THE RELATIONSHIP OF WORK-LIFE BALANCE, WORK ENVIRONMENT, CONFLICT MANAGEMENT AND KNOWLEDGE SHARING ON ORGANISATIONAL PERFORMANCE

ABSTRACT This study investigates the relationships between work-life balance, work environment, conflict management, and knowledge sharing on organizational performance at the Bauchi State Internal Revenue Service in Bauchi, Nigeria. The study aims to explore how these factors influence organizational performance, using both descriptive and causal research designs to achieve comprehensive insights. The research employs a mixed-methods approach, incorporating descriptive research design to detail the characteristics and conditions of the workforce and causal research design to identify cause-and-effect relationships between the variables. A sample size of 23 was determined using G-power calculations and stratified random sampling was applied to ensure representativeness across different job statuses within the organization. Data was collected through a self-administered questionnaire with closed-ended questions, and analyzed using descriptive statistics and PLS-SEM. Findings reveal that conflict management has the most significant impact on organizational performance (β = 0.40, p = 0.001), followed by work-life balance (β = 0.30, p = 0.01). The work environment positively influences performance (β = 0.25, p = 0.05), though to a lesser extent, while knowledge sharing shows a minimal and statistically insignificant impact (β = 0.20, p = 0.10). The study highlights that effective conflict management and a favorable work-life balance are critical for enhancing organizational performance, whereas improvements in the work environment and knowledge sharing practices are needed but less impactful. Based on these findings, the study recommends enhancing work-life balance programs, improving work environment conditions, strengthening conflict management strategies, and optimizing knowledge sharing practices. Continuous monitoring and evaluation of these interventions are advised to ensure their effectiveness in improving organizational performance.