CHAPTER - I

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION

Banking is essentially a person-to-person business. In a service

industry like banking, the quality of human resources assumes vital

importance, bank customers would normally do business with a bank

whose staff are well informed and well disposed. For this reason the best

personnel are selected, motivated and trained to conduct marketing

function in a better way. Improved efficiency and promotion of

personalized services are required on the part of the employees for them

to offer pleasing, convincing and fulfilling service to customers. Bank

officers form a delicate link between the management and the clerical

staff. The success of the bank depends upon the coordination ,

synchronization and cooperation of the bank officers with these two very

divergent entities. Hence the job satisfaction of the officers is prime

importance because only a satisfied and happy officer will be able to

achieve such synergy in the bank.

The changing needs of employees, their culture, values, aspirations

and work environment give birth to new sub-systems of human resource

management. One such new sub system is Quality of work life

1
(QWL).Quality of work life is interpreted and viewed in different ways.

Quality of work life is the degree to which the employees feel a

comfortable and enjoyable work life. It is the degree of favorable work

situation which will existing with in the organization. As a direct

relationship exists between human resource management approaches and

the quality of work life, successful key of any organization is to improve

the employees work life quality. This research also analyses the work life

of employees in Private Sector Banks.

1.2REVIEW OF LITERATURE

Guek et al(1991)1 indicated that women reported more work

interference in family than men, despite spending about the same number

of hours in paid work as men. Although women spent more hours in

family, they reported some level of interference in work.

Alan Felstead (2007)2 in his research on ‘’opportunities to work at

home in the context of Work-Life Balance’’ finds work-life balance &

family friendly employment is much in vogue among politicians and

business leaders.

Skinner and Pockock (2008)3 investigated the relationship between

Workload , work schedule control, work hours and their fit with

preferences and work life conflict among full time employee. It was

found that the strongest association with work life conflict was
2
demonstrated by work overload followed by work schedule control and

work hours fit. Time Based work life policies procedures and

interventions were found necessary but not sufficient, for addressing

work life conflicts.

Sundar, Sundarraj, Ashok kumar (2011)4 indicated that despite job

security and strong welfare measures protect in private sector banks and

opportunity for qualification up gradation by women employees it is the

fear of promotion that keeps the women folk to continue to languish in

lower cadres but the plight of women folk in new generation banks is

different in that they do not have a job security and their pay is

performance linked. Study revealed that women executives in Private

sector banks are found to be more knowledgeable about work, maintain a

cordial relationship with customers and have positive attitudes towards

work.

Modi, Chima (2011)5 examined the extent to which Work life

Balance policies and practices are a reality for employees in banking

sector. The study also examined if there were any barriers and reasons for

mutual adoption of Work life balance policies in Nigerian Banking

sector. The study suggested an urgent need to communicate clearly the

banks Work life Balance policies and practices to its employees, to raise

3
awareness further and improve the knowledge and understanding of

relevant policies.

Shariq Abbas, VandanaPremi(2011)6 tried to look at the awareness,

attitude perceived importance and formalization of Work Life Balance

policies in Banking sector , both Private and Public sector banks.

Findings suggest that employees perceive flexible working arrangements

as most important Work Life Balance policy; nonetheless say the

perceptions towards the implementation of Work life balance in their

organizations are negative. The study also revealed that the extent

formalization of work life balance policies in public and private sector

banks had no written documents for the same in both the systems.

LalaithaKumari (2012)7 in her study emphasized that each of the

Work life Balance factors on its own is a salient predictor of job

satisfaction and there is significant gap between male and female

respondents with job satisfaction with reference to various factors of

work life balance. The result of the study had practical significance for

human resource managers of especially banks to improve staff

commitments and productivity along with designing recruitment and

retention of employees.

Vartha Raj &Vasantha (2012)8 studied the Work life balance of

working women in service sector. They specified that the ultimate

4
performance of its employees which in turn depends on numerous factors.

The relationship between personnel and professional life can be achieved

through emotional intelligence. Better emotion management is necessary

in order to accomplish objective of life.

Carmeli (2013)9 examined the extent of which senior managers

with high emotional intelligence , employed in public sector

organizations develop positive attitudes behavior & outcomes. Results

show senior managers who had high emotional intelligence were more

likely to be effectively control work –family conflict than those who have

low emotional intelligence.

1.3 OPERATIONAL DEFINITION

1.3.1 BANK

A bank is a financial institution that provides banking and other

financial services to their customers. A bank is generally understood as an

institution which provides fundamental banking services such as

accepting deposits and providing loans.

