is of great importance for employers and

HR professionals working in Syria to understand these factors if they wish to harness their

competitiveness, and help their workforce reach their potential in terms of creativity, productivity

and commitment.

This paper explores this domain in the lens of working people living and working in Syria,

and describes the nature of work-life balance issue at personal, organizational and societal levels. It

goes further to develop a policy setting the guidelines for supporting work-life balance in lives of

Syria Job Company members to achieve the business benefits of work-life balance, yet help achieve

the personal and societal fruits, taking in consideration the bottom line and added value practices.

5



ملخص البحث

التسهيالتالتوازن بين الحياة والعمل في بيئة السورية، والمساعدة في اآتشاف حالةتهدف هذه الدراسة إلى استكشاف

إن فهم هذه القضية ذو .العمل والحياةواهتمامات داء متطلبات ألوالعوائق التي تدعم أو تقف في وجه جهود العاملين في سورية

تنافسية أعمالهم، يزيدواأرادوا أن يعملون في سورية، إذا عمال واختصاصي الموارد البشرية الذين أهمية آبرى ألصحاب األ

.ويساعدوا العاملين لديهم للوصول إلى أعلى إمكانياتهم وطاقاتهم فيما يتعلق باإلبداع، واالنتاجية وااللتزام

ين يعيشون ويعملون في سورية، وتصف طبيعة هذه األشخاص الذ وجهة نظر انطالقًا منتسبر هذه الورقة هذا الميدان

ب أبعد من ذلك لتطور سياسة تدعم التوازن بين الحياة والعمل في هذوت. والمؤسساتي والمجتمعي ة على المستوى الشخصيالقضي

ة في عتمعية، واضالمج، وفي نفس الوقت الثمار الشخصية و للشرآةالمرجوة العملية حياة أفراد شرآة سيريا جوب ليحققوا الفوائد

.والممارسات التي ستشكل قيمة مضافة هذه السياسة أن تقدمهأقل ما يمكن االعتبار

6



Acknowledgements

I would like to thank the following persons for their continued assistance and patience during the

completion of my this study:

• Dr. AbdulHamid Khalil, for his guidance and insightful comments and always having an

open door and time for assistance, and all HIBA educational and administrative team for

their cooperation, understanding and devotion.

• My parents, family, friends, classmates, and colleagues for their encouragement, and be

always there for honest support.

7



TABLE OF CONTENT

List of figures 9 List of Tables 9 1. INTRODUCTION 10

1.1. Problem Statement 11 1.2. Research Questions 11 1.3. Research Methods 12

2. LITERATURE REVIEW 12 2.1. Work-life Balance Concept 12 2.2. Drivers Behind Work-life Balance 15 2.2.1. Demands of Work 15 2.2.2. Demands of Life 17 2.2.3. Employee Demand for Work-life Balance 19 2.3. The Business Case 19 2.3.1. Recruitment and Retention 20 2.3.2. Reducing absenteeism 20 2.3.3. Enhanced commitment, Morale and productivity 21 2.4. The Evidence of the Business Case 21 2.5. Work-life Policies in Practice 21 2.5.1. Introducing Policies 22 2.5.2. Responsibility for Policies 22 2.6. Organizational Barriers to an Improved Work life Balance 23 2.6.1. Resources 23 2.6.2. Job type 24 2.6.3. The Politics of Time 24 2.6.4. Supportive Culture 26 2.7. Reasons for Using Work-life Policies 27

3. THE SYRIAN SOCIO-ECONOMIC CONTEXT 28 3.1. Labor Market characteristics 28 3.1.1. Cooperation in labor-employer relations 28 3.1.2. Flexibility of wage determination 28 3.1.3. Hiring and firing practices 29 3.1.4. Pay and productivity 29 3.1.5. Reliance on professional management 30 3.1.6. Brain drain 30 3.1.7. Female participation in labor force 31 3.2. Women’s Economic Participation in Syrian Economy 31 3.2.1. Female Participation in Work force 31 3.2.2. Employed/Employer/Unpaid worker 32 3.2.3. Public/Privet Sector 32 3.2.4. Women Education Role in Employment 32 3.2.5. Women Distribution Among Economic Activities 32 3.2.6. Fertility Rate 33

4. WORK-LIFE BALANCE OUTLOOK IN SYRIA 34 4.1. Respondents Profile 34 4.1.1. Personal 34 4.1.2. Organizational 35

8



4.1.3. Life Responsibilities 36 4.2. Indicators of good work life balance and overall life satisfaction 36 4.3. Number of Working Hours and Overall Life Satisfaction 37 4.4. Indicators of Work life balance Support in Organizations 38 4.5. Indicators of Work-Life Balance Support at Society Level 39 4.5.1. Possibility of balancing work and home life 40 4.5.2. Support for childrearing 41 4.5.3. Diversity of lifestyle choices 42 4.5.4. Potential of young people for autonomy 44 4.5.5. Social safety and security 44

5. WORK-LIFE POLICY OF SYRIA JOB AS A CASE 47 5.1. Description of Syria Job 47 5.1.1. Syria Job Organizational Structure 47 5.1.2. Vision and mission of Syria Job 47 5.1.3. The Strategy Process of Syria Job 47 5.2. Description of the Work-Life Balance Policy 48 5.2.1. Objectives of the Policy 48 5.2.2. Considering Business Performance Needs 49 5.2.3. Considering Personal Needs 49 5.2.4. Syrian Labor Law Requirement of WLB policy 49 5.2.5. The Policy Statement 50 5.2.6. The Policy Implementation Process 52

6. CONCLUSION 55 7. ECOMENDATIONS 56 8. REFERANCES 57 9. APPENDIXES 59

9.1. Work-Life Balance Survey 59 9.2. Syrian Society Comparison Table 65 9.3. Syrian Society Characteristics Regarding WLB 66 9.4. Organizational Chart of Syria Job Company 66

9



LIST OF FIGURES

Fig. 1 Comparison between Syria and Japan regarding WLB Model 45 Fig. 2 Comparison between Japan and other developed countries regarding WLB 46 Fig. 3 Organizational Chart of Syria Job Company 66

LIST OF TABLES Table. 1 Sample opinions regarding life satisfaction factors 37 Table. 2 Sample opinions of life satisfaction with regards of weekly working hours 37 Table. 3 Sample opinions of Work-life balance organizational support 38 Table. 4 Percentages of working people among Working hours/Gender/Marital Status 41 Table. 5 Syria Ranking and factors Values, WLB international Comparison Model 65

10



1. INTRODUCTION Managing the human resources in an organization, or better the performance of the human

beings forming this organization is concerned most crucial part of the organization as well as a most

crucial part of the lives of people working in this organization.

The working relationship between organizations and people is becoming more complicated; it is

no longer a simple exchange of face time and mere effort needed to perform pre-defined tasks for a

momentary gain for the worker. People are looking for meaning and enjoyment of life, while

organizations are looking for real engagement of their people to enable them produce creative

products that really add value to customers and be better than the competition, even in machine

organizations, or machine like tasks, organizations and people should both have their needs met.

From organization’s management point of view work-life balance should be achieved in the

lives of people working in this organization to better enhance performance, in aspects such as

productivity, creativity and efficiency terms. While on the other hand, people view the issue of

work-life balance from different perspective. In nowadays people come to work to build, contribute

and achieve, and gain momentary benefits that allow them to enjoy life outside work, enjoyment of

life is much more conscionable goal, a growing number of people in Syria and abroad question the

time, effort and passion they devote to work.

In this project, work-life balance support by organizations is narrowed to be concerned with

number of factors, researcher believed to have practical implications on organizing of work in

Syrian companies. These factors are of special importance in current development stage of Syrian

business environment from economical, legal, and cultural perspective. This study also explores

factors which indicate the work-life balance society support, these will guide efforts in developing

work-life balance policy, considering bottom line and value added practices.

1.1. Problem Statement

Investigate the work-life balance outlook in the Syrian context, and identify the facilitators and

obstacles that face or help working people in Syria in their efforts to accommodate work and

personal demands.

11



1.2. Research Questions

This study will try to contribute to the studies and materials that address the work-life balance

issues in Syria, and try to answer the following questions:

• Do working people in Syria have good work life balance, especially those educated and

enjoy relative good level of income?

• What are the facilitators and the obstacles that face or help working people in achieving

work-life balance in Syria?

• What efforts can the Syrian society make to support work-life balance in the lives of its

members to contribute to development of society and competitiveness of economy?

• What are the characteristics of work-life balance policy, companies operating in Syria,

should develop in order to meet workforce aspirations, yet maintain creativity,

commitment and productivity?

1.3. Research Methods

This research uses a non-experimental, descriptive method, an online survey that derived 294

valid responses to 44 items, the detailed survey can be found in appendix 1. It is a cross-sectional

survey, a snap shoot for opinions on the subject. It aims to observe the information on factors of

work and life satisfaction, and those that indicate the support of work-life balance attitude in the

organization, and society.

The sample is a group of Syrian employed people; those who answered the online survey

clearly do not represent the population of employed Syrian people in Syria, please review the

respondents profile in section 4 of this study for detailed information on respondents’ profile.

A research paper, titled international comparison of the social environments regarding declining

birthrates and gender-equality, is the basis for international comparison between 24 developed

countries, and the specified sample of Syrian society used for comparison, the details of the model

is in section 4 of this study.

The mentioned research concentrates on the relationship between the female labor force

participation rate FLPR and the total fertility rate TFR. It works to quantitatively understand this

12



relationship by using countries indices, it emphasizes that the social environment that supports a

balance between work and home life underlies both rates. The targets of analysis are the 24 OECD

member countries with per-capita GDP of at least $10,000.

Studying the Syrian society, the total fertility rates from 7.5 in 1978 to 3.675 in 2004, and 3.30

2006 (UNDP ,2007) With per-capita GDP around US $4,800 (The World fact book ,2008), some

other international sources stated it to be US $1,570 (The World bank ,2007).

It is estimated that Syrian TFR will be 2.3 in 2015, 2.1 in 2025 (Tabbarah ,1998),According to

this Syria will not face the declining and aging society problem by 2025, however this figures are

for the whole country.

In this research, it is argued that the demographic-economic paradox is still applied for Syrian

society, to most educated and well off portion of the society. The most educated women are

intended to have the fewest children, and they are more likely to participate in permanent

employment, unfortunately this will affect society development negatively, unless the society

supports diversity of work styles and the ability to balance work and life, women will have

collectively and inevitably to choose between work and family. Usually people with high

aspirations, men and women, tend to appreciate rounded lives; they aspire for high education,

financial independence, enjoyment of life, quality time with family and children, and society and

organizational contribution.

The online survey will help reach these people, and help the researcher derive relevant

understanding of their work-life balance patterns. In order to understand these patterns, these study

uses categorization, counting, and filtration of responses to survey questions.

