1

INTRODUCTION

1.1 INTRODUCTION
A nation may be endowed with abundant natural and physical resources and the necessary capital and
technology but unless there are competent people who can mobilize, organize and harness the resources
for production of goods and services, it cannot make rapid strides towards economic and social
advancement. The strengths and weakness of an organization are determined by the quality of its human
resources, which play a vital role in using other organizational resources and the development process of
modern economies.

Human resource is the most strategic resource as no other resource can be fully utilized to generate
income and wealth of a nation without the active involvement of this resource. In fact, the differences in
the levels of economic development of the countries are largely a reflection of the differences in the
quality of their human resources and their involvement in national building. Ginzerberg points out that the
key elements such as values, attitudes, general orientation and the quality of the people of a country
determine its economic development. However, he says that human resources are being wasted through
unemployment, disguised unemployment, obsolescence of skills, and lack of work opportunities, poor
personnel practices and the hurdles of adjusting to change. Human resource accounts for a large part of
national output and there exists a wide scope for increasing national wealth through their proper
development. Human factor provides value to physical resource and necessary dynamism in the economy.

Dynamic people can build dynamic organizations. Effective employees can contribute to the
effectiveness of their organization. Competent and motivated people can make things happen and enable
an organization to achieve its goals. Hence, organizations should continuously ensure that the dynamism,
competency, motivation and effectiveness of the employees remain at high levels.

Human resource is even the most critical factor for determining the efficiency and effectiveness of an
organization because it is precisely the people who will decide when and how to acquire and utilize
various resources, including human resources, in the best interest of the organization. The ultimate
success and survival of an organization will invariably be determined by the quality and competence of its
human resources. Of all the tasks of management, says Likert "Managing the human component is the
central and most important task, because all else depends upon how well it is done”.
Human resources are the most valuable and unique assets of an organization. In the changing economic
environment, Human Resource Management is assuming much greater importance than ever before. It is
conceived to be different from the traditional and conventional notion of Personnel Management.
Subsequently Human Resource Management (HRM) has become the central concern of any organization
either in public, private sector or co-operative sector.

It is therefore necessary for all managers to understand and give due importance to the different human
resource policies and practices in the organization. Human Resource Management outlines the importance
and different functions in an organization. It examines the various HR processes that are concerned with
attracting, managing, motivating and developing and retaining employees for the benefit of the
organization.

The economic development cannot be accomplished in developing countries unless they have well
educated and trained, highly achievement motivated and properly developed human resources. An
enterprise cannot make any progress unless it has a well-trained, efficient and adequately motivated work-
team. Similarly, individuals cannot derive job satisfaction and lead a high standard of living unless they
are well trained and highly developed. It may be noted that management of human resources can assist in
the attainment of these national, enterprise and individual goals through effective utilization and proper
development of human resources.

Though the motivation of employees helps to secure their integration with the organization and attain
optimum level of efficiency and in achieving organizational goals, the assigned work load might pose a
time-pressure on employees by imposing excessive responsibilities. Furthermore, it causes stress and
negative feeling which also damages the individual’s private life. Even the working hours and schedule
are the most crucial points of Work-Life Balance in the organization point of view, as they affect the
mental health, physical health and well-being of employees. Long working hours and certain kind of shift
schedules might be the cause of elevated risk for a range of mental and physical health problems. Further,
a sense of inequity among employees affects their attitudes and behaviours, absenteeism, low motivation,
lack of concern for the quality of products or services, with holding suggestions for improvements, lack
of commitments, and even sabotage may result. These attitudes and behaviours affect costs, productivity,
profits and hence the market value of the firm stock.

1.1 (a) THE CONCEPT OF WORK LIFE BALANCE

The term work life balance (Work Life Balance) was coined in 1986 in response to the growing concerns
by individuals and organizations alike that work can impinge upon the quality of family life and vice-
versa, thus giving rise to the concepts of “family- work conflict” (FWC) and “work-family conflict”
(WFC). The former is also referred to as work interferes with family” (WIF) while the latter is also
known as “family interferes with work” (FIW). In other words, from the scarcity or zero-sum perspective,
time devoted to work is construed as time taken away from one’s family life.