1.3.2 PRIVATE SECTOR BANKS

Private sector banks are banks where greater parts of state or equity

are held by the private shareholders and not by government.

5
1.3.3 WORK LIFE BALANCE

Work life balance means to create poise between work and life

basically it means to give equal importance or value to your work and

life. Every coin has two sides as work is one and life is another for the

coin.

1.4 OBJECTIVES OF THE STUDY

1. To study the socio-economic level of the respondents.

2. To analyze the effectiveness of work life balance of private bank

employees in Vilavancode taluk.

3. To asses and evaluate the impact of work life balance of employees

and suggest the specific recommendations for the betterment.

1.5STATEMENT OF THE PROBLEM

Lack of work flexibility, high work pressure and longer working

hours are stressing out many workers, reducing their job performance and

productivity as well as causing broken homes.

These have resulted to poor employee input and performance at his

or her job place, because an employee who finds its difficult to properly,

balance his or her family life, tends to also have difficulties managing

tasks at his or her work place therefore resulting in poor employee

performance.

6
 The important of this study is high light the various employee work

life balance practices and how it affects the productivity of an

organization.

1.6 SCOPE OF THE STUDY

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 has been

gradual, but steady. More women are working and, thus, more mothers

are in the workforce. In 1996, women comprised 46 percent of the total

workforce, compared to 1986 when 44 percent of the work force was

women. Women are less likely to drop- out of the labor 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

7
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.

1.7 METHODOLOGY

This study is based on both Primary and Secondary Data.

1.7.1 Collection of data

a. Primary data

Primary data are original in character. It is collected for the first

time fir the study primary data were collected through a well designed

questionnaire from the employees of different private sector banks of

Vilavancode Taluk.

b. Secondary data

The Secondary data has been mainly collected from the books,

journals, magazines and also from the internet.

1.7.2 Sample design

a. Method of sample selection

Method of sample adopted is convenience sampling

8
 b. Sample size

The information of collected from a total number of 60

respondents has been selected on random basis from the total

private sector bank employees and the researcher has personally

questioned all the respondents.

1.8 HYPOTHESES OF THE STUDY

1. There is no relationship between the age of the respondent and

their ability of work life balance.

2. There is no relationship between working hour of the respondent

and their ability of work life balance.

3. There is no relationship between position of the respondent and

their ability of Work life balance.

1.9 PERIOD OF THE STUDY

The study was under taken for a period of 4 months from June

2016 to September 2016.

1.10 STATISTICAL TOOL

The collected data were analysed and presented with the help of

tables, charts, percentage, Chi-square analysis and Garrett Ranging.

9
1.10.1 Chi square analysis:

Hypothesis is tested by using Chi- square test as

(O−E)2
χ 2=∑
E

O = observed frequency

E=expected frequency

Chi square test is the best test to test the fitness of good. This

analysis is to test the relationship between two or more variables.

1.10.2 Garrett’s formula:

100(Rij−0.5)
Percent position =
Nj

i= Factor

j= Individual

Rij= Rank given for ith respondents

Nj = Number of variables ranked by the jth respondents

1.11 AREA OF THE STUDY

This study covers the area of Vilavancode taluk. As the researcher

belongs to the area, the study can be carried out among the bank

employees of the area, in an effective manner.

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1.12 LIMITATIONS OF THE STUDY

1. The geographical area i.e., Vilavancode Taluk only.

2. The research is completely focused only on selected private sector

bank employees

3. Respondents would not give accurate information.

1.13 CHAPTER SCHEME

The study is presented in five chapters

1. The First chapter deals with the introduction and design of the

study.

2. The second chapter deals with area profile

3. The third chapter deals with an overview of work life balance

4. The fourth chapter deals with the analysis and Interpretation of

data.

5. The fifth chapter deals with the summary of findings, Suggestions

and Conclusion.

11
 CHAPTER - II

PROFILE OF STUDY AREA

2.1 INTRODUCTION

Vilavancode taluk is one of the biggest taluks in Kanyakumari

District. It is bounded by western of gates in the North Kalkulam taluk in

the south Agastheswaram and Thovalai taluks in the East and the

"Arabian sea" in the West.

Edaicode, Ezhudesam, Kalial, Keezhkulam, Keezhmidalam,

Killiyoor, Kulapuram, Kunnathoor, Mangadu, Methukummal,

MidalamNallor, Nattalam, Pacode, Painkulam, Palloor, Vellamcode and

Vilavancode.