2. LITERATURE REVIEW

2.1. Work-life Balance Concept

“employment based on emergent new values, which does not discriminate against those with

caring or other non-work responsibilities, and which provide an opportunity for people to realize

their full potential in work and non-work domains” (Lewis,1996:1). In 1990s in countries like

England, organizations introduced family-friendly policies; designed consideraing women wanted

13



to combine family and paid work responsibilities. However this agenda attracted much negative

reaction from employers and employees without such caring responsibilities, a new idea based on

that employers benefit from helping employees to lead more balanced lives, thus “the business

case” gains more acceptance (Wise at el, 2003).

“Work-life balance isn’t only about families and childcare. Nor is about working less. It’s about

working “smart”. About being freash enough to give all you need to both work and home, without

jeopardizing one for the other. And it’s a necessity for everyone at whatever your stage in life”

(DTI & Scotland Office, 2001). In essence, work-life balance is about helping employees better

manage their work and non-work time. A number of policies can facilitate this by:

• Reducing hours (e.g. part-time, job-share)

• Changing when hours are worked (e.g. compressed working week, flextime, term-

time working)

• Changing where hours are worked (e.g. home working)

• Providing periods of paid or unpaid leave (e.g. compassionate leave, parental leave,

study leave, career break).

Moreover businesses can help employees learn to manage demands of life, this depends on

individual needs of people and businesses using trading and couching etc.

However the previous definition stresses that a person should be freash to lead energictic life in

all domains. A study of senior staff and managers by the the business school of LaTrobe University,

Australia showed evidence of work-family conflict, taking in consideration these members of the

organization enjoy comfortable resources and acess to policies mentioned earlier. The study took

the concept of greedy orgainzations as a metaphor to understand the management innovations that

result in the extraction of surplus value from employees. This concept has been borrowed from

greedy institutions theory (Burchielli,2008). This shows that not only organizations have to have

policies of time flexibility but to ensure that workloads of employees are acceptable to maintain

their eneregy outside work and would help them lead the life they wish.

14



Work-life balance is a three word phrase each word with a high ambiguity of meaning, although

there is general consensus on their meaning in this context. Work relates to the time and energy

people contract to a third party for a defined reward, while life refers to the opportunity to achieve

in a diverse range of contexts. “A working definition of ‘balance’ in the context of work-life

balance is: a state where an individual manages real or potential conflict between different demands

on his or her time and energy in a way that satisfies his or her needs for well-being and self-

fulfillment.” (Clutterbuck ,2003:8) In this context, the word demands should take special

consideration. People demand of themselves more and more time and energy in various courses of

life, in work and non-work activities, our life is full of opportunities of joy and meaning, and these

opportunities are increasing daily, and here comes the role of satisfaction, which is a very personal

issue and its nature, factors, criteria are different for different people.

But organizations are in need to manage work-life balance although the issue’s boundaries go

into the personal arena of people lives, however people satisfaction, fulfillment and happiness

affects their performance at work, and work affects the rewards obtained from activities outside

work.

Organizations are concerned with the work people contract in exchange of defined benefits and

compensation, even non-momentary compensations should be monitored to return on investment

ROI analysis, and human resources management function should determine most appropriate

organizing of working activities in terms of time, place, and division of work among workers, and

obtaining and maintaining the living inventory of managerial and technical skills needed by

organizations in order to develop and execute strategies and achieve goals and objectives.

Not only individuals and their organizations are concerned with work-life balance, it is realized

that societies and governments of countries are called to help people achieve work-life balance and

be prepared and encouraged, men and women, to contribute to the development of society with

work and non-work activities, the competitiveness of economy is not an individual concern, it is a

collective one, a generational related issue.

“A Society in which Work-Life Balance Achieved, is a society in which an individual citizen

can work with motivation and sense of fulfillment and discharge his/her responsibility at work,

while at the same time can choose and lead a diversity of living styles in his/her family and

15



community life in accordance with each stage in life, such as raising children and middle- and

older- stages of life” (Realization of Work-Life Balance General Equality Policy, 2007: 32).

Societies seek development through enriching of every individual’s life, people should be able

to choose their life, perform their work to highest standard possible, enhancing economy

competitiveness, and at the same time contribute to the sustainable competitiveness of coming

generations. Women and men should not be forced to choose between achievements of life or

achievements of work, society should grant individuals in general with reasonable ability to have

happy families, pursue personal interests, and progressive careers.

2.2. Drivers Behind Work-life Balance

One of the most important drivers of work-life balance is the paid employment of women,

employers were able to exploit work-life balance campaign to cope with new demands of work

resulted from globalization and competition.

2.2.1. Demands of Work

The following paragraphs discusses three main important issues contribute to increased

demands on workers, they are the atypical working patterns, the long working hours, and work

intensification and stress.

2.2.1.1. Atypical Working

The work-life balance campaign promotes certain types of atypical working to help employees

combine care responsibilities with paid employment and employers to meet operational needs. Low

state support and the continued gendered division of childcare means UK mothers often work part-

time to minimize childcare costs (Dex, 1999). Even with new equal treatment rights, part-time work

can be less rewarding than fulltime work. For example part-timers have less access to occupational

pensions because they are disproportionately concentrated in sectors and workplaces which don’t

provide such schemes (Fagan, 2000).

A Scottish study of lone and partnered mothers working in non-managerial/professional jobs

found that mothers often took less demanding jobs to balance their working hours with family

16



demands. They accepted the need to make this compromise, but several felt that they were working

below their ability or capacity. For some, atypical working patterns are a positive experience.

Purcell et al. found that managerial and clerical workers, especially those with scarce expertise, did

benefit from working flexibly. However, for manual and lower skilled workers, flexible working

meant insecurity and unpredictability rather than better work-life balance. Unpredictable and

unstructured flexibility involving incursions into family time is more likely to be experienced by

low-skilled, part-time, temporary workers and shift workers.

La Valle et al.’s study on the effect of atypical working hours on family life found that working

unsociable hours was driven by a need to reduce or eliminate childcare costs with parents or other

carers taking care responsibilities in shifts. ‘Shift parenting’ could be a positive experience,

sometimes allowing more time with children, but for many it meant a reduction in the amount of

family time spent as a group (Wise at el, 2003).

2.2.1.2. Long Working Hours

The UK has the highest proportion of people working long hours in Europe. The European labor

force survey shows that almost 30% of full-time employees work in excess of 46 hours per week,

compared to an EU average of 12%. In 1984, 2.8 million people were working more than 48 hours

a week. By 1998, this had risen to over 4 million people, an increase of over 40%. The UK also has

the greatest dispersion of hours worked by employees in Europe (Fagan, 2000). In 1999 the average

of total hours worked per person (including part-time workers) was 1720 hours per year. More than,

for example, France, Germany and Sweden but less than Spain,Norway, and the US. Long working

hours are more likely to be experienced by men, especially fathers, while part-time hours worked

predominantly by women have fallen – a strikingly inefficient use of resources (Roberts, 2007).

The Working Time Directive 1998 imposed an upper limit of 48 hours a week but exemptions

and opt-out clauses have seriously mitigated its impact. All employees whose hours are not or only

partly predetermined or measured by their employer are not protected. This removes all salaried

workers from the protection of the regulations even though it is these employees, especially

managers and professionals, who work the longest hours of all. It is regular additional hours which

are problematic for employees. Burchell et al. found that out of 340 employees, half felt that their

family life had suffered because of their working hours. The most commonly cited problems were

17



feeling tired and irritable, not seeing enough of partners and children and restricting the social life

of the family. La Valle et al. also found long hours to be associated with lower levels of

involvement in children’s activities and the frequent disruption of family life. Scase and Scales

found that 42% of fathers working a standard working week talk to their children most days

whereas only 26% of fathers working over 48 hours do the same (Wise at el, 2003).

The health problems for the individual working long hours are also considerable. As well as

being less likely to take regular exercise, people who continue to work long hours have a greater

likelihood of health problems. Even if hours are reduced, health prospects do not return to the levels

of those who have always worked shorter hours (Wise at el, 2003).

2.2.1.3. Work Intensification and Stress

Employees report that the main reason they work long hours is to get the job done. Of the

employees surveyed by Burchell et al. high percentage more than 75% has felt greater Job

Insecurity and Work Intensification.

A number of factors have contributed to this trend. Technological advances, especially the

proliferation of PC use, have increased the volume of work which can be done and thereby raised

expectations of what should be done. The downsizing and restructuring of the 1990s has also

increased this pressure and heightened feelings of job insecurity.

The intensification and restructuring process may have produced some short-term gains but the

long term ill-effects of stress on individuals and society are considerable. Pressures from managers,

colleagues, low staffing levels and especially high quantities of work are significantly associated

with poor psychological health and tensions at home (Wise at el, 2003).

2.2.2. Demands of Life

Combining care of children and paid employment, The Ageing Population, and The Time

Squeeze are discussed here as main drivers behind increased demands of life in the World, and

which drove work-life balance campaign.

18



2.2.2.1. Combining Care of Children and Paid Employment

One of the major drivers behind the introduction of family-friendly and work-life policies was

the increased participation of women in paid employment; Women have become increasingly

involved in paid employment and men have become more involved with the care of the family.

However women are still the main responsible for childrearing, causing tension and sometimes poor

health.

It is now more realized that in order to promote work-life balance; a finding stated by Liz

Doherty, form the business school of Oxford Brookes University, the social costs of parenthood

should be shared more equally between men and women. Senior managers should be prepared for

greater role in family (2004).

2.2.2.2. The Ageing Population

Developed world’s population is ageing and is set to decline. As the birth rate falls, the

dependency ratio between the elderly and the working age population increases which threatens

future economic growth across Europe, Women’s aspirations for social and economic independence

are only a contributory factor in declining birth rates. However, the incompatibility of work, or at

least well paid, rewarding work, with childbearing has to be addressed if having babies is to be an

attractive proposition for future generations of young generations. This is why work-family should

bring together is prioritized by EU employment policy.

2.2.2.3. The Time Squeeze

Research charting changes in time use in northern Europe and North America between the

1960s and 1990s found relative stability in leisure time. It suggests that the time squeeze may be

limited to specific groups, for instance, dual earner couples with dependent children and lone

parents. The number of activities engaged in simultaneously has increased and leisure activities

involve greater effort and expenditure, perhaps reassuring in a perception of greater time pressure

(Wise at el, 2003).

19



2.2.3. Employee Demand for Work-life Balance

People are more and more feeling time pressure, in an attempt to understand this increasing

trend, Ken Roberts from The University of Liverpool, England (2007) addressed these reasons:

• Higher rate of labor market participation by women, especially women with caring

responsibilities.

• Work intensification, especially those technology and management de-layering.

• More widespread feelings of job insecurity

• Working at odd hours, especially because of globalization and ongoing production.

• New Technology, ICT technologies, mobiles, laptops, internet and other technologies

made employees unable to “switch-off”.

