Evaluation of work-life balance measures when availed of by headship positions in the Malta public service

Abstract

This qualitative study aims to explore how possible it is for directors in headship positions (HPs) engaged in the Malta Public Service (MPS) to avail themselves of work-life balance measures (WLBMs), specifically teleworking, given their highly-demanding top-management roles, and the different perceptions revolving around whether such roles should, in fact, be allowed to make use of such measures. To reach the aim of this study and answer the research question, ten semi-structured interviews were conducted with ten participants who occupy top management positions in various Ministries within this large organisation. The data collected was analysed using the thematic analysis approach of Braun and Clarke (2006). The research brought to light four factors that can hinder HPs from availing themselves of teleworking and other WLBMs, namely, HODs’ ideology towards teleworking, employees’ education and commitment levels, frequency of physical presence required by the Head of Department (HOD), and old school procedures still in place within the unit. The results of this study show that a combination of these four factors occurs in the sections managed by the interviewees which impact each HOD differently, according to the number of factors present. In those sections with the least number of factors present the utilisation of WLBMs by HODs is facilitated more and has the least repercussions. From this research it also transpired that when an HOD works remotely, or teleworks, the concept of remote management also comes into play since they are leaders of a team or teams of employees, and this was also discussed within this dissertation.