work life balance v2 (fresh).docx

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CHAPTER 1

INTRODUTION TO WORK-LIFE BALANCE

A nation may be endowed with abundant natural and physical resources and the necessary

capital and technology but unless there are competent people who can mobilize, organize and

harness the resources for production of goods and services, it cannot make rapid strides

towards economic and social advancement. The strengths and weakness of an organization

are determined by the quality of its human resources, which play a vital role in using other

organizational resources and the development process of modern economies. Human

resource is the most strategic resource as no other resource can be fully utilized to generate

income and wealth of a nation without the active involvement of this resource. In fact, the

differences in the levels of economic development of the countries are largely a reflection of

the differences in the quality of their human resources and their involvement in national

building. inzerberg points out that the key elements such as values, attitudes, general

orientation and the quality of the people of a country determine its economic development.


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However, he says that human resources are being wasted through unemployment, disguised

unemployment, obsolescence of skills, lack of work opportunities, poor personnel practices

and the hurdles of ad!usting to change. Human resource accounts for a large part of national

output and there e"ists a wide scope for increasing national wealth through their proper

development. Human factor provides value to physical resource and necessary dynamism in

the economy. #ynamic people can build dynamic organizations. $ffective employees can

contribute to the effectiveness of their organization. %ompetent and motivated people can

make things happen and enable an organization to achieve its goals. Hence, organizations

should continuously ensure that the dynamism, competency, motivation and effectiveness of

the employees remain at high

levels. Human resource is even the most critical factor for determining the efficiency and

effectiveness of an organization because it is precisely the people who will decide when and

how to acquire and utilize various resources, including human resources, in the best interest

of the organization. The ultimate success and survival of an organization will invariably be

determined by the quality and competence of its human resources. &f all the tasks of

management, says 'ikert ()anaging the human component is the central and most important

task, because all else depends upon how well it is done*. Human resources are the most

valuable and unique assets of an organization. In the changing economic environment,

Human +esource )anagement is assuming much greater importance than ever before. It is

conceived to be different from the traditional and conventional notion of ersonnel

)anagement. -ubsequently Human +esource )anagement H+)/ has become the central

concern of any organization either in public, private sector or co0operative sector. It is

therefore necessary for all managers to understand and give due importance to the different

human resource policies and practices in the organization. Human +esource )anagement

outlines the importance and different functions in an organization. It e"amines the various


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H+ processes that are concerned with attracting, managing, motivating and developing and

retaining employees for the benefit of the organization. The economic development cannot be

accomplished in developing countries unless they have well educated and trained, highly

achievement motivated and properly developed human resources. An enterprise cannot make

any progress unless it has a well0trained, efficient and adequately motivated work0team.

-imilarly, individuals cannot derive !ob satisfaction and lead a high standard of living unless

they are well trained and highly developed. It may be noted that management of human

resources can assist in the attainment of these national, enterprise and individual goals

through effective utilization and proper development of human resources. Though the

motivation of employees helps to secure their integration with the organization and attain

optimum level of efficiency and in achieving organizational goals, the assigned work load

might pose a time0pressure on employees by imposing e"cessive responsibilities.

1urthermore, it causes stress and negative feeling which also damages the individual2s private

life. $ven the working hours and schedule are the most crucial points of 3ork0'ife 4alance

in the organization point of view, as they affect the mental health, physical health and well0

being of employees. 'ong working hours and certain kind of shift schedules might be the

cause of elevated risk for a range of mental and physical health problems. 1urther, a sense of

inequity among employees affects their attitudes and behaviors, absenteeism, low motivation,

lack of concern for the quality of products or services, with holding suggestions for

improvements, lack of commitments, and even sabotage may result. These attitudes and

behaviors affect costs, productivity, profits and hence the market value of the firm stock.


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THE CONCEPT OF WORK LIFE BALANCE

The term work life balance 3ork 'ife 4alance/ was coined in 5678 in response to the

growing concerns by individuals and organizations alike that work can impinge upon the

quality of family life and vice0versa, thus giving rise to the concepts of 9family0 work

conflict* 13%/ and 9work0family conflict* 31%/. The former is also referred to as work

interferes with family* 3I1/ while the latter is also known as 9family interferes with

work*1I3/. In other words, from the scarcity or zero0sum perspective, time devoted to

work is construed as time taken away from one2s family life. 3ork:life programs e"isted in

the 56;


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has given way to the e"pansion enhancement approach that views that work can facilitate

participation at home and vice0versa. This has given rise to the concepts of 9work0family

facilitation 311/ and 9family0work facilitation* 131/ where e"periences acquired at work

can facilitate participation at home and vice0versa. These two notions have contributed to the

construct of work life balance where a balanced life consists of work and family that are

mutually reinforcing0the family e"periences of workers can enrich their contribution to work

and organizations, and vice0versa..