• Free time is increasing more slowly than people’s incomes and spending aspiration, one

indicator is that people now are switching between activities more frequently than in the

past.

2.3. The Business Case

Central to the work-life balance campaign is persuading employers that responding to employee

demand for better work-life balance is good for business. In an effort to overcome employer

aversion to regulation, the business case encourages the voluntary introduction of policies. Dex and

Smith’s (2002) analysis of the nationally representative Workplace Employee Relations Survey

found that:

“Having a ‘family-friendly ethos’ was positively associated with most aspects of business

performance, in particular above average financial performance, labor productivity, quality and

sales performance” Dex and Smith (2002):The Nature and Pattern of Family Friendly Employment

Policies in Britain.

Dex and Smith (2002) also found that 75% of employers thought that there was no or only

minimal costs to having work-life policies. A number of qualitative studies have also reported

20



positive effects. The SMEs studied by Bevan et al. felt they had benefited from having family-

friendly employment practices beyond the statutory minimum through reduced absence, improved

retention, improved productivity, improved recruitment, improved morale and commitment.

2.3.1. Recruitment and Retention

Recruiting and retaining quality staff is an increasing challenge for organizations. There are

skills shortages across sectors and the demand for labor currently outstrips supply, although an

economic downturn could change all this. An increasingly dissatisfied and stressed workforce

coupled with demographic changes, and the latent demand for work-life policies means employers

will have to work harder to keep and attract the skills they need.

In the Chartered Institute for Personnel and Development 2001 labor turnover survey, a quarter

of employers stated they were planning to enhance work-life balance provision to help reduce labor

turnover, a sound strategy given that work-life conflict has been found to be strongly associated

with intentions to leave. Pierce and Newstrom’s study of an insurance company and Rothausen’s

study of retail workers both found that as the level of flexibility offered by employers decreased,

employees’ turnover intentions increased.

Due to the lack of research and company monitoring, the impact of work-life policies on

recruitment rates is not easy to establish. However, Yeandle et al. Bond et al and Bevan et al. found

that managers perceived that work-life policies projected a good image to potential new recruits.

Because mothers in the UK have tended to use part-time work to combine care responsibilities with

paid employment, organizations which provide part-time working opportunities can be more

successful at recruiting women (Wise and Bond 2003).

2.3.2. Reducing Aِbsenteeism

Absence rates and the causes of absence are difficult to capture as reporting within companies is

often poor. Many of the managers interviewed by Bevan et al. thought that certain leave policies

reduced employee absences due to the sickness of a dependant. Rather than taking a sick day,

emergency leave or informal flexibility could be used so employees were able to be more honest

about why they were off.

21



Dalton and Mesch in 1990 found that the introduction of flexitime had reduced absenteeism. As

with retention, the degree of flexibility seems to be important. In 1983, Pierce and Newstrom found

that flexible schedules which gave employees more control and did not require line manager

authorization were more effective at reducing absenteeism (Wise and Bond 2003).

2.3.3. Enhanced commitment, Morale and Productivity

Managers’ perceptions of the effects of work-life policies on commitment are often positive.

Interviews with managers in 83 organizations which had some work-life policies revealed that 68%

thought that motivation and/or commitment had increased as result of them. Dex and Smith (2002)

found that work-life policies were found to have a small positive impact on worker commitment

and 50% of employers thought they had happier employees because of these policies (Wise at el,

2003).

2.4. The evidence of The Business Case

Best practice case studies are usually relied upon to provide evidence for the business case

mainly because quantitative research is thin on the ground. There are few, if any, UK longitudinal

(‘before and after’) studies which makes it difficult to isolate the impact of introducing work-life

policies. The objective measurement of factors such as performance, effectiveness, morale and

motivation (and attributing these effects to work-life policies) is extremely difficult.

Further, reporting and monitoring of work-life policies and other workforce data within

organizations tends to be poor, limiting the quality of information available to researchers. The

Industrial Society in 2001 surveyed 516 businesses on their flexible working policies and found that

only 10% measured benefits of flexible working policies for all staff. These issues need to be

addressed by organizations and researchers for the business case to gain more credibility (Wise at

el, 2003).

2.5. Work-life Policies in Practice

Policies have the best chance of success if the people using them, employees and line managers,

are fully involved in their design. Lack of consultation can result in policies which do not match

individuals’ needs or cannot be used because of operational constraints.

22



2.5.1. Introducing Policies

Larger organizations are more likely to have formal work-life provision. These policies are

usually developed centrally by HR specialists with input from higher level business managers and

employee representatives. Managers and the staff on the ground often feel they have little influence

in this process. Staff surveys in four Scottish financial services companies revealed that only 13%

of respondents felt they were able to make a difference to the sorts of policies introduced in their

organization. Yeandle et al.’s in 2002 research in branches of local government, a supermarket and

a retail bank found that although employee opinion on work-life policies was sought, in all but one

organization, this feedback was never actioned (Wise and Bond 2003).

SMEs can be more responsive than larger organizations to individual and business needs as

requests are usually dealt with on a case-by case basis (Wise and Bond 2003).

This can work well when the organization is supportive of work-life issues. However, if

employees believe that they will not be treated sympathetically by their line manager, without the

legitimacy which a formal entitlement can give, they will find it difficult to make the request. It also

reduces the organization’s ability to take a more strategic view of the work-life agenda (Wise and

Bond 2003).

2.5.2. Responsibility for Policies

Responsibility for implementing work-life policies has increasingly been devolved from HR to

line managers. Giving line managers this responsibility means that decisions can be made more

quickly and tailored to suit the needs of the individual and the department while HR staff are freed

up to take on a more strategic role. However, this approach does require some investment.

Several studies report that this investment is not being made. Training is rare, and e-mail and

occasional updates to handbooks is relied upon for communicating these sometimes complex

policies. In Kodz et al.’s in 2002 research of six organizations considered to be leading work-life

balance employers, managers welcomed the power of decision-making but felt they had been

abandoned with the policies having been given no training or guidelines in how to operate them.

Managers in Yeandle et al.’s in 2002 study had also not received training nor been consulted before

being given the additional responsibility. It is therefore not surprising that line manager and

23



employee awareness of company work-life policies is often patchy. Given that some of these

policies are a legal right, this low awareness is concerning.

Lack of training coupled with poor policy awareness leads to inconsistencies in application both

between and within departments. The tension between being responsive in individual cases and

being seen to treat requests equally can cause problems for managers. If an employee feels that their

work-life policy request has not been dealt with fairly there is a tendency to compare their treatment

unfavorably with that of other employees. While HR often provide post-hoc support, these staff

relations problems could be greatly reduced through training.

Many work-life policies only become relevant when personal circumstances change and a

detailed knowledge of every possible company policy is not a realistic or desirable goal. However,

the investment in developing work-life policies is wasted if similar efforts are not made to

effectively communicate the policy message and provide accessible information and support (Wise

and Bond 2003).

2.6. Organizational Barriers to an Improved Work life Balance

Four reasons of organizational barriers are the resources, the type of job, emphasizing policies

of time rather than main concept of work-life balance, and most importantly the none existence of

supportive culture.

2.6.1. Resources

Employers perceive the main disadvantage of work-life policies to be the cost and disruption of

dealing with the employee being absent from the workplace, especially if they have specialist skills.

Employees doing similar jobs can be easily substituted with another, increasing flexibility. For

example, in the supermarket and banks studied by Yeandle et al. in 2002, frontline employees, who

performed generic work, were able to informally swap shifts without adversely impacting

operations (Wise at el, 2003).

Where employees’ jobs are specialized this is not always possible. Resource constraints can also

reduce flexibility; a problem often experienced by small businesses though not exclusively. Even in

large organizations with substitutable employees, where cost cutting has led to understaffing,

24



managers can find implementing company work-life policy extremely difficult. In these

circumstances work-life policies can have a negative impact on other staff (Wise at el, 2003).

2.6.2. Job type

The ability to exercise some control over one’s environment can make the environment more

rewarding or less threatening. This is why working practices which increase employee control can

reduce stress and work-life conflict. Galinsky and Stein in 1991 found that employees who have the

power to solve work problems were likely to suffer lower stress and felt their job caused less

interference with their life. In 1995 Thomas and Ganster found that schedules which gave a group

of nurses more control over their time reduced work-life conflict and symptoms of stress. Absences

and intentions to be absent also decrease as control over working time increases.

In customer facing jobs (e.g. retail) or where specialist equipment is needed (e.g. factory work),

it is difficult to exercise such control. Therefore policies like flexitime or home working can be

more difficult to operate in such occupations.

Employees in lower status, roles and some part-time workers are more likely to be in low-

control jobs, disproportionately disadvantaging women. Dex and Smith (2002) found that

employees with a greater amount of discretion (often male professional and managerial staff) were

more likely to be offered flexible working arrangements while female dominated workplaces were

less likely to have access to flextime or home working. La Valle et al.’s in 2002 study on the effect

of unsocial working hours on family life found similar occupational differences. Senior and

professional employees were more likely to experience predictability and control over their working

hours while those in lower status jobs felt they had no choice in the hours they worked (Wise at el,

2003).

2.6.3. The Politics of Time

Intensified workloads and pressures to perform have made time a valuable commodity. How

employees use this commodity – the quantity and timing of working hours – is crucial to how they

are perceived by the organization: “… The notion that time represents money, and hence

symbolizes productivity, commitment and personal values is widespread.” Lewis (1997:16).

25



Reduced working patterns are gradually gaining acceptance for lower status jobs but despite

evidence of negative consequences and widespread employee dissatisfaction, organizations

continue to reward long working hours. Employees less willing or able to give their time freely to

work are often not considered suitable for the demands of managerial work.

Despite modern management theory, it seems many organizations still reward input rather than

output. People working part-time or flexibly, especially in senior roles, often report having to work

harder to justify their position, a reduction in hours and therefore pay is rarely matched by a

commensurate reduction in workload or expected output. To compound the problems of a long

hours culture, managers are rarely given guidance on how to design part-time jobs. Part-time

workers often have to employ more sophisticated time management techniques and work harder to

complete tasks usually with greater non-work demands on their time. This raises the question: why

do people who work long hours get paid more for working less efficiently? (Wise at el, 2003).

Long hours are frequently attributed to work intensification but a group of American

researchers have been working with organizations to uncover and resolve the inefficient working

practices which can result in long hours.

Research in several leading US organizations has found that by focusing on the way work is

carried out and getting employees to identify the inefficiencies which cause long hours, the culture

can be successfully challenged. An example they provide is of a marketing team which operated in

a continual state of crisis, working through the night to meet deadlines. The output of this behavior

was praised and rewarded but the costs had gone unnoticed, other staff had to put their work on

hold while the team took time off to recover, delaying the next project which set up the need to

work all night, reducing the quality of work and extending completion time because of tiredness.