Work/life programs existed in the 1930s. The policies and procedures established by an organization with
the goal to enable employees to efficiently do their jobs and at the same time provide flexibility to handle
personal concerns or problems at their family People entering the workforce today are more likely to turn
down to promotions if it is new job means, the employee is having to bring more work to home.

In most developing countries, at least until recently, only men worked outside of the home. The old,
established joint Hindu family system facilitated a clear division of responsibilities between the old and
the young in terms of decision making, the oldest male member in a patriarchal society is the head of
household and would make all the important decisions; male and female the men would work outside the
household, whereas the women are responsible for raising children and taking charge of a myriad
household responsibilities, including in some low-income families in certain parts of India, walking many
miles each day to fetch water and fire wood.

More recently, the scarcity perspective has given way to the expansion enhancement approach that views
that work can facilitate participation at home and vice-versa. This has given rise to the concepts of “work-
family facilitation” (WFF) and “family-work facilitation” (FWF) where experiences acquired at work can
facilitate participation at home and vice-versa. These two notions have contributed to the construct of
work life balance where a balanced life consists of work and family that are mutually reinforcing-the
family experiences of workers can enrich their contribution to work and organizations, and vice-versa.

1.1 (b) DEFINITIONS AND IMPLICATIONS

The word Work-Life Balance is sometimes considered as interwoven with Work-family conflict.
However, it can be argued that the latter is more limited in scope than the former because the focus in
work-family conflict is more on the relations between work & family. It is also referred to as family
friendly work 6 arrangements, (FFWA), and in international literature, as alternative work arrangements
(AWA).

Work-Life Balance is the relationship between time and space of work & non-work in societies where
income is predominantly generated and distributed through labour markets. Work-Life Balance is being
aware of different demands on time and energy saving the ability to make choices in the allocation of
time and energy knowing what values to apply.

Much confusion and ambiguity surrounds in understanding and defining the term Work –Life Balance. As
a term in its own right Work-Life Balance is rarely defined for reasons that will become clearer as the
discussion progresses. Many authors attempt to define Work-Life Balance policy or Work-Life Balance
arrangements. Nevertheless it is possible to discern a number of distinct strands in the literature in relation
to definitional and conceptual issues. The first of these themes concerns the contention area of family
friendly versus Work-Life family in order to reflect a broader and more inclusive way of conceptualizing
the issue and to enable men and those without children, for example to identify with them . However the
perception that Work-Life Balance policies are a family matter and aimed solely at women with children
is still held by many employees & employers.

Despite the worldwide quest for Work-Life Balance very few have found an acceptable definition of the
concept: here are some proven definitions that will positively impact one’s every day value & balance.
Best individual Work-Life Balance will vary overtime, often on a daily basis. The right balance today will
probably be different for tomorrow. The right balance when one is single will be different when after
marriage and having children; when one is on a start to new career versus when one is nearing to
retirement. There is no perfect, one size fits all, as balance is different for each of us because we all have
different priorities and different lives. However, at the core of an effective Work-Life Balance definition
are two key everyday concepts that are relevant, they are daily achievement and enjoyment, ideas, almost
deceptive in their simplicity. Enlarging a fuller meaning of these two concepts takes us to most of the
ways a positive Work-Life Balance achievement. Achievement means finish something successfully,
especially after trying hard or receiving what one wants. Enjoyment does not mean happiness but it means
pride, satisfaction, happiness, celebration, love a sense of wellbeing and all the joys of living.
Achievement and enjoyment are the two sides of the coin value in life. One can’t have one without the
other. Trying to live a one sided life is why so many “successful” people are not happy or not nearly as
happy as they should be.

1.1 (c) THE SCOPE OF WORK LIFE BALANCE

The issue is complex and difficult to tackle from an organization’s perspective because it is different for
every individual. The traditional definition of family is a husband who provides financial support, a wife
who maintains the household. Cultural differences influence family decisions, and more and more
families represent blended racial backgrounds but making work–life integration a way of corporate life is
much more difficult. The change in workforce composition 8 has been gradual, but steady. More women
are working and, thus, more mothers are in the workforce. In 1996, women comprised46 per cent of the
total workforce, compared to 1986 when 44 per cent of the work force was women. Women are less
likely to drop-out of the labour force for significant periods of their lives, and more and more women are
responsible, alone or with a spouse, for the economic security of their families. The Family and Medical
Leave Act, signed by President Clinton in 1993, allowed all US workers to take unpaid leave for up to
twelve weeks to care for a seriously ill or new member of the family without putting their jobs at risk.
This Act has made the employment picture even more desirables for working mothers, single parents,
future parents and two career families. Those demanding balance, however, include not only parents with
children, but the rest of the employee population, as well. Older employees need flexibility when dealing
with ageing parents.

