Work-Life Balance in The Defence Forces: A Study On Army Officers of Bangladesh

RUNNING HEAD: WORK-LIFE BALANCE IN THE DEFENCE FORCES
Work-Life Balance in the Defence Forces: A Study on Army Officers of Bangladesh
A thesis submitted to the Department of Management Studies
in partial fulfillment of the requirements for the degree of
MASTER OF BUSINESS ADMINISTRATION
[Submitted By]
Exam Roll: 170131
Reg. No: 36634
Session: 2016-17
Faculty of Business Studies
Jahangirnagar University
Savar, Dhaka-1342
Date of Submission: 11th February, 2019

WORK-LIFE BALANCE IN THE DEFENCE FORCES I
Abstract
Adopting an employee-centric and integrative approach are the critical success factors for
the implementation of a work-life balance program. This report reviews studies that have
been conducted on work-life balance and its relationship to the long working culture in
the defence forces of Bangladesh. Where insufficient information exists within the
context of the Bangladesh Army, the broader aspect of work-life balance is discussed
throughout the report. Most of the research focus on the private organisations in different
industries. This study explores Bangladesh Army Officers' perception on work-life
balance issues. In-depth interviews and 35-item modified questionnaire (Cronbach's
alpha=.926) were used to collect the data. Factor analysis discovered five factors: (1)
Work-Family Orientation (highest beta= 0.508); (2) Workplace Support and Allegiance
to Seniors; (3) Flexibility on Scheduling; (4) Career and Self-development; and (5)
Workload—the determinants perceived by employees to attain ‘‘better'' work-life balance
in the defence forces of Bangladesh. The study ends by recommending the Army
Training and Doctrine Command (ARTDOC) for considering the factors to maintain
work-life balance.
Keywords: Work-life balance, Commissioned officers, Bangladesh Army, Defence
Forces.
WORK-LIFE BALANCE IN THE DEFENCE FORCES II
Table of Contents
Chapter 1. Introduction............................................................................................1
1.1 Introduction....................................................................................................1
1.2 Statement of the Problem...............................................................................2
1.3 Significance of the Study...............................................................................2
1.4 Objectives of the Study..................................................................................3
1.4.1 General objective....................................................................................3
1.4.2 Specific objectives..................................................................................3
1.5 Scope of the Study.........................................................................................3
1.6 Definitions of Key Terms..............................................................................4
1.7 Limitations of the study.................................................................................5
Chapter 2. Literature Review...................................................................................6
2.1. Work-Life Balance.......................................................................................6
2.2 Work Life Balance in Defence Force............................................................9
Chapter 3. Methodology.......................................................................................11
3.1 Area of the Study.........................................................................................11
3.2 Research Design..........................................................................................11
3.3 Sample Size.................................................................................................12
3.4 Sampling Techniques...................................................................................12
3.5 Sources of Data Collection..........................................................................13

WORK-LIFE BALANCE IN THE DEFENCE FORCES III
3.5.1 Primary Sources of Data.......................................................................13
3.5.2 Secondary Sources of Data...................................................................13
3.6 Questionnaire Design...................................................................................13
3.7 Statistical Tools and Techniques Used for Data Analysis...........................14
3.7.1 Descriptive statistics.............................................................................14
3.7.2 Exploratory factor analysis...................................................................14
3.7.3 Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin).. .15
3.7.4 Multiple Regression Analysis...............................................................16
Chapter 4. Analysis and Findings..........................................................................17
4.1. Profile of the respondents...........................................................................17
4.2 Reliability Test.............................................................................................19
4.3 Descriptive Statistics...................................................................................19
4.4 Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin)..........21
4.5 Exploratory Factor Analysis........................................................................22
4.5.1 Eigenvalues...........................................................................................22
4.5.2 Communalities......................................................................................25
4.5.5 Rotated Component Matrix..................................................................27
4.5 Regression Analysis.....................................................................................29
4.6 Anova...........................................................................................................30
4.7 Coefficients..................................................................................................30
4.8 Regression Line...........................................................................................32
4.9 Findings.......................................................................................................32
WORK-LIFE BALANCE IN THE DEFENCE FORCES IV
4.9.1 Factor 1- work-family orientation........................................................32
4.9.2 Factor 2- workplace support and allegiance to seniors.........................32
4.9.3 Factor 3- flexibility on scheduling........................................................33
4.9.4 Factor 4-career and self-development..................................................33
4.9.5 Factor 5- workload................................................................................34
Chapter 5. Conclusion and Recommendations......................................................35
5.1 Conclusion...................................................................................................35
5.2 Recommendations........................................................................................36
5.2.1 Avoiding Zero error syndrome.............................................................36
5.2.2 Equal work distribution........................................................................36
5.2.3 Providing more free time......................................................................37
5.2.4 Increasing responsibilities of JCO and NCO........................................37
5.2.5 Ensuring Privilege Leave......................................................................37
5.3 Future Research Direction...........................................................................38
References..............................................................................................................39
Appendix A. Questionnaire...................................................................................45
Appendix B. Frequency Table...............................................................................48

WORK-LIFE BALANCE IN THE DEFENCE FORCES V
List of Tables
Table 1 Demographic Profile of Respondents.......................................................17
Table 2 Reliability Statistics..................................................................................19
Table 3 Descriptive Statistics................................................................................20
Table 4 KMO and Bartlett's Test...........................................................................22
Table 5 Total Variance Explained.........................................................................24
Table 6 Communalities..........................................................................................26
Table 7 Rotated Component Matrix......................................................................27
Table 8 Model Summary.......................................................................................29
Table 9 ANOVA....................................................................................................30
Table 10 Coefficients.............................................................................................31
WORK-LIFE BALANCE IN THE DEFENCE FORCES VI
List of Figures
Figure 1 Percentage of male and female officers surveyed...................................18
Figure 2 Ranks of the officers surveyed................................................................18
Figure 3 Scree Plot.................................................................................................25
Figure 4 Factors of Work-Life Balance.................................................................34