DEFINITIONS AND IMPLICATIONS

The word 3ork0'ife 4alance is sometimes considered as interwoven with 3ork0family

conflict. However, it can be argued that the latter is more limited in scope than the former

because the focus in work0family conflict is more on the relations between work > family. It

is also referred to as family friendly work arrangements, 113A/, and in international

literature, as alternative work arrangements A3A/. 3ork0'ife 4alance is the relationship

between time and space of work > non0work in societies where income is predominantly

generated and distributed through labor markets. 3ork0'ife 4alance is being aware of

different demands on time and energy saving the ability to make choices in the allocation of

time and energy knowing what values to apply. )uch confusion and ambiguity surrounds in

understanding and defining the term 3ork ?'ife 4alance. As a term in its own right 3ork0

'ife 4alance is rarely defined for reasons that will become clearer as the discussion

progresses.

)any authors attempt to define 3ork0'ife 4alance policy or 3ork0'ife 4alance

arrangements. @evertheless it is possible to discern a number of distinct strands in the

literature in relation to definitional and conceptual issues. The first of these themes concerns

the contention area of family friendly versus 3ork0'ife family in order to reflect a broader


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and more inclusive way of conceptualizing the issue and to enable men and those without

children, for e"ample to identify with them . However the perception that 3ork0'ife 4alance

policies are a family matter and aimed solely at women with children is still held by many

employees > employers.

#espite the worldwide quest for 3ork0'ife 4alance very few have found an acceptable

definition of the concept here are some proven definitions that will positively impact one2s

every day value > balance. 4est individual 3ork0'ife 4alance will vary overtime, often on a

daily basis. The right balance today will probably be different for tomorrow. The right

balance when one is single will be different when after marriage and having children= when

one is on a start to new career versus when one is nearing to retirement. There is no perfect,

one size fits all, as balance is different for each of us because we all have different priorities

and different lives. However, at the core of an effective 3ork0'ife 4alance definition are two

key everyday concepts that are relevant, they are daily achievement and en!oyment, ideas,

almost deceptive in their simplicity. $nlarging a fuller meaning of these two concepts takes us

to most of the ways a positive 3ork0'ife 4alance achievement. Achievement means finish

something successfully, especially after trying hard or receiving what one wants. $n!oyment

does not mean happiness but it means pride, satisfaction, happiness, celebration, love a sense

of wellbeing and all the !oys of living. Achievement and en!oyment are the two sides of the

coin value in life. &ne can2t have one without the other. Trying to live a one sided life is why

so many 9successful* people are not happy or not nearly as happy as they should be.

WORK LIFE BALANCE IN BANKING SECTOR


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The rapid economic growth and development in the world has created new activities and

open new doors for all the business organizations. The globalization trend has put the

organizations hard to retain their competitive advantage. This trend has also affected the

banking sector. 4anking sector become more competitive. The changes in business activities

bring change in culture and perception of the employees. &rganizational changes due to

downsizing, mergers: acquisitions and radical changes in technology have changed the work

setups. The employees in present are more involved in their !obs than in the last decade. The

long working hours, work pressure, high demanding !obs, use of sophisticated technology

made it difficult for employees to keep a balance between their !ob and work commitments

@adeem and Abbas B


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independence because they were either too small or specialist to be included in

nationalisation. The new private sector banks are those that have gained their banking license

since the liberalisation in the 566


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RE(IEW OF LITERATURE

+eview of related literature is an important step in undertaking research. It helps in clarifying

and defining the problem, stating ob!ectives, formulating hypotheses, selecting appropriate

design and methodology of research as well as interpreting the results in the light of the

research work already undertaken. In this chapter, an endeavour has been made to provide an

overview of various aspects of this study through the review of e"isting literature. The

sources referred include various !ournals, books, doctoral theses, working papers, reports,

magazines related to human resource, internet sites, newspapers etc.