1.1 (d) HRD-WORK LIFE BALANCE

Managing a home while raising young children when both spouses are employed outside the home is
challenging and stressful .Balancing one’s work responsibilities and desires with one’s responsibilities
and interests outside work is, at best, challenging. While balancing work commitments with life
commitments involves a myriad of trade-offs for two-income families with children, it also provides
ongoing challenges for adults who remain single or do not have children.

Mid-life workers often deal with balance issues from two ends of the spectrum: young children and
ageing parents. This issue, however, includes 9 employees beyond those who have children. Many
employees are choosing to stay unmarried, but still have critical and valuable commitments outside work.
Individuals affected by trying to balance work and their lives outside work represent nearly the entire
working population. Organizations are indeed helping their workforce achieve balance between work and
the rest of their life. Work–life balance programs are pervasive in organizations today i.e. on-site day
care, elder-care assistance, flexible scheduling, job sharing, adoption benefits, on-site summer camps, pet-
care and even lawn care for employees who travel.

It is time to move the issue beyond programs to install a way of thinking throughout corporations on the
need for balancing work and life successfully and equitably. HRD professionals, the developers of people,
are in a unique position to facilitate the transformation from providing employees with helpful programs
to recognizing and rewarding employees who are able to work hard and effectively but still maintain a
satisfying life outside work. Specific actions are articulated that human resource development
professionals can demonstrate to drive the change. Human resource developers, who are charged with
developing the workforce, must get involved in the transformation campaign. Work–life integration is not
strictly a human resource management issue; it is an organizational effectiveness issue and HRD has the
opportunity to play a key role.

HRD is able to take on this challenge because it has demonstrated a track record of delivering results. For
years, HRD has been paramount in developing either programs intended to meet the personal
development needs of individuals 10 or programs that were required by everyone to build a critical
capability within the organization Additionally, HRD has been extremely successful in bringing to the
workplace life enhancement skills, such as money management, wellness training and career planning
These programs are intended to address the personal interests and needs of individuals within
organizations.

1.1 (e) WORKLIFE BALANCE-THE CHALLENGES AHEAD

The complex society of ours makes the individuals with conflicting responsibilities and commitments;
hence the work-life balance has become a predominant issue at the workplace. The major factors such as
the global competition, the renewed interest in personal lives/ family values; and managing the workforce
etc. have made it more significant. Studies have revealed that human resource professionals seek
innovative ways to attain their organization's competitive advantage in the marketplace and it is found
that work-life balance activities offer a win-win solution in this regard.

1.1 (f) THE INFLUENCING ELEMENTS IN WORK LIFE BALANCE

Many companies have responded to the evolving set of issues and with the influencing elements related
to work life balance by introducing a wide variety of work-life balance practices. These practices help the
employees to balance both work and life equally where it supports the employer to increase the retention
of the employee. Some of the influencing factors include working hours and flexibility, time bind, Job
satisfaction, Job Autonomy and Organizational Commitment.

1.1 (g) WORK LIFE BALANCE – PROSPECTS FOR INDIAN ORGANISATIONS

Comparing with the past, today, one can see a noticeable difference in Indian organisations vision,
philosophy, leadership styles and people oriented HR interventions. Consequently, Indian organisations
have started getting respect globally. HR practitioners are striving to experiment the existing policies and
exploring other innovative policies, schemes and interventions to motivate and involve large number of
employees. However, managing employee work life balance has still not become a core strategic facet of
people management practices in Indian organisations, which have the competitive advantage in terms of
young talents in comparison to the West. This demands attention to tap available talents for superior
performance.