WORK-LIFE BALANCE IN THE DEFENCE FORCES 1
Chapter 1. Introduction
1.1 Introduction
The work-life balance issue has got increasing attention among the Bangladesh
Defence Force members as long working hours is increasing day by day due to the
shortage of members in the forces. Long working hours and handling huge administrative
duties are responsible for excessive stress that force an individual to make decisions to
balance work and personal life (Grandey and Cropanzano, 1999). According to the
survey conducted by Nelson-Horchler in 1991, only 36% of the respondents considered a
job as the most important elements in their lives (Pynes, 2009). In that study, Gen X'ers
emphasised on better family life. This means people are ready to leave any job to seek
better "Quality of life”. Organisations of Bangladesh are increasingly considering the
benefits of ensuring their employees’ ‘Work-Life balance'.
The equilibrium state between personal life and professional life could be best
defined as the term "Work-Life Balance". Though this term first was used in 1986, now it
is using in every day's modern professional life. Work-Life balance initiatives in the
Defence forces are a global phenomenon, but it is very rare in Bangladeshi forces. The
Defence personnel carry a double load as an employee and family member. Considerable
researches have highlighted the importance of Work-Life Balance for organizational
performance. Work-life balance, in its broadest sense, is defined as a ‘fit' between the
multiple roles in a person's life. Hence these practices include flexible work hours,
working from home, sharing a full-time job between two employees (job sharing), family
leave programs such as parental leave, adoption leave, onsite childcare, and eldercare
services (Estes & Michael, 2005).
This study has attempted to gain insight into the work-life balance among
Bangladesh Army (BA) Officers employed in different cantonments. The results of this
study are based on the officers’ perception regarding their work-life balance issues. The
perceptions of the officers are their own opinions, based on their experiences within the
workplaces.
1.2 Statement of the Problem
Work-life balance is an area of increasing importance to both employees and
employers. Employees need to balance work and non-work roles and employers require it
to increase productivity and reduce cost. The research on work-life balance in the
Defence forces is being conducted in western countries. However, this can be said for
developing economies like Bangladesh where little is known about Work-life balance
practices in the Defence forces, both in structural and cultural forms and of course an
obvious paucity of empirical studies in this area. This is why, this paper investigates the
work-life balance of BA officers as it is assumed that there is no such culture of
balancing work and life in any Defence forces of Bangladesh.
1.3 Significance of the Study
During the second half of 20th century, with work demands increasingly
encroaching on family and personal time at a faster pace, employers acknowledged the
need of work-life balance programmes to facilitate maintain a healthy balance between
the conflicting demands of employees’ work and personal life. Availability of work-life
balance facilities to employees witnessed a phenomenal growth between the late eighties
of the 20th century and early years of the 21st century. Keeping the issues in mind, this
paper analyses the emergence of work-life balance in BA. Further, a detailed analysis of
proven and anticipated factors of work-life balance is presented to justify the need for
work-life balance initiatives at the Unit level in every cantonment.
1.4 Objectives of the Study
1.4.1 General objective. This study to explore explore the perception of work-life
balance issues among the officers and to provide ARTDOC (Army Training and Doctrine
Command) a comprehensive solution to create a healthy work environment and
productive workforce.
1.4.2 Specific objectives. Specifically, the objectives of the study are-
1. Examine Army officers' perception on work-life balance issues.
2. Investigate any underlying dimensions influencing Army officers in facing the
work-life balance dilemma; and
3. Make suggestions to the ARTDOC (Army Training and Doctrine Command) on
devising policies on the work-life balance
1.5 Scope of the Study
In general, it is believed that a better understanding of "Quality life" issues is
beneficial to an individual force member, their families, and the forces. Information that
is obtained from research in this area can be used to guide policies and, if embraced by
leadership, has the potential to increase the quality of life of BA officers and their
families. There is a need of more research on the relationship between work-life balance
in the Bangladesh Army, as well as Air Force and Navy, to increase operational
effectiveness and ensure the best quality life. Best of researcher's knowledge, there is no
such research on work-life balance in the Defence forces of Bangladesh. There is a need
to conduct research in a more systematic manner. Accordingly, the overview of and
recommendations for work-life balance is proposed and may be used to guide future
research.
1.6 Definitions of Key Terms
The key terms and acronyms used in this study are described in this section which
is used interchangeably throughout the report.
Work-life balance: An individual’s assessment of balancing multiple life roles
(Greenhaus & Allen, 2011; Haar, 2013; Kossek et al., 2014)
Defence Forces: A Defence force is a professional organization to use lethal or
deadly force and weapons to ensure the sovereignty of the state. It typically consists of
branches such as an Army, Navy and Air Force.
Bangladesh Army (BA): Bangladesh Army (বাংলাদেশ সেনাবাহিনী) is the largest land
forces of Bangladesh which is active since 1971.
Commissioned officers: The First-Class gazetted personnel of the Bangladesh
Army.
1.7 Limitations of the study
1. Information is collected through indirect communication via an online structured
questionnaire. There is posibility of filling up the form by non-army individual.
2. To keep identify of the respondents confidential, researcher did not collect any
credential and job location information. Job location and assigned responsibilities
are also main factors which have effects on the work-life balance in BA.
3. The sampling method was convenient and the size was very small in comparison
with the total force size. The result may not represent the whole population.
4. Useful results from Convenience sampling can be obtained, but the results are
prone to significant bias, because those who volunteer to take part may be
different from those who choose not to.
5. The use of a Likert scale in the survey may have limited some participants’ ability
to provide an accurate assessment of their feelings and perceptions
6. This study focuses on Commissioned officers only. There are more than 2 lakhs
Junior Commissioned officers and Non-Commissioned officers who are indirectly
affecting the work-life balance of their commanding officers.

Chapter 2. Literature Review
2.1. Work-Life Balance
Since the origin of trade union development in the eighteenth century, the concept
of work-life balance was associated with the evolution of human resource management
(Chartered Institute of Personnel and Development, 2007a). There is no widely accepted
definition of work-life balance due to ever-changing political, social, economic, legal and
cultural factors. This term started to get attention by the enrolment of the greater number
of women in various industries. Therefore, dual income parents struggle to maintain their
work and family duties. In this 21st century, many private organisations stated to focus on
the term “Family- friendly” to attract talented people. Pocock (2005) mentioned that
these “Family- Friendly” organisations established various practices like paid maternity
leave, flexible work hour, child care facilities and many more.
Time is an unignorable factor when the issues of work-life balance are discussed.
According to Greenhaus and Beutell (1985), there are three kinds of work-life conflicts
such as strain-based, time-based conflict and behaviour-based conflicts. In many studies,
researchers have focused on the issues related to time to explain work-life balance such
time commitment, expectation, working hours, leisure hours as well as they showed
significant relationship between work-life balance and time-based factors (Greenhaus and
Beutell, 1985; Gutek et al., 1991). Hence, no working individual enjoys a career that
prevents to spend quality time for self and family as well as friends.
Taking a step into the outer reaches of work and life, ‘‘work-life balance policies''
and ‘‘workplace flexibility programs'' are now increasingly used to collectively refer to a
combination of initiatives designed to address individual's needs. In the UK, there are
millions of professionals are offering services as caregivers for the elder and disabled
members (Chartered Institute of Personnel and Development, 2007b). The issues of
work-life balance are not only related to the married or family members but also
applicable for single person with no family members. They may have other commitments
within the community. Many researchers have attempted to categorised the needs of the
employees in broad groups such as baby boomers, Generation X, Generation Y or the PC
generation. That is why the term "family-friendly" may not be suitable for everyone
(Chartered Institute of Personnel and Development, 2007b). Consequently, "Work-life
balance policies'' and ‘‘Workplace flexibility programs'' are now increasingly used to
collectively refer to a combination of initiatives designed to address individual's needs.
Thus, work-life balance can be best defined as the direction of establishing control over
how, when and where people work. This control can be only established when an
individual has the right to get paid for work and a fulfilled family life in order to ensure
the mutual benefits of the individual and business. (Employers and work-life balance,
2007).
As work-life balance issues vary from country to country, researchers tried to
provide different kinds of solutions to minimise work-life conflicts. These solutions
provide a guideline for maintaining work-life balance. Beutell and College (2010)
mentioned that an individual requires support from the supervisors in order to maintain
work-life balance. If anybody receives support from the management, then he or she can
ensure quality work-life balance. This study signifies to adopt a well-defined policy
which is mandatory to maintain a good relationship between work and life. According to
Hill et al. (2001), two main factors of work-life balance are flexibility in the timing and
location of work. Keeping the work environment attractive and flexible is the key success
of maintaining work-life balance in the organization. Hill et al. (2001) also mentioned
that the human resource department should promote policies to ensure employee well-
being and work-life balance.
Greenhaus and Beutell (1985) identified three components of the work-life
balance such as (a) time balances, (b) role-produced strain, and (c) incompatible in role
behaviour patterns. For example, work-to-life balance occurs when the time demands,
strain, and behaviours associated with work interfere with an individual’s ability to fulfil
their life role. Greenhaus & Beutell (1985) also mentioned that Work-life balance
happens when one role of the is fulfilled and makes it difficult to fulfil the requirements
of another role. Similarly, Work-life balance happens when specific behaviours required
in one role make it difficult to meet the requirements of another role.
Clark (2000) and Greenblatt (2002) presented comparatively simpler and practical
approaches to work-life balance. While the former defined work-life balance as
satisfaction and good functioning at work and at home with a minimum role conflict, the
latter proffered work-life balance as the absence of unacceptable levels of conflict
between work and non-work demands
Due to the increased importance of the topic, various instruments were developed
to measure the WLB of different target groups in different contexts. These scales include
those developed by Fisher (2001), Greenhaus et al. (2003), Hill et al. (2001), Huffman et
al. (2004) and Hayman (2005). Majority of them were developed on the basis of the
western societal and work concepts. Most of these instruments are having good validity
and reliability in the societal contexts in which they were developed. However, as the
etiquettes, customs, values of the society, nature and concepts of the family structure and
organization in Bangladesh are somewhat different from that of the western and
European countries; there are some practical difficulties in directly applying these WLB
instruments in Bangladesh context.
Lambert et al. (2006) have revealed the picture of difficulties faced in balancing
the work demand and the life (family) responsibility as there was a high correlation
between the difficulties faced and the balancing act to be performed. The study also
defined certain specific HRM interventions for better work-life balance. Mathew and
Panchanatham (2009) addressed the Work-life balance as one of the most challenging
issues being faced by the women employees in the 21st century because of the type of
roles they play at home and the spill over of personal life over work life. Huffman et al.
(2004) have examined that the Educational institutions should address the Work-Life
Balance related issues among their staff and take a holistic approach to design and
implement the policies to support the teaching staff to manage their WLB.
Reiter (2007) identifies its effect on various quality life conditions such as Job
Satisfaction, Work Stress, Career Growth, Turnover, Absenteeism, Appreciation and
competitive environment in context with Work-life Balance and its practices or policies.
In this paper, an endeavour has been made to provide an overview of various aspects of
Work-Life Balance through the review of existing literature.
2.2 Work Life Balance in Defence Force

