WORK LIFE BALANCE IN BANKING SECTOR

SUBMITTED TO PANJAB UNIVERSITY, CHANDIGARH

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION

SUBMITTED TO: SUBMITTED BY:

MS. MEHAK SHARMA JASMINE SHARMA

(ASSISTANT PROFESSOR) PUPIN- 14316000659

ROLL NO.16089900

KHALSA COLLEGE FOR WOMEN

CIVIL LINES, LUDHIANA
(2018-2019)

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 ACKNOWLEDGEMENT

If words are considered as a symbol of token and appreciation then let words play their heralding
role of expressing my sincerest gratitude and thanks.

Foremost of all I express my sincere gratitude to ALMIGHTY for bestowing upon my favors and
keeping me in high spirit.

I wish to express her deep gratitude to Ms. Mehak Sharma for acting as a guide and providing
me with continuous support and guidance. This report could not have been always remaining
grateful to her.

I am highly thankful to all the people directly related and the students for being cooperate
without whose help this project would not have been proven meaningful.

Jasmine Sharma

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 CERTIFICATE

This is to certify that the project entitled to “Work Life in Banking Sector” embodies the work
carried out by Jasmine Sharma, (14316000659) herself under my supervision and that it is
worthy of consideration for evaluation.

Ms. Mehak Sharma

(Assistant Professor)

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 DECLARATION

I hereby affirm that work presented in this project report entitled to “Work Life in Banking
Sector” is exclusively my own and there are no collaboration does not contain any work for
which degree or diploma has been avoided by any other university / institution.

Date:

Place: Jasmine Sharma

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 TABLE OF CONTENTS

Chapter No. Chapter Name Page no.

1. INTRODUCTION 1-30

2. REVIEW OF LITERATURE 31-42

3. RESEARCH METHODOLOGY 43-44

4. DATA ANALYSIS AND INTERPRETATION 45-61

5. FINDINGS, SUGGESTIONS AND CONCLUSION 65-67

ANNEXURE-I i

ANNEXURE-II ii-iii

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 CHAPTER-1

INTRODUCTION

Work-life balance is about effectively managing the juggling act between paid work and
the other activities that are important to people. It's not about saying that work is wrong or bad,
but that work shouldn't completely crowd out the other things that matter to people like time with
family, participation in community activities, voluntary work, personal development, leisure and
recreation.

The 'right' balance is a very personal thing and will change for each person at different
times of his or her lives. For some people the issue is being able to get into work or find more
work rather than having too much work. There is no 'one size fits all' solution.

A balanced life is one where we spread our energy and effort - emotional, intellectual,
imaginative, spiritual and physical – between key areas of importance. The neglect of one or
more areas, or anchor points, may threaten the vitality of the whole.

There was been much concern today about the decent wages, convenient working hours,
conductive working conditions, etc. There is no generally acceptable definition about this term
“Quality of Work life”. However, some Attempts were made to describe the term quality of work
life. It refers to the Favorableness or unfavourableness of a job environment for people.

J. Richard and J. Lay define as the Quality of Work life degree to which members of a
work organization are able to satisfy important personnel needs through their experience in the
organization.

Quality of work life improvements are defined as any activity which takes place at every
level of an organization, which seeks greater organizational Effectiveness through the
enhancement of human dignity and growth. A process through which the stock-holders in the
organization management, unions and employees-learn how to work together better to determine
for themselves that actions, changes and improvements are desirable and workable in order to
achieve the twin and simultaneous goals of an improved quality of life at work for all members
of the organization and greater effectiveness for both the company and the unions.

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 Quality of work life (QWL) is viewed as an alternative to the control approach of
managing people. The QWL approach considers people as an ‘asset’ to the organization rather
than as ‘costs’.

It believes that people perform better when they are allowed to participate in managing
their work and make decisions

Quality of Work Life (QWL) can be defined as an extent to which an employee is

satisfied with personal and working needs through participating in the workplace while achieving
the goals of the organization. Louis and Smith (1990) research identified the importance of QWL
in reducing employee’ turnover and employee well-being impacting on the services offered.

Initially, Quality of Work life concept was used only for job redesigning process by
considering social- technical system approach, but gradually this concept was broadened by
considering large interventions. Focusing on improving Quality of Work life to increase the
contentment and satisfaction of employees can result in various advantages for both employees
and organization. Through the effective implementation of interventions of Quality of Work life
such as flexible time, job enrichment, job enlargement, autonomous work group culture, it is
possible to enhance status of Quality of Work life in employees. These interventions ensure the
full use of a worker’s potential by assuring greater involvement which makes the work more
effective and efficient by augmenting the quality. Quality of Work life also provides
opportunities for active involvement of employees in decision making process.

Human resource is an asset to the organization; an unsatisfied employee is the first enemy
of the organization. To sustain in competitive market, organizations have to maintain skilled
employees. Employees have to be treated as an asset not liability and this is possible only
through the humanized job design process, known as Quality of Work Life.

DEFINITION

“Quality of Work life is a way of thinking about people, work and organizations, distinctive
elements are (i) a concern about the impact of work on people as well as on organizational
effectiveness, and (ii) the idea of participation in organizational problem-solving and decision
making.” —Nadler and Lawler.

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EVOLUTION AND DEVELOPMENT OF QUALITY OF WORK LIFE

Evolution of QWL is also traced back to various phases in history. One such tracing is done by
Walton by turning the pages of history of the last century. He reports that in early 20th century,
legislation was enacted to protect employees from job injury and to eliminate hazardous working
conditions on the one hand and inauguration of unionization movement, on the other. Emphasis
was given to work related conditions such as job security, due process at the work place and
economic gains for the worker. This was followed by propounding different theories by
psychologists proposing a positive relationship between morale and productivity.

It was against above background that finally, in the 1970s, the idea of QWL was conceived.
QWL was quite broader in sense and scope than these earlier stray developments mentioned
above. Human values, needs and aspirations were at the heart of the concept of QWL.

The theories of motivation and leadership propounded by the behavioral scientists also served as
seed bed for the development of the concept of QWL. To quote Maslow depicted in his well-
known theory, ‘Need hierarchy theory of motivation’, the complexity of human nature with
regard to needs and their satisfaction. He says that no sooner the lower order needs are satisfied,
people start seeking satisfaction for higher order needs of their need-hierarchy.

CONSTITUENTS OF QUALITY OF WORK LIFE

Walton lists eights conceptual categories i.e. constituents that together make up the quality of
working life. These are briefly discussed below:

Work Environment:

Working environment is a place in which one works. It is a social and professional environment
in which employees are supposed to interact with a number of people, and have to work with co-
ordination in one or the other way. Safe and healthy working conditions ensure good health,
continuity of services, decreased bad labor management relations. A healthy worker registers a
high productivity. Employees are cheerful, confident and may prove an invaluable asset to the
organization if the working environment is good. It consists of safe physical and mental working
situations and determining reasonable working hours.

Organization Culture and Climate:

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Organization culture is a set of properties and organization climate is a collective behavior of
people that are part of an organization values, vision, norms etc. Promotion opportunities,
promotion and reward evaluation criteria used are both under the direct control of an
organization and subject to the organization's policies.

Relation and Co-Operation:

Relation and cooperation is a communication between management and employees, concerning

workplace decision, conflicts and problem resolving. Work and career are typically pursued
within the framework of social organization and the nature of personal relationships becomes an
important dimension of Quality of Work Life. Acceptance of the workers is based on skills, work
related traits, abilities and potential without considering the race, sex, physical appearance, etc.

Training and Development:

Training and development is an organizational activity aimed at bettering the performance of

individual and groups. QWL is ensured by the opportunities provided by the job for the
development of the employees and encouragement given by the management to perform the job,
having good conditions to increase personal empowerment and skills.

Compensation and Rewards:

Compensation and rewards are motivational factors. The best performer is given the rewards,
and this builds the competitions among the employees to work hard and to achieve both
organizational and individual goals. The economic interests of employees drive them to work
and employee satisfaction dependent to some extent on the compensation offered. Pay should be
fixed on the basis of the work done, individual skills, responsibilities undertaken, performance
and accomplishments.

Facilities:

Facilities play major role in actualization of the goals and objectives by satisfying both the
physical and emotional needs of the employees. Facilities include food service, transportation,
security, etc. Many employers have found it beneficial to allow alternate work arrangements for
their employees. This is one method to increase employee productivity and morale. The alternate
work arrangements to the employees include flexible working hours, shorter or no commute, and
secure working environment.

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Job Satisfaction and Job Security:
Job satisfaction is the favorableness or un-favorableness with which employees view their work.
Job satisfaction is impacted by job design. Jobs that are rich in constructive behavioral elements
such as work autonomy, task variety, identity, work significance and feedback etc. contribute to
employees’ satisfaction.
Employees want stability of employment and do not like to be the victims of whimsical personal
policies and stay at the mercy of employers. Job security is another factor that is of concern to
employees. Permanent employment provides security to the employees and improves their QWL.
Autonomy of Work:
In autonomous work groups, employees are given the freedom of decision making. Workers
themselves plan, co-ordinate and control work related activities. It also includes different
opportunities for personnel such as independency at work and having the authority to access the
related information for their task.
Adequacy of Resources:

Resources should match with stated objectives; otherwise, workforce will not be competent to
achieve the predefined objectives. This results in employee dissatisfaction and lower QWL.
Adequacy of resources has to do with enough time and equipment, adequate information and
help to complete assignments.

FACTORS INFLUENCING THE QUALITY OF WORK LIFE

i) Remuneration:
The most important factor that emerged out of the analysis is ‘remuneration. This factor
establishes that the most important determinant of the quality of work life is remuneration. The
respondents feel that their pay and perks should be in proportion to their skill set and knowledge
base. They also expect salaries at par with the prevalent market rate. Further, they also expect to
be paid for overtime and during probation period. Perks like free transport, free accommodation
and provident fund are sought.
ii) Opportunities for personal growth:
With the intense competition in the banking industry, personal growth and advancement are an
important prerequisite to a good quality of work life in this industry. This factor establishes this
argument .After a handsome remuneration, bank employees in India seek opportunities for

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personal growth .The variables loaded on this factor clearly indicate that employees consider
training in latest techniques, skill up gradation and fair appraisal of their performance as
important variables influencing the quality of work life.

iii) Supportive leadership and structures:

In sync with the findings of the study conducted by Runcie in 1980, the present study also points
out a good quality of leadership and streamlined organizational structures as an important
determinant of the quality of work life. All the six variables loaded on this factor are indicative
of the same. Employees are looking for a clear delineation of their duties, responsibility and
authority. They also appreciate involvement in decision-making, availability of a forum where
they can voice themselves and leniency in case of mistakes made.
iv) Work environment:
The current study reinforces the same. The five variables loaded on the current factor, clearly
indicate that a good work environment improves the quality of work life. Bank employees in
India seek hygienic work conditions, low levels of stress, good safety and health policies,
equality and dignity of labour. Ensuring that the work environment provides these to the
employees will significantly help in improving employee morale and hence work satisfaction.
v) Work life balance:
An individual needs to create an effective balance between his personal and work life. Ensuring
that an employee has adequate leisure time and opportunities to spend quality time with his
family will definitely improve the quality of work life.