The researchers helped the team identify and break this cycle. It is not only in professional and

managerial spheres where putting in extra hours is viewed favorably. Dex and Scheibl in 2002

found that some smaller firms operated an informal ‘balance sheet’. Employees built up credit by

working longer when needed and cashing it for flexible hours later. Scottish mothers working in

non-managerial jobs who did not have access to formal policies felt they had to build a reputation

as a reliable employee who did not take time off for sickness or allow family commitments to

impinge on working time. This increased their chances of their manager granting time off for a non-

work emergency, this was found by Backett-Milburn et al. in 2001.This ‘give and take’ between

26



managers and staff has also been found in organizations with formal policies. Line managers are

more likely to accommodate requests for flexibility, or use their discretion (for example to grant

paid leave) if they feel that employees have or will reciprocate this favor by ‘helping out’ during

busy periods which was mentioned by Bond et al. and Yeandle et al. in 2002. (Wise and Bond,

2003).

This basis for decision-making is potentially problematic because it disadvantages the people

who need these benefits most: those with dependants, especially sole and multiple caring

responsibilities.

2.6.4. Supportive Culture

Having policies in a staff handbook is not sufficient to promote employee work-life balance.

Employees also have to feel that the organization will be supportive of them adjusting their pattern

because of non-work responsibilities. Flexible working patterns are becoming increasingly common

but full-time, permanent employment is still the dominant norm mainly because men rarely work

flexibly or fully utilize leave policies.

The impact of this endered take up is two-fold. Firstly, people who use flexible working and

leave often contradict the time politics of an organization and are therefore viewed as marginal

(Lewis at el, 1996). Secondly, male take-up of work-life policies is perceived as less legitimate.

Managers in female dominated workplaces have reported frustration at the gendered take-up of

work-life policies as it puts pressure on resources which employers of their employees’ male

partners don’t have to bear mentioned by Bond et al. 2002 and Lewis 2001 (Wise at el, 2003).

Unsupportive cultures reflect and perpetuate the broader societal belief that the integration of

work and family life is an individual, not a public responsibility found by Brannen et al. in 1997. In

comparative research of Europeans, Lewis et al. in 2002 found that the British participants had low

expectations of support in their role as carer from either state or employer and thought any support

given had to be justified on business case grounds (mirroring the UK policy approach). It is

persuasively argued that individuals who feel that demanding support or challenging existing

practices is not wholly legitimate, will be over-grateful for any support given and be reluctant to

demand further changes stated by Lewis and Smithson in 2002 (Wise at el, 2003).

27



Kodz et al.’s in 2002 research found that because line managers were always expressing

concerns about meeting business needs employees sensed that their request for flexible working

would not be treated sympathetically and did not ask. Without this internal pressure for change the

status quo perpetuates.

2.7. Reasons for Using Work-life Policies

An important feature of the current work-life balance debate is that it should be open to all

employees, not just those with childcare responsibilities. In practice, this idea has made little

headway. (Clutterbuck, 2003).

Despite demographic changes, the care of young children mainly by women remains the focus

for national and company level policy. The new right to request flexible working is only available

to parents of children under 6 but people with other responsibilities could significantly benefit from

this right. Yeandle et al. in 2002 found parents struggling to care for teenagers during holidays and

after school, as support and services for older children are particularly poor. Phillips et al. in 2002

found that carers of older adults are more likely to try to cope with their responsibilities on their

own using holidays and lieu days rather than seek formal assistance (Wise at el, 2003).

28



3. THE SYRIAN SOCIO-ECONOMIC CONTEXT

3.1. Labor Market Characteristics (Dimashkiyyah at el ,2007).

The First National Competitiveness Report of the Syrian Economy, studied the labor market.

Syrian economy has the rank of 117 among other countries; these studies are issued nationally with

cooperation of two international institutions (the World Economic Forum and the International

Institute for Management and Development) that measure competitiveness indexes according to

business sectors’ opinion surveys in the various economic activities, as well as to the numeric data

of the economic performance.

The labor market efficiency pillar shows an evidence of the negative impact on the Syrian

economy’s competitiveness that is caused by the absence of flexible labor laws and legislations that

guarantee the rights of employers, employees and the State. These must be investment attractive

laws and legislations that allow business people a margin of freedom in employment and dismissal

procedures, as well as in deciding wage policies, maintaining, at the same time, employees’ basic

rights. Work on a new Labor Law is now in progress, and the new labor law has been transmitted

by the Council of ministers to the economic committee in June 2009, details has not yet been

enforced, the rank is based on following indicators, each indicator rank Syria among other countries

and provide further description about the labor market characteristics:

3.1.1. Cooperation in Labor-Employer Relations

In the absence of fair labor laws that maintain the rights of all parties, and define their duties

and obligations, and because no binding labor contracts are usually signed, an unprecedented

culture of carelessness, absenteeism and indifference regarding the interest of the institution that the

workers work for is prevalent among workers in Syria. Many business people confirm that many

workers do not come to work just because they have bare sustenance. This culture reflects low

awareness of and commitment to work ethics, which largely weakens institutions’ competitiveness.

3.1.2. Flexibility of Wage Determination

It indicates that the private sector has good flexibility regarding wage determination; laws

usually regulate the negotiation methods between workers and trade unions to determine wages. In

29



Syria no demonstrations or strikes are employed for this purpose. In the public sector, however, the

wages are inflexible and are determined according to specific regulations; wage components are not

used to stimulate workers to increase their productivity because the incentive regulations applied

deal with everybody (productive and unproductive) on equal footing, without any differentiation,

which has led to higher supply in the labor market, and to hidden unemployment.

3.1.3. Hiring and Firing Practices and Costs

Hiring and firing practices applied in Syria are complicated, and Syria’s low results in the

Hiring and Firing Practices Variable, and the Firing Costs Variable reflect the reality of the laws

and regulations governing the labor market at present, and their clear bias toward workers against

the employers. This explains why the great majority of employers refrain from hiring employees by

formal labor contracts. Even when formal labor contracts are signed, workers are obliged, in a lot of

institutions, to sign undated resignations to be used by the employers when necessary. The other

(non-wage) Labor Costs (which include taxes, social insurances and miscellaneous expenses borne

by the employers) amounted in Syria to 17% of the wage, which is a medium ratio. It is higher in

the developed countries - amounting to about 50%: 47% in France and 55% in Belgium.

3.1.4. Pay and Productivity

Regarding the relationship between productivity and wages, there is a big difference between

the public sector and the private sector in Syria. The economic rule of “the marginal productivity of

labor should be equal to at least the minimum competitive wage prevalent on the market” does not

apply in Syria, particularly in the public sector. The evidence of this is the low productivity of the

public industrial sector in recent years, despite the increase in wages lump. Linking productivity to

wages in the public sector in Syria is hindered by the weak management and the absence of

economic management of the public sector that operates according to profitability principles.

Productivity in the private sector, although no official data are available, can be said to be somehow

linked to wages; the labor that does not contribute to increased production is relatively easily

dismissed, since there is no commitment to signing labor contracts with most workers, and because

of the prevalent phenomenon of pre-signing resignations alongside with the job contracts.

30



3.1.5. Reliance on Professional Management

The weak management and managerial competencies are a crucial weakness in the Syrian

private and public business sector. In the private sector that mostly consists of family and individual

properties, most institutions are run by the owners themselves. In most cases, such management

lacks the knowledge and experience required, which results in poor efficiency and competitiveness.

The public sector suffers, as well, to a big extent, from weak management, poor wages and salaries,

and little incentives in most institutions, resulting from the weak managerial powers to provide

incentives and apply deterrent punishments.

All this has contributed to the aggravation of this sector’s situation so much so that some of its

companies have become a burden on the national economy. It is worth noting that the slight

improvement of Syria’s rank in this variable is due to the orientation of some private sector

institutions, particularly private banks and insurance companies, to rely on highly competent

managerial cadres because of their experiences with their strategic partners.

3.1.6. Brain Drain

Like other developing countries, Syria exports its ‘brains’ and its best citizens to foreign

countries, as there are no suitable job opportunities available that match their competencies and

skills, which naturally reduces the society’s productivity and innovation. This brain drain affects the

society also, as this society provides the costs of study and qualification achievement, only for

others to pick the fruits of these highly productive competencies. This, consequently, widens the

gap between the competencies exporting countries and those attracting them, and this, in turn, leads

to more brain drain. These competencies can be absorbed here by attracting foreign investments

which provide good job opportunities for them. It is noteworthy that the availability of such

competencies is a prerequisite to stimulating and attracting foreign investment. Syria’s largely

declined rank in this variable indicates the growing immigration tendency among these

competencies. The State and the private sector have a major responsibility in reducing the size of

this phenomenon through the development of stimulating labor and wage systems that attract these

competencies. This will lead to great improvement in the government and private sector

institutional performance.

31



3.1.7. Female Participation in Labor Force

Syria is among the advanced countries in opening the way for hiring women in public and

private sectors. The laws treat women and men on equal footing, and even give women some

special advantages as well. Women have entered different work domains in Syria, and proved their

ability to do as well as men in some sectors, such as health and education, where women’s

contribution in the education sector amounts to 60% of the total number of employees.

This indictor measures women’s contribution to the labor force in comparison to men‘s

contribution. According to official figures, this ratio is 40% in Syria, while the number of countries

in which this ratio is over 80% is over 67 countries. Although the ratio of women in the public

sector is higher than that in the private one, the ratio of hiring women in the private sector in Syria

is acceptable when compared with other Arab countries. If the high rate of women working in

agriculture and the informal sector is added, the current rank will improve considerably.

3.2. Women’s Economic Participation in Syrian Economy

The report of UNDP, The Economic Status of Syria, A focus on Women’s Economic

Participation report (2007), aims to assess women’s economic contribution in Syria with the

broader economic status of the country. This report in particular examines the extent of women’s

participation in economic activities, the main factors affecting their contribution and the effects that

international organizations and agreements have had on their contribution. Primarily, the report

employs and compares data for the years 1994 and 2006. However, in some cases, data for different

years is used. The main findings are listed below:

3.2.1. Female Participation in Work Force

Female participation in total labor force increased from 12.4 percent to 16.3 percent, yet

remains low in comparison with men.

3.2.2. Employed/Employer/Unpaid Worker

Women depend heavily on paid-work, very few of them are business-owners or self-employed.

This makes them more vulnerable to any changes in job market conditions or government

32



employment policies. A sizable segment «about one fifth» of economically active women,

(approximately three times the percentage of men), are unpaid workers within family business.

There is a decline in the percentage of self-employed and business-owner women and an increase in

the percentage of women working for free for their families and relatives.

3.2.3. Public/Privet Employment Sector

The public sector is the major employer for women while the private sector is the major

employer for men. 38.9 % of female’s working in the private sector and 4% percent of those

working in the public sector are illiterate. Further, just 6.4 % of female’s working in the private

sector holds a university or intermediate institute degree compared to 35.1 % in the public sector;

and 81.3 % of women working in the private sector holds an elementary degree or less. Government

policies aimed at controlling or encouraging the private sector will have greater affect on the less-

educated women.