There is growing evidence from various surveys of the Defence forces members
and their families that work-life balance is an issue and that they have a desire for
increased work-life balance (Jefferies 2001a, 2001b). Most of the researches that have
been suggested that the issue of Work-life balance, in particular, high work-to-life
balance, is related to intentions to leave the force (Dowden, 2001). There is also research
indicating that increased amounts of work-to-life balance are linked to decreased
psychological health and wellbeing in the forces’ members (Duxbury and Higgins, 2001).
Little research has been done focusing on the relationship between work-life balance and
physical health in Defence forces members. Furthermore, there has been a research on the
connection between work-life balance and performance in the general literature, although
these two constructs have been theorized to be related (Weiss & MacDermid, 2003).
Jefferies (2001a, 2001b) analysed qualitative information obtained from the
Canadian Force (CF) members and their spouses regarding their quality of life in the
Quality of Life Questionnaire (Dowden, 2001). One common theme that emerged in both
the CF member survey and the spousal survey involved the importance of family.
Approximately 42% of CF members wanted deployments/tours to be reduced in order to
allow them to spend more time with their family. Eleven percent reported that having
more time to spend with their family was something that needed to be improved. Many
wanted a reduction in their workload since some individuals reported having to extend
their workdays or having to take work home with them. They also wanted involvement in
choosing their postings.

Chapter 3. Methodology
According to Rajaseka et al. (2006). Research methodology is a way to
systematically solve the research problem. It may be understood as a science of studying
how research is done scientifically as research methodology has many dimensions and
research method to constitute a part of it. The chapter is designed to describe the
methodology used in this study. The study areas, sampling method, size and type of
research are described here. The reliability and adequacy of those instruments are also
mentioned here.
3.1 Area of the Study
The study was conducted on the Commissioned Officers of the BA those are
currently serving in various areas of Bangladesh.
3.2 Research Design
It is basically a Cross-sectional study. Setia (2016) mentioned that the Cross-
sectional study design is a type of observational study design. In this cross-sectional
study, the researcher measured the outcome and the exposures in the study participants at
the same time.
Research design is the concept and a structure within which the research is
conducted. It constitutes the blueprint for the collection, measurement and analysis of
data. Research design stands for advance planning of the methods to be adopted for
collecting the relevant data, and the techniques to be used for their analysis that are
relevant to the objectives subject to the availability of staff, money and time. In fact, the
research design has a great bearing on the outcomes of any research. According to Selltiz
et.al. (1962) “A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure.”
This study classifies research design in three general designs such as Sampling
Design which deals with methods of selecting items that are to be observed,
Questionnaire Design which refers to a set of questions to collect data from the
respondents and lastly Statistical Design that concerns how the information and data
gathered are to be analysed.
3.3 Sample Size
The total number of officers in the BA is approximately 7000. According to
Siddhu (1985), “Population means an aggregate or the totality of the subject regarding
which inferences are to be made in a sampling study”. For this study, responses of 102
commissioned officers of BA were used. Researcher has taken opinion from Lieutenant
to Brigadier General of the force.
Comparing the overall force size, the sample size was small for this type of study.
It is practically impossible to study the entire population due to time, money and energy
constraints. So, to undertake the study and arrive at valid conclusions, researcher needs a
small portion of the entire population which is truly representative of all characteristics.
This process of selecting representative subjects is called sampling.
3.4 Sampling Techniques
This study is based on Convenience sampling of Non-Probability Sampling
Methods for this study. According to Best and Kahn (2009) “A sample is a small
proportion of the population that is selected for observation and analysis.” There are
several different sampling techniques available and they can be subdivided into two
groups such as probability sampling and non-probability sampling. It is very hard to
reach officers of every rank as entering in the Cantonments and interviewing senior
officers require a lot of clearances and permissions. That is why convenience sampling
method was used.
3.5 Sources of Data Collection
The information was collected from two sources of data such as primary source
and secondary sources.
3.5.1 Primary Sources of Data. Primary sources of data include data collection
with the help of a questionnaire and survey. Data in this study are collected through the
Questionnaire method, by filling a questionnaire. Primary Data is used to conduct
analysis and find the results.
3.5.2 Secondary Sources of Data. Secondary sources are books, journal articles,
speeches, reviews, research reports, periodical, abstracts, conference paper, online papers,
website and many more. Secondary data is used to write Literature Review and
Instrument development.
3.6 Questionnaire Design
A questionnaire according to the “Questionnaire on an Empirical Analysis of
Worklife Balance on Women Employees” by Swarnalatha (2013) was used for this study.
This set of questions supported the problem and literature review of this study. The
survey was conducted through online with 35 questions. By using the Likert-type scale,
researcher of this study assumes that the strength and intensity of experience on a
continuum from strongly agree to strongly disagree, and makes the assumption that
attitudes can be measured. Respondents were offered a choice of five pre-coded
responses with the neutral point being neither agree nor disagree.
3.7 Statistical Tools and Techniques Used for Data Analysis
3.7.1 Descriptive statistics. Weiss & Hassett (1999) stated that Descriptive
statistics consists of methods for organizing and summarizing data in a meaningful way
to design a pattern. Descriptive statistics do not allow to make conclusions beyond the
data analysed or reach conclusions regarding any hypotheses. They are simply a way to
describe our data. The Mean is the average of all numbers and is sometimes called the
Arithmetic Mean. To calculate mean, add together all of the numbers in a set and then
divide the sum by the total count of numbers. The Mode is the number that occurs most
often within a set of numbers. Standard Deviation is the measure of dispersion of a set of
data from its mean. It measures the absolute variability of distribution; the higher the
dispersion or variability, the greater is the standard deviation and greater will be the
magnitude of the deviation of the value from their mean.
3.7.2 Exploratory factor analysis. According to Weiss & Hassett (1999),
Exploratory factor analysis is a statistical technique that is used to reduce data to a
smaller set of summary variables and to explore the underlying theoretical structure of
the phenomena. It is used to identify the structure of the relationship between the
variable and the respondent.

3.7.2.1 Driving factor. There are two methods for the driving factor, these two
methods are as follows:
1. Principle component factor analysis method: This method is used when the
researcher needs to drive the minimum number of factors and explain the
maximum portion of the variance in the original variable.
2. Common factor analysis: This method is used when the researchers do not know
the nature of the factor to be extracted and the common error variance.
3.7.2.2 Selection of factors to be extracted. Most researchers use the Eigenvalue
criteria for the number of factors to be extracted. Value of the percentage and variance
explained method is also used for exploratory factor analysis. Scree plot can be used for
the selection of factors. In this method, Eigenvalue is plotted on a graph and factors are
selected.
3.7.2.3 Orthogonal rotation. In the orthogonal rotation, the following three
methods are available based on the rotation:
1. Quartimax: Rows are simplified so that the variable should be loaded on a
single factor.
2. Varimax: Used to simplify the column of the factor matrix so that the
factor extracts are clearly associated and there should be some separation
among the variables.
3. Equimax: The combination of the above two methods. This method
simplifies row and column at a single time.