1.1 (h) WORK-LIFE BALANCE-THE TRENDS AND NEW APPROACHES AHEAD

The challenge of work-life balance in our society is unlikely to disappear. The concept of work life
balance is gaining a great deal of attention in both the academic and corporate worlds. The employees are
often preoccupied with work when not working, and when in the company of family and loved ones,
experience an inability to be meaningfully engaged in no work spheres. Modern work has become more
knowledge based, fluid, and intellectual; overworked people think about work all of the time. For many
people, work has become cognitively intrusive. To understand work/life balance a cognitive approach was
13 been introduced that is "Cognitive Intrusion of Work”. In simple terms, this means that work/life
balance is not just about finding "physical time" to do all that needs to be done. Instead, and more
importantly, it is about the "cognitive space" necessary to process, organize, and respond to the thinking
demands of life within a complex society.

Total life planning is the latest and innovative approach to work life benefits that helps employees
understand the important aspects of their professional life, personal lives and their relativity. Their goal is
to encourage employees to look at their lives as a whole and assess relationships, emotional and physical
wellbeing, careers, spirituality, and their personal financial situation. From these programs, employees
can assess their available choices to improve balance in their lives and develop an individualized life plan.
The most successful programs set a goal oriented environment with a meaningful and transformational
component for each individual. The concept of total life has the major benefits such as renewed employee
energy, enthusiasm and attachment for work, and enhanced productivity. Total life planning programs
may be offered in conjunction with benefits such as health, life, and disability insurance, or on a
standalone basis

1.2 AEGIS CUSTOMER SUPPORT SERVICES PVT. LTD. (ACSSPL)

Aegis is a leading global business services provider of customer experience management. They offer a
comprehensive suite of solutions that helps your business plan deeper, transparent and better optimized
customer connections and experiences- from strategy development through execution. For 30 years, they
have been the go-to experience creators for global giants across outsourcing and technology. Present in 44
locations across 9 countries and with over 40,000 employees; manage almost half a billion customer
interactions every year for over 150 clients across diverse sectors. Aegis willingness to invest in forward
oriented innovation and embrace a new economic era led to the successful sale of AUI to
Teleperformance in the recent past. Established on a note of promise and with the right mind-set, this
strategic turn redesigns our ability to tap into a world of new opportunities and results.

1.2 (a) VISSION, MISSION & VALUES OF ACSSPL

The core of everything we do stem from our mantra - Experience. We make it easy.

Our Vision: Continuous innovation with expertise to deliver superior execution for our clients while
creating wealth for all stakeholders

It’s a vision further articulated through VIEW - our trademark thought, plan and action guide from the get
go. It forms the foundation for our success in efficiency and customer focus.
Our Mission: Happy employees, happy customers, and happy shareholders

The universality in our ideals is - Happiness. Our vision, VIEW, provides a framework for our operations

Happy Employees

Provide progressive opportunities and platforms

that nurture people to participate, learn and
unleash prosperity through constant and relevant
engagement
Happy Customers

Co-create with our customers and provide them

superior value through our global delivery
platform and a class of customized service that is
Happy Shareholders innovative to meet and exceed their expectations.

Provide our shareholders an institution that

engagement.
creates sustainable economic value by efficiently
managing all classes of assets.

Our Values:

Our value-system defines our approach, attitude, and orientation with each other as Aegis-sites and in our
work for our clients.
 2
LITERATURE REVIEW

One of the most important preliminary step in the research process is doing the thorough review of the
literature on the topic identify for research. Awareness with the literature in any problem area helps one to
ascertain what is already known, what others have attempted to find out, what methods of problem
solving have been promising or disappointing and what problems remain to be solved. Review of related
literature gives the research worker an opportunity to acquaint himself/herself with the current knowledge
and up-to-date information about what has been thought and done in the area of his/her choice. This
chapter presents the review of the existing literature on the topic identified for the present study.

The concept of work-life balance is based on the notion that paid work and personal life should be seen
less as competing priorities than as complementary elements of full life. Work-life balance is about
improving people’s quality of life and widening access to paid employment and career opportunities.

Work-life balance is based on the assumption of the separation of work and private life, and that
“balance” is achieved when there is equal division between the two (Sally Khallash and Martin Kruse ,
2012). To be balanced is to approach each role, work and family-with an approximately equal level of
attention, time, involvement, or commitment.

