Work-life balance has become a strategic human resource concern in contemporary organizations because of its relationship with employee performance, organizational commitment, and service quality. In public sector institutions, where service delivery is shaped by bureaucratic procedures, accountability pressures, and high workloads, work-life balance policies are increasingly viewed as essential performance-support mechanisms. This seminar paper examines the effect of work-life balance policies on employee performance in the National Pension Commission (PenCom), a key Nigerian regulatory institution responsible for pension administration and oversight. The paper focuses on three main dimensions of work-life balance policies: flexible working hours, leave policies, and employee wellness programmes. It argues that these practices improve employee performance by reducing stress, improving recovery, strengthening concentration, and enhancing morale and job satisfaction. The paper also shows that the relationship between work-life balance policies and employee performance is shaped by workload, organizational culture, and management support. Anchored in Job Demands-Resources Theory, Spillover Theory, and Role Conflict Theory, the paper concludes that work-life balance should be treated as a strategic human resource investment rather than a peripheral welfare measure. Practical recommendations are offered for public sector managers and policymakers.
Keywords: Employee Performance, PenCom., employee wellness, flexible working hours, leave policies, work-life balance