3.7.3 Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin).
KMO & Bartlett’s Test of Sphericity is a measure of sampling adequacy that is
recommended to check the case to the variable ratio for the analysis being conducted. In
most academic and business studies, KMO & Bartlett's test plays an important role in
accepting the sample adequacy.
3.7.4 Multiple Regression Analysis. The simple linear regression model assumes
that the relationship between the dependent variable, which is denoted Y, and the
independent variable, denoted X, can be approximated by a straight line. Multiple linear
regression is the most common form of linear regression analysis. As a predictive
analysis, the Multiple Linear Regression is used to explain the relationship between one
continuous dependent variable and two or more independent variables.
The data was analysed through “Statistical Package for the Social Sciences
(SPSS)” version 25. This interactive software was used to calculate Mean, Median,
Mode, Standard Deviation, Cronbach’s Alpha, Factor Analysis and Regression.
7.
Chapter 4. Analysis and Findings
4.1. Profile of the respondents
There were a total one hundred two respondents whose responses were received
in December 2018 and January of 2019. Respondents were all Army officers who are in
full-time employment working in the different location of Bangladesh. Note that there are
no missing value or respondents.
Table 1 Demographic Profile of Respondents
Characteristics N N Sub Sections Frequency Respondents

(valid) (Missing (%)
)
Gender 102 0 Female 5 4.9
Male 97 95.1
Below 30 72 70.6
102 0 30-40 22 21.6
Age
40-50 8 7.8
Lieutenant 5 4.9
Captain 61 59.8
Major 23 22.5
Designation/ 102 0 Lt. Colonel 11 10.8
Rank Brig. General 2 2.0
Single 56 54.9
102 0 1-2 11 10.8
3-4 28 27.5
Family Size 5 and Above 7 6.9
Source: Compiled by author from field survey, 2019

The graphical representations of the Gender and Ranks of the officers are given
below.
Figure 1 Percentage of male and female officers surveyed
In figure 2, it is clear that, out 9 ranks of the BA, only officers of 5 ranks participated in
this study.
Figure 2 Ranks of the officers surveyed
4.2 Reliability Test
Cronbach’s alpha provides a useful lower bound on reliability. Cronbach’s alpha
will generally increase when the correlations between the items increase. Saha et al.
(2018) mentioned that a commonly accepted rule of thumb is an alpha of 0.6 which
indicates acceptable reliability and 0.8 or higher indicates good reliability.
Table 2 Reliability Statistics
Cronbach's Alpha N of Items
.926 31
The Cronbach’s alpha for all the variables is .926 as shown in Table 2. As the
value is close to 1, the constructs of this study had adequate reliability.

4.3 Descriptive Statistics
The work-life balance issues are presented in Table 3, the statement, "My
responsibility at work increases my workload.'' was rated highest with a mean score of
4.14. While the statement, ‘‘I get sufficient vacation for family trips in a year,'' scored the
lowest (mean = 2.62) which implies officers have less vacation in a year, which is
understandable due to the nature of their work. Most of the respondent disagreed the
statement "My superior gives more importance towards the well-being of the officers
rather than the official jobs" having the second-lowest average (mean= 2.65).
The overall perception statement, ‘‘I feel my work–life is balanced in this job,’’
scored only 3.34 which implies Army officers neither disagree nor agree with this
statement, and the imbalance between work and life is perceived in the BA.
Table 3 Descriptive Statistics
Std. Min Max Mode

Mean Deviation
My responsibility at work increases my 4.14 .732 2 5 4
workload.
I have good understanding with my team 4.02 .744 2 5 4
members.
I often come home late in the evening. 3.93 .947 2 5 4
I feel more respected because of my rank. 3.92 .919 1 5 4
My supervisor gives me more guidelines to 3.83 .966 1 5 4

perform my work.
I undergo physical exercise regularly. 3.74 1.151 1 5 4
The organization makes the officers very 3.63 1.134 1 5 4

clear about the expectations.
My organization supports the officers in 3.38 1.161 1 5 4
terms of combining professional life with
family life.
I can give my attention to urgent family or 3.29 1.095 1 5 4

personal issues immediately.
I can spend the time on self-development. 3.26 1.062 1 5 4
I plan my work and perform orderly without 3.25 1.066 1 5 4

any delay.
I feel satisfied with the travelling 3.25 1.254 1 5 4
arrangements that I have.
My job keeps me away from my family too 3.25 1.085 2 5 2
much.
I always do my prayers. 3.24 1.136 1 5 2
I prepare work schedule to fulfil both my 3.22 1.157 1 5 4

personal and family commitment.
I am encouraged to take own decisions. 3.20 1.063 1 5 4
I am satisfied with my ideal life as planned. 3.18 1.293 1 5 4
I am satisfied with the time of attending 3.17 1.203 1 5 4

ceremonies.
I am satisfied with my regular contacts with 3.08 1.256 1 5 4
Family and Friends.
I feel satisfied with my free/leisure hours. 3.07 1.229 1 5 4
I have enough time to think, plan and to 3.05 1.066 1 5 4

schedule my day-to-day activities.
I have sufficient time to take care of myself. 3.01 1.182 1 5 4
All the officers are treated equally 3.00 1.274 1 5 4
After working hours, I get time for family 2.93 1.092 1 5 4

engagements
I can openly discuss issues relating to work- 2.92 1.132 1 5 4
life balance with my superior.
Work is evenly distributed among officers in 2.90 1.301 1 5 4
the organization/Unit
I am satisfied with my weekends. 2.86 1.186 1 5 4
I have sufficient time for leisure activities 2.68 1.145 1 4 4
My superior gives more importance towards 2.65 1.131 1 5 2

the well-being of the officers rather than the
official jobs.
I get sufficient vacation for family trips in a 2.62 1.282 1 5 2
year.
Overall perception about work-life

balance
I feel my work–life is balanced in this job 3.34 .745 2 5 3
The statement “Work is evenly distributed among officers in the organization/
Unit" has the highest Standard Deviation value (1.301) at mean value 2.90. A high
standard deviation indicates that the data points are spread out over a large range of
values.
4.4 Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin)
Table 4 shows the Kaiser-Meyer-Olkin measure of sampling adequacy and
Bartlett's test of sphericity. While the KMO ranges from 0 to 1, the world-over accepted
index is over 0.6. Also, Bartlett's Test of Sphericity relates to the significance of the study
and thereby shows the validity and suitability of the responses collected to the problem
being addressed through the study. For Factor Analysis to be recommended suitable,
Bartlett's Test of Sphericity must be less than 0.05. (Anastasiadou, 2011).
Table 4 KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .777
Bartlett's Test of Approx. Chi-Square 2279.513
Sphericity df 435
Sig. .000
For this study, 30 variables were used to determine the factors. This sample is
adequate for the Exploratory Factor analysis as the KMO is .777. Also, the significance
level of Bartlett’s Test of Sphericity is highly significant (p < 0.001) for the study. These
figures suggest that the use of factor analysis is appropriate. Thereby it shows that the
validity and suitability of the responses collected to the problem being addressed through
the study.
4.5 Exploratory Factor Analysis
4.5.1 Eigenvalues. There were 30 variables analysed in Table 5. Eigenvalues of
their correlation matrix are shown in the left section "Initial eigenvalues". No factors
have been extracted yet. These eigenvalues correspond to the variances of Principal
components, not of factors. Adjective "initial" means "at the initiation point of the
analysis" and does not imply that there must be some "final" eigenvalues. Eigenvalues
associated with each factor represent the variance explained by that particular linear
component. The table also displays the eigenvalues in terms of the percentage of variance
explained that means factor 1 explains 41.485% of total variance. It is clear that the first
few factors explain relatively large amounts of variance whereas subsequent factors
explain only small amounts of variance.
The factors were derived following Hair et al. (2005) suggestions that eigenvalue
must be higher than 1.0. The Kaiser rule, "eigenvalues >1" was used to decide how many
factors to extract and 7 factors are determined through this method. In the column
labelled Extraction Sums of Squared Loadings. The values in this part of the table are the
same as the values before extraction, except that the values for the discarded factors are
ignored.
The final part of the table which is labelled as Rotation Sums of Squared
Loadings, the eigenvalues of the factors after rotation are displayed. The rotation has the
effect of optimizing the factor structure and one consequence for these data is that the
relative importance of the seven factors is equalized. The % of total variation explained
by the factors is 72.448%. The 7-factor solution is responsible for the common variance
constituting 72.448% of the total variance.
Table 5 Total Variance Explained
Extraction Sums of Squared Rotation Sums of Squared