4ardoel et al. B


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remaining 6G were fairly split among case studies, focus group and interviews. &ut of 8;

empirical papers, B< were classified priori with variables identified and relationships

proposed before any theory was apparent. The remaining ; articles were classified as post

hoc as there were no specific relationships proposed before data collection and analysis. In

order to have a !ustified and in0depth review of the literature, the studies have been classified

under the following headings

J 3ork family conflict:work life balance studies

J Individual related variables and 3ork life balance:work family conflict

J 1amily related variables and 3ork life balance:work family conflict

J 3ork related variables and 3ork life balance:work family conflict

J 1amily and 3ork related variables and 3ork life balance : work family conflict

J &utcomes of work family conflict:work life balance

J Individuals2 strategies for work life balance

J &rganizations2 strategies for work life balance

J &rganizations2 initiatives and programmes for work life balance

WORK FAMIL) CONFLICT * WORK LIFE BALANCE

-ome researchers like utek et al. 5665/, 1rone et al. 566Ba/, 3illiams and Alliger 566/,

$agle et al. 566/, 1rone et al. 566/, Hammer et al. 566/, Hsieh et al. B


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study using two separate samples of employed people with families, a systematically selected

sample of psychologists and a volunteer sample of managers. The findings indicated that the

two types of perceived work family conflict work interference with family and family

interference with work/ were clearly separable and relatively independent of each other. The

people perceived less family interference with work than work interference with family.

However, when 1rone et al. 566/ developed and tested an integrative model of work family

interface using a sample of ;B employed adults who were married and:or parents, the

findings supported the indirect reciprocal relation between work to family and family to work

conflict. 1amily to work conflict was found to have indirect influence on work to family

conflict via work distress and work overload. 3ork to family conflict had indirect impact on

family to work conflict via increased parental overload. +a!adhyaksha and +amadoss B


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-tudies by utek et al. 5665/, 3illiams and Alliger 566/, Higgins et al. 566/, 'oscocoo

566/, Aryee et al. 5666b/, rzywacz et al. B


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hypothesized emotional intelligence to be a factor in successful life ad!ustment, including the

successful achievement of a well balanced life. It was found that both the dimensions of

balance, i.e., family:leisure interference with work and work interference with family:leisure

were strongly negatively correlated to emotional intelligence. +esults, thus, showed that high

emotional intelligence was associated with a better balance of life and work.

Higgins et al. 566/ and 1rye and 4reaugh B


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FAMIL) RELATED (ARIABLES AND WORK LIFE BALANCE* WORK FAMIL)

CONFLICT

1amily related variables such as spouse support, spouse work hours, couple2s employment

status, number of children, parental responsibilities, home responsibilities have been studied

in relation to work life balance:conflict. -uchet and 4arling 5678/ in a study of interrole

conflict, spouse support and marital functioning found that support from one2s husband may

assist employed mothers cope with their own interrole conflict, as husbands2 supportive

behaviour and attitude might help in reducing the opposing role demands on, and unrealistic

role e"pectations of employed mothers.

'oerch et al. 5676/ e"amined the relationships among family domain variables and three

sources of work family conflict time, strain and behaviour based/ for both men and women.

1amily domain variables e"amined included time based number of children, spouse work

hours per week, couple2s employment status/ strain based conflict within family, spouse

support, quality of e"perience in spouse or parent role/ and behaviour based antecedents,

family intrusions parental, marital, home responsibilities/ and role involvement. The results

indicated that the time based antecedents number of children, spouse work hours, couple2s

employment status/ were not significantly related to any form of work family conflict for

men or women. -train based antecedent, conflict within family, was found to have a positive

relationship with work family conflict. However, the negative relationship of other strain

based antecedents spouse support, quality of spouse and parental e"periences/ and work

family conflict was not supported. The behaviour based antecedent, role congruity, was not

significantly related to any form of work family conflict. The variable of role involvement

significantly predicted only the time based conflict for men. Adams et al. 5668/ developed

and tested a model of the relationship between work and family. The results suggested that


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higher levels of family emotional and instrumental support were associated with lower levels

of family interfering with work.

1rone et al. 566/ reported that family related support spouse > other family members/ may

reduce family to work conflict by reducing family distress and parental overload. Higgins et

al. 566/ and 1rye and 4reaugh B


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career couples. The results showed that work role stressors role conflict and role ambiguity/

accounted for a significant portion of the variance in time based and strain based conflict for

both men and women. The task characteristics autonomy and comple"ity/ were found to be

associated with work family conflict and were somewhat stronger for women than for men.

3ork schedule characteristics were found to be generally unrelated to work family conflict.

Among women, it did not e"plain significant portion of variance in either time based or strain

based conflict and among men, it was related to only strain based conflict.

4utler et al. B


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al. 566/ reported that higher levels of perceived work schedule fle"ibility were related to

lower levels of work family conflict.