3.2.4. Women Education Role in Employment

Education is a powerful means for women’s empowerment. A positive correlation was found

between women’s educational level and the chances she has in finding employment within the labor

market. Further, education increases the stability of work.

3.2.5. Women Distribution Among Economic Activities

Women’s employment is concentrated in the service and agriculture sectors and this trend is

strengthening over time. There is a correlation between changes in the makeup of Syria’s GDP and

changes in the distribution of female workers amongst various economic activities. The percentage

of women working in the service and agriculture sectors increased whilst it declined in the industry

sector. This was matched by growth in the service and agricultural sectors’ contribution to GDP and

a decline in the industry sector’s contribution, changes in government structure caused an increase

in government capital expenditure, a decline in government spending on defense and an increase in

spending on economic affairs and services. Most likely these changes positively affected women’s

economic participation.

33



3.2.6. Fertility Rate

High fertility rates negatively affect women’s economic participation; in this regard there was a

decline in total fertility rates from 7.5 in 1978 to 3.675 in 2004, and 3.30 2006 (Gender Gap Index

2007).

The effects of a high fertility rate on women’s economic participation could be lessened if

nurseries were adequately available and financially affordable. Official data shows that the total

number of nurseries increased from 1037 in 1995 to 1475 in 2004. However, most of this increase

is accounted for by private nurseries at the expense of public sector nurseries and those provided by

non-governmental organizations. The increasing cost of nursery provision is inconsistent with

income levels.

34



4. WORK-LIFE BALANCE OUTLOOK IN SYRIA

The research studies the work-life balance in Syria, through an online questionnaire, which was

described in the research methods, section 1 of this report.

The sample consisted of people in Syria participating in paid work, 294 valid Reponses were

collected, and profile of respondents will be detailed as follows:

4.1. Respondents Profile

This presentation specifies characteristics of research sample respondents, the personal and

organizational profile specify their socio-economic state and their company related information,

while the third paragraph states the care and housekeeping responsibilities profile among

respondents.

4.1.1. Personal Profile

• Gender: 64% were male, while 36% were female

• Age: people aged less than 25 were 32%, those between 25 and 45 were 66%, others

aged more than 45 were 6%.

• Marital Status: 29% were married, while 71% were single

• Number of children among married people, 35% had no children, 31% had only one

child, 19% had two children, 10% had 3 or 4 children, 5% have 5 or more, the average

number of children among the sample was 1.3 children.

• Educational level: 92% reached university level, 5% reached secondary level, while

only 2% of the sample are in the primarily level.

• The size of house hold, i.e. the number of people living with respondent in same place,

55% had 1 to 3 people living in same place, 39% had 4 to 7, 5% had more than 8 people

in the same house.

35



• Income level: 20% said that their income was good, 63% said it was medium, 17% said

it was bad.

• Location: 88% were from Damascus, 1% from southern area, 2% from costal area, 7%

from medieval and northern area.

4.1.2. Organizational Profile

• Employment status: 9% were business owners, 91% were employees, this is the sample

of employed people taken from all respondents.

• Sector of employment: 62% worked in private sector (including joint ventures of

international companies operating in Syria), 12% worked in public sector, 24% in

unorganized private sector (including freelancers), 1% others. Only 37% of respondents

(127 in total) whose companies operate in the organized private sector, said that their

company register them in public benefits with their full salary.

• Size of organization: 51% said their organization employed 50 and more people, 25%

said their organization employed between 10 and 50 people, 23% said their organization

employed less than 10 persons.

• Type of employment position: 41% were professional, 19% were managers, while 37%

were clerks or administrative employees, 2% were manual workers.

• Level of seniority: 29% had less than 2 years of work experience in their current

domain, 43% had from 2 to 5 years, while 28% had more than 5 years of experience, 1%

is missing.

• Flexible working arrangements: 42% of respondents said their companies offered

flexible work arrangements such as part time, and hourly-based working, 25% of those

said their companies operated in private unorganized sector.

• Number of weekly working hours: 16% worked less than 30 hours, 56% worked from

31 to 50 hours, 21% worked more than 51 but less than 70 hours, 7% works more than

70 hours weekly.

36



4.1.3. Life Responsibilities Profile

• Care responsibilities: 15% said they had care responsibilities and no one helped them,

34% said they had care responsibilities and their family members helped them, 2% said

they used paid services, 1% preferred not to answer, 47% said they had no care

responsibilities for elderly or children.

• House chores responsibilities: 8% said they had these kinds of responsibilities and no

one helped them, 41% said their family helped them, 6% used paid services, 44% said

they had no housekeeping responsibilities.

4.2. Indicators of Good Work Life Balance and Overall Life

Satisfaction

This outlook based on four factors, the researcher assumes that high agreement of individuals

on these factors means they lead satisfied lives overall.

• From the numbers below it seems 72% of respondents are neural or positive regarding

their ability to spend time and energy on personal life courses, and enjoy social,

entertainment, personal occasions and interests, this is good general indicator of good

work-life balance.

• Only 30% were expressing negative option about coming to work full of energy, 70%

were either neural or positive about that.

• Only 20% were negative about the opinion that they are very happy with their lives.

• The least positive indicator was that the one regards spending satisfactory time with

their beloved ones, 50% of respondents expressed disagreement of their ability to spend

satisfactory time with their beloved ones; this may be due to long working hours among

the sample.

37



Strongly

disagree

Disagree Neutral agree Strongly

agree

Spending satisfactory time with their beloved ones

17% 33% 30% 12% 8%

A satisfactory ability of spending time and energy on personal life course.

8% 22% 28% 22% 20%

High repetition coming to work full of happiness and energy

13% 17% 32% 23% 14%

Being very happy with one’s life 4% 16% 32% 35% 12% Average 10% 22% 31% 23% 14%

Table. 1: Sample opinions regarding life satisfaction factors

4.3. Number of Working Hours and Overall Life Satisfaction

• The dissatisfaction is spread among categories, but it is slightly concentrated in people

working more than 71 hours weekly.

Spending satisfactory time with their beloved ones 294

Strongly disagree

Disagree Neutral agree Strongly agree

1 to 30 15% 14% 42% 28% 12% 5%31 – 50 57% 13% 32% 34% 16% 5%51 – 70 22% 27% 33% 23% 5% 13%> 71 7% 25% 20% 30% 0% 25%

Table. 2: Sample opinions of life satisfaction with regards of weekly working hours

• People working more than 71 hours are the most likely to express negative opinion about

being a able to spend time and energy on personal life courses, people working between 51

and 70 hours weekly are slightly more positive about this.

A satisfactory ability of spending time and energy on personal life course.

Strongly disagree


1 to 30 15% 9% 23% 33% 14% 21%31 – 50 57% 6% 22% 29% 27% 16%51 – 70 22% 6% 23% 20% 22% 27%> 71 7% 25% 15% 30% 5% 25%


38



• It is interesting that people working more than 70 hours a week are more likely to come to

work enthusiastic and with energy more often, however there is no significant differences.

High repetition coming to work full of happiness and energy

Strongly disagree


1 to 30 15% 14% 16% 28% 30% 12%31 – 50 57% 14% 18% 29% 25% 14%51 – 70 22% 11% 17% 39% 17% 14%> 71 7% 5% 15% 45% 15% 20%


• People working normal hours (according to Syrian standard), between 31 and 50 hours

express the most positive opinion about overall happiness

Being very happy with one’s life Strongly disagree


1 to 30 15% 2% 16% 35% 30% 16%31 – 50 57% 4% 14% 31% 40% 11%51 – 70 22% 2% 22% 33% 33% 11%> 71 7% 10% 20% 35% 15% 20%


4.4. Indicators of Work Life Balance Support in Organizations

Strongly

disagree

Disagree Neutral agree Strongly

agree

Organization encourages people to leave work on time. 19% 18% 21% 16% 26%People expected to work for long hours. 7% 8% 27% 29% 28%People rewarded for spending face time not for the results. 27% 26% 19% 10% 13%An individual thinks he cannot finish workload within required working hours. 21% 14% 28% 20% 17%An individual has sufficient energy after work to pursue life interests. 16% 17% 27% 20% 20%An individuals can plan for personal interests outside work. 21% 20% 24% 18% 16%An individual carry the worries in their minds outside work. 16% 20% 22% 18% 23%

39



An individual demands people to work in holidays. 34% 20% 19% 12% 15%The compassion direct managers give when time off work requested. 9% 9% 19% 27% 38%The overall evidence women come to work after having child birth. 16% 14% 36% 15% 19%

Table. 3: Sample opinions of Work-life balance organizational support

While the long working hours culture is spread, and working in holidays and spare time is not

rare, the understanding and compassion for people requesting time off work remains one of the

pillars of working culture in Syria.

• The culture that expects people (managers and employees) to work for long hours is wide

spread, 57% said that they agree or strongly agree that their organizations expect them to

work for long hours.

• Third of the population about 27% said they agree or strongly agree that their organization

demand them to work in holidays and their spare time, however with regard to the

importance of having holidays and spare time free of work, this indicates poor support of

work life balance in general.

• 64% of the population, about two thirds said that they agree or strongly agree that their

direct managers approve their request to have time off work, and show understanding and

compassion, this is an encouraging indicator of supporting work life balance.

• 52% disagree or strongly disagree that people are rewarded for spending face time at work

and not for the results of their work, they mean that the people are rewarded for their results,

this finding is surprising, it can explained due to one of three reasons, first wording of the

question is not clear, second people are not rewarded at all, or they are the lucky people

working in organizations of good management systems which in researcher opinion is rare

in Syria

4.5. Indicators of Work-Life Balance Support at Society Level

In this part, the study examines the Syrian society in the lens of the factors used to compare the

24 OECD member countries, using the Japanese study which was addressed in section 1 of this

study.

40



There are five main categories underlined international comparison, they are:

I. Possibility of balancing work and home life

1. Reasonable work hours

2. Flexibility of work styles

II. Support for childrearing

1. Local childrearing environments

2. Reduced costs for childrearing

3. Support from family

III. Diversity of lifestyle choices

1. Flexibility in division of roles for household work

2. Social tolerance of diversity

3. Equality of employment opportunities

IV. Potential of young people for autonomy

V. Social safety and security

4.5.1. Possibility of Balancing Work and Home life

The first category concerns “possibility of balancing work and home life”, the average number

of weekly working hours among a nation, indicates the ability of the nation to balance work and

life, the longer the number of hours people work the less it is for them to satisfy their home and

work lives. Also the more diverse the work styles available to people, the more they will be able to

choose according to their current life stage, men and women. Organizations have to offer flexible

working patterns, and make it easy for people to change jobs.