Initial Eigenvalues Loadings Loadings
% of Cumulative % of Cumulative % of Cumulative

Component Total Variance % Total Variance % Total Variance %
1 12.446 41.485 41.485 12.446 41.485 41.485 7.586 25.285 25.285
2 2.361 7.869 49.354 2.361 7.869 49.354 3.830 12.766 38.052

3 1.784 5.946 55.300 1.784 5.946 55.300 2.585 8.616 46.668
4 1.441 4.805 60.105 1.441 4.805 60.105 2.200 7.334 54.002
5 1.418 4.726 64.831 1.418 4.726 64.831 2.113 7.042 61.044
6 1.204 4.014 68.846 1.204 4.014 68.846 1.930 6.432 67.476
7 1.081 3.603 72.448 1.081 3.603 72.448 1.492 4.972 72.448
8 .943 3.144 75.592
9 .738 2.458 78.051
10 .722 2.407 80.457
11 .689 2.296 82.753
12 .587 1.958 84.711
13 .551 1.837 86.548
14 .529 1.764 88.312
15 .445 1.484 89.796
16 .354 1.181 90.977
17 .345 1.150 92.128
18 .330 1.101 93.228
19 .303 1.011 94.240
20 .277 .922 95.161
21 .251 .837 95.998
22 .232 .773 96.771
23 .206 .686 97.457
24 .186 .621 98.078

25 .153 .510 98.587
26 .125 .418 99.005
27 .115 .384 99.389
28 .091 .304 99.693
29 .062 .206 99.899
30 .030 .101 100.000
Extraction Method: Principal Component Analysis.
Scree plot is used to illustrate the number of significant factors-
Figure 3 Scree Plot

4.5.2 Communalities. Communalities is the proportion of each variable’s
variance that can be explained by the factors in table 4. Principal component analysis
works on the initial assumption that all variance is common; therefore, before extraction,
the communalities are all 1. The communalities in the column labelled Extraction reflect
the common variance in the data structure. So, for example, 58.4% of the variance
associated with the statement “I have enough time to think, plan and to schedule my day-
to-day activities”. Another way to look at these communalities is in terms of the
proportion of variance explained by the underlying factors. The amount of variance in
each variable that can be explained by the retained factors is represented by the
communalities after extraction.
Table 6 Communalities
Components Initial Extraction
I have enough time to think, plan and to schedule my day-to-day activities. 1.000 .584
I have sufficient time to take care of myself. 1.000 .674
I have sufficient time for leisure activities 1.000 .761
I always do my prayers. 1.000 .733
I can spend the time on self-development. 1.000 .769
I undergo physical exercise regularly. 1.000 .801
I feel satisfied with my free/leisure hours. 1.000 .793
I get sufficient vacation for family trips in a year. 1.000 .628
I am satisfied with my weekends. 1.000 .734
After working hours, I get time for family engagements 1.000 .732
I am satisfied with my regular contacts with Family and Friends. 1.000 .854
I feel satisfied with the travelling arrangements that I have. 1.000 .752
I am satisfied with my ideal life as planned. 1.000 .827
I am satisfied with the time of attending ceremonies. 1.000 .780
All the officers are treated equally 1.000 .618
The organization makes the officers very clear about the expectations. 1.000 .719
My superior gives more importance towards the well-being of the officers 1.000 .770
rather than the official jobs.
I can give my attention to urgent family or personal issues immediately. 1.000 .756
My organization supports the officers in terms of combining professional 1.000 .770

life with family life.
I can openly discuss issues relating to work-life balance with my superior. 1.000 .734
I am encouraged to take own decisions. 1.000 .574
My supervisor gives me more guidelines to perform my work. 1.000 .836
Work is evenly distributed among officers in the organization/Unit 1.000 .651
I have good understanding with my team members. 1.000 .613
My job keeps me away from my family too much. 1.000 .590
I feel more respected because of my rank. 1.000 .744
My responsibility at work increases my workload. 1.000 .691
I often come home late in the evening. 1.000 .694
I plan my work and perform orderly without any delay. 1.000 .787
I prepare work schedule to fulfil both my personal and family commitment. 1.000 .766

4.5.5 Rotated Component Matrix. Hair et al. (2005) mentioned that factor
loading should be greater than 0.5. Seven were initially extracted from the 30 statements.
For the fifth and seventh dimensions, only one statement was loaded and therefore these
two factors were deleted as they did not achieve the representation purpose of a factor.
The statements are “I feel satisfactory with my travelling arrangements that I have” and
“My supervisor gives me more guidelines to perform my work”.
Table 7 Rotated Component Matrix
Factor Factor name Mean

Issues Loading
I have enough time to think, plan and to schedule .622
my day-to-day activities.
I have sufficient time to take care of myself. .687
I have sufficient time for leisure activities .802
I feel satisfied with my free/leisure hours. .822
I get sufficient vacation for family trips in a year. .521
I am satisfied with my weekends. .531
After working hours, I get time for family .587 Work-Life 3.02
engagements orientation
I am satisfied with my regular contacts with Family .844

and Friends.
I am satisfied with my ideal life as planned. .722
I am satisfied with the time of attending ceremonies. .768
My organization supports the officers in terms of .635

combining professional life with family life.
My job keeps me away from my family too much. -.607
All the officers are treated equally .536
The organization makes the officers very clear about .546

the expectations.
My superior gives more importance towards the .784 Workplace Support
well-being of the officers rather than the official and Allegiance to
jobs. Seniors 3.06
I can give my attention to urgent family or personal .594

issues immediately.
I can openly discuss issues relating to work-life .706
balance with my superior.
Work is evenly distributed among officers in the .545
organization/Unit
I plan my work and perform orderly without any .568 Flexibility on 3.23
delay. Scheduling
I prepare work schedule to fulfil both my personal .822
and family commitment.
I always do my prayers. .829 Career and Self- 3.50
development
I can spend the time on self-development. .743
I undergo physical exercise regularly. .703
I feel more respected because of my rank. .745 Workload 4.02
My responsibility at work increases my workload. .760
Rotation Method: Varimax with Kaiser Normalization.
Rotation converged in 8 iterations.

As shown in the remarks of Table 7, two statements “I often come home late in
the evening” and “I have good understanding with my team members” were deleted as
factor loading <0.5. After the reduction work, the remaining 25 statements constitute five
factors. The name of the factors is-
1. Factor 1- Work-Family Orientation
2. Factor 2- Workplace Support and Allegiance to Seniors
3. Factor 3- Flexibility on Scheduling
4. Factor 4- Career and Self-development
5. Factor 5- Workload
4.5 Regression Analysis
Multiple regression was conducted using the statement, ‘‘I feel my work–life is
balanced in this job,'' as a dependent variable, the five factors derived were independent
variables.
Table 8 Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .820a .673 .655 .437
a. Predictors: (Constant), Workload, Career and Self-development, Flexibility on
Scheduling, Workplace Support and Allegiance to Seniors, Work-Family
Orientation
b. Source: Compiled by author from field survey, 2019
Here, the value of R= .820 which signifies that there is a high degree positive
correlation between the dependent and independent variables. R Square is a measure of
the linear relationship between the predictor variables and the target variables. It always
lies between 0 and 1. A number near 0 represents a regression that does not explain the
variance in the independent variables well and a number close to 1 does explain. In table
8, the R Square, we get is 0.673 or roughly 67.3% of the variance found in the dependent
variable can be explained by the predictor variables and Regression model. That means
the five factors have 67% influences on the Work-life balance of Army officers. Lastly,
the adjusted R Square=.655 or 65.5% suggested that the addition of the other independent
variables do not make a contribution in explaining the variation in the dependent variable.
‘Standard Error of the Estimates' measures the deviation of data around the regression
line. The value of the standard error of estimate is .437.
4.6 Anova
Table 9 shows that the calculated value is F= 39.037. This value is greater than
the critical value of 2.956 which is collected from the F distribution table. The p-value
(.000) is significant as it is lower than 5% level.
Table 9 ANOVA
Sum of
Model Squares df Mean Square F Sig.
1 Regression 37.358 5 7.472 39.037 .000b
Residual 18.183 95 .191
Total 55.541 100
a. Dependent Variable: I feel my work–life is balanced in this job
b. Predictors: (Constant), Workload, Career and Self-development , Flexibility on