According to Susi (2010) Work-life balance is drive for satisfaction of employees. Many organizations
feel the need of work-life balance which include retention of valuable work force, reduce work family
conflict, and reduce employee stress, job satisfaction and better life balance. Work-life balance practices
need to be supported and encouraged at workplace culture. Strong and supportive organizational culture
increase employee intent to remain in the organization

R.lockwood (2003) Define Work-life balance as a managing work and personal responsibilities. Work-
life programs require support from senior management. For work/life benefits in work environment it is
helpful to have a corporate culture that encourages employees to look at business in an entirely different
way and supports and accepts employees as individuals with priorities beyond the workplace. Work-life
balance programs increased employee motivation and productivity.

Greenhaus offer the following definition of work-family balance: the extent to which an individual is
equally engaged in- and equally satisfied with- his or her work role and family roles (Jeffrey H.
Greenhaus et al; 2003). Work-family balance as “satisfaction and good functioning at work and at home
with a minimum of role conflict” (Clark, 2000).
There has been an increased interest in work family interface in the human resource management
literature, especially regarding the sources and outcomes of conflict between these two spheres. A number
of studies have addressed this issue from different perspectives. Greenhaus and Beutell (1985) and
Greenhaus et al. (1989) examined the antecedents of conflict between family and work, Goodstein (1994)
and Ingram and Simons (1995) presented an institutional perspective on organizations’ responses to
work-family issues. In addition, Campbell, Campbell and Kennard (1994) have studied the effects of
family responsibilities on the work commitment and job performance of women. The work-family issue is
even further expanded to address the relationship of business-marriage partners (Foley and Powell, 1997).

In The National (2009), an Abu Dhabi National Paper, Rebecca Bundhun quotes that - Women and men
generally have a different perception of what the "life" part of the balance involves. For women it tends to
be devoting more time to family, while for men it is spending more time pursuing personal interests. She
also quoted the paper of Dr Katty Marmenout, a research fellow at the INSEAD School in Abu Dhabi
with his words that - work-life balance is not simply about equally dividing the time spent on one's work
and personal life, but establishing a harmony that reflects an individual's priorities‖. So, this allows for
acceptance of the happy workaholic or the satisfied stay-at-home mum or dad. "How can we measure or
evaluate work-life balance? The best indicator would be that it should feel right," she said. Whereas
researcher Murphy and Doherty (2011) revealed that it is not possible to measure work-life balance in an
absolute way as there are personal circumstances which influence the way that is perceived but
establishing a harmony that reflects an individual‘s priorities whereas employees must draw a firm line
between their home and work lives and be confident that the line is in the right place (Harvard Business
Review, page184).

Hyman and Summers (2004) classified seven major problems which are associated with current practices
over work-life balance these are unevenness of adoption across different sectors and organizations, lack
of formalization of policies at organizational level, restricted employee voice over the introduction and
implementation of policies , policies are primarily to meet business needs rather than those of employees,
there is no evidence of reduction in working hours, tangible and intangible work intrusions into domestic
life , domestic responsibilities are still conducted primarily by women irrespective of their employment
status.

Miller (1978) emphasized that earlier the work life used to begin at age 16 and end at age 70 and now
begins at 20 and ends at 62 for most of the working personals. However, restrained effects of the increase
in average length of life over the last 80 years may be associated with certain changes in work- life
history as more people reach the older ages with their health to permit them to enjoy leisure and image of
the retirement years. In-spite of that changing view of marriage like relationships also affects work-life
balance as many women are no longer expecting lifelong partners, and consequently they stress the
importance of acquiring skills and qualifications as stated by researcher Lewis et al. (1999) whereas in
contradiction to the above Milkie and Peltola (1999) stressed that happier marriages are related to a
greater sense of success in balancing work and family.