Hill et al. B


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friendly policies, satisfaction with work family balance and !ob satisfaction for diverse

groups of employees with different personal and family needs.

The findings indicated that a variety of family friendly policies and practices were used to

varying degrees by these diverse groups of employees. 1urther, the !ob related factors !ob

demands, !ob involvement/ were found to be the most significant determinants of satisfaction

with work family balance and !ob satisfaction. In addition, it was found that organizational

understanding had more impact on both satisfaction with work family balance and !ob

satisfaction than all family friendly policies. +eliance on fle"ible scheduling was found to

have no significant impact on work family balance or !ob satisfaction for most of sub

population groups.

)ilkie and eltola 5666/ found that women and men report similar levels of success in

balancing work and family and kinds of work family tradeoffs. However, the tradeoffs

reported by respondents were gendered. 'onger working hours ? negatively affected men2s

sense of balance, but did so only marginally for women. 1or women who worked full time,

work hours did not affect balance. It was also found that young children in the household had

a negative impact on success in balancing paid work and family life for employed women but

not for employed men. Again, sacrifices made at work affected men more than women

whereas scarifies made in the family affected women more than men.

rzywacz et al. B


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OUTCOMES OF WORK FAMIL) CONFLICT* WORK LIFE BALANCE

A number of researchers like Adams et al. 5668/, #u"bury and Higgins B


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overall work strain, !ob dissatisfaction, non work related reasons for leaving and turnover

intentions.

INDI(IDUALS+ STRATEGIES FOR WORK LIFE BALANCE

Individuals adopt strategies such as accommodation, negotiation to enhance their work life

balance or reduce work family conflict. -ingh B


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fully in both activities. If support mobilization is unsuccessful or not attempted, individuals

decide whether to participate partially in some combination of both activities or to participate

solely in either the work or family activity. It was found that individuals use multiple cues in

deciding how to respond to situations of potential work family conflict.

ORGANI,ATIONS+ STRATEGIES FOR WORK LIFE BALANCE

&rganizations adopt strategies such as Pseparation2 and Pintegration2 as responses to non0

work. Kirchmeyer 566F/ identified three types of organizational responses to non work

separation, integration, respect/ and used the data collected from BB5 managers, active in

multiple domains, to assess the effectiveness of these organizational responses. 9-eparation*

was a response where employers were concerned mainly with workers2 fulfilling their work

responsibilities, and viewed workers2 non work lives as solely the concern of workers

themselves. In the case of 9integration* response, employers treated work and non work as

related worlds that affected one another, and acted to reduce the gap between them in an

effort to help workers manage their multiple domains. 9+espect* referred to the employer

acknowledging and valuing the non work participation of workers, and committing to support

it. The effectiveness of these responses was assessed in terms of their ability to reduce the

negative spillover from non0work, and to enhance both organizational commitment and the

positive side of spillover. Integration and respect responses revealed positive correlations

with organizational commitment, whereas separation response showed a negative correlation.

It was found that the type that enhanced the fle"ibility of the work0 non work boundary and

involved the employer in providing resources for workers to fulfill non0work responsibilities

themselves proved most effective.

ORGANI,ATIONS+ INITIATI(ES AND PROGRAMMES FOR WORK LIFE

BALANCE


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A number of work life balance initiatives: programmes have been undertaken by the

organizations and various researchers like Kossek et al., 566= &sterman, 566F = Thomas and

anster, 566F= )illiken et al., 5667= @ewman and )athews, 5666= )a"well and )c#ougall,

B


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acute health care facilities. The results of the study suggested that family supportive work

policies and practices produce significant benefits in terms of employees attitudes and well

being. -upportive practices, fle"ible scheduling and supportive supervisors, were found to

have direct positive effects on employee perception of control over work and family matters.

%ontrol perceptions in turn, were associated with lower levels of work family conflict, !ob

dissatisfaction, depression, somatic complaints and blood cholesterol. Konrad and )angel

B


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CHAPTER

RESEARCH METHODOLOG)

OB.ECTI(ES OF THE STUD)

The core purpose of this study is to analyze the impact of work life balance on the employee

productivity in the banking sector.

-tudy the e"isting 3ork 'ife 4alance ractices in the 4anking -ector.

Analyze the impact of 3ork 'ife 4alance ractices on $mployee +etention.

To study the different aspects of 3ork 'ife 4alance.

To compare work life balance in private and public sector banks.

To suggest ways to enhance work life balance.

SCOPE OF RESEARCH


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The significance of choosing this study is to understand employees 3ork0life 4alance* level

and its effect on employee productivity at banks.