Scheduling, Workplace Support and Allegiance to Seniors, Work-Family Orientation
4.7 Coefficients
The following table 10 shows the nature of influences of the independent
variables on the dependent variables. This table shows the value of the coefficients of the
regression model. Since the error value of Standardized Coefficients is not available and
there is no constant, the Unstandardized Coefficients column is to explain.
Unstandardized Coefficients column of the table shows the values of the constant, beta
and coefficients. Standard Error of Beta (SEB) coefficient is the standard error of the
estimate of beta (B). The small SEB signifies a more reliable prediction.
Table 10 Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.346 .044 76.847 .000
Work-Family Orientation .508 .044 .682 11.622 .000
Workplace Support and .231 .044 .311 5.302 .000
Allegiance to Seniors
Flexibility on Scheduling .203 .044 .273 4.651 .000
Career and Self .100 .044 .135 2.303 .023
development
Workload .089 .044 .119 2.030 .045
a. Dependent Variable: I feel my work–life is balanced in this job

Here, the table shows that Work-Family Orientation, Workplace Support and
Allegiance to Seniors, Flexibility on Scheduling, Career and Self-development and lastly
Workload are significant (p<.05) and has a strong influence on the dependent variable.
Factor 1- Work-Family Orientation scored the highest beta value .508 which
means if officers are given enough time for their family from work, they will feel their
work and life will be more balanced. The support from the workplace and seniors (factor
2, beta = 0. 231) is revealed to have a positive impact on helping employees balance their
work–life. Finally, Workload (Factor 5, beta = 0.089) have positive impacts but less
influence on the dependent variables.
4.8 Regression Line
From the information of table 9, the regression model can be constructed using
multiple regression analysis. The model is as follows
Y= a + b1X1 + b2X2+ b3X3+ b4X4+ b5X5
Work-Life Balance in BA = 3.346+ .508 (Work-Family Orientation) + .231(Workplace

Support and Allegiance to Seniors) + .203 (Flexibility on Scheduling) + .100 (Career and
Self-development + .089 (Workload).
4.9 Findings
4.9.1 Factor 1- work-family orientation. There were 12 statements loaded into
this factor. The average value of this factor is 3.02 which signifies that officers are
neither happy or unhappy of quality time with their family. The officers showed the
greatest agreement when they were asked about satisfaction with their regular contacts
with Family and Friends. They agreed that they need to fulfil other responsibilities of
family conflicts. They feel happy when they have quality time with their family. Job–
family conflicts often caught up by dual-income earners due to time demand on
conventional responsibilities such as promotion, training, childcare and elderly care.
When it comes to a more in-depth understanding of life responsibilities, life orientation
will project a wider spectrum to address an individual's need at different life stages.
4.9.2 Factor 2- workplace support and allegiance to seniors. Six statements
were loaded into this factor. The factor mean is recorded at 3.06. A good management
system can also be achieved by a well-designed system, job rotation and cooperation
among officers and non-officers aiming to facilitate a smooth handover of duties. Worst
of all, a non-supportive environment would be cultivated among officers in future. An
officer could be released from work on time to provide him/her more free time.
Commitment and loyalty towards their work and force exert a bonding force to maintain
work-life balance. Their sense of commitment was most likely driven by job security and
career goal. Officers are willing to work overtime when they are committed. Family
support further enhances allegiance to superior and was found assisting work-life balance
positively.
4.9.3 Factor 3- flexibility on scheduling. Two statements were loaded with
factor mean value 3.23. The statements encompassed in this factor were focused on the
scheduling for both my personal and family commitment in relation to their work. This
could be a potential problem with an officer who suffered from burnout as a result of the
complexity of time and strain-based conflict. From the factor mean, it shows that officers
have less flexibility in controlling their time and roster. It is understandable that this job
is operated 24 hours a day and is highly labour intensive. Everyone is assigned to be
‘‘present' for duty unless anyone is on leave. Even during holidays, officers and non-
officers are allocated into the schedule for maintaining the service. This factor reveals the
fact that officers have limited flexibility in setting their own working schedule.
4.9.4 Factor 4-career and self-development. Three statements were loaded into
this factor. The factor mean value was loaded at 3.50. The majority of the respondents
slightly agree to work extra hours in order to progress their work and aim for career
progression. Working 10 hours per day is accepted, though it is not preferred in general.
This ‘‘hard-working’’ culture exists in the BA as they are on 24/7 parade
Figure 4 Factors of Work-Life Balance

4.9.5 Factor 5- workload. Two statements were loaded into this factor with an
overall mean value of 4.02. This factor was positively pursed (its mean value was higher
than 3.5). BA officers did not agree that they get enough time-off from work. Long
working hours and a physically demanding work nature is a fact of life in the Defence
forces. However, this becomes a key hindrance factor in making work-life unbalanced in
the forces. As more and more rank holders enter the units, it triggers a different
perspective and expectation. A model showing the relationships between the derived
factors and the dependent variable is shown in Fig. 4

Chapter 5. Conclusion and Recommendations
5.1 Conclusion
In view of the growing interest in mechanisms that can retain and motivate skilled
employees, this study provides valuable implications for the BA on the aspects of what
ARTDOC (Army Training and Doctrine Command) can do to improve officers' work-life
balance. The most prevalent factor is to provide ‘‘more free time'' so as to turn around
their perception of ‘‘not having enough time-off-work''. This is a significant finding in
the study as it provides insight for the policymakers.
A compressed work week transforming the 7-day work week pattern to 5/6-day
has proved to be literally successful. The study also opens up the direction of devising
other innovative ideas that ‘‘accommodates'' officers with more free time. More
importantly, this is not the only factor. The study indicated that it should go laterally with
the issues of personal life, good cooperation from the seniors, chances of career
development and equal workload. All in all, these postulates are the core concept of
work-life balance in a workplace. In this age of information and technology, management
system and culture that offer more choices and control for individuals to deal with their
personal and family matters are found much appreciated by the officers.
Accordingly, a model of work-life balance has been proposed that may be used to
guide future research. As well, consideration of key demographic groups needs to occur
when undertaking this type of research. In general, it is believed that studying how the
quality of life issues such as work-life balance is related to Defence forces may be of
benefit to individual members, their families, and the Bangladeshi Forces. Lastly, here is
a quote from a Captain, “I would like to say from my gathered experience while
performing my service to the nation that this is not just a job, this is a way of life. This is
a life where one can go to his bed at the late of the night with satisfaction. Compared to
other professions, this profession demands more endeavour and sacrifice only after
ensuring that one is capable of undergoing through the process. This is the only
profession where the well-being of the family of the servant of the nation is given due
importance and priority.”
5.2 Recommendations
The recommendations provided below are the summarised version of the
Feedback provided by the respondents. The respondents believed that following steps are
worthy of contemplation by ARTDOC-
5.2.1 Avoiding Zero error syndrome. The officers have several responsibilities
apart from the daily administrative works like arranging programs, monitoring field
works. In the field study, it is found that officers remain in fear of making mistake. They
termed this syndrome as “Juju” which means “What senior will think if I make mistake”.
This makes them work over hour rather than increasing efficiency.
5.2.2 Equal work distribution. The responsibilities are not distributed among the
officers. As there is a huge shortage of officers, most of the officers need to perform the
responsibilities of two or three position which is why junior officers require to perform a
load of works than the seniors. Shortage of manpower is a big issue of the BA as it is
preventing officers to attend training, social ceremonies and casual leaves. All the units
are having more than 60% deficiency of officers. The army needs to take the necessary
steps to fill up the deficiencies. Otherwise, the existing officers will not be able to respite
due to workload.
5.2.3 Providing more free time. The dimension of time is an impediment to
achieving work-life balance. The voice of officers in their quest for the more free time
was clearly articulated. There is a possibility to consider transforming daily hours and
weekly hours into monthly hours or even annualized total. There are also many other
types of flexibility in relation to time schedules. For instance, daily flex-time, working
half-time and reserve hours, or even adopting policies to allow officers to trade off their
salary in exchange for more free time and so on.
5.2.4 Increasing responsibilities of JCO and NCO. The Junior Commissioned
Officers and Non-Commissioned Officers should be held accountable for their every
activity. If they are provided authority to complete responsibilities at their own, there is a
possibility of reducing the huge workload of the officers, especially the junior ones.
5.2.5 Ensuring Privilege Leave. Due to manpower deficiency, most of the
officers do not get their 1-month “Privilege Leave” and thus, officers are denied to
address their family needs by their workplace. Workplace support on family matters is
inherently a basic system that requires not only a good management system (Marriott and
Brown, 1997) but also a consistent effort of supervisors and co-workers (Tabacchi et al.,
1990). BA ensures every need of the family members. Every cantonment has Public
schools, chain Super Store, recreational park and swimming pool, playgrounds and many
more but workplace rarely allows officers to attend family matter unless critical
emergency.
5.3 Future Research Direction
As this is an exploratory study, it is suggested that future research should be
conducted on a larger scale and focus on refining the current work-life balance issues.
Furthermore, to enhance the development of work-life balance initiatives in the Defence
forces, it is necessary to obtain insight into the properties of its effectiveness and
implementation. A study on work-life balance policies and practices with respect to
workplace transformation like hill tracts, bigrade area, headquarters, Log area, Divisions
and Rank-order will be effective to provide implications for the Defence forces in the
longer term. As well, consideration of key demographic groups including single army
officers, lady officers, single-parent families, dual military couples, and reservists needs
to occur when undertaking this type of research.