MEASURING QUALITY OF WORK LIFE

A) Quality of work life through employee involvement:
One of the most common methods used to create QWL is employee involvement. Employee
involvement (EI) consists of a variety of systematic methods that empower employees to
participate in the decisions that affect them and their relationship with the organization. Through
(EI), employees feel a sense of responsibility, even ownership ́ of decisions in which they
participate. To be successful, however, EI must be more than just a systematic approach; it must
become part of the organization’s culture by being part of management’s philosophy. Some

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companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-
Packard, IBM, General Motors, Ford, etc.

B) Quality circles:
Quality circles are small groups of employees who meet regularly with their common leader to
identify and solve work-related problems. They are a highly specific form of team building,
which are common in Japan and gained popularity in North America in the late1970s and early
1980s. By the 1980s most medium- and large-sized Japanese firms had quality control circles for
hourly employees. This effort began as a quality improvement program but has since become a
routine procedure for many Japanese managers and cornerstone of QWL efforts in many
Japanese firms. Several characteristics make this approach unique. First, membership in the
circle involuntary for both the leader (usually the supervisor) and the members (usually hourly
workers). Secondly, the creation of quality circles is usually preceded by in-house training. For
supervisors these sessions typically last for two or three days. Most of the time is devoted.
To discussions of small-group dynamics, leadership skills, and indoctrination in the QWL and
quality circle philosophies. About a day is spent on the different approaches to problem-solving
techniques. The workers also receive an explanation of the supervisor’s role as the group’s
discussion leader and information on the quality circle concept. Thirdly, as is pointed out in the
training, the group is permitted to select the problems it wants to tackle. Management may
suggest problems of concern, but the group is empowered to decide which ones to select. Ideally,
the selection process is not by democratic vote but is arrived at by consensus, whereby everyone
agrees on the problem to be tackled. When employees are allowed to select the problems they
want to work on, they are likely to be more motivated to find solutions. And they are also more
likely to be motivated to stay on as members of the circle and solve additional problems in the
future.
C) Socio-technical systems:
Another intervention to improve QWL is the use of socio-technical systems. Socio-technical
systems are interventions in the work situation that restructure the work, the work groups, and
the relationship between workers and the technologies they use to do their jobs. More than just
enlarging or enriching a job, these approaches may result in more radical changes in the work
environment.

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D) Autonomous work group:
A more common, still rare, approach to employee involvement is the use of autonomous work
groups. These are teams of workers, without a formal company-appointed leader, who decide
among themselves most decisions traditionally handled by supervisors. The key feature of these
groups is a high degree of self-determination by employees in the management of their day-to-
day work. Typically this includes collective control over the pace of work, distribution of tasks,
organization of breaks, and collective participation in the recruitment and training of new
members. Direct supervision is often necessary. QWL is more likely to improve as workers
demand jobs with more behavioural elements. These demands will probably emerge from an
increasingly diverse and educated work force that expects more challenges and more autonomy
in its jobs such as worker participation indecisions traditionally reserved for management.

NATURE AND SCOPE OF QUALITY OF WORK LIFE

Quality of work life is the quality of relationship between employees and total working
environment.
A Great Place to work is where “You Trust the people you work for, have pride in what you do,
and enjoy the people you work with.” Quality of work life represents concern for human
dimensions of work and relates to job satisfaction and organizational development.

THE FOLLOWING ASPECTS IMPROVE THE QUALITY OF WORK LIFE

1. Recognition of work life issues:
Issues related to work life should be addressed by the Board and other important officials of the
company like why people are not happy, do they need training, why employee morale is poor
and numerous other issues. If these are addressed properly, they will be able to build, “People-
Centered Organizations”.
2. Commitment to improvement:

QWL can be improved if the staff is committed to improvement in productivity and

performance. This issue can be taken by the board through staff recognition and support
programmers. Board should prepare QWL reports on periodic basis to boost the system. They
can also introduce reward system which will be of help to them.

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3. Quality of work life teams:
Board members should form the combined team of managers and workers and all the issues and
common themes must be identified.
Work Life Teams = Managers + Staff
All issues must be addressed like loss of morale, lack of trust, increased intensity of work,
reward, recognition etc. and commonly, managers and staff should arrive at solutions.
4. Training to facilitators:
Both the leader and staff can assess the job requirement and decide jointly what type of training
is required to improve the quality of work life
5. Analyze information from focus group:
After the formation of focus groups and their discussion on different issues and collection of
information, the information should be analyzed to give right direction to organizational
activities.
6. Identify and implement improvement opportunities:
It is important to identify and implement improvement opportunities like communication,
recognition and non-monetary compensation. Improving support structure, constant review of
reward and recognition system etc. would help in formulating communication strategies,
focusing on linkages between managers and staff
7. Flexible work hours:

The diverse work force of today does not want to work for fixed hours or days. They want
flexibility in their work schedule so that professional and personal life can be managed together.

8. Flexibility can improve the Quality of Work life in the following ways:
i. Work for longer hours in a day with less number of working days in a week.
ii. Going to office for fixed hours but in different time slots rather than fixed working hours.
Many companies even provide the flexibility of work from home.
9. Autonomy to work:
Delegation is an essential element of organization structure. People want freedom to work in
their own way, in terms of forming teams and making decisions. If they are allowed to do so, it
enhances the QWL. An organization with high quality of work life is “an organization that
promotes and maintains a work environment that results in excellence in everything it does – by

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ensuring open communication, respect, recognition, trust, support, wellbeing and satisfaction of
its members, both, personally and professionally”.

IMPORTANCE OF QUALITY OF WORK LIFE:

Many companies find that paying attention to the needs of employees can benefit the company in
terms of productivity, employee loyalty and company reputation.
Quality of work life is important because of the following reasons,
1. Enhance stakeholder relations and credibility:
A growing number of companies that focus on QWL improve their relationships with the
stakeholders. They can communicate their views, policies, and performance on complex social
issues; and develop interest among their key stakeholders like consumers, suppliers, employees
etc.
2. Increase productivity:
Programmes which help employees balance their work and lives outside the work can improve
productivity. A company’s recognition and support — through its stated values and policies —
of employees’ commitments, interests and pressures, can relieve employees’ external stress.
This allows them to focus on their jobs during the workday and helps to minimize absenteeism.
The result can be both enhanced productivity and strengthened employee commitment and
loyalty.
3. Attraction and retention:
Work-life strategies have become a means of attracting new skilled employees and keeping
existing ones satisfied. Many job seekers prefer flexible working hours as the benefit they would
look for in their job. They would rather have the opportunity to work flexible hours than receive
an additional increment in annual pay.
 More employees may stay on a job, return after a break or take a job with one company
over another if they can match their needs better with those of their paid work.
 This results in savings for the employer as it avoids the cost of losing an experienced
worker and recruiting someone new.
 Employers who support their staff in this way often gain loyalty from the staff.

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4. Reduces absenteeism:
a. Companies that have family-friendly or flexible work practices have low absenteeism.
Sickness rates fall as pressures are managed better. Employees have better methods of
dealing with work-life conflicts than taking unplanned leave.
b. Workers (including the managers) who are healthy and not over-stressed are more
efficient at work.

5. Improve the quality of working lives

a. Minimizing work-life role conflict helps prevent role overload and people have a more
satisfying working life, fulfilling their potential both in paid work and outside it.

b. Work life balance can minimize stress and fatigue at work, enabling people to have safer
and healthier working lives. Workplace stress and fatigue can contribute to injuries at
work and home.
c. Self-employed people control their own work time to some extent. Most existing
information on work-life balance is targeted at those in employment relationships.
However, the self-employed too may benefit from maintaining healthy work habits and
developing strategies to manage work flows which enable them to balance one with other
roles in their lives.

6. Matches people who would not otherwise work with jobs:

a. Parents, people with disabilities and those nearing retirement may increase their work force
participation if more flexible work arrangements are made. Employment has positive individual
and social benefits beyond the financial rewards.
b. Employers may also benefit from a wider pool of talent to draw from, particularly to their
benefit when skill shortages exist.

7. Benefiting families and communities:

a. In a situation of conflict between work and family, one or other suffers. Overseas studies have
found that family life can interfere with paid work. QWL maintains balance between work and
family. At the extreme, if family life suffers, this may have wider social costs.

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b. Involvement in community, cultural, sporting or other activities can be a benefit to community
and society at large. For instance, voluntary participation in school boards of trustees can
contribute to the quality of children’s education.

While such activities are not the responsibility of individual employers, they may choose to
support them as community activities can demonstrate good corporate citizenship. This can also
develop workers’ skills which can be applied to the work place.

8. Job involvement:
Companies with QWL have employees with high degree of job involvement. People put their
best to the job and report good performance. They achieve a sense of competence and match
their skills with requirements of the job. They view their jobs as satisfying the needs of
achievement and recognition. This reduces absenteeism and turnover, thus, saving organizational
costs of recruiting and training replacements.

9. Job satisfaction:
Job involvement leads to job commitment and job satisfaction. People whose interests are
protected by their employers experience high degree of job satisfaction. This improves job
output.

10. Company reputation:

Many organizations, including Governments, NGOs, investors and the media, consider the
quality of employee experience in the work place when evaluating a company. Socially
responsible investors, including some institutional investors, pay specific attention to QWL when
making investment decisions.

SIGNIFICANCE OF GOOD WORK-LIFE QUALITY

1. Decrease absenteeism and increase turnover.
2. Less number of accidents.
3. Improved labor relations.
4. Employee personification.
5. Positive employee attitudes toward their work and the company.

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6. Increased productivity and intrinsic motivation.
7. Enhanced organizational effectiveness and competitive advantage.

8. Employees gain a high sense of control over their work.

PROBLEMS IN IMPROVING THE QUALITY OF WORK LIFE

Though every organization attempts to improve the employer-employee relations and through it,
the quality of work life of employees, problems may occur in effective implementation of QWL
programmes.
These problems may occur because of,
1. Poor reward and recognition:
People will not do their best when they feel that employers’ commitment in terms of reward and
recognition is lacking. Commitment is a mutual phenomenon. When employers want to get the
best from employees but do not give them reward and recognition, people will not be committed
to work
2. Dead-end jobs:
Work which does not offer opportunities for growth and promotion is one of the greatest reasons
for employees’ de-motivation and non-commitment. Jobs which deprive employees of self-
development and growth opportunities lead to high dissatisfaction and disloyalty.
3. Managing by intimidation:
Mistreating people and managing them by threats and embarrassment leads to employees’
dissatisfaction and weakens their commitment. In a best seller book” The Loyalty Link” Dennis
G. Mc Catty has identified managing by intimidation as one of the seven ways which undermine
employees’ loyalty.
4. Negative working environment:

Non-acceptance by colleagues, non-cooperation, too much politics, and negative behavior by

colleagues, supervisors and other people in the company also hamper commitment. At the end of
the day people want peace of mind, which if not available in the work environment will
discourage them to show total support to the company.

5. No job security:
One of the major needs of employees is job security. If the employee feels that he can lose his
job anytime, he would not be committed towards company’s goals.