This category is measured looking at two issues, first the average weekly work hours (total male

& female), this average among developed countries is 38.1 hours per week, while it is 43.59 hours

per week in Syria (in the research sample), this gives Syria a low rank in this area 32.9. The second

issue is flexibility of work styles, measured using two indicators, first Height of male part-time

employee ratio and percentage believing they could easily find a satisfactory job they were to

become unemployed.

The ratio of male part time workers (working less than 30 hours per week) to all workers is

12%, the average percentage is 7.1%, this gave Syria a higher rank 65.7, and indicated the diversity

41



of work styles available, in “Ease of changing jobs” Syria scored a high rank of 55. 29% of the

sample agreed or strongly agreed to “you can easily find a satisfactory job if you were to become

unemployed”. The average among countries is 23.1%. The result is a society with a medium

“Possibility of balancing work and home life” in terms of work styles.

Male Female Married Single Married Single

Employee Employer

Employee

Employer

Employee

Employer

Employee

Employer

1 to 30 1.7% 0.0% 6.0% 1.3% 9.0% 2.0% 0.3% 4.3% 0.0% 6.6%31 – 50 9.3% 1.3% 21.3% 1.3% 33.2% 5.0% 0.0% 17.6% 0.0% 22.6%51 – 70 4.7% 0.3% 10.0% 1.0% 15.9% 1.3% 0.0% 4.0% 0.0% 5.3%> 71 1.7% 1.3% 3.0% 1.0% 7.0% 0.0% 0.0% 0.0% 0.0% 0.0% 17.3% 3.0% 40.2% 4.7% 8.3% 0.3% 25.9% 0.0% 20.3% 44.9% 8.6% 25.9%

65.1% 34.6% Table. 4: Percentages of working people among Working hours/Gender/Marital Status

4.5.2. Support for Childrearing

This category is measured looking at three issues, first, the “local childrearing environment",

second "reduced costs for childrearing", third “Support from family”.

The first issue measured with three indicators firstly the ease of using daycare, 9% of married

people in the sample who had children said that they used paid services to assist them in their care

responsibilities, while 50% said that their family helped them, the average among countries is

26.8%. Secondly the indicator of using the amount of family service benefits, the research could not

calculate it. Thirdly the degree of participation in community activities, 27% of people said that

their participation in community activities is good or medium, this below the average of 62% and

gave Syria low rank 35.7.

The second issue of reduced costs for childrearing is measured using the amount of public

burden of educational expense, i.e. Percentage of public payment for education to GDP, it is 3.9%

in Syria (The World Fact book, 1999), this below average which is 5.4%.

The third issue of “support from family” is measured using Household size and Importance

given to time spent with family, the average persons per household is 3.78 in Syria. This is higher

42



than the average 2.5, and ranked Syria at 52.1, the more the size of the house hold the more it is

likely that each person has lower share of house chores responsibilities. The importance given to

time spent with family is measured using percentage wanting to increase time spent with family,

those who agreed or strongly agreed to the question ” you wish to spend more enjoyable and useful

time with your family” were 79%, as a result Syria rank was 67, higher than the average of counties

which is 59.7%

Overall Syria’s level is below average for “Local childrearing environments”, “Reduced costs

for childrearing” while it is high on “Support from family”. For “Local childrearing environments”,

Syria’s score is low on “Ease of use of daycare (percentage utilizing daycare paid services)”, the

“Participation in community activities” is low comparing to other countries. For “Support from

family”, and score on “Household size” are high, and “Importance given to time spent with family”

is also higher, so the rank is low to medium.

4.5.3. Diversity of Lifestyle Choices

The diversity of lifestyle choices is studied looking at three issues, first “Flexibility in division

of roles for household work, second “Social tolerance of diversity”, third “Equality of employment

opportunities”.

The first which concerns “Flexibility in division of roles for household work”, measured using

two indicators “the degree of elimination of stereotyped views of gender roles”, 41% of the sample

agreed or strongly agreed on the statement “Men should have jobs, and women should stay home”,

this is very high percentage; the average among developed countries is 19.6 %. However, this

ranked Syria low on classification index 17, but it is encouraging result giving the spread of

traditional cultural values. The second indicator is “the degree of male participation in housework

and childrearing.” 57% is the percentage of total males in the sample said they have housework and

childrearing responsibilities, this placed Syria rank high among other counties, the average is

31.9%. It should noted that the measure, this study used for measuring male participation in house

chores and childrearing, is different from the one used in the original study, the measure counts the

percentage of males recognizing their responsibility in these activities in respect to the whole

sample. While the original study measure it using the time of males used in these activities in

respect to total hours spent in doing these activities.

43



The second issue “Social tolerance for diversity” is measured using three indicators firstly

“Degree of freedom to choose life courses” and secondly “Permeation of human rights awareness”,

thirdly “Degree of elimination of male-female pay gaps”.

“The degree of freedom to choose life courses” measured using the percentage of the people

believing they are free to run their own lives, they agreed or strongly agreed on the statement “you

believe you are free to lead your own life” reached 45%, this score is below average 64.6%.

Nevertheless the researcher finds it good taking in consideration the rearing and living values in

Syria. “Permeation of human rights awareness” indicator measured using the percentage those who

agreed or strongly agreed to the statement “you believe individual human rights are respected in

their own country”. Those were only 10% of the sample. This ranked Syria very low in the

classification scale.

The third indicator is of “Degree of elimination of male-female pay gaps” has not been

measured in this study.

“Equality of employment opportunities” used the percentage of female managers, the original

study measured it using number of women in high government official positions, such as ministers,

it is 6.3% in Syria according to the report of women participation (UNDP,2007). However

analyzing the data obtained from survey, the percentage believing there are equal representation of

women in all ranks of company, 37% said they agreed or strongly agreed, the researcher decided to

take the first measure in this study resembling the international study.

Overall, Syria’s score is much lower than the average for the indices of “Diversity of lifestyle

choices”, namely “Flexibility in division of roles for household work”, “Social tolerance for

diversity” and “Equality of employment opportunities”. “Flexibility in division of roles for

household work” is viewed through “Degree of elimination of stereotyped views of gender roles”

and “Degree of male participation in housework and childrearing”. While male participation is

discovered high among other countries, but the stereotyped views index is the lowest among other

countries.

In “Social tolerance for diversity”, Syria scores low on both “Degree of freedom to choose life

courses (percentage on believing they are free to run their own lives)” and “Permeation of human

rights awareness (percentage believing individual human rights are respected in their own

44



countries) “. “Equality of employment opportunities” takes the “Percentage of female manager”.

While both are low, Syria has the lowest score of the 24 countries on “Percentage of female

manager”.

4.5.4. Potential of Young People for Autonomy

“Potential of young people for autonomy” was measured using two indicators. First, the

unemployment rate (Ages 15–24), using the survey data, the whole sample employed and

unemployed, the unemployed people percentage in this age group was 22% to the people in the

same age group, this percentage is high, the average among countries is 12.5 % and so this

indicator ranked Syria low in the classification scale. Second “independence from parents”; the

percentage of adult children living with parents was 67%, and this ranked Syria low 15 on the scale,

it is important to note that living independently is an indicator of welfare of youth and their ability

to choose life. However, it may not affect the autonomy as it is considered normal because of

habitual and cultural reasons.

It should be noted that low employment anxiety among young people, which is called youth

unemployment, (Ages 15–24) was calculated as percentage of unemployed people including people

working without wage, it was 22% in this survey (122 respondents in this age group, 22% are

unemployed or working without wage).

Summarizing the result of this category, “Potential of young people for autonomy” is also lower

than the average. Syria’s score on “Low employment anxiety among young people” is low, also its

score on “Independence from parents” is very low.

4.5.5. Social Safety and Security

“Social safety and security” is measured using two indicators, first “sense of happiness” and

second “low employment anxiety”. The sense of happiness measured using percent believing that

“Overall, I am happy now”, agreed or strongly agreed on the statement “overall, you are very happy

in your life”. The percentage was 48%, the rank is 11.6, the average percentage among other

countries 88.2%. The “low employment anxiety” was measured using unemployment rate (Ages

15–64), It is 9% in Syria (The World fact book,2008). It is 14% using the data of the survey (352

respondents), the study takes the second number for comparison.

45



Overall regarding this category, Syria scores low on “Social safety and security”. “Social safety

and security” looks at “Sense of happiness” and “Low employment anxiety”. Syria scores high on

“Low employment anxiety”, but scores low on “Sense of happiness” it is the one just before lowest

score, indicated by percent believing that “Overall, I am happy now’”.

Obtaining the scores and rank indexes according to the report, the Average score of Japan is 38

showed in blue (Council for Gender Equality, 2007), while average score of Syria is 37.6 showed in

red.

Fig. 1: Comparison between Syria and Japan regarding WLB Model

46



According the study, countries scored more than 50 (classification index of average scores),

could maintain increasing fertility rate, while at the same time the rate of participation of women in

the work force has also increased. This was not the case with Japan.

Fig. 2: Comparison between Japan and other developed countries regarding WLB Mode, Obtained from Council for Gender Equality, 2007

Summarizing the result of all categories, those which support individuals in maintaining balance

between work and life, and others which make balancing a difficult act leading to choose between

life and work, the table in appendix 4 is prepared, the appendix 2 contains table of international

comparison.

47



5. WORK-LIFE POLICY OF SYRIA JOB AS A CASE

5.1. Description of Syria Job

Syria Job is a small company working on producing and operating online portals, and provides

online services. Part of the wok is performed on project-basis such as developing new portals; some

other part is usually performed on periodical basis, such as administration, customer care and sales

of services of theses portals.

The functions of customer service and sales are located as part of specialized strategic business

units, while other business support functions such as strategy, finance, marketing, HR and common

administration tasks are located in the top management unit.

5.1.1. Syria Job Organizational Structure

The company has an SBU for each online portal, the manager of each business unit is

responsible for customer care and sales of services of this unit, while receiving marketing, human

resources management, finance, and administration services from top management unit in the

organization.

Information Systems unit is responsible for development of new portals and services, they

work on project basis with marketing advisors and mangers of related business units, for further

illustration refer to appendix 4 for organizational chart of Syria Job.

5.1.2. Vision and mission of Syria Job

The aspired vision is to be a market leader in online services based in Syria, and contribute

effectively to the development of business environment, through a mission to develop useful online

services via high quality portals, and outstanding customer service.

5.1.3. The Strategy Process of Syria Job

Each year and according to the strategy articulated by the General Manager, the top

management team decides to initiate new services or penetrate new markets, and set quarterly and

48



yearly momentary and growth objectives for each business unit, and accordingly plan for business

supporting service.

The responsibility of accomplishing these objectives carried collectively by the management

team, each manager should set an action plan, which serves in achieving the goals of the company

and be reasonably integrated.