Through this study I came to know that

3hat benefits and facilities banking !obs providing to the employees.

3hat conditions or requirements based on age, se", religion, caste and ethnicity

employees think should be provided by !ob.

This helps banks to know 3here they are lacking in having a satisfied workforce in

terms of 3ork0life 4alance presently.

How they can modify it in futureS

LIMITATIONS

This study is restricted to 4ank employees only

This study was conducted only from the bank employees who resides in kalyan0

#ombivli +eluctance on part of some employees in responding to the questionnaire

PRIMAR) DATA

rimary data is comprised of information collected from the questionnaires. The survey was

conducted on employees of both public and private sector banks. 5F employees of public

sector and 5 of private sector ,total of ;B employees were approached to ascertain their

views on 3ork0life balance. The targeted employees were managers, officers and clerks.

The questionnaire consists of two sections.

SECTION A

It includes the demographic and socio0economic variables like age, marital status, education,

total service e"perience, type of family, income, designation, etc


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SECTION B

It consists of total 5< statements based on 3ork0life 4alance of respondents. The respondents

were asked to mark the response in accordance to their levels of satisfaction in terms of

3ork0life balance.

SECONDAR) DATA

-econdary #ata were collected through the sources like internet and books.

SAMPLE SI,E

A random sample of ;B respondents was taken from both public and private sector banks, on

whom a questionnaire was administered and information was obtained.

CHAPTER /

DATA ANAL)SIS 0 INTERPRETATION

The main findings of the study are discussed under following sub0heads

PROFILES OF THE RESPONDENTS OF BOTH THE BANKS

SECTION A

RESPONDENTS PROFILE


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SR2NO SOCIO-PERSONAL TRAITS TOTAL 3

12 AGE4)EARS5

'1-/ '1 6726

7-/8 9 '821

/9-6' ' 62'7

'2 SE:

MALE 11 /28

FEMALE '1 6726

2 EDUCATIONAL STATUSHSC 7 1726

GRADUATION 11 /28

POST-GRADUATION 16

7;

/2 MONTHL) SALAR) 4RS5

7

72 MARTIAL STATUS

MARRIED '1 6726

UNMARRIED 11 /28

62 SER(ICE E:PERIENCE

1-1/ '/ >7

17-'8 8 '7

RESPONDENTS PROFILE

The profile of the respondents has been discussed as under


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AGE -

It has been observed from the data in the -ection A that ma!ority of the respondentsB5 out of

;B/ in 4ank were in the age group of B50; years whereas those who were in the age group

of ;F07 years were 6 and B respondent was in the age group of 608B

SE: -

55 employees were male whereas B5 of them were female employees of 4ank

EDUCATIONAL STATUS -

It is clear from the data that ;.;7G of the employees were graduate, F


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SECTION B

3ork?life balance is a broad concept including proper prioritizing between 9work* career

and ambition/ on the one hand and 9life* Health, pleasure, leisure, family and spiritual

development/ on the other. +elated, though broader, terms include 9lifestyle balance* and

9life balance*.

5. 1rom how many years you are working in this organizationS

a.


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d. )ore than 5F Uears

34%

28%

13%

25%

N!2 O? )ears

0-5 Years

5-10 Years

10-15 Years

Above 15 years

I#terpretati!#

Among ;B respondents ;G of employees are working in the bank in the range of


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50%

22%

28%

W!r$i#@ H!%rs

0-7 Hours

7-9 Hours

Above 9 Hours

I#terpretati!#

Among ;B respondents F


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41%

59%

Satis?ati!# Leve&

Satisfed

Dissatisfed

I#terpretati!#

Among ;B respondents 5G of employees are satisfied with the working working Hours of

bank and F6G are dissatisfied with the working hours of bank.

. #oes after working hours you get enough time for your family S

a. Ues

b. @o

34%

66%

Spe# e#!%@ Tie ?!r Fai&

Yes

o

I#terpretati!#


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Among ;B respondents ;G of employees spend enough time with the family and rest 88G

are still finding it difficult to spend enough time with their family.

F. #o you feel that you are able to balance your work lifeS

a. Ues

b. @o

28%

72%

W!r$ -&i?e Ba&a#e

Y!S

"

I#terpretati!#

Among ;B respondents B7G of employees feel that they can better balance their work0life

and remaining BG feel that they are unable to maintain work0life balance.


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8. #o you have more pressure of work in the organization or it is evenly distributedS

a. Have ressure

b. 3ork is evenly distributed

3ork 'oad 3ork #istributed

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