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6. Negative attitude:
Some people by nature are not committed to anything and anyone and as such they would not be
committed to their employers also. Commitment is an attitude and those who lack it will not be
committed to their jobs.
QUALITY OF WORK LIFE IN THE INDIAN CONTEXT:
QWL in India has emerged as a movement it is the V. V. Giri national institute of labor.
Following are the major that led to the QWL movement in our country:
1. Available evidences indicate that the changing profile of the Indian worker from an
illiterate, rural, low caste individuals to educate, urban and essentially belonging to upper
strata of caste structure has made him/her more concern for own hopes and aspirations.
The blue collar worker for example seems more committed one duly molded to fit in the
emergent social structure of the day.
2. That worker is not just like other factors of production such as machinery, land, and
capital but a human being with feelings and emotions, has made organization behave with
workers accordingly. The establishment of a separate ministry of human resources
development by the government of India is a testimony to such realization. However the
Indian worker is so far deprived of such a position is reported by Sen. Gupta. Indian
worker wish has yet to be duly recognized and rewarded accordingly.
3. In India around 10 percent of worker in organized sector are unionized. The past records
relating to labor unions lend enough evidence that the unionized work force has been
much vocal for demands of one type or other. These usually relate their better working
conditions.

4. That human behavior is highly unpredictable and complex underline the needs for the
study of the organizational behavior.QWL is one of the newer concepts experimenting
how to make effective utilization of human resources.

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ISSUES OF WORK LIFE

Work-life balance is increasingly an issue for any country. Jobs, the workplace and the
workforce are changing as:

 More women and sole parents go into work.

 More people juggle more than one job.

 The workforce ages and is increasingly diverse.

 Businesses continue to compete globally to hire skilled workers.

 Technology changes the way we work - e.g. cell phones and PCs blur the
distinction between work and personal time.

For any country, the two biggest work-life balance problems are:

 People with not enough work or income

 People who have too much work: the low paid who need to work long hours to
earn enough and the higher paid who may feel trapped into working more hours
than they want to.

Through the consultation, employers told that they wanted to address work-life balance
issues in their workplaces, and that they wanted practical tools to implement work-life balance
initiatives. Workers, families and individuals told us that the key issues for them in achieving
work-life balance concerned their caring responsibilities, workplace practices and cultures, and
the need to earn sufficient income.

Drivers for Change

Work-life balance has become increasingly important for a number of social and economic
reasons that are making:

 organizations think about how they work

 Government think about how people balance paid and unpaid work and care

 Individuals think about the role work has and will have at different stages of their lives.

Broadly, this shift is influenced by changes to markets, ways of working, the labour market
and expectations of work. In the public sector, these drivers mean:

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  Pressures to increase efficiencies while at the same time responding to the demands of
service users, creating more flexible and responsive public services.

 That there is a need to understand better and respond to customer requirements in a

population that is becoming older and more ethnically diverse. Therefore people who
possess these skills and relationships are crucial to helping organizations understand new
customer segments, promote creativity and cope with increasingly complex business
models.

Effect of Work-Life Balance

The case for work-life balance tends to be made on two counts.

 First, that work-life balance improves individuals’ health, wellbeing and job satisfaction.

 Second, that business can benefit from work-life balance because these policies:

 improve productivity and worker commitment

 reduce sickness absence

 increase retention rates for talented workers and reduce replacement costs

 allow organizations to recruit from a wider pool of talent

 Enable organizations to offer services beyond usual business hours by employing

workers on different shifts that fit in with caring responsibilities.

Characteristics

 Work Life Balance Business Benefits.

 Not constant, comes and goes with life changes

 It takes WORK

 The process of seeking balance can be deeply rewarding

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Benefits of Work-Life Balance

1. Better recruiting

The best recruits want to work for the best companies. Salary and benefits packages may
convince them to work at a given company, but nothing sells the workplace better than meeting
other employees who are happy and positive about where they work. Even employees who don’t
need work-life benefits have a better view of their workplaces. Wendy Caspar writes in the
Journal of Vocational Behavior that “the mediating effects of anticipated organizational support
may explain why individuals who are unlikely to use work-life policies are still more inclined to
pursue jobs with organizations that offer them.” [4]

2. More creativity

Employees who do nothing but sit at their desks all day rarely have the opportunity to discover
ideas or meet people who can inspire new approaches to solving problems. It’s important to step
away from the office for a while to breathe and see what other people want and what they are
interested in.

3. Healthy means happy

When employees are sick, run-down or haven’t slept well, they don’t have the energy or
enthusiasm to excel at their jobs. When they have the time to rest, make a healthy dinner and get
enough sleep without worrying about missing something at the office, they will have better
overall health. Even if an employee gets sick, they return sooner and feel happier to return to an
understanding and supportive workplace.

4. Less burn-out

No one can survive a constant diet of stress. Even the most indefatigable employee loses the
desire to come into work constantly. Sooner or later the crazy pace catches up, and when it does,
it can feel like there are only choices: quit or go crazy. When employees know that the company
is flexible, their job becomes even more valuable to them.

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5. The company will grow

When employees are happy at work, they are more likely to stay and help the organization
succeed. In addition, they are more positive when working with customers which means the
company’s reputation improves. The results speak for themselves.

On the other hand, family is very important part of our everyday life. It helps us in improving our
personality. It also helps us in shaping our life. It teaches us the value of love, affection, care,
truthfulness, self-confidence and provides us strength, which is necessary to get success in life.
This is where you are completely tension free and everyone is there to love and respect you, help
you and take care of you. Family encourages you to survive through tough times and bring joy
and happiness into your life. It gives more meaning to our identity. Family life is important in the
sense that it gives basic strength to a person.

Aspects of Life Satisfaction

If an individual takes care of himself it is possible to lead a good balanced and successful life.
Otherwise it would turn into a misery. Understanding priorities of work as well as his family
would reduce the stress of the individual. Setting the priorities and fulfilling them becomes a
stepping-stone to the successful and meaningful life. So, Man must give equal importance to his
work and life, then Work and Life both would be more enjoyable, fulfilling, creative and
ultimately satisfying. But this becomes mere dream in today‘s fast moving competitive world.

23
This brings disturbance to the Work and Life. The enjoyable life becomes a misery then health
and performance at work starts deteriorating.

INDIAN BANKING SECTOR AND ITS CHALLENGES:

It is said that the banking sector mirrors the larger economy – its linkages to all sectors make it a
possible for what is happening in the economy as a whole. The following paragraphs will briefly
describe the Indian banking sector and challenges before it.

Need of the Banks:

Before the establishment of banks, the financial activities were handled by money lenders and
individuals. At that time the interest rates were very high. Again there were no security of public
savings and no uniformity regarding loans. So as to overcome such problems the organized
banking sector was established, which was fully regulated by the government. The organized
banking sector works within the financial system to provide loans, accept deposits and provide
other services to their customers. The following functions of the bank explain the need of the
bank and its importance:

 To provide the security to the savings of customers.

 To control the supply of money and credit
 To encourage public confidence in the working of the financial system, increase savings
speedily and efficiently.
 To avoid focus of financial powers in the hands of a few individuals and institutions.
 To set equal norms and conditions (i.e. rate of interest, period of lending etc) to all types
of customers

Evolution of the Indian Banking Industry:

The Indian banking industry has its foundations in the 18th century, and has had a varied
evolutionary experience since then. The initial banks in India were primarily traders‘ banks
engaged only in financing activities. Banking industry in the pre-independence era developed
with the Presidency Banks, which were transformed into the Imperial Bank of India and
subsequently into the State Bank of India. The initial days of the industry saw a majority private

24
ownership and a highly volatile work environment. Major strides towards public ownership and
accountability were made with nationalisation in 1969 and 1980 which transformed the face of
banking in India. The industry in recent times has recognised the importance of private and
foreign players in a competitive scenario and has moved towards greater liberalisation.

Current Structure of Indian Banking Industry:

Currently the Indian banking industry has a diverse structure. The present structure of the Indian
banking industry has been analyzed on the basis of its organised status, business as well as
product segmentation.

Organisational Structure:

The entire organised banking system comprises of scheduled and non-scheduled banks. Largely,
this segment comprises of the scheduled banks, with the unscheduled ones forming a very small
component. Banking needs of the financially excluded population is catered to by other
unorganised entities distinct from banks, such as, moneylenders, pawnbrokers and indigenous
bankers.

Scheduled Banks:

A scheduled bank is a bank that is listed under the second schedule of the RBI Act, 1934. In
order to be included under this schedule of the RBI Act, banks have to fulfill certain conditions
such as having a paid up capital and reserves of at least 0.5 million and satisfying the Reserve
Bank that its affairs are not being conducted in a manner prejudicial to the interests of its
depositors. Scheduled banks are further classified into commercial and cooperative banks. The
basic difference between scheduled commercial banks and scheduled cooperative banks is in
their holding pattern. Scheduled cooperative banks are cooperative credit institutions that are
registered under the Cooperative Societies Act. These banks work according to the cooperative
principles of mutual assistance.

Scheduled Commercial Banks (SCBs):

Scheduled commercial banks (SCBs) account for a major proportion of the business of the
scheduled banks. As at end-March, 2009, 80 SCBs were operational in India. SCBs in India are
categorized into the five groups based on their ownership and/or their nature of operations. State

25
Bank of India and its six associates (excluding State Bank of Saurashtra, which has been merged
with the SBI with effect from August 13, 2008) are recognised as a separate category of SCBs,
because of the distinct statutes (SBI Act, 1955 and SBI Subsidiary Banks Act, 1959) that govern
them. Nationalised banks (10) and SBI and associates (7), together form the public sector banks
group and control around 70% of the total credit and deposits businesses in India. IDBI ltd. has
been included in the nationalised banks group since December 2004. Private sector banks include
the old private sector banks and the new generation private sector banks- which were
incorporated according to the revised guidelines issued by the RBI regarding the entry of private
sector banks in 1993. As at end-March 2009, there were 15 old and 7 new generation private
sector banks operating in India.

Foreign banks are present in the country either through complete branch/subsidiary route
presence or through their representative offices. At end-June 2009, 32 foreign banks were
operating in India with 293 branches. Besides, 43 foreign banks were also operating in India
through representative offices.

Reasons of Work-Life Imbalance in Banking Sector:

Banks have grown so extensively that it now plays a significant part in the economy. With the
opening up of the economy of India, dramatic change has been observed in the banking sector of
India. Such institutions play a critical role in capital formation and stimulate the level of
industrialization, poverty alleviation and human development.

Work life and personal life are the two sides of the same coin. According to various work-life
balance surveys, more than 60% of the respondent professionals surveyed said that are not able
to find a balance between their personal and professional lives. They have to make tough choices
even when their work and personal life is nowhere close to equilibrium. Traditionally creating
and managing a balance between the work-life was considered to be a woman's issue. But
increasing work pressures, globalization and technological advancement have made it an issue
with both the sexes, all professionals working across all levels and all industries throughout the
world. Achieving "work-life balance" is not as simple as it sounds.

Work life and personal life are inter-connected and interdependent. Spending more time in
office, dealing with clients and the pressures of job can interfere and affect the personal life,

26
sometimes making it impossible to even complete the household chores. On the other hand,
personal life can also be demanding if you have a kid or aging parents, financial problems or
even problems in the life of a dear relative. It can lead to absenteeism from work, creating stress
and lack of concentration at work.

Work-personal life conflict occurs when the burden, obligations and responsibilities of work and
family roles become incompatible. Obligation of one can force an individual to neglect the other.

Work-family conflict may assume the form of:

 time-based;
 strain-based and;
 behaviour-based conflict.