The changing business environment the company is operating in, and the tight budget, made

each manager responsible for informing the management team with his/her progress and need to

check whether efforts are on the right track to achieve quarter and annual objectives.

5.2. Description of the Work-Life Balance Policy

The description of the Work-Life Balance policy will state its objectives, discuss the needs of

business and individuals that the policy is intended to serve. A separate paragraph is devoted to

bullet Syrian law requirements which implementation of such policy should follow. The statement

of the policy is sited, and two concepts to simplify implementation are provided in the last two

paragraphs.

5.2.1. Objectives of the Policy

This policy is designed to achieve the following objectives:

• Support all employees in their efforts to achieve work-life balance, between their

paid work and other aspects of life.

• Maintain flexible yet disciplined working schedules for all employees, since the long

term success of the organization depends on the commitment, expertise, and

creativity dictated to serve organizations’ employees.

• Increase sense of fairness and belonging, yet decrease cost of human resources

compensation, especially those arising from overtime working hours.

• Increase motivation, creativity, belonging and retention of employees by

encouraging them to pursue interests outside work.

49



• Foster a culture within the organization which makes it acceptable to discuss openly

their concerns about work-life balance with understanding of business and personal

needs.

5.2.2. Considering Business Performance Needs

The performance is managed by setting periodical objectives with defined deadline and

expected outcome, in meetings using mutual adjustment (individual/direct manager), (individual/

project manager), performance is reviewed by meetings in the date of deadlines or showing

progress before date of deadline if things aren’t going as expected and seeking help or more time.

A twice repeated dismissing of deadline or showing up with unsatisfactory work quality, expose

the individual to warning letter of being fired, while repeated meeting of deadlines with

extraordinary quality will result in extra paid hours deposited at his/her account.

5.2.3. Considering Personal Needs

Line managers are encouraged to understand time needs of workers. They need to keep the

mutual adjustment of deadlines of tasks of real value, and never accept low quality or dismissed

deadlines. While at the same time monitoring the tendency to delay things by some workers and

reflect on quality of their work. Managers are expected to treat matters with understanding and

compassion, and apply healthy stress to get things done, while monitor engagement behaviors, and

look for reasons of disengagement when recognized.

The decision to alter working arrangements or allow a period of leave must be based on sound

business case. It is important that both parties recognize their responsibilities to work together to

create a win/win situations.

5.2.4. Syrian Labor Law Requirement of WLB policy

Reviewing Syrian Labor law of 1959, and its modifications, the following requirements are

stated. Although a new labor law was initially approved in 22/6/2009 by the Council of Ministers,

and was transmitted to the economical committee, it has not taken place till the completion of this

project.

50



The work-life policy and its implementation should address these minimal requirements by law:

• The Annul leave should not be less than 14 days, each is 8 working hours, for each

working year, when the period of employee service reaches 10 years, he/she will be

eligible for 21 days.

• The company should not cancel the contract of an employee, unless his/her absence for

illness reached 180 days.

• The number of required hours of an employee should not exceed 48 hours per week.

• The number of required hours per day should not exceed 10 hours in any case. However

more than 8 hours a day needs an approval of Ministry of Social Affairs and Labor.

• The number of required hours per day should not be less than 7 hours for full time

workers of employees’ categories specified by the Minister of Social Affairs and Labor.

• An employee should not be required to work more than 5 continuous hours without rest.

• Every employee is eligible to have one rest hour during the working day.

• The maternity leave should not be less than 75 days, not less than 40 days after giving

birth, given she has been working for at least 7 months before starting her leave.

• Every employee should be given 24 continuous hours of rest each week.

• Any number of employees can be employed on hourly basis or per product unit.

5.2.5. The Policy Statement

“ Syria Job is committed to supporting all employees in their efforts to achieve work-life

balance, in which they can work with motivation and sense of fulfillment and discharge his/her

responsibility at work, while at the same time can choose to lead a diversity of living styles in

his/her family and community life in accordance with each stage in life, such as raising children and

middle- and older- stages of life.

51



We understand that in order to remain competitive and successful in changing world, we need to

maintain flexible yet disciplined working schedule for all employees, since the long term success of

the organization depends on the commitment, expertise, and creativity dictated to serve

organizations’ employees.

We believe that our employees regardless of gender, age, personal circumstances and

responsibilities, will do their best to achieve satisfying balance between their personal needs and

their paid work. We acknowledge that individual needs change as people progress through life

cycles, and we will make available range of flexible working arrangements and leave provision to

meet those needs.

The success of this policy lies on joint responsibility of Syria job as an employer and all

employees. The decision to alter working arrangements or allow a period of leave must be based on

sound business case. It is important that both parties recognize their responsibilities to work

together to create a win/win situations.

Although employees and managers of Syria Job recognize the need of working hard to help

together achieve company goals and sustainable growth, they understand that they should maintain

healthy and enjoyable life as well to remain healthy and creative enjoying work and life, and that

everybody is different and have individual needs.

Our offers to achieve work-life balance are supported by the following polices:

• Annual leave

• Achievement paid hours

• Carer’s leave

• Disability support

• Flexible working

• Parental leave (maternity, paternity)

• Right to request flexible working patterns

52



The flexible working options we offer include:

• Flexible start and finish (start and finish in times different from the norm)

• Part-time working (reduced required hours, or compressed week i.e. only four working

full days per week )

Reasons for flexible working options may include:

• Undertaking further education or training

• Working fewer hours due to health problems or disability requirements

• Transportation problems and distance to work

• Involving in voluntary work or community interests

• Improve general quality of life

• Caring for children or other elderly people

The implementation process, further available details and concerns are to be adjusted with

consultation of line managers, employees and HR advisor. The HR advisor is responsible to

monitor and follow up with proper implementation that assure achieving company goals and

employees interests, while managers have the direct responsibilities of granting leave hours.”

This policy is inspired by David Clutterbuck in his book Managing Work-life balance (2003)

but tailored by the author to fit the Syrian context in Syria Job Company, this customization was

based on findings of this study as stated earlier.

5.2.6. The Policy Implementation Process

Two concepts used to simplify implementing of the policy, the attendance account concept and

attendance schedule, the following presentation provide an equation for calculating leave hours and

its effects on salary calculations.

53



5.2.6.1. Attendance Account

The implementation uses an attendance account to plot all offers of this policy, each individual

has an account, and each individual has a number of paid hours already deposited at his /her

account, those are the annual leave.

An individual gains hours deposited in his/her account by:

• Overtime, i.e. attend more hours than required in a given day.

• Achievement hours, i.e. doing extraordinary job and deserve a reward.

• Deserving carer’s and leave, i.e. being responsible for children or elderly people.

• Deserving Disability support hours

• Obtaining parental leave (maternity, paternity

An employee withdraws from his/her account when need to request paid leave hours and have

time off work, he/she can request unpaid leave hours, in both cases the leave should be approved by

immediate manager, supervisor, or coordinator, who should make sure, this leave doesn’t conflict

with business needs, i.e. meetings and team work requirement or customer service tasks.

Every deposit or withdrawal is recorded by HR function which always make sure that this

policy is continually meeting personal aspirations and working needs, and always have

communication with manager and coordinators on meeting these two concerns.

Account balance = Remaining paid hours + granted hours + ∑overtime - ∑ no excuse

If the monthly balance of an individual account is positive, the amount is added to annual paid

hours, but if the monthly balance is negative, the amount is added to unpaid hours requested in that

month.

The monthly salary is divided by number of required hours; the required hours are set according

to the law, and to individual needs. Either the fee of an hour or the monthly salary are specified in

the employee work contract, the salary is calculated as follows (simplified equation):

Monthly Salary = Fee of an hour *(∑ effective hours – Unpaid hours)

54



5.2.6.2. Attendance schedule

Every employee has the right to request flexible working arrangement, if an employee feels that

flexible working would help him/her in his/her current circumstances, he/she should sit with line

manager and discuss the impact of his/her request on his/her work role. He/she should prepare a

business proposal, setting out the advantages, implications and possible solutions. He/she should

address with his/her manager how the role can be covered for the period of leave, and whether any

agreements with other colleagues should be made, whether there is any additional costs, and the

period this arrangement will last, and prepare for needed compromises.

Then they set together and form an attendance schedule that suits business needs and personal

needs, with every effort possible, the employee should commit to this schedule and should never

change it without pre-notice to his line manager and HR advisor.

55



6. CONCLUSION

Pulling it all together, the flexibility of working styles and support provided by families

facilitate balancing work and life for Syrian working people, however the weak childrearing

environment and the lack of reduced cost for childcare is a negative position in supporting

combining care and work responsibilities. Low but improving society tolerance for diversity and

lack of equality of employment opportunities in addition to weak social safety and security and

reduced ability of youth for autonomy are serious obstacles in supporting people efforts to achieve

in work and outside work, and be able to contribute positively to development of society and

sustainable competitiveness of economy.

Syrian society represented in the research sample of mostly educated and relative good income

working people shows that nearly two thirds have good overall life satisfaction, they are able to

enjoy life outside work, while most of them expressed the need to have more time with the family.

Although the long working hours culture is wide spread especially in private sector in Syria,

empathy and understanding of personal needs to flexible working arrangement during working day

is one of the pillars of working life in Syria.

Designing and implementing a work-life balance policy is very important, however offering

flexible time arrangement is not luxury in the Syrian context, it is an important tool to help enforce

discipline yet preserve engagement and satisfaction of workforce, and maintain productivity.

56



7. RECOMENDATIONS

The study leads to number of important recommendation for supporting work-life balance

achievement,

• While it is expected that competition will become fiercer and globalization effects on

Syrian economy will be more common, Employers are recommended to provide

flexible work arrangements and paid leave in order to enhance quality, productivity and

creativity of workers and be better than the competition, although there are very few

legislation enforced requirements in this regard.

• Flexibility, support and control of people endures in a society are means to maintain

sustainable development of society.

• Syrian need to improve economy competitiveness, empower society activities, improve

educational system, to enhance quality of life and capability of businesses and people,

along paying special attention to creation of economic and social incentives that support

women (and men) participation in work, and outside work activities particularly

establishing families, rearing children, and contributing to voluntary social development

activities.

• Further studies are extremely needed to help provide guidelines for state policy makers

and HR professionals in their efforts of supporting work-life balance. Recommended

studies would include:

• Investigating the labor law application and enforcement in organizations, and

state and nature of employment and behavior of economic entities.

• Comprehensive survey on work-life balance related policies and culture

characteristics, and prepare related benchmarking and performance studies.

• Studies on strategies used by individuals to achieve work-life balance, and

exploration of success stories, and spread the awareness of the importance of

lead diverse and rich life courses.