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Appendix A. Questionnaire
Work-Life Balance in the Defence Forces: A Study on Army Officers
Dear Sir,
I wish to introduce myself (Md. Atiq Eyashir Kanak) as an MBA

Student of Jahangirnagar University pursuing research named on the work-life
balance of Commissioned officers of the Bangladesh Army named "Work-Life
Balance in the Defence Forces: A Study on Army Officers”. In this context, I
kindly request you to spare some time to answer this questionnaire. I look
forward to your support and co-operation to enable me in the successful
completion of my research. The information provided will be strictly applied to
academic purpose only. Please tick in the appropriate answer.
Scale:
SA - Strongly Agree
A – Agree
N – Neutral
DA – Disagree
SDA – Strongly Disagree
I) Demographic profile:
Age : Below 30 30-40 41-50 above 50
Designation :
Years of service : less than 1 1-10 11-20 Above 20
Family size : Single 1-2 3-4 5 and above

II. Give your opinion about Work-life Balance
Questions SA
SDA DA N A
1. I have enough time to think, plan and to schedule
my day-to-day activities.
2. I have sufficient time to take care of myself.
3. I have sufficient time for leisure activities
4. I can spend the time on self-development.
5. I always do my prayers.
6. I undergo physical exercise regularly.
7. I feel satisfied with my free/leisure hours.
8. I get sufficient vacation for family trips in a year.
9. I am satisfied with my weekends.
10. After working hours, I get time for family
engagements
11. I am satisfied with my regular contacts with
Family and Friends.
12. I feel satisfied with the travelling arrangements
that I have.
13. I am satisfied with my ideal life as planned.
14. I am satisfied with the time for ceremonies
15. All the officers are treated equally
16. The organization makes the officers very clear
about the expectations.
17. My superior gives more importance towards the
well-being of the officers rather than the official
jobs
18. I can give my attention to urgent family or
personal issues immediately.
19. My organization supports the officers in terms of
combining professional life with family life.
20. I can openly discuss issues relating to work-life

balance with my superior.
21. I am encouraged to take own decisions.
22. My supervisor gives me more guidelines to
perform my work.
23. Work is evenly distributed among officers in the
organization
24. I have good understanding with my team
members.
25. My job keeps me away from my family too
much.
26. I feel more respected because of my rank.
27. My responsibility at work increases my
workload.
28. I often come home late in the evening.
29. I plan my work and perform orderly without any
delay.
30. I prepare work schedule to fulfil both my
personal and family commitment.
The overall perception of work-life balance
I feel my work–life is balanced in this job
Give me your opinion what Bangladesh Army can provide to their officers to have proper
work-life balance
*********Thank you very much for spending your precious time*********
Appendix B. Frequency Table

Gender
Frequency Percent Valid Percent Cumulative Percent
Valid Female 5 4.9 4.9 4.9
Male 97 95.1 95.1 100.0
Total 102 100.0 100.0
Age
Valid Below 30 72 70.6 70.6 70.6
30-40 22 21.6 21.6 92.2
40-50 8 7.8 7.8 100.0
Total 102 100.0 100.0
Designation/ Rank
Cumulative
Frequency Percent Valid Percent Percent
Valid Lieutenant 5 4.9 4.9 4.9
Captain 61 59.8 59.8 64.7
Major 23 22.5 22.5 87.3
Lieutenant Colonel 11 10.8 10.8 98.0
Brigadier General 2 2.0 2.0 100.0
Total 102 100.0 100.0
Family Size
Valid Single 56 54.9 54.9 54.9

1-2 11 10.8 10.8 65.7
3-4 28 27.5 27.5 93.1
5 and Above 7 6.9 6.9 100.0
Total 102 100.0 100.0
I have enough time to think, plan and to schedule my day-to-day activities.
Cumulative
Valid Strongly Disagree 5 4.9 4.9 4.9
Disagree 38 37.3 37.3 42.2
Neutral 8 7.8 7.8 50.0
Agree 49 48.0 48.0 98.0
Strongly Agree 2 2.0 2.0 100.0
Total 102 100.0 100.0
I have sufficient time to take care of myself.
Cumulative
Disagree 29 28.4 28.4 40.2
Neutral 12 11.8 11.8 52.0
Agree 44 43.1 43.1 95.1
Total 102 100.0 100.0
I have sufficient time for leisure activities

Cumulative
Disagree 31 30.4 30.4 49.0
Neutral 16 15.7 15.7 64.7
Agree 36 35.3 35.3 100.0
Total 102 100.0 100.0
I always do my prayers.
Cumulative
Disagree 28 27.5 27.5 31.4
Neutral 26 25.5 25.5 56.9
Agree 28 27.5 27.5 84.3
Strongly Agree 16 15.7 15.7 100.0
Total 102 100.0 100.0
I can spend the time for self-development.
Cumulative
Disagree 25 24.5 24.5 29.4
Neutral 17 16.7 16.7 46.1
Agree 48 47.1 47.1 93.1
Total 102 100.0 100.0

I undergo physical exercise regularly.
Cumulative
Disagree 18 17.6 17.6 21.6
Neutral 6 5.9 5.9 27.5
Agree 47 46.1 46.1 73.5
Strongly Agree 27 26.5 26.5 100.0
Total 102 100.0 100.0
I feel satisfied with my free/leisure hours.
Cumulative
Disagree 21 20.6 20.6 34.3
Neutral 21 20.6 20.6 54.9
Agree 36 35.3 35.3 90.2
Total 102 100.0 100.0
I get sufficient vacation for family trips in a year.
Cumulative
Disagree 33 32.4 32.4 55.9
Neutral 8 7.8 7.8 63.7

Agree 32 31.4 31.4 95.1
Total 102 100.0 100.0
I am satisfied with my weekends.
Cumulative
Disagree 35 34.3 34.3 48.0
Neutral 6 5.9 5.9 53.9
Agree 45 44.1 44.1 98.0
Total 102 100.0 100.0
After working hours, I get time for family engagements
Cumulative
Disagree 32 31.4 31.4 41.2
Neutral 17 16.7 16.7 57.8
Agree 41 40.2 40.2 98.0
Total 102 100.0 100.0
I am satisfied with my regular contacts with Family and Friends.
Cumulative
Disagree 23 22.5 22.5 37.3
Neutral 11 10.8 10.8 48.0
Agree 45 44.1 44.1 92.2
Total 102 100.0 100.0
I feel satisfactory with my travelling arrangements that I have.
Cumulative
Disagree 22 21.6 21.6 33.3
Neutral 9 8.8 8.8 42.2
Agree 47 46.1 46.1 88.2
Strongly Agree 12 11.8 11.8 100.0
Total 102 100.0 100.0
I am satisfied with my ideal life as planned.
Cumulative
Disagree 18 17.6 17.6 32.4
Neutral 17 16.7 16.7 49.0
Agree 38 37.3 37.3 86.3
Strongly Agree 14 13.7 13.7 100.0
Total 102 100.0 100.0