Hence, Reasons of Work-Life Balance divided into Three parts:

1) Time based reasons:

A decade back, employees used to have fixed working hours or rather a 9 to 5 job from Monday
to Friday. The boundary between the work and home has disappeared with time. But with
globalization and liberalization in the bank sector, the concept of fixed working hours is fading
away. Instead of just 7 or 8 a day, people are spending as much as 12-16 hours every day in
banks. In addition to this, the technological blessings like e-mail, text messaging and cell phones
which were thought of as tools to connect them to their work being away from their workplace,
have actually integrated their personal and professional lives. Now professionals find themselves
working even when they are on vacations. Long working hours, excessive work pressure and
handling demanding and unique customers in banks has become a take-for-granted phenomenon
in the banking sector.

2) Strain – based reasons:

Most of us are aware those banks are giving more importance to CRM (Customer Relationship
Management) activities. Increasing customer service and satisfaction is being given more
importance in present era, demanding task having emotional labour is a great source of stress.
Another important source of stress being role ambiguity in banking sector is largely prevailing,

27
as in the words of Mohan Deshmukh(2004), Manager-costing, United Western Bank Ltd states
that "In Indian banks, job descriptions are still not drawn up in greater detail so as to cover
individual posts in a branch or departments of branch and controlling offices. Job profiles and
job requirements are not defined." Even Narasimham committee(l991) on financial reforms has
enumerated a number of problems relating to HRM in banking such as over manning, low man
power productivity, indiscipline, restrictive practices, lack of management commitment to
training etc., are few of the additional reasons.

3) Behaviour – based reasons:

The speed of advancement of information technology, the increasing competition in the talent
supply market has led to a "performance-driven" culture creating pressures and expectations to
performance more and better every time. Also, many a times, many people find it difficult to say
"NO" to others especially their superiors. They usually end up over burdening themselves with
work. In addition to this individual personality traits of being workaholic and over-committed to
work can form the behaviour based reasons for work-life imbalance.

Stress and work life balance:-

The number of stress-related disability claims by employees has doubled according to the
Employee Assistance Professionals Association in Arlington, Virginia. Seventy-five to ninety
percent of physician visits are related to stress.

It is clear that problems caused by stress have become a major concern to both
employers and employees. Symptoms of stress are manifested both physiologically and
psychologically. Persistent stress can result in cardiovascular disease, sexual health problems, a
weaker immune system and frequent headaches, stiff muscles, or backache. It can also result in
poor coping skills, irritability, jumpiness, insecurity, exhaustion, and difficulty in concentrating.
Stress may also perpetuate or lead to binge eating, smoking, and alcohol consumption.

The feeling that, simply working hard is not enough anymore is acknowledged by many
other Multinational/Private and round the clock working bank workers. “To get ahead, a
seventy-hour work week is the new standard. What little time is left is often divvied up among
relationships, kids, and sleep.” This increase in work hours over the past two decades means that

28
less time will be spent with family, friends, and community as well as pursing activities that one
enjoys and taking the time to grow personally and spiritually.

Unfortunately, many women feel additional stress when they must decide what they feel
is best for their families or what is best for their career. According to Sylvia Hewlett, president
of the Centre for Work-Life Policy, if a woman takes time off to care for children or an older
parent, employers tend to “see these people as less than full committed. It’s as though their
identity is transformed.” Brett Graff, Nightly Business Report correspondent states that (because
a female may have trouble re-entering the market or, if she does find a position, it will likely be a
lower position with less pay) “If you thought choosing a baby name was hard, you have yet to
wrestle with the idea of leaving your career to be a full-time mom or take care of an older
parent…Most will want to re-enter, but will do so accepting lesser positions or lower wages.”
This circumstance only increases the work-life balance stress experienced by many women
employees. Men who take time off or reduce working hours for taking care of the family
experience similar discrimination.

Flexible Work life

A significant feature within the changing world of work is the need to develop a diverse,
skilled and motivated workforce able to respond quickly and efficiently to client needs. Ensuring
a committed, responsive and high performing workforce often depends on creating an
environment that enables employees to more easily manage the demands of work and life—
particularly their family responsibilities. Flexible work options for employees contribute to a
positive, healthy and productive work environment. Flexible work options are defined as
mutually agreed long- or short-term changes to working time and leave arrangements within the
context of organizational needs. Their successful implementation depends on employee and
management knowledge, pre-planning, regular review, and the creation of a supportive
workplace culture.

BENEFITS OF FLEXIBLE WORK:

Workplace practice and culture impact on the work, family and life balance of all
employees. International research and experience across both the public and private sector, and
feedback within the Banking sector, highlights the tangible benefits of mutually agreed flexible
work options and a supportive workplace culture.

29
Benefits of flexible work options include:

 Increased capacity to attract and retain skilled and specialist employees and professional
staff.
 Maximizing returns on training and professional development investment renewed energy
and freshness contributing to resilience as well as increased morale, commitment and high
work performance from staff.
 Improved learning outcomes through matching work options and available Skills with
student needs.

 Increased performance and productivity, through improved organizational climate,

reduction of absenteeism and stress and a more efficient use of staff.

 Competitive edge in attracting and maintaining high demand skills to the public education
and training system and positive public recognition in both the education sector and across
other industries.

The benefits for businesses

Research has repeatedly shown that there is significant business benefits associated with
implementing work-life balance policies. In a Department of Labour scan of more than 85 case
studies of organisations implementing work-life balance policies, employers experienced
benefits such as:

 Improved recruitment and retention rates, with associated cost savings;

 Reduced absenteeism and sick leave usage;

 A reduction in worker stress and improvements in employee satisfaction and loyalty;

 Greater flexibility for business operating hours;

 Improved productivity;

 Improved corporate image, becoming an ‘employer of choice’.

30
The benefits for employees

Employees in companies already implementing work - life practices enjoy significant benefits
such as:

 Being able to effectively manage multiple responsibilities at home, work and in the
community without guilt or regret.

 Being able to work in flexible ways so that earning an income and managing family/other
commitments become easier

 Being part of a supportive workplace that values and trusts staff.

The benefits for families and communities

Over the past 20 years the demands of the modern workplace are perceived to have
impacted heavily on family and community life. Parents wish they had more time with their
children. 'Me time' seems to be shrinking and an ageing population means eldercare is becoming
a serious issue. There's also less time for volunteering.

Work-life balance initiatives can make it easier to juggle multiple responsibilities at home, work
and in the community. People with a good work-life balance are healthy physically, emotionally
and socially, and have a sense of control over their life.

31
 AXIS BANK LTD.
Axis Bank is the third largest private sector bank in India. The Bank offers the entire
spectrum of financial services to customer segments covering Large and Mid-Corporates,
MSME, Agriculture and Retail Businesses.
The Bank has a large footprint of 3,964 domestic branches (including extension counters)
with 12,705 ATMs & 3,548 cash recyclers spread across the country as on 31st December,
2018. The overseas operations of the Bank are spread over ten international offices with
branches at Singapore, Hong Kong, Dubai (at the DIFC), Colombo and Shanghai;
representative offices at Dhaka, Dubai, Abu Dhabi; a step down subsidiary in the US- Axis
Capital USA, LLC and an overseas subsidiary in London, UK. The international offices
focus on corporate lending, trade finance, syndication, investment banking and liability
businesses.
Axis Bank is one of the first new generation private sector banks to have begun operations in
1994. The Bank was promoted in 1993, jointly by Specified Undertaking of Unit Trust of
India (SUUTI) (then known as Unit Trust of India), Life Insurance Corporation of India
(LIC), General Insurance Corporation of India (GIC), National Insurance Company Ltd., The
New India Assurance Company Ltd., The Oriental Insurance Company Ltd. and United India
Insurance Company Ltd. The share holding of Unit Trust of India was subsequently
transferred to SUUTI, an entity established in 2003.
With a balance sheet size of Rs. 6,91,330 crores as on 31st March 2018, Axis Bank has
achieved consistent growth and with a 5 year CAGR (2012-13 to 2017-18) of 15% in Total
Assets, 12% in Total Deposits, 17% in Total Advances.

THE VISION AND THE CORE VALUES OF AIXS BANK

VISION-

To be the preferred financial solutions provider excelling in customer delivery through insight,
empowered employees and smart use of technology

CORE VALUES

 Customer Centricity

32
  Ethics

 Transparency

 Ownership

ACTIVITIES FROM AXIS BANK

 CREDIT CARD

 CONSUMER BANKING

 CORPORATE BANKING

 FINANCE & INSURANCE

 INVESTMENT BANKING

 MORTGAGE LOAN

 PRIVATE BANKING

 PRIVATE EQUITY

 WEALTH MANAGEMENT

Agriculture & Rural Banking

Axis Bank one of the largest private sector financer in India for Agriculture loans wiz Retail
Agree & Corporate Agriculture.

Axis Remit Online

This is a convenient and secure portal for NRIs to remit money to India, generally required for
maintenance of their relatives. It is a growing revenue stream for the bank, with more and more
NRIs registering to avail of the highly competitive exchange rates and convenient online facility.

33
PRODUCTS/SERVICES OFFERED BY AXIS BANK

PERSON ACCOUNT

Easy Access Savings Account

Presenting, Axis Bank's Easy Access Savings Account. The account is an endeavor by the Bank
to understand the consumers' needs and redefine banking to suit your requirements for a truly
comfortable banking experience. Easy Access Savings Account gives you instant access to your
money anywhere, anytime. Possessing a range of unmatched features, it has been devised to
better suit the convenience of our eclectic client base.

Salary Account

We, at Axis Bank, believe in providing total financial solutions to the employer as well as the
employee, through the salary relationship. We understand that each employee in an organization
is at a different station of life having different financial and banking needs.

Customized solutions

One solution may not fit all. Therefore, each employee in an organization is offered a zero
balance salary account and associated privileges commensurate with her/his net monthly salary.
Our Salary Account offering has six variants, as follows:

 Private Salary - For employees with net monthly salary of Rs.5,00,000/- or more
 Wealth Salary - For employees with net monthly salary of Rs.2,00,000/- or more
 Priority Salary - For employees with net monthly salary of Rs.60,000/- or more
 Prime Salary - For employees with net monthly salary of Rs.25,000/- or more
 Easy Access Salary - For employees with net monthly salary of Rs.9,000/- or more
 Salary Plus - For employees with net monthly salary of Rs.9,000/- or more. Currently
being offered only to existing relationships
 Smart Pay Card - For employees with net monthly salary less than Rs.9,000/-

34
Benefits for the employees

 Convenience in banking:
o Anywhere Banking at any of our over 1400 branches and a network of over 6800
ATMs spread across more than 900 centers
o Multi-city at par cheque books
o Electronic Fund Transfer facility across all banks in India
o Internet Banking with secure fund transfer facility (with 2-factor authentication)
to self and third party accounts
o 24x7 convenience at no charges with Axis Mobile
o Free SMS Banking with features such as alerts on debits / credits over Rs.5,000/-
balance enquiry, enquiry on last 3 transactions and status of cheque clearance etc

Pension Savings Account

Are you a Pensioner seeking banking solutions tailored to your needs?