57



8. REFERANCES

Burchielli,R., Bartram,T.,Thanacoody,R. (2008) “Work-Family Balance or Greedy

Organizations?” RI/IR, Vol. 63 No. 1.pp.108 – 133

CIA (Central Intelligence Agency) The World Fact Book (2008) Syria Profile.

https://www.cia.gov/library/publications/the-world-factbook/geos/sy.html

CIPD (Chartered Institute Personnel and Development) (2001) Labour Turnover.

www.cipd.co.uk

Clutterbuck, D., (2003) Managing Work-Life Balance. London: CIPD Publishing.

Council for Gender Equality, Specialist Committee on the Declining Birthrate and Gender-Equal

Participation (2007) International Comparison of the Social Environment regarding the

Declining Birthrates and Gender-Equality. www.gender.go.jp

Council of Executive of Public and Private Sector (2007) Realization of Work-Life Balance

General Equality Policy. Japan.

Dex, S. and Smith, C. (2002) The nature and pattern of family-friendly employment policies

in Britain. Bristol: The Policy Press for the Joseph Rowntree Foundation.www.jrf.org.uk

Dimashkiyyah, N., Zaza, M., Sbeih, T., (2007) The First National Competitiveness Report of

the Syrian Economy. Syria, pp. 70-73

Doherty, L., (2004) “Work-life balance initiatives: implications for women” Employee

Relations Vol. 26 No. 4, pp. 433-452

DTI (Department of Trade and Industry) and Scotland Office (2001) The Essential Guide to -

Work-life Balance. London: DTI

EU (European Union) (2002) European Employment Strategy.

www.europa.eu.int/comm/employment_social/empl&esf/ees_en.htm

Fagan, C. (2000) Actual and preferred working hours: the UK working paper.

www.eurofound.ie/index.htm

58



Lewis, S. and Taylor, K. (1996) ‘Evaluating the Impact of Family Friendly Employer Policies: A

Case Study’ in Lewis, S. and Lewis, J. (eds) The Work- Family Challenge: Rethinking

Employment. London: Sage

Roberts, K., (2007) “Work-life balance – the sources of the contemporary problem and the

probable outcomes A review and interpretation of the evidence” Employee Relations Vol. 29

No. 4, pp. 334-351

Tabbarah, R. (1998) Completing the Fertility Transition: Jordan, Lebanon and Syria.

Beirut, Lebanon.

The World bank (2007) Syrian Arabic Republic. http://www.worldbank.org/

UNDP (United Nations Development Programme) (2007)The Economic Status of Syria A

focus on Women’s Economic Participation. www.undp.org.sy

Wise, S., Bond,S., (2003) Work-life Balance Literature and Research Review. Employment

Research Institute, Napier University.

59



9. APPENDIXES

9.1. Work-Life Balance Survey

Survey Introduction

This survey is prepared in the context of a study that investigate the issue of work-life balance

and the factors that affect it, and the role the society and organizations and companies have in

supporting individuals achieving it in their lives.

This study is prepared to complete the requirement of pursuing the master of business

administration in the Higher Institute of Business Administration, Damascus, Syria.

The achieving of work-life balance helps us to live rich lives in work and outside work, this will

return on better development of our society, increase our economy competitiveness, and make our

lives happier.

Your opinions and objective participation is great asset in producing useful study.

Thank you very much

The questionnaire was available on www.emoony.com/imsur

Survey Questions

1. Name (optional):

2. Gender:

• Male

• Female

3. Age:

• Less than 25 years old

• Between 25 and 45 years old

• More than 45 years old

Assume that 5 expresses strong agreement, 4 expresses an agreement, 3 neural, 2 expresses

a disagreement, and 1 expresses strong disagreement, please choose your attitude toward the

following statements.

4. You believe “men should earn money, and women should do home keeping”

1 2 3 4 5

60



5. You hope to spend longer enjoyable and useful time with your family

1 2 3 4 5

6. You believe that you have full control and ability to choose your life.

1 2 3 4 5

7. You believe that human rights are respected and valued in your society.

1 2 3 4 5

8. You spend the amount of time you would like to with your beloved ones.

1 2 3 4 5

9. What is your occupational status?

• Unemployed

• Unpaid worker (e.g. voluntary or family worker)

• Paid employee

• Employer

• Other, please specify ….

10. You have the ability to enjoy life outside work with family, friends and in sports,

entertainment and study.

1 2 3 4 5

11. It is easy for you to find satisfying jib if you were to become unemployed.

1 2 3 4 5

12. What is your marital status?

• Married

• Single

13. How many children do you have?

• No children

• 1

• 2

• 3

• 4

• 5 and more.

14. What is the top educational level you have reached?

• Primary and less levels

61



• Secondary level

• Educational level

15. Do you live with your parents or grandparents in the same house?

• Yes

• No

16. How many people are living with you in the same house (includes yourself)?

• From 1 to 3 persons

• From 4 to 7 persons

• 8 and more persons

17. Is there someone who helps you with your care responsibilities for children or elderly

people?

• Yes, and no one helps me

• Yes, and my family helps me

• Yes, and I use paid services

• I don’t have care responsibilities

18. Is there someone who helps you with your house chores responsibilities (cleaning,

cooking, laundry …etc.)?

• Yes, and no one helps me

• Yes, and my family helps me

• Yes, and I use paid services

• I don’t have care responsibilities

19. How do describe your participation in voluntary and charitable, scientifically, vocational

organizations?

• Good

• Medium

• Weak

20. How do you see your current income (savings and expenses)?

• Good

• Medium

• Weak

62



21. Overall, you believe you are very happy with your life.

1 2 3 4 5

22. Company Name (optional):

23. City:

24. Employment sector:

• Syrian organized private sector

• Syrian unorganized private sector

• Syrian public sector

• Others (includes internationals operating in Syria, NGOs, etc.), please specify …

25. The size of your organization:

• Small (1 – 10 members)

• Medium (10 – 50 members)

• Big (More than 50 members)

26. What type of your position in the organization?

• Clerk or administrative employee

• Manual worker

• Professional (engineer, teacher, doctor,.. etc.)

• Manager (manages other professionals or employees)

• Others, please specify …

27. What is the number of your experience in your current domain?

• Less than 2 years

• From 2 to 5 years

• More than 5 years

28. Do your company provide flexible working arrangements (part time, hourly based) in

addition to full time?

• Yes

• No

29. How many hours you spend in the work weekly?

• From 1 to 30 hours



63



• More than 71 hours

30. Does your company commit to register all eligible contracted employees by law, with

public pension system?

• Yes, with full salary

• Yes, with part of the salary

• Yes, only number of them

• No, It registers no one

• I don’t know

• Others, please specify …

31. Your organization encourages you to leave work on time at the end of the day.

1 2 3 4 5

32. It is expected of employees and managers in your organization to work long hours.

1 2 3 4 5

33. Employees and managers are rewarded, in your organization, because they work long

hours and because of their work results.

1 2 3 4 5

34. Usually, you think you cannot finish workload within required working hours by the

company, and without more time.

1 2 3 4 5

35. When you return home from work, you find yourself very tired to be able to exercise

and activity or pursue other life interests.

1 2 3 4 5

36. You can plan for social and personal activities with worrying that you will have

unexpected workloads that will prevent you from attaining them.

1 2 3 4 5

37. Usually, you find yourself thinking of work in your spare time outside work.

1 2 3 4 5

38. Often, you have to work in holidays and spare time.

1 2 3 4 5

39. You often come to work full with enthusiasm and energy.

1 2 3 4 5

64



40. Your direct manager treats you with compassion when you request leave for

accommodating personal activities or demands.

1 2 3 4 5

41. Women, in your organization, return to work after giving birth with reasonable period.

1 2 3 4 5

42. There is equal representation of men and women, in your organization, in all

management levels.

1 2 3 4 5

43. Email (optional):

44. Mobile or phone (optional):

65



9.2. Syrian Society Comparison Table

Main Category Factor Category Factor

Explanation

Value

Syria Rank

I. Possibility of balancing work and home life

1. Reasonable work hours 1. Shortness of work hours

Weekly work hours (total male & female)

43.59 32.9

2. Flexibility of work styles

2. Height of male part-time employees ratio

Ratio of part time workers to all workers (male)

12% 65.7

3. Ease of changing jobs

Percentage believing they could easily find a satisfactory job they were to become unemployed

29% 55

II. Support for childrearing

1. Local childrearing environments

4. Ease of use of daycare Percentage using paid daycare

9% 40.5

5. Amount of family service benefits

- - -

6. Degree of participation in community activities

Percentage believing their participation in community activities is good or mid

27% 35.7

2. Reduced costs for childrearing

7. Amount of public burden of educational expense

Public payment for education to GDP (Fact book, 1999).

3.9% 34.4

3. Support from family

8. Household size Average persons per house hold.

3.78 52.1

9. Importance given to time spent with family

Percentage wanting to increase time spent with family

79% 67

III. Diversity of lifestyle choices

1. Flexibility in division of roles for household work

10. Degree of elimination of stereotyped views of gender roles

Percent agreeing that "Men should have jobs, and women should stay home"

41% 17

11. Degree of male participation in housework and childrearing

Percentage of total of male and female said they have housework and childrearing accounted for by males

57% 60

2. Social tolerance of diversity

12. Degree of freedom to choose life courses

Percentage believing they are free to run their own lives

45% 42.3

13. Permeation of human rights awareness

Percentage believing individual human rights are respected in their countries

10% 3

14. Degree of elimination of male-female pay gaps

- - -

3. Equality of employment opportunities

15. Percentage of female managers

Percentage believe they have equal men and women participation in all ranks in their organizations (UNDP ,2007)

6.3% 24.7

IV. Potential of young people for autonomy

16. Low employment anxiety among young people

Youth unemployment Rate (Ages 15–24) (Survey) 22%

22% 37

17. Independence from parents

Percentage of adult children living with parents

67% 15

V. Social safety and security

18. Sense of happiness

Percent believing that "Overall, I am happy now"

48% 11.6

19. Low employment anxiety

Unemployment Rate (Ages 15–64) (World fact book ,2008) 9% (Survey)14%

14% 50

Table. 5 Syria Ranking and factors Values, WLB international Comparison Model

66



9.3. Syrian Society Characteristics Regarding WLB

Syrian society characteristics Do Support WLB

Syrian society characteristics Don’t Support WLB

• High ratio of male part-time employees ratio

• Flexibility of work styles

• length of work hours

• Ease of changing jobs • Relative Unavailability of use of daycare

• Relative small Household size • Low degree of participation in community activities

• Medium degree of male participation in housework and childrearing

• Relative small public burden of educational expense

• High score given to importance given to time spent with family

• Low degree of elimination of stereotyped views of gender roles

• Low degree of freedom to choose life courses

• Low permeation of human rights awareness

• Low percentage of female managers • Difficulty of Independence from parents • Low Sense of happiness • High Unemployment rate

9.4. Organizational Chart of Syria Job Company

Fig. 3: Organizational Chart of Syria Job Company

Work-life balance in a Syrian context

Documents

Transcript of Work-life balance in a Syrian context