There is one Municipality and three development blocks viz,

Kuzhithurai, Munchirai, Melpuram and Killiyoor.The area of

Vilavancodetaluk is 321.04 sq. kms Headquarters of the taluk is

Kuzhithurai.

2.2 KANYAKUMARI DISTRICT

Kanyakumari District is in the state of Tamil Nadu with its four

taluks namely Agastheswaram, Thovalai, Kalkulam and Vilavancode.It is

of recent origin, formed from a part of princely state of Travancore

12
Cochin on Ist November 1956.Kanyakumari District lies in the Southern

most tip of Indian Peninsula.It is one of the smallest districts in Tamil

Nadu.It has emerged as a tourist centre of international repute.It is noted

for rubber plantations and flower production.An attempt is made in this

chapter to deal with the general profile of Kanyakumari District.

2.2.1 LOCATION

Kanyakumari District is located at the southern tip peninsular India

and bordered by Thiruvananthapuram District of Kerala state to West and

Tirunelveli District of Tamil Nadu to the North and East.

The District lies between 77o05' and 77o36' of the Eastern longitude

and 80o03' and 80o03' of the Northern latitudes.The South Eastern

boundary is the Gulf of Mannar (Bay of Bengal) while on the South and

South – West boundaries are the Indian Ocean and the Arabian Sea.

2.3 PROFILE OF VILAVANCODE TALUK

Vilavancodetaluk is one of the biggest taluks in Kanniyakumari

district.It is bounded by Western ghats in the North, Kalkulamtaluk in the

South, Agastheehwaram and Thovalaitaluks in the East and the Arabian

Sea in the West.

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2.3.1 Vilavancode taluk–revenue villages

Table 2.1

Vilavancode Taluk – Revenue Villages

1. Anducode
2. Edaicode
3. Keezhkulam
4. Kollemcode
5. Mancode
6. Nalloor
7. Painkulam
8. Vellamcode
9. Arudesam
10. Ezhudesom
11. Keezhimidalam
12. Kulappuram
13. Methukkummal
14. Nattalam
15. Paloor
16. Vilavancode
17. Arumanai
18. Kaliyal
19. Killiyoor
20. Kunnathoor
21. Midalam
22. Pacode
23. Palukal

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2.3.2 Demographics

According to the 2011 census, the taluk of Vilavancode had a

population of 587,924 with 290,860 males and 297,064 females.There

were 1021 women for every 1000 men.The taluk had a literacy rate of

82.43.Child population in the age group below 6 was 27,715 males and

26,478 females.

2.3.3 Occupation background of the people

In this taluk the main occupation of the people is agriculture,

fishing, weaving, coir marketing, cashew processing, brick making, stone

breaking and rubber tapping.

2.3.4 Education

The education institutions in Vilavancodetaluk includes 20 – Pre

Primary Schools, 121 – Primary Schools, 54 – Middle Schools, 38 – High

Schools, 35- Higher Secondary Schools, 24 – Matriculation Higher

Secondary Schools,4 – Arts and Science Colleges, 2- Engineering and

Technology Colleges and 21- I.T.I's.

2.3.5 Marketing

There is a regulated market in the taluk covering 7 Villages.In

addition to it there are 4 unregulated markets in Melpuram block, 9 in

15
Munchirai block and 7 in Killiyoor block.There are weekly bazaar on

weekly Sunday are found to be 4 in Melpuram.

2.3.6 Temples

The important temple in this taluk is given below. Thrimala

Mahadever temple is situated in this taluk. It is one of the famous Sivan

temples in Kanyakumari district. The historical important culverts are

presented in this temple, this is treated as first Sivan temple for the

Sivalayaootam.

The Kootalumoodu Arulmigu Bhadreshwarai Amman temple is

famous for Vaanavedikai, Kollemcode Thookam is celebrated for years.

The famous Athencode as an memorial is situated in this taluk.

2.3.7 Tourism and places of interest

1.Thengapattanam Beach

This beach is located on the West coast near Painkulam village in

Vilavancodetaluk.It is a fine beach adored with coconut groves.It is also a

magnificent estuary where the river meets the sea.Riding in a catamaran

(small boat) in the river can be a pleasant experience which can be

arranged through local fisher man.