Pension Savings Bank Account, from Axis Bank is specifically, designed for Pensioner's
(Existing & Prospective) of Central Govt. Civil Ministries/ Departments & Defence Ministry
keeping in mind the fact that a Pensioner's banking requirements are wholly different and
requires special consideration.

Benefits

 Timely communication to the customer on receipt of the PPO

 No delays in commencement of pension disbursals - The Bank is handling the
disbursement of Pension under a Centralized Pension Disbursement Module wherein the
Pensioner records are credited centrally through its Centralized Pension Payment Hub
(CCPH) at Mumbai.
 Timely issue of Form- 16A for tax deducted at source in the immediately previous
financial year

35
  Timely revisions based on changes in rates of Pension or Dearness Allowance, done
centrally from the CCPH

CHAPTER-2

REVIEW OF LITERATURE

The available literature in the field of work-life balance and banking sector was read critically
and creatively with the purpose to bring conceptual understanding in the domain of work-life
balance and employees working in banking sector.

Singh (1982) examined the effect of Ego-Strength, participation and job anxiety on performance
of blue-collar industrial workers. The findings indicated that EgoStrength and participation of
workers were found to be positively associated with job performance. However, job anxiety was
inversely associated with job performance and Ego-Strength.

Beutell (1985) demonstrated that this multiple demand ‘carry over‘ is bidirectional: home-to-
work and work-to-home. Positive as well as negative carry over is now accepted, with recent
research identifying the bidirectional constructs of work–family facilitation and enhancement, as
well as conflict.

Hill, Miller, Weiner, & Colihan (1998) suggest that changes in family structures, increasing
participation by women in the workforce, and technological changes (e.g., mobile phones and
portable computers) that enable job tasks to be performed in a variety of locations have blurred
the boundaries between job and home life. For many workers, this has created the potential for
interference or conflict to occur between their work and non-work lives.

Kirchmeyer (2000) defined work–life balance as: achieving satisfying experiences in all life
domains and to do so requires personal resources such as energy, time, and commitment to be
well distributed across domains‘ (Kirchmeyer 2000: 80).

Lau (2000)studied on Quality of work life and performance to provide ad hoc analysis of two
key elements of the service profit chain and find out the relation between in growth and QWL.
This research evaluated the performances, in terms of growth and profitability, based on a
sample of QWL and S&P 500 companies. 29 QWL companies remained for the purpose of this

36
study. The control group consisted of 208 service companies selected from the list of S&P 500.
The results showed QWL companies have a higher growth rate, measured by the five-year trends
of sales growth and asset growth than that of the S&P 500 companies. The results also indicated
that QWL companies indeed enjoyed higher growth rates than those of S&P 500 companies, and
their differences are statistically significant. On average, QWLService companies have an
average sales growth rate while the control group companies have below average

Flood et al. (2001) observed that in traditional psychological contracts, employees exchange
their satisfaction of met expectations on behalf of the company against a conformance behaviour.
They meet certain minimally acceptable standards and hence, Organizational Commitment. In
other words, the greater the degree to which employee expectations have been met, at least at a
basic level, the more likely they are to feel an obligation to conform and, consequently, to
commit themselves with organizations.

David lewis et al (2001)studied on the extrinsic and intrinsic determinants of quality of work
life. The objective of the research was to test whether extrinsic or intrinsic or prior traits test
predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or other
tangible, intrinsic traits: skills, level, autonomy and challenge, prior traits: gender and
employment traits, co-workers, support,supervisor, treatment and communication. Survey was
conducted in 7 different health care and respondents was 1,819/5486 staff (33%). Data was
gatheredfrom the circulate questionnaire and test applied for data analysis was regression method
and factor analysis. The findings showed pay, supervisor style, commitment and discretion, all
play a role in determining QWL. Female employees were less satisfied with these traits than
male.

Cooper, Dewe, & O‘Driscoll (2001) suggests environmental, political, and socio-cultural forces
have contributed to the restructuring of work over the last half century and new technology are
major reasons for the emergence of new forms of working and consequently, new forms of
mental job demands. In terms of emotional job demands, increasing numbers of people are
employed as service professionals today. This suggests that the nature of work is changing in
terms of demands for more mental and emotional effort (rather than physical effort alone).

37
Yasbek (2004) Work-life balance policies help in reducing the stress and provide a good work
place where there is less chance of accidents in the working and also provide a fair platform for
every employee, ultimately enhancing productivity.

Gautam et al (2004) examines the structure of organizational citizenship behaviour (OCB) and
its relation to Organizational Commitment in Nepal. Exploratory and confirmatory factor
analyses revealed two factors of OCB, altruism and compliance, replicating western models of
extra-role behaviour. Structural equation analysis showed a positive relation between affective
and Normative Commitment on the one hand and both citizenship factors on the other.
Continuance Commitment was negatively related to compliance and unrelated to altruism. The
findings thus confirmed the structure and usefulness of the concepts in an under-researched
geographical area.

De Cieri et al (2005) ; Pocock 2005 suggests this strategy helps to attract and retain a diverse
workforce, work-life balance is often considered more important for women (who continue to
bear the burden of domestic duties), older employees and the younger 'work to live' generation
'Y'.

Triveni.S, Amminabhavi and Vijayalaxmi A. Amminabhavi (2005) did research on “A

Study Of Quality Of Work Life Of Nationalized And Non Nationalized Bank Employees”
to determine scientifically the level of quality of work life(QWL) of nationalized and non-
nationalized bank employees. To achieve the objective, the Quality of Work
Life-Condition/Feelings form was administered on a sample of 78 bank employees of which 39
were from nationalized and 39 from non nationalized banks in Hubli-Dharwar Corporation area.
The obtained responses were scored and subjected to t-test. The results revealed that the
nationalized bank employees have significantly higher QWL than those of non-nationalized bank
employees in the dimensions like- autonomy, Work speed and Routine, Work complexity as well
as the composite QWL-Conditions. The incidental analyzes in the study revealed that the bank
employees who expressed higher life satisfaction have shown significantly higher QWL with
regard to conditions than those who expressed moderate life satisfaction.

Campbell (2001) and Mayberry (2006) Until the 1970s, the domains of ‘work‘ and ‘family‘
were regarded as separate areas of concern. In the literature the balance or interaction between

38
these two domains (i.e. work and personal life) various terms are used to describe this
relationship, where some of the more recent terms include work-family interaction, work-family
conflict, work-family interference, work-life integration and work-nonwork interference.

Linda K. Johnsrud (2006)studied on Quality of faculty work life: the University of Hawaii to
describe the changes in QWL from 1998 to now. The objective of the study was to find out the
current level of satisfaction. Variables were used Relations with the department chair, campus
service, community service, faculty relation, salary and demographic factor. The study included
all 3,490 members of the UH faculty and /marks the first time that this survey was conducted
entirely online and yielded 1,340 responses for a 38% return rate and to analyse the data T- test
was used by the researcher. The result showed that salary was the main variable for satisfaction
from year 1998 to 2006. Faculty relations and community services is the most positive elements
in faculty work life and other finding was campuses’faculty are generally more satisfied than
others.

Ransome (2007) Work-Life Balance as a concept has been given various meanings since its
popularisation in 1959. Crooker, et al.(2002) says that, the modern literature has criticized its
ambiguity and misleading connotations. As this phrase consisting of two words put together,
work‘ and ‗life‘ implying two disconnected but having an individual at a centre.

Harris & Pringle (2007) a number of academics have suggested alternatives to the phrase,
including work-life integration‘ and ‗work-life mosaic‘. These alternatives have tried to remove
the contrast between ‘work‘ and ‘life‘, favouring the integration. Therefore, it is evident that,
‘work-life balance‘ is not a static term, but one which is evolving rapidly in order to be relevant
for a greater number of people.

Hughes, J., & Bozionelos, N. (2007) work-life balance was a concern related to intentions to
leave the organization and absenteeism also it was a major source of dissatisfaction. Nick Bloom,
Tobias Kretschmer and John Van Reenen have studied 732 medium sized manufacturing firms in
the US, France, Germany and the UK. They found that WLB outcomes are significantly
associated with better management, so that well run firms are both more productive and better
for their employees.

39
Balay (2007) investigated the relationship between different levels of Organizational
Commitment (compliance, identification, internalization) of teachers and their different conflict
management strategies (compromising, problem solving, forcing, yielding and avoiding). The
findings of the study revealed that male teachers are more likely to experience commitment
based on compliance, and are more likely to avoid conflicts than female teachers. As teachers get
older they are more likely to experience commitment based on internalization and identification,
and they are more likely to use problem solving conflict management strategies than those who
are younger. The results also revealed that both identification and internalization are significant
determinants of the use of compromising and problem-solving conflict management strategies.
Commitment based on compliance is the only significant predictor of forcing behaviour.
Commitment based both on identification and compliance is found to be the important
determinants of avoiding behaviour. Of these two, identification was found to be the most
significant predictor of avoiding conflict behaviour. Conflict resolution through yielding was not
predicted by any level of Organizational Commitment.

Patiraj Kumari and Pooja khanna (2007) did research on “The Quality Of Working Life in
relation to Mental Health Of Bank Employees” to investigate the quality of work life (QWL)
in relation to mental health of bank employees. A total number of 200 bank employees were
selected from banks of Haridwar and Dehradun (Uttaranchal) comprising 150 employees from
public and 50 employees from private sector banks. The result revealed significant positive
correlation between QWL and mental health. Private sector bank employees were found to be
more mentally healthy than the employees of public sector banks.. The study also revealed
significant difference between the mental health of high and low quality of working life groups.
In public sector banks social integration in the work organization and in private sector banks safe
and healthy working condition has the highest contribution towards mental health.

Alam et al. (2009) explored the correlation between working hours and work family imbalance,
It was found that respondents working for 5-7 hours a day did not consider working hours as a
factor to affect work and family balance. On the other hand, women managers in corporate
sector, having long working hours (9-10 hours a day) agreed that time was a crucial factor for
work family imbalance. The study approved the association between working hour and work
family conflict.

40
Meenakshi Gupta and Vikas Sharma (2009) did search on “Quality of Work Life – A Study
of bank employees in Jammu region” to determine whether and how the quality of work life
affects the satisfaction level of employees of banks. The study found that among the independent
demographic variables, the best predictor was annual income followed by marital status, sex,
education, family size and job experience. The factor which was ranked as a best factor that was
perceived as satisfactory by the employees was opportunities for personal encouragement.
However factors as participation in decision making and rewards were found to have a
significant impact on employee’s satisfaction. The banking sector should take note of this and
should encourage employees’ participation in decision making and they should be rewarded for
their performance to attain satisfaction.

Mamta and Baldev (2010) assessed the level of employee engagement among managers of a
public sector undertaking in India. Besides highlighting the level of engagement, the study has
identified the predictors of Organizational Commitment, which was used as an important
manifestation of employee engagement. The study has revealed that the level of employee
engagement is quite modest. Three factors, namely, pay; job content and objectivity are found to
be the predictors of employee engagement in this regard.

Normal and Daud (2010)investigated the relation between QWL and Organizational
Commitmentamongst employees in Malaysian firms. The objective was to investigate the
relationship between QWL and Organizational Commitment and to identify the extent of QWL
of employees. A random sample of 500 employees was taken at the supervisory and executives’
levels in various firms in Malaysia received the questionnaire. Of these, 360 useable responses
were returned and analysed, which represented a 72% response rate. Research based on the
Quantitative approach and random sampling method used for data collection. Variables adopted
for the research were Dimensions of QWL: growth and development, participation, physical
environment, supervision, pay and benefits social relevance and workplace integration,
dimensions of OC: affective commitment, normative commitment, continuance commitment
(alternatives), and continuance commitment (costs).