Higgins et al.(1992), Hochschild (1989), Kelley and Voydanoff (1985), Hochschild (1989) Thompson
and Walker (1989) revealed that working women face well-documented conflicts due to their continuing
role as primary caretakers for their homes, children, and/or elderly parents being women's greater
responsibility for children and other family members and they experience more interruptions than men
resulting common household problems. However, at family front researcher Milkie and Peltola (1999)
stated that one will feel less successful in achieving their own work-family balance if spouse has to do the
smaller portion of housework whereas Kiecolt (2003) found that who find work a haven spends no more
hours at work than those with high work-home satisfaction. However, Higgins and Duxbury (1992)
expressed that work conflict is a greater source of work-family conflict whereas personal or family lives,
interfere with work are associated for fewer hours but work that interferes with life matters as revealed by
the researcher Reynolds (2005).

Frone et al. (1992a) in a study of randomly drawn sample of 631 employed adults (278 men and 353
women) also found that work to family conflict is more prevalent than family to work conflict, suggesting
that family boundaries are more permeable to work demands than are work boundaries to family
demands.

Williams and Alliger (1994) also found that work interfered with family more than family interfered with
work in a study of 41 full time working parents (13 men and 28 women).

A work-life balance supports staffs who wish to have a greater involvement in public life and in the
community (Simonetta Manfredi and Michelle Holliday, 2004).

Eagle et al. (1997) found that work and family boundaries were asymmetrically permeable with work to
family conflict being significantly more prevalent than family to work conflict.

In a study of Taiwanese managers, Hsieh et al. (2005) found that very few Taiwanese managers had
difficulty balancing work and personal lives and work interfered with personal life more frequently than
personal life did with the work.

Wesley and Muthuswamy (2005) in a study of 230 teachers in an engineering college in Coimbatore,
India, found that work to family conflict was more prevalent than family to work conflict, thus indicating
that permeability of work into family was more than permeability of family into work.

Kinnunen and Mauno (2007) collected data from a sample of 501 employees working in four
organizations, i.e., municipal and social healthcare, manufacturing for exports, a bank and a supermarket.
The results indicated that interference from work to family was more prevalent than interference from
family to work among both sexes. However, there were no gender differences in experiencing either work
to family or family to work conflict.
Johnsrud and Rosser (2002) conducted a study on faculty members in their study; they proposed and
tested a multilevel structural equation model (SEM). The purpose of their model was to determine the
impact of faculty morale and work life on their intent to leave and determine whether the impact is a
function of institutional or individual perception. The results indicated that the perceptions faculty
members have of their work life had a direct and powerful impact on their morale, and subsequently on
their intentions to leave at both the individual and group or institutional levels. There was modest or no
direct consequence of work life and demographic variables on faculty members‟ intentions to leave.
Thus, the eminence of faculty members‟ work life affects their level of morale, and in turn, morale affects
their intentions to leave their career or position. Smyth (1991) concluded that widespread economic
recession seems to have shaped conditions where schools come under escalating pressures to provide
measurable results by tight controls over teachers‟ work. Even liberal-sounding actions introduced in the
name of modification, such as teacher reflection and collegiality, can be argued to drive mainly for
control purpose.

Heather S. McMillan et al, (2011) suggested that the individual harmony and its effects has developed a
new Harmony based on conflict and enrichment. N. Krishna Reddy et al, (2010) concluded that the
married women employees indeed experience Work Family Conflict (WFC) while attempting to balance
their work and family lives. Thus, Organization needs to formulate guidelines for the management of
WFCs since they are related to job satisfaction and performance of the employees.

Niharika and Supriya (2010) have examined the work based factors and family related factors that are
considered to contribute to work life balance. Work based factors are flexi time, option to work part time
and freedom to work from home and the family related factors are child care facility and flexibility to
take care of emergencies at home.

K.Santhana Lakshmi et al, (2013) have examined that the Educational institutions should address the
work life balance related issues among their staff, specifically women and take a holistic approach to
design and implement the policies to support the teaching staff to manage their work life balance Kumari
K.Thriveni et al, (2012) have studied and analyzed the significant relationship between the demographic
variables and work life balance.

Shalini and Bhawna 2012 reported in their study, Quality of work life is being used by the organizations
as a strategic tool to attract and retain the employees and more importantly to help them to maintain work
life balance with equal attention on performance and commitment at work.