I am satisfied with the quality of family life strongly built by right Work life balance.
Cumulative
Disagree 19 18.6 18.6 31.4
Neutral 16 15.7 15.7 47.1
Agree 46 45.1 45.1 92.2
Total 102 100.0 100.0
All the officers are treated equally
Cumulative
Disagree 24 23.5 23.5 39.2
Neutral 16 15.7 15.7 54.9
Agree 36 35.3 35.3 90.2
Total 102 100.0 100.0
The organization makes the officers very clear about the expectations.
Cumulative
Disagree 9 8.8 8.8 17.6
Neutral 10 9.8 9.8 27.5

Agree 57 55.9 55.9 83.3
Strongly Agree 17 16.7 16.7 100.0
Total 102 100.0 100.0
My superior gives more importance towards the well-being of the officers rather than the
official jobs.
Cumulative
Disagree 36 35.3 35.3 50.0
Neutral 29 28.4 28.4 78.4
Agree 14 13.7 13.7 92.2
Total 102 100.0 100.0
I can give my attention for urgent family or personal issues immediately.
Cumulative
Disagree 20 19.6 19.6 27.5
Neutral 14 13.7 13.7 41.2
Agree 54 52.9 52.9 94.1
Total 102 100.0 100.0
My organization supports the officers in terms of combining professional life with family
life.
Cumulative
Disagree 15 14.7 14.7 24.5
Neutral 14 13.7 13.7 38.2
Agree 52 51.0 51.0 89.2
Strongly Agree 11 10.8 10.8 100.0
Total 102 100.0 100.0
I can openly discuss issues relating to work life balance with my superior.
Cumulative
Disagree 27 26.5 26.5 38.2
Neutral 26 25.5 25.5 63.7
Agree 31 30.4 30.4 94.1
Total 102 100.0 100.0
I am encouraged to take own decisions.
Cumulative
Disagree 18 17.6 17.6 26.5
Neutral 23 22.5 22.5 49.0
Agree 48 47.1 47.1 96.1

Total 102 100.0 100.0
My supervisor gives me more guidelines to perform my work.
Cumulative
Disagree 6 5.9 5.9 9.8
Neutral 15 14.7 14.7 24.5
Agree 55 53.9 53.9 78.4
Strongly Agree 22 21.6 21.6 100.0
Total 102 100.0 100.0
Work is evenly distributed among officers in the organization/Unit
Cumulative
Disagree 28 27.5 27.5 45.1
Neutral 11 10.8 10.8 55.9
Agree 36 35.3 35.3 91.2
Total 102 100.0 100.0
I have good understanding with my team members.
Cumulative
Valid Disagree 4 3.9 3.9 3.9
Neutral 15 14.7 14.7 18.6

Agree 58 56.9 56.9 75.5
Strongly Agree 25 24.5 24.5 100.0
Total 102 100.0 100.0
My job keeps me away from my family too much.
Cumulative
Neutral 22 21.6 21.6 55.9
Agree 30 29.4 29.4 85.3
Strongly Agree 15 14.7 14.7 100.0
Total 102 100.0 100.0
I feel more respected because of my rank.
Cumulative
Disagree 9 8.8 8.8 10.8
Neutral 8 7.8 7.8 18.6
Agree 59 57.8 57.8 76.5
Strongly Agree 24 23.5 23.5 100.0
Total 102 100.0 100.0
My responsibility at work increases my workload.
Cumulative

Neutral 9 8.8 8.8 12.7
Agree 58 56.9 56.9 69.6
Strongly Agree 31 30.4 30.4 100.0
Total 102 100.0 100.0
I often come home late in the evening.
Cumulative
Neutral 16 15.7 15.7 26.5
Agree 44 43.1 43.1 69.6
Strongly Agree 31 30.4 30.4 100.0
Total 102 100.0 100.0
I plan my work and perform orderly without any delay.
Cumulative
Disagree 26 25.5 25.5 29.4
Neutral 23 22.5 22.5 52.0
Agree 39 38.2 38.2 90.2
Total 102 100.0 100.0
I prepare work schedule to fulfill both my personal and family commitment.
Cumulative
Disagree 16 15.7 15.7 28.4
Neutral 13 12.7 12.7 41.2
Agree 56 54.9 54.9 96.1
I feel my work–life is balanced in this job
Cumulative
Disagree 26 25.5 25.5 29.4
Neutral 23 22.5 22.5 52.0
Agree 39 38.2 38.2 90.2
Total 102 100.0 100.0

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RUNNING HEAD: WORK-LIFE BALANCE IN THE DEFENCE FORCES

Work-Life Balance in the Defence Forces: A Study on Army Officers of Bangladesh

A thesis submitted to the Department of Management Studies

in partial fulfillment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATION

Exam Roll: 170131

Reg. No: 36634

Faculty of Business Studies

Date of Submission: 11th February, 2019

industries. This study explores Bangladesh Army Officers' perception on work-life

balance issues. In-depth interviews and 35-item modified questionnaire (Cronbach's

Workload—the determinants perceived by employees to attain ‘‘better'' work-life balance

Keywords: Work-life balance, Commissioned officers, Bangladesh Army, Defence

1.2 Statement of the Problem...............................................................................2

1.3 Significance of the Study...............................................................................2

1.4 Objectives of the Study..................................................................................3

1.4.1 General objective....................................................................................3

1.4.2 Specific objectives..................................................................................3

1.5 Scope of the Study.........................................................................................3

1.6 Definitions of Key Terms..............................................................................4

1.7 Limitations of the study.................................................................................5

Chapter 2. Literature Review...................................................................................6

2.1. Work-Life Balance.......................................................................................6

2.2 Work Life Balance in Defence Force............................................................9

3.1 Area of the Study.........................................................................................11

3.2 Research Design..........................................................................................11

3.3 Sample Size.................................................................................................12

3.4 Sampling Techniques...................................................................................12

3.5 Sources of Data Collection..........................................................................13

3.5.1 Primary Sources of Data.......................................................................13

3.5.2 Secondary Sources of Data...................................................................13

3.6 Questionnaire Design...................................................................................13

3.7 Statistical Tools and Techniques Used for Data Analysis...........................14

3.7.1 Descriptive statistics.............................................................................14

3.7.2 Exploratory factor analysis...................................................................14

3.7.4 Multiple Regression Analysis...............................................................16

Chapter 4. Analysis and Findings..........................................................................17

4.1. Profile of the respondents...........................................................................17

4.2 Reliability Test.............................................................................................19

4.3 Descriptive Statistics...................................................................................19

4.4 Bartlett’s sphericity test and the KMO index (Kaiser-Mayer-Olkin)..........21

4.5 Exploratory Factor Analysis........................................................................22

4.5.5 Rotated Component Matrix..................................................................27

4.5 Regression Analysis.....................................................................................29

4.8 Regression Line...........................................................................................32

4.9.1 Factor 1- work-family orientation........................................................32

4.9.2 Factor 2- workplace support and allegiance to seniors.........................32

4.9.3 Factor 3- flexibility on scheduling........................................................33

4.9.4 Factor 4-career and self-development..................................................33

4.9.5 Factor 5- workload................................................................................34

Chapter 5. Conclusion and Recommendations......................................................35

5.2.1 Avoiding Zero error syndrome.............................................................36

5.2.2 Equal work distribution........................................................................36

5.2.3 Providing more free time......................................................................37

5.2.4 Increasing responsibilities of JCO and NCO........................................37

5.2.5 Ensuring Privilege Leave......................................................................37

5.3 Future Research Direction...........................................................................38