Daljeet Kaur (2010) did search on, “Aims to gain an insight into current working life
policies and practices of employees in ICICI Bank Ltd” in Chandigarh. Several notable
factors that influence quality of work life are Fair Compensation, Safe and healthy working

41
environment, adequate performance appraisal, career growth opportunities, Training and
development etc. On the basis of his study he said that employees of ICICI bank Ltd. in
Chandigarh Region were happy with the working conditions of the Bank. They felt that they
were safe and secure in Bank. They felt that Bank should start their own transport facilities for
the staff. However, the dissatisfaction among them was the less growth opportunities. They were
not provided with extra care like health camps etc. They were not happy with the way
performance appraisal was done and felt that their management was not flexible with their social
responsibilities and hence they were less satisfied with their jobs.

Sanjeev K. Sharma and Geeta Sharma (2010) did research on “Perceived Quality of
Working Life among employees in banks” to identify the extent to which banks are meeting
the employee’s expectations on the Quality of work Life Dimensions. The dimensions of QWL
selected are health and well being, job security, job satisfaction, competence development and
the balance between work with their life style. A total of 150 valid questionnaires were obtained
from the employees of selected public and private sector banks in Chandigarh. They concluded
that a happy and healthy employee will give better turnover, make good decisions and positively
contribute to the organizational goal. An assured good quality of work life will not only attract
young and new talent but also retain the experienced talent.

Rochita Ganguly, Mukherjee ( 2010), did research on, “ The study of Nature of the
perceived quality of work life (QWL) of the university employees” , the nature of their job
satisfaction, the nature of association between QWL and Job Satisfaction. The results indicate
that the selected group of university employees perceived different aspects of their quality of
work life as either uncongenial viz. Autonomy, top management support and worker’s control
mainly or they have had a certain amount of dilemma to comment on a few other aspects such as
personal growth opportunities and work complexity mainly bearing the potential involving a
slight trend of negative opinion.

Shilpa Sankpal, Pushpa Negi and Jeetendra Vashishtha (2010) did research on ,
“organizational role stress of employees of public and private banks”. The study was
conducted in Gwalior city and a sample of 100 bank employees were used for data collection –
50 each from public and private sector. The data collected was subjected to analysis through T-
test for comparing between the employees of public and private sector banks. Overall 11

42
hypotheses were tested. Data was compared on the basis of inter role distance, role stagnation,
role expectation conflict, role erosion, role overload, role isolation, personal inadequacy, self role
distance, role ambiguity and resource inadequacy. The study has highlighted that there is a
significant difference between the role stress of public and private sector bank employees. It was
found that the private bank employees experienced higher organizational role stress than their
public bank counterparts. Looking at the various aspects of components of organizational role
stress, it was found that there was no difference between the Public and Private Sector bank
employees in certain aspects like role expectation conflict, role isolation and personal
inadequacy and role ambiguity.

T. Ayesha et al (2011)have done worked on QWL among male and female employees of private
commercial banks in Bangladesh to find out there is any significant difference among male and
female bank employee’s perception over QWL issues. Researcher adopted convenient sampling
to data gathering over a sample 192 employees and factor analysis and consistency Wilcoxon
analysis, Mann –Whitney- U test and Bartlett test for analyzed data. The dimensions of QWL
used job design, employee relation, working environment, socialization efforts, adequate and fair
compensation, opportunities to develop human, growth and development, flexible work
schedule, job assignment, work and total life span and in demographic factor age , gender and
experience was used. Finding of the research showed male employee’s perception differs from
the female employees its means management of banks are more concerned about the job design
of the male employees. The second finding about perception said that male’s perception more
positive compared female’s employees except in the terms of socialization

D. Chitra et al (2012)focused on Employees’ Perception on Quality of Work Life and Job

Satisfaction in manufacturing organization – an Empirical study. The objective was to find the
perception of employee’s impact on Job satisfaction. Convenience sampling method used for the
data collection and questionnaire received 251 employees out of 460 employees. Three variables
of QWL were used such as meaningfulness, pessimism about organizational change and self-
determination and job satisfaction. Test used for data analysis were factor analysis, Bartlett test
and Kaiser-Meyer-olkin. The Findings showed that three QWL variables are significantly related
to job-satisfaction and perception of employees towards QWL also directly related to Job

43
satisfaction. There is no satisfaction towards other job related aspects such as health care
benefits, working environment, flexible work, relationship with peers and superiors.

ChandranshuSinha (2012),factors affecting quality of work life: Empirical Evidence From

Indian Organizations. Sampling size was taken for this research was 100 employees and Career
growth & development, Organizational Culture, emotional supervisory support, flexible work
arrangement, employee motivation, Organizational commitment, job satisfaction, rewards and
benefits and compensation used as a dimensions of QWL. Dataanalysed through Kaiser Meyer
Olkin which determine the sufficiency of the sample size and Bartlett test of sphericity was
calculate the meaningfulness of the correlation matrix and factor analysis. According to this
research paper comes on conclusion that profit of successful organization is not achieved at the
expense incurred to the employee by organization.

Natarajan and Annamalai (2011) did research on “A Study on Quality of Work Life in
Pondicherry University”. Pondicherry as perceived by the teaching and non teaching staff ”
that present job, working conditions and work culture are highly influencing Quality of Work
Life in the university and present pay, promotional policy and supervisory system are moderately
influencing the quality of work life.

Prachi Bhatt (2011) did research on “ Quality of Work Life in changing Business Dynamism
– ‘‘A study on Perceptual Difference in Public and Private Sector”. That the public sector
employees are relatively more satisfied with their working conditions, their job, relations with
the peers etc. and thus find it easy to balance their work life than the private sector employees
and the same in the case of Job satisfaction level which is more in public sector employees than
private sector.

Victor and Thavakumar (2011) did research on ‘‘Family conflict among married banking
women employees”. The data for this study came from 100 married women in public and
private banks who responded to a self administered questionnaire. By using the primary and
secondary data, the researchers tend to find out extent of work characteristics and family
characteristics influence on the work family conflict. The work characteristics include number of
hours worked, work flexibility, work stressors. The family characteristics include number of
children, age of children, family support. The researchers used the organisations’ reports,

44
magazines as their secondary data and collected the primary data based on questionnaire and
interview.From the discussion of the findings, several implications arouse. There is a need for
greater spouse-support, flexible work schedule, child care centers and family support in order to
alleviate work family conflict. Maintenance of good marital relations is important in reducing
spouse conflict and increasing well being in women employees.

Nadeem Malik (2011), did research on ‘‘ Occupational stress experienced by private and
public sector banks employees in Quetta city”. A randomly selected sample of 200 employees
from private and public sector banks shows that occupational stress is found higher among
private bank employees compared to public bank employees. Among different occupational
stress variables role over load, role authority, role conflict and lack of senior level support
contribute more to the occupational stress. Bank employees can not afford the time to relax and
“wind down” when they are faced with variety, discrimination, favoritism, delegation and
conflicting tasks.

Sairam Subramaniam and Saravanan (2012), did research on “Empirical study on factors
influencing on quality of work life of commercial bank employees”. This study was
conducted in the Coimbatore city of Tamil Nadu, with the sample size of 100 and it has been
collected from 23 branch networks of public and private sector commercial banks. A structured
questionnaire has been administered to collect data from the respondents by using simple random
sampling techniques. This study laid focus on the factors influencing quality of work life, socio-
economic background of respondents, expectations of employees in the work place. Simple
percentage analysis, factor analysis and chi-square test were used to draw analysis and inference
of the study. This study concluded that the employees were facing poor work life quality in the
work place. Hence banking employees ought to pay more attention on bringing more work life
quality policy and its implementation.

Shiney Chib (2012), did research on “Quality of Work life and organizational performance
at work place of a private manufacturing unit Nagpur”, India through a structured
questionnaire containing 31 items related to 6 variables, namely organizational performance, job
satisfaction, QWL, wage policy, company policy and union policy. The researcher has
formulated two models, one is organization performance depends on QWL, Job satisfaction,
wage policy, company policy and union participation and the other one is QWL which depends

45
on Organization performance., job satisfaction, wage policy, company policy and union
participation. The collected data were analyzed using simple percentage, regression and
correlation analysis. The study reveals that both the models stand true and QWL had significant
relationship with organizational performance.

Mina. P et al (2013)studied on Relationship between self –esteem, organizational attachment

and perceptions of QWL in Jahad-e-Keshavarzi Organization ofIsfahan. The objective of the
research was to find out the relationship between self-esteem organizational attachment and
perception ofQWL.Sample size has taken 195 employees and simple random sampling for data
collection. Pearson correlation coefficient and multiple regressions were used to analysis the
data. Variables studied that were dimensions of QWL: Employee participation, career
development, problem solving, job security, employee communication, job pride, fair pay,
industrial safety and protection, and organizational identity, Dimensions of self-esteem: self-
acceptance, living consciously, self-responsibility, living purposely, personal integrity and self-
assertiveness, dimensions of Organizational attachment: Organizational Commitment, Job
Satisfaction, intend to leave the organization, group coherence, organizational identity and
organizational interest

G.S. sandhyanair (2013),a study on the effect of quality of work life on organisational
citizenship behaviour – with special reference to college teachers is thrissur district, kerala. 8
dimensions of QWL were used for study: Adequate and fair compensation, Safe and Healthy
Environment, Growth and Safety, Social Integration, Social Relevance, development of human
capabilities, Constitutionalism and Total Life Span and 2 dimensions of OCB: conscientiousness
(job dedication) and altruism (helping co-workers) was used as variables. It is a descriptive study
and used Inventory to collect required information. The sampling method used in this study is
purposive sampling which means sample were selected by the researcher subjectively. T-test was
used for the data analysis. The result showed that there is a significant difference in the effect of
the QWL on the OCB between Men and Women. The women reported to show higher level
ofconscientiousness (Job dedication) when compared to men and other one is a significant
relationship between the Quality of Work Life and OrganisationalCitizenship Behaviour based
on Altruism(helping co-workers).

46
S.Khodadadi et al (2014)investigated the QWL dimensions effect on the employees’ job
satisfaction. In this study independent variables were permanent security providing, salary and
benefits payment policies, development and promotion opportunity, and job independence, job
satisfaction as the dependent variables. 114 employees selected randomly for this study and two
questionnaires of “quality of work life” and “job satisfaction” wereused for data collection and
Data analysis was done by using SPSS and LISREL software. The results of the study showed
that the salary and benefits’ policies have a significant and positive effect on Shuhstar’s Shohola
Hospital employees’ job satisfaction.

47
 CHAPTER-3

RESEARCH METHODOLOGY

OBJECTIVES

1. To understand the concept of Work-Life Balance and background of banking sector jobs.
2. To study whether bank employees can balance their work/life
3. To study the factors influencing work-life balance.
4. To study the relationship between work-life balance and job satisfaction.

SAMPLE SIZE:

The sample size for this research will be about fifty (50) respondents, which will be issued with

closed ended a questionnaires.