16
 Table 2.2

Block and Municipality of Vilavancodetaluk

Block /
Head quarters Area
municipality

Melpuram Pacode 161.18 sq.km

Munchirai Munchirai 72.01 sq.km

Killiyoor Tholayavattam 82.70 sq.km

2.4 MELPURAM

Melpuram is a historical place in Kanyakumari district, Tamil

Nadu in India. Rubber plantation plays an important role in this village's

economy. Melpuram is quasi town which is sandwiched by Pacode town

Panchayat and Edaicode Panchayat also. The Melpuram union block

name derived from this beautiful small town which incorporate 10 village

panchayats and 6 town panchayats. Christians and Hindus are the

inhabitants of the Melpuram which is proudly saying that there is no

communal violences having been seen and the people of Melpuram

shares their harmony in all the efforts to make a better society.

2.4.1 History

Melpuram had been also a part of the Travancore kingdom till

India got freedom the British. After India emerging as country, the small

17
town was an enclave of the state of Kerala. The efforts being taken by the

Kanyakumari district leaders such as Marshel Nesamony, Ponnapannadar

and Chithamparanathan Nadar etc., who fought against to the state of

Kerala in order to join with Tamil Nadu made ease Melpuram to be the

part of Tamil Nadu.

2.4.2 Landmarks

Churches and Temples are the landmarks of Melpuram. The

Assemblies of God church (AG) which is more than 100 year old church

and the Alapancode temple at the out skirts of Melpuram hoists the unity

of Hindus of Melpuram.3 Roman Catholic churches and 3 CSI churches

defend from all the sides of Melpuram. The statue of Indira Gandhi is a

proud icon at the core of Melpuram junction which is always landmarked

for the strangers to Melpuram.

2.4.3 Economy

The rubber industry is a main income source of the people of

Melpuram.The extinct of the paddy fields and banana planting is a chaos

for future generation. The agriculture of Marichinikilangu and Palm Tree

are also a diminishing sectors in the areas of Melpuram which was once

considered as a livelihood. The income from the Coconut trees are not

relied on since the booming of rubber has been welcomed.

18
2.5 KILLIYUR

Killiyur is a panchayat town in Kanyakumari District in the India

State of Tamil Nadu.

2.5.1 Demographics

As of 2001 India census, Killiyur had a population of

19,275.Malesconstitue51% of the population and females 49%.Killiyur

has an average literacy rate of 75% higher than the national average of

59.5%, male literacy is 77% and female literacy is 72%. In Killiyur, 11%

of the population is under 6 years of age.

2.6 MUNCHIRAI

Munchirai is a block or Panchayat Union of Kanyakumari district,

India.It is one among the Nine Administrative divisions of the district of

Kanyakumari. The present President of the Munchirai Panchayat is Mr.

Prem Kumar. It includes the following 11 Village Panchayats.

 Adaikkakuzhi

 Choozhal

 Kulappuram

 Mankad

 Munchirai

 Nadaikavu

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  Thoothoor

 Vavarai

 Vilathurai

 Painkulam

 Methukummal

2.6.1 Language used

The language spoken by the people of this taluk are Tamil and

Malayalam.

2.6.2 Climate

The people have a pleasant climate. The factors that influence the

climate conditions are the monsoon winds, proximity to the sea and

stepping height of the Western Ghats. Though the period of non season

prevails from July to September.

2.6.3 Rainfall

The period of South West monsoon is from June to September. The

North East monsoon comes in between October and December. The

average rainfall is generally high in the Northern parts of Kanyakumari

District.

20
Normal

a)North East monsoon – 256.0

b)South North monsoon – 559.1

Actual

a)North East monsoon – 169.1

b)South North monsoon – 239.8

2.7. LIST OF PRIVATE SECTOR BANKS IN VILAVANCODE

TALUK

1. Axis Bank

2. Bandhan Bank

3. Catholic Syrian Bank

4. City Union Bank

5. Dhanalaxmi Bank

6. DCB Bank HDFC Bank

7. ICICI Bank

8. .IDFC Bank

9. Karnataka Bank

10.Indusind Bank

11.ING Vysya Bank

12.Jammu and Kashmir Bank

21
 13.Karurvysya Bank

14.Kotak Mahindra Bank

15.Lakshmi Vilas Bank

16.Nainital Bank

17.RBL Bank

18.South Indian Bank

19.Yes Bank

2.8 CONCLUSION

This chapter consists of information about the Taluk and District's

area profile. The area under which the study is conducted are located in

Vilavancode Taluk.

22
