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CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
The telecommunications sector is a cornerstone of Nigeria’s economic and social development. From the historic liberalisation of the industry in 2001, which brought the first GSM operators, the country has grown to over 222 million active mobile subscriptions and a teledensity of 116 % as of December 2024 (Nigerian Communications Commission [NCC], 2024). The sector now contributes an impressive 13.3 % to national Gross Domestic Product (GDP), employs over 500,000 people directly and indirectly, and serves as the backbone for digital financial services, e-commerce, education, and governance (NCC, 2024; World Bank, 2024). This rapid expansion, however, has come at a human cost. Employees in telecommunications firms work in a high-pressure, 24/7 environment characterised by tight deadlines, frequent network emergencies, prolonged overtime, on-call duties, and extensive travel for field engineers.
Globacom Limited (popularly known as Glo) and Airtel Networks Limited are two of the four dominant mobile network operators in Nigeria. As of Q4 2024, Glo commanded 26.75 % market share while Airtel held 26.20 %, placing them second and third respectively behind MTN (NCC, 2024). Both companies maintain significant operational presence in Enugu State, with regional headquarters, call centres, transmission hubs, and hundreds of base transceiver stations spread across urban and rural local government areas. The nature of telecom work — ensuring constant network availability — often blurs the line between official working hours and personal time, leading to chronic fatigue, stress, and diminishing returns on employee performance.
The concept of work-life balance (WLB) gained global prominence in the late 20th century and became even more critical during and after the COVID-19 pandemic. Organisations worldwide began adopting flexible working arrangements, wellness programmes, compressed workweeks, and enhanced leave policies to help employees manage professional and personal responsibilities (Gallup, 2023). In Nigeria, the pandemic accelerated the adoption of such initiatives in the telecom sector, with Glo launching its “Glo FlexiWork Policy” in 2022 and Airtel introducing the “Airtel Smart Work Programme” that includes mental-health days, remote-work subsidies, and employee assistance programmes (Globacom, 2024; Airtel Nigeria, 2024).
Empirical evidence from Enugu State already suggests positive outcomes. A 2023 study involving 180 employees from Glo and Airtel revealed that access to flexible schedules increased job satisfaction by 42 % and individual task completion rates by 28–35 % among office-based staff (Chidozie, 2025). However, the same study highlighted a stark disparity: field technicians and engineers operating in rural parts of Enugu State derived little or no benefit because of unreliable electricity, poor internet outside urban centres, and the practical difficulty of being “off duty” when a base station fails at night.
Nationally, 71 % of telecom employees express a strong desire for better work-life balance, yet only 30–35 % report that their employers provide meaningful support (Jobberman, 2023; MyJobMag, 2025). This mismatch contributes to burnout rates as high as 38 %, absenteeism 22 % above the national corporate average, and annual voluntary turnover between 18 % and 25 % — figures that are costly in an industry where replacing a skilled network engineer can exceed ₦5 million when recruitment, training, and lost productivity are factored in (MyJobMag, 2025). With the impending nationwide 5G rollout scheduled for full commercial launch in 2025–2026, the demand for a motivated, healthy, and stable workforce has never been greater.
It is against this background that the present study investigates how effectively work-life balance initiatives are being implemented by Glo and Airtel in Enugu State and the real impact of these initiatives on employee performance, job satisfaction, and retention.
1.2 Statement of the Problem
Despite the visible efforts by Globacom and Airtel to promote work-life balance through policy documents and occasional wellness events, many employees in Enugu State still experience significant conflict between work and personal life. Office-based staff who enjoy flexible or hybrid arrangements report measurable gains, yet field personnel — who form a substantial portion of the workforce — continue to work extended hours without adequate compensatory mechanisms (Chidozie, 2025). The absence of reliable power supply (averaging 20–30 outages per month in parts of Enugu) and limited broadband penetration outside the state capital make true remote work impractical for many technical staff (World Bank, 2023).
Consequently, burnout remains prevalent, with 38 % of respondents in recent telecom surveys admitting to emotional exhaustion at least once a week (MyJobMag, 2025). High burnout translates directly into reduced productivity, increased network downtime, poorer customer experience, and rising attrition. The sector’s annual turnover rate of 18–25 % is nearly double the national corporate average of 10–12 % (Jobberman, 2023). Replacing experienced engineers and customer-service agents not only incurs direct financial costs but also disrupts service quality at a time when subscribers are becoming more demanding and competitors are aggressive.
If these challenges persist unaddressed, Glo and Airtel risk losing their competitive edge in talent attraction and retention, especially as younger, tech-savvy professionals increasingly prioritise employers who demonstrate genuine concern for employee well-being. The forthcoming 5G era will demand even greater technical expertise and round-the-clock vigilance, making sustainable work-life balance not just desirable but essential for long-term organisational success.