RESEARCH DESIGN:

The research design used for this study is exploratory.

SOURCE OF DATA

Data Collection Methods: The source of data includes primary and secondary data sources.

Primary data: Primary data has been collected directly from sample respondents through
questionnaire and with the help of interview.

Research Instrument:  Research instrument used for the primary data collection is
Questionnaire.

Area of Study: Ludhiana City.

Research Tools: Percentage method, Mean, Pie charts & bar graph.

48
LIMITATIONS

 Lack of communication: Communication about work/life programs is essential.

Although an organization may offer a rich menu of work/life benefits, the desired effect—
yielding positive business results—is unlikely to occur if employees do not know about
the programs or understand them.

 Team work: Introducing, operating and implementing work-life balance requires

collaborative working and is very much a holistic process.

 Time Consuming: Implementing a WLB strategy takes time. Timescales for

implementation need to be realistic.

 Long working hours: long working hour effect the efficiency of employees.

 Working Environment: Lazy working environment leads lacks of motivation thus effect
the efficiency of employees.

 Work Overload: Due to work overload efficiency of employee’s decreases as the time
passes.

49
 CHAPTER-4

DATA ANALYSIS AND INTERPRETATION

In this section the results of the responses obtained from the respondents has been presented.
A) Demographic profile of the respondents
Categorized of respondents according to gender.
In this section the details of the categorization of the respondents according to gender
have been discussed.

Table 1: Gender of the respondents

Gender No. of respondents %age

Male 27 54%

Female 23 46%

Total 50 100%

Figure 1: Gender of the respondents

46% Male
54% Female

Interpretation:

50
The above pie chart shows that 54% of the respondents are male and 46% of respondents are
female.

Categorized of respondents according to marital status.

In this section the details of the categorization of the respondents according to marital
status have been discussed.

Table 2: marital status of the respondents

Marital status M % F % Total

Married 14 28% 13 26% 27

Unmarried 13 26% 10 20% 13

Total 27 23 50

Figure 2: Marital Status of the respondents

30% 28%
26% 26%
25%

20%
20%

15%

10%

5%

0%
Male Female

Married Unmarried

Interpretation:

The above pie chart shows 28% male and 26% female are married and 26% male and 20%
female of respondents are unmarried.

51
1. From how many years you are working in this bank?

Table No.3: Tenure of working

Options M % F % Total

0-5 years 4 8% 4 8% 8

5-10 years 9 18% 7 14% 16

10 -15 years 10 20% 8 16% 18

More than 15 4 8% 4 8% 8
years

Total 27 23 50

Fig. No.3: Tenure of working

25%

20%
20%
18%
16%
15% 14%

10% 8% 8% 8% 8%

5%

0%
0-5 years 5-10 years 10 -15 years More than 15
years

Male Female

Interpretation:

52
The above bar graph shows that 8% male and 8% female have been working in this bank since 0-
5 years, 18% male and 14% female have been working since 5-10 years, 20% male and 16%
female have been working 10-15 years and 8% male and 8% female more than 15 years.

2. Does the bank organize Holiday camps and Picnics to manage work life and personal
life?

Table No.4: Recreational activities

Options M % F % Total

Very often 4 8% 2 4% 6

Often 10 20% 11 22% 21

Rarely 13 26% 8 16% 21

Never 0 0% 2 4% 2

Total 27 23 50

Fig. No.4: Recreational activities

30%
26%
25%
22%
20%
20%
16%
15%

10% 8%

5% 4% 4%

0%
0%
Very often Often Rarely Never

Male Female

53
Interpretation:

From the above bar graph we can analyze that majority female respondents said that bank
provided them with recreational facility oftenly and majority of male respondents said that bank
rarely organized recreational activities.

3. How often do you think or worry about work (when you are not actually at work or
travelling to work)?

Table No.5: Job Stress

Options M % F % Total

Never think about 6 12% 6 12% 12

work

Sometimes 12 24% 10 20% 22

Often 4 8% 6 12% 10

Always 5 10% 1 2% 6

Total 27 23 50

Fig. No.5: Job Stress

54
 30%

25% 24%

20%
20%

15%
12% 12% 12%
10%
10% 8%

5%
2%
0%
Never think about Sometimes Often Always
work

Male Female

Interpretation:

The above pie chart shows that 12% male and 12% female never think about work, 24% male
and 20% female sometimes think about their work, 8% male and 12% female often think about
their work and 10% male and 2% female always think about their work.

4. In which level of hierarchy do you belong?

Table No.6 : Hierarchy

Options M % F % Total

Branch Managers 4 8% 5 10% 9

Officers 12 24% 8 16% 20

Clerks 11 22% 10 20% 21

Total 27 23 50

Fig. No.6: Hierarchy

55
 30%

25% 24%
22%
20%
20%
16%
15%

10%
10%
8%

5%

0%
Branch Managers Officers Clerks

Male Female

Interpretation:

The above bar graph shows that 8% male and 10% female are bank managers, 24% male and
16% female are officers and 22% male and 20% female are clerks.

56
 5. Type of Family

Table No.6 : Type of Family

Type of family M % F % Total

Nuclear 15 30% 11 22% 26

Joint family 12 24% 12 24% 24

Total 27 23 50

Fig. No.6: Type of Family

35%
30%
30%

25% 24% 24%

22%
20%

15%

10%

5%

0%
Male Female

Nuclear Joint family

Interpretation:

The above bar chart represents the percentage of respondent 30% male and 22% female
having nuclear family and 24% male and 24% female lived in joint family.

57
6. Is your spouse working?

Table No.7 : Working spouse

Type of family M % F % Total

Yes 20 40% 22 44% 42

No 7 14% 01 2% 8

Total 27 23 50

Fig. No.7: Working spouse

50%
45% 44%
40%
40%
35%
30%
25%
20%
15% 14%

10%
5% 2%
0%
Male Female

Yes No

INTERPRETATION:
The above bar graph shows that 40% male and 14% female having their Working Spouse and
44% male and 2% female having their spouse not working.

58
7. Who takes care of your children when you are at work?
Table No.8 : Children responsibility

Particulars M % F % Total

Spouse 10 20% 1 2% 11

Parents 13 26% 2 4% 15

Parents In Laws 0 0% 5 10% 5

Maid 3 6% 10 20% 13

Day Care Centre 1 2% 5 10% 6

Total 27 23 50

Fig. No.8 : Children responsibility

30%
26%
25%

20% 20%
20%

15%

10% 10%
10%
6%
5% 4%
2% 2%
0%
0%
Spouse Parents Parents In Laws Maid Day Care Centre

Male Female

Interpretation:
The above bar graph shows 20% male and 2% female asked about child care or home care
responsibility when respondents go to office/bank, it was revealed that about 6% male and 20%
female parents maid are appointed to take care of the activities, 26% male and 4% male agreed
that their parents take care of the activities, 20% male and 2% female that their spouse take
care, 2% male and 10% female take the help of day care centre and 0% male and 10% are
helped by their parents-in-law.

59
8. Mention number of days in a week you work for bank

Table No.9 : Number of days working

Particulars M % F % Total

5 days 3 6% 5 10% 8

6 days 24 48% 18 36% 42

Total 27 23 50

Fig. No.9 : Number of days working

60%

50% 48%

40% 36%

30%

20%

10%
10% 6%

0%
Male Female

5 days 6 days

Interpretation:
The above bar graph shows that 6% male and 10% female follow 5 days of working, 10% male
and 36% female follow 6 days working.

60
9. How many hours you spend in bank?

Table No.10: Time spending in banks

Particulars M % F % Total

8 - 10 hours 8 16% 5 10% 13

10 - 12 hours 4 8% 2 4% 6

12 - 14 hours 6 12% 6 12% 12

more 14 hours 8 16% 10 20% 18

27 23 50

Fig. No.10 : Time spending in banks

25%

20%
20%

16% 16%
15%
12% 12%
10%
10%
8%

5% 4%

0%
8 - 10 hours 10 - 12 hours 12 - 14 hours more 14 hours

Male Female

Interpretation:

The above bar chart reveals that 16% male and 10% female work for bank 8-10 hours, 8%
male and 4% female work for bank 10-12 hours, 12% male and 12% female work for bank 12-
14 hours and 16% male and 20% female work for bank more than 14 hours.

61
10. Are you satisfied with the working hours of the bank?

Table No.11: Satisfaction with working hours of the bank

Particulars M % F % Total

Yes 21 42% 15 30% 36

No 6 12% 8 16% 14

27 23 50

Fig. No.11 : Satisfaction with working hours of the bank

45% 42%
40%
35%
30%
30%
25%
20%
16%
15% 12%
10%
5%
0%
Male Female

Yes No

Interpretation:

The above bar chart shows that 42% male and 30% female satisfied with the working hours of
the bank, 12% male and 16% female not satisfied with the working hours of the bank.

62
11. Does after working hours you get enough time for your family?

Table No.12: Family time

Particulars M % F % Total

Yes 16 32% 14 28% 36

No 11 22% 9 18% 14

27 23 50

Fig. No.12 : Family time

35%
32%
30% 28%

25%
22%
20% 18%

15%

10%

5%

0%
Male Female

Yes No

Interpretation:

The above pie chart shows that 32% male and 28% female spent time with their family, and 22%
male and 18% female not spent time with their family.

63
12. What kind of work –family conflict you mostly face?

Table No.13: Work family conflict

Particulars M % F % Total

Time based 10 20% 10 20% 20

Strain based 12 24% 8 16% 20

Behaviour based 5 10% 5 10% 10

Total 27 23 50

Fig. No.13 : Work family conflict

30%

25% 24%

20% 20%
20%
16%
15%

10% 10%
10%

5%

0%
Time based Strain based Behaviour based

Male Female

Interpretation:

The above bar chart shows that 20% male and 20% females faced mostly time based work, 24%
male and 16% females faced strain based work and 10% male and 10% of the respondents faced
behaviour based work.

64
13. Are you able to manage your work stress?

Table No.14: stress management

Particulars M % F % Total

Mostly 7 14% 6 12% 13

Often 13 26% 11 22% 24

Rarely 5 10% 5 10% 10

Never 2 4% 1 2% 3

Total 27 23 50

Fig. No.14 : stress management

30%
26%
25%
22%
20%

15% 14%
12%
10% 10%
10%

5% 4%
2%
0%
Mostly Often Rarely Never

Male Female

Interpretation:
It can be observe that 14% male and 12% female are mostly able to manage their work stress,
26% male and 14% female are oftenly able to manage their work stress, 10% male and 10%
female are rarely able to manage their work stress and 4% male and 2% female are never able to
manage their work stress.

65
14. Does the bank provide you mutually agreed flexible work options?

Table No.15: Flexible working hours

Particulars M % F % Total

Mostly 0 0% 0 0% 0

Often 2 4% 1 2% 3

Rarely 20 40% 10 20% 30

Never 5 10% 4 8% 9

Total 27 23 50

Fig. No.15 : Flexible working hours

45%
40%
40%
35%
30%
25%
20%
20%
15%
10%
10% 8%
5% 4%
2%
0% 0%
0%
Mostly Often Rarely Never

Male Female

Interpretation:
The above bar graph shows that 4% male and 2% female think rarely bank have agreed to work
flexible, 40% male and 20% female think bank rarely have agree to work flexible and rest of
10% male and 8% female think never bank have agree to work flexible.