Vijaya Mani (2013) has revealed the major factors influencing the Work Life Balance of Women
professionals in India such as role conflict, lack of recognition, organizational politics, gender
discrimination, and elderly and children care issues, quality of health, problems in time management and
lack of proper social support.
Higgins et al. (1994) examined the impact of gender and life cycle stage on three components of work
family conflict (i.e. role overload, interference from work to family and interference from family to
work). The results indicated significant differences for gender and life cycle. Women reported
experiencing significantly greater role overload than men. Again women were found to experience greater
work to family interference than men. Interference was highest when the children were young, and lowest
in families with older children. Further, women reported significantly higher levels of family interference
with work than men in early years, but interferences levels were comparable to men’s in the third life
cycle stage (i.e. children 10 to 18 years). This finding is supported by the findings of studies by Loscocoo
(1997) and Aryee et al. (1999b). Loscocoo (1997) found that there was gender asymmetry in the
permeability of the boundaries between work and family lives. Family intruded more on work among
women and work intruded more on family among men. Aryee et al. (1999b) found that gender was
negatively related to family work conflict, suggesting that men did not experience as much family work
conflict as women.

Frye and Breaugh (2004) found that the number of work hours, the use of family- friendly policies, and
reporting to a supportive supervisors were predictive of work-family conflict. Family friendly policies
and reporting to a supportive supervisor were found to have negative correlation with work-family
conflict whereas hours worked was positively related .With regard to family- work conflict, reporting to a
supportive supervisor was predictive of such conflict and was negatively related to such conflict.

Alam et al. (2009) explored the correlation between working hours and work family imbalance, for three
focused groups, namely, teaching professionals and two groups from corporate houses. 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. 99 per cent of women managers reported to
have work family conflict because of 9 -10 hours work every day, while only 20 per cent involved in
teaching reported so.

Nadeem and Abbas (2009) conducted a study in Pakistan to analyze the relationship between work life
and job satisfaction. The research results indicate that job stress is negatively correlated to stress at job,
family to work interfaces and job conflict. Work overload does not influence job satisfaction. Positive
relationship exists between Job autonomy and job satisfaction.

Mcnall, Masuda, and Nicklin (2010) conducted the study to analyze the relationship between flexible
work arrangement and job satisfaction. Results of the study indicate that greater the flexible work
arrangements provided more will be the satisfaction employee will have from their jobs.

Saif, Malik, and Awan (2011) conducted research in Pakistan to analyze relationship work life balance
practices have with job satisfaction. Data is collected from 450 layoff supervisors from two large
organizations in Pakistan through questionnaire. The results reveal that work life balance practices and
level of job satisfaction share a Positive relationship.

Rani, Kamalanabhan, and Selvarani (2011) conducted the study to evaluate the relationship between work
life balance and employees satisfaction. Data is collected from 210 respondents in IT organizations
through questionnaire. Multiply regression analysis was applied to drive the results. Results indicated job
satisfaction have positive relationship with work life balance and negative relationship with work
recognition, relationship with subordinate and supervisor and task at work.

V.Varatharaj and Vasantha (2012) conducted the study to examine relationship job satisfaction have with
work life balance in women. Data is collected from 250 Service Sectors working women in Chennai city
through questionnaire. Data is analyzed through, Correlation, Chi-Square test, Wallis Test and Kruskals.
Result shows strong positive relationship exists between job satisfaction and work life balance.

Fatima and Rehman (2012) conducted research to examine role ambiguity and role conflict effect on
employee’s job satisfaction as well as leaving intention. Data is gathered from 120 teachers from
Rawalpindi and Islamabad universities in Pakistan. SPSS and Regression Analysis are used to analyze the
data. The results indicate that job role conflict and role ambiguity are negatively related to job satisfaction
and positively related to job leaving intentions.

R.Gayathiri and Ramakrishna (2013) conducted study to investigate the concept of quality of work life
and to analyze nature of relationship it have with job satisfaction. The result indicates that the concept of
work life quality is multidimensional and it influence employee’s use of skills, knowledge, relationship
with other and professional interaction and collaboration. Positive relationship exists between job
satisfaction and quality of work.

Yadav and Dabhade (2013) conducted research to analyze the relationship that exists between work life
balance and job satisfaction of the working women. Sample is collected from education sector and
banking sector. Data is collected from 150 women employees 75 women from each sector. The results
indicate that work life balance and job satisfaction share significant relationship.
 3
RESEARCH METHODOLOGY