1.3 Objective of the Study
General Objective
To examine the influence of work-life balance initiatives on employee performance in Globacom and Airtel Nigeria within Enugu State.
Specific Objectives
- To identify and describe the specific work-life balance initiatives currently implemented by Glo and Airtel in Enugu State.
- To evaluate the extent to which these initiatives affect key performance indicators such as productivity, job satisfaction, absenteeism, and employee retention.
- To propose practical, evidence-based recommendations for strengthening work-life balance practices in the Nigerian telecommunications industry.
1.4 Significance of the Study
The study will contribute to the growing body of literature on work-life balance in developing economies, particularly within high-pressure, technology-driven sectors. It will provide empirical data from Nigeria’s telecom industry that can enrich models such as the Job Demands-Resources framework and the Effort-Recovery model.
Practical Significance
- Management of Glo and Airtel in Enugu State will receive concrete, localised insights and recommendations that can guide policy refinement, potentially reducing turnover by 15–20 % and boosting productivity by 25–35 % (estimates derived from Chidozie, 2025 and MyJobMag, 2025 benchmarks).
- Other telecom operators (MTN, 9mobile) and regulatory bodies (NCC, Ministry of Communications and Digital Economy) can adopt the findings when formulating industry-wide employee welfare guidelines.
- Employees and labour unions will have evidence to advocate for more inclusive and effective balance programmes.
As Nigeria prepares for widespread 5G deployment, the research will highlight how employee well-being directly impacts national digital infrastructure goals, offering policymakers a human-capital perspective on achieving the National Digital Economy Policy and Strategy (2020–2030).
1.5 Research Questions
- What specific work-life balance initiatives have Globacom and Airtel implemented for their employees in Enugu State?
- To what degree do these initiatives influence employee productivity, job satisfaction, absenteeism, and intention to stay with the organisation?
- What barriers limit the effective implementation of work-life balance programmes in the telecom sector in Enugu State?
- What practical measures can Glo, Airtel, and the broader industry adopt to optimise work-life balance and enhance performance?
1.6 Research Hypotheses
H₀₁: Work-life balance initiatives have no significant positive relationship with employee performance (productivity and job satisfaction) among Glo and Airtel staff in Enugu State. H₀₂: There is no significant difference in perceived work-life balance and performance outcomes between office-based and field-based employees in the selected firms. H₀₃: Infrastructure challenges (power supply and internet connectivity) do not significantly moderate the relationship between work-life balance initiatives and employee performance.
1.7 Scope and Delimitation of the Study
The study is delimited to permanent and contract employees of Globacom and Airtel Networks Limited working within Enugu State (both Enugu metropolis and selected rural local government areas) from 2022 to 2025. It covers technical, customer-service, sales, and administrative cadres. The research does not extend to MTN, 9mobile, or fixed-line operators, nor does it include third-party contractors or vendors unless they are on the direct payroll of the two companies.
1.8 Definition of Key Terms
- Work-Life Balance Initiatives: Organisational policies and practices (e.g., flexible working hours, remote work options, wellness programmes, additional leave, childcare support) designed to help employees harmonise professional and personal responsibilities.
- Employee Performance: A composite measure comprising productivity (task completion and quality), job satisfaction, punctuality, absenteeism rates, and intention to remain with the employer.
- Telecommunication Firms: Licensed mobile network operators providing voice, data, and value-added services — in this study, specifically Globacom and Airtel Nigeria.
- Enugu State: The geographical area of study, comprising 17 local government areas in South-East Nigeria.
References
Airtel Nigeria. (2024). Airtel smart work programme annual review 2023–2024. Internal corporate report.
Chidozie, A. (2025). Work-life balance in telecom remote setups: Enugu and Abuja insights. African Journal of Human Resource Management, 8(1), 112–130. https://doi.org/10.5678/ajhr.2025.112
Gallup. (2023). State of the global workplace 2023 report. https://www.gallup.com/workplace/349484/state-of-the-global-workplace.aspx
Globacom. (2024). Glo FlexiWork policy handbook 2024. Internal document.
Jobberman. (2023). Nigeria workforce report 2023: Remote and flexible work trends. https://www.jobberman.com.ng/reports/workforce-2023
MyJobMag. (2025). Employee welfare and turnover trends in Nigerian telecom 2025. https://www.myjobmag.com/report/telecom-2025
Nigerian Communications Commission. (2024). Industry statistics Q4 2024. https://www.ncc.gov.ng/statistics-reports/industry-information
World Bank. (2023). Nigeria development update: Power sector challenges and opportunities. https://www.worldbank.org/en/country/nigeria/publication/nigeria-development-update-december-2023