66
15. How often does your work mates support in balancing your work life balance?

Table No.16: Balancing work life

Particulars M % F % Total

Mostly 2 4% 1 2% 3

Often 3 6% 3 6% 6

Rarely 18 36% 15 30% 33

Never 4 8% 4 8% 8

Total 27 23 50

Fig. No.16 : Balancing work life

40%
36%
35%
30%
30%

25%

20%

15%

10% 8% 8%
6% 6%
5% 4%
2%
0%
Mostly Often Rarely Never

Male Female

Interpretation:
The above bar graph shows that 4% male and 2% female mostly support in balancing their work
life, 6% male and 6% female oftenly support in balancing their work life, 36% male and 30%
female rarely support in balancing their work life and 8% male and 8% female never support in
balancing their work life

67
 CHAPTER-5
FINDINGS, CONCLUSION AND SUGGESTION

 Majority (54%) of the respondents are male and minority (46%) of respondents are
female.
 Majority (28%) male and Minority (26%) female are married and Majority (26%) male
and Minority (20%) female of respondents are unmarried.
 There is a equality between the workers working (8% male and 8% female) have been
working in this bank since 0-5 years, 18% male and 14% female have been working since
5-10 years, 20% male and 16% female have been working 10-15 years and 8% male and
8% female more than 15 years.
 Majority female respondents said that bank provided them with recreational facility
oftenly and majority of male respondents said that bank rarely organized recreational
activities.
 There is a equality between the workers working (12% male and 12% female) never think
about work, Majority (24%) male and Minority (20%) female sometimes think about
their work, Minority (8%) male and Majority (12%) female often think about their work
and minority (10%) male and minority (2%) female always think about their work.
 Minority (8%) male and Majority (10%) female are bank managers, Majority (24%) male
and Minority (16%) female are officers and Majority (22%) male and Minority (20%)
female are clerks.

 Majority (30%) male and Minority (22%) female having nuclear family and there is
equality between the workers working (24% male and 24% female) lived in joint
family.

 Majority (40%) male and minority (14%) female having their Working Spouse and
Majority (44%) male and Minority (2%) female having their spouse not working.
 Majority (20%) male and Minority (2%) female asked about child care or home care
responsibility when respondents go to office/bank, it was revealed that about Minority
(6%) male and Majority (20%) female parents maid are appointed to take care of the
activities, Majority (26%) male and Minority (4%) male agreed that their parents take

68
 care of the activities, Majority (20%) male and Minority (2%) female that their spouse
take care, Minority (2%) male and Majority (10%) female take the help of day care centre
and Minority (0%) male and Majority (10%) are helped by their parents-in-law.
 Minority (6%) male and Majority (10%) female follow 5 days of working, Minority
(10%) male and Majority (36%) female follow 6 days working.
 Majority (16%) male and Minority (10%) female work for bank 8-10 hours, Majority
(8%) male and Minority (4%) female work for bank 10-12 hours, There is a equality
between the workers working (12% male and 12% female) work for bank 12-14 hours
and Minority (16%) male and Majority (20%) female work for bank more than 14 hours.
 Majority (42%) male and Minority (30%) female satisfied with the working hours of the
bank, Minority (12%) male and Majority (16%) female not satisfied with the working
hours of the bank.
 Majority (32%) male and Minority (28%) female spent time with their family, and
Majority (22%) male and Minority (18%) female not spent time with their family.
 There is a equality between the workers working (20% male and 20% females) faced
mostly time based work, Majority (24% male and 16% females) faced strain based work
and There is a equality between the workers working (10% male and 10% female) of the
respondents faced behaviour based work.
 Majority (14% male and 12% female) are mostly able to manage their work stress,
Majority (26%) male and Minority (14%) female are oftenly able to manage their work
stress, There is a equality between the workers working (10% male and 10% female) are
rarely able to manage their work stress and Majority (4%) male and Minority (2%)
female are never able to manage their work stress.
 Majority (4%) male and Minority (2%) female think rarely bank have agreed to work
flexible, Majority (40%) male and Minority (20%) female think bank rarely have agree to
work flexible and rest of Majority (10%) male and Minority (8%) female think never
bank have agree to work flexible.
 Majority (4%) male and Minority (2%) female mostly support in balancing their work
life, There is a equality between the workers working (6% male and 6% female) oftenly
support in balancing their work life, Majority (36%) male and Minority (30%) female

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rarely support in balancing their work life and there is a equality between the workers
working (8% male and 8% female) never support in balancing their work life.

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 SUGGESTIONS

Suggestions For Work-Life Balance:

It was found that presently banks do not possess any systematic plan for work-life

balance.

1) Conducting surveys on work-life balance annually for understanding the present

status of awareness of the employees and their attitude towards the importance of
the concept will help the organizations to gauge and administer the work-life
balance policies.
2) Designing Work-life Balance policies – Presently it is found that, none of bank
may it be the public sector, private, foreign and co-operative bank do not have
work-life balance policies to provide to their employees. The banks must prepare proper
policies to ensure work-life balance among the employees and raise the awareness about
work-life policies available by different methods of training and different ways of
communication - oral and written mode.
3) Different approaches to work-life balance: Presently many of the banks have leave
arrangements for emergency situation to provide. But there should be more
approaches to work-life balance with which banks can include in their work-life
balance policy. They are as follows:

a. Flexi-time – The basic challenge in banking is that the bank cannot adopt the
complete flexi time working system. But this option has been recently adopted
by RBI, which has introduced the term called
‗crucial four hours‘ during which every employee should be present in office,
remaining four hours according to their own choice they can choose. This can
very well be implemented in other banks as well.

b. Job-sharing – instead of having one full time employee, the same job can be
shared by two people on a part-time basis. Such arrangement is really possible
in marketing department of the job.

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c. Sponsoring family friendly activities like picnics/outing etc. – arranging the
family picnic and outing trips twice a year, will also enhance the friendly
relations among the employees which would certainly benefit the development
of inter-personal relationships.
d. Time management workshops - Arranging work-shops on time management
once in year will also help these employees to understand and prioritize
different activities on and off the job.
e. Arranging Stress - Management and Meditation work-shop frequently will
help the over-stressed employees to cope up with the present health related
issues.

f. Sponsoring yoga/meditation/gym facilities - as yoga/meditation/workout in

gym have proven remedies in improving mental and physical health of the
employee. Sponsoring such facilities will help the employees to cope with
work and life stress.
g. Convenient transportation facilities – one of the major issues which is faced
by the employees is commuting from home to bank. A lot of stress will be
reduced and time will be saved by providing the convenient transportation
facilities.
h. Providing counseling and consultation facilities – in case employees need
some help related to solve their personal problems, providing counseling and
consultation facilities will be good scheme.

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 CONCLUSION

The family and work life are both important to employees in any sector and if these two
are not maintained properly it creates stress and strain and results into various diseases. This
study is found important because it tries to know how the work life and family life interface
results into stress.

Achieving a good balance between work and family commitments is a growing concern
for contemporary employees and organizations. There is now mounting evidence-linking work–
life imbalance to reduced health and wellbeing among individuals and families. It is not
surprising then that there is increasing interest among organizational stakeholders (e.g. CEOs,
HR managers) for introducing work–life balance policies in their organizations.

Work-life balance policies are most likely to be successfully mainstreamed in

organizations which have a clear understanding of their business rationale and which respect the
importance of work-life balance for all employees.

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 BIBLIOGRAPHY

 Anita, B., and Subba Rao, P., (1998), Quality of Work Life in Commercial Banks, Discovery
Publishing House, New Delhi.
 Ayesha Tabassuma, Tasnuva Rahmanb and Kursia Jahan, (2011) , Quality of . Work Life
Among Male and Female Employees of Private Commercial Banks in Bangladesh, International
Journal of Economics and Management.
 Baba, VV and Jamal, M (1991) Reutilization of job context and job content as related to
employees quality of working life: a study of psychiatric nurses. Journal of organizational
behavior.
 Bearfield, S (2003) Quality of Working Life. A ciirt Working paper 86. University of Sydney.
www.acirrt.com
 D. Manjula and Dr. M. Selvakumar Marimuth (2014), “Analysis of Quality of Work Life of
Employees in Private Sector Commercial Banks - Application of Discriminant Analysis, Abhinav
National Monthly Refereed Journal of Research in Commerce & Management, Vol. 3, Issue 9,
September.
 Edwards, J., Van Laar, D.L. & Easton, S. (2009). The Work-Related Quality of Life scale for
Higher Education Employees. Quality in Higher Education.
 Meenakshi Gupta and Vikas Sharma, (2009), Quality of Work Life - A Study of Bank
Employees in Jammu Region”, AJBMR, Vol. 4, Issue 2, pp. 1-8.
 Noor Mohamed A., (2008), “A Study of Job Satisfaction among Nationalized Bank
Employees”, SMART Journal of Business Management Studies. Vol. 4, Issue 2, July-December,
p. 61.
 Radha Yadav and Ashu Khanna, (2015), Employees’ Satisfaction on Quality of Work life at
State Bank of India, International Conference on Humanities, Literature and Management.
 Sekaran, V., (1981), “Perceived Quality of Working Life in Banks in Major Cities in India.”
Prajanan.
 Shobha B. Hangarki (2014), Quality of Work Life among Employees in Banking Sector: A
Study Undertaken at Nationalized Banks, Hyderabad Karnataka Region, Research Journal of
Humanities and Social Sciences, Vol., Issue 2, pp. 194-197

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 QUESTIONNAIRE

Greetings!

The purpose of this endeavor is to study the aspects of Work life balance in banking sector.
Please fill in the following details.

[A] Demographic Information

I. Name:

II. Gender:

III. Marital Status:

IV. Age

V. Mobile Number:

VI. E-mail ID:

[B] Tick the appropriate from the following:

1. From how many years you are working in this bank?

a. 0-5 Years b. 5-10 Years
c. 10 to 15 Years d. More than 15 Years

2. Does the bank organize Holiday camps and picnics to manage work life and personal
life?
a. very often b. often c. rarely d. never

3. How often do you think or worry about work (when you are not actually at work
or traveling to work)?
a. Never think about work b. Sometimes
c. Often d. Always

4. In which level of hierarchy do you belong

a. Branch manager b. Officer c. Clerk and sub staff

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5. Type of family
a. Nuclear b. Joint

6. Is your spouse working?

a. Yes b. No

7. Who takes care of your children when you are at work?

a. Spouse
b. Parents
c. Parents in law
d. Maid
e. Day care centre

8. Mention number of days in a week you work for bank

a. 5 days b. 6 days

9. How many hours you spend in bank?

a. 8-10 hours
b. 10-12 hours
c. 12-14 hours
d. More than 14 hours

10. Are you satisfied with the working hours of the bank?
a. Yes b. No
11. Does after working hours you get enough time for your family ?
a. Yes b. No
12. What kind of work-family conflict you mostly face?
a. Time based b. Strain based c. Behaviour based

13. Are you able to manage your work stress?

a. Mostly b. Often c. Rarely d. Never

14. Does the bank provide you mutually agreed flexible work options?
a. Mostly b. Often c. Rarely d. Never

15. How often does your work mates support in balancing your work life balance?
a. Mostly b. Often c. Rarely d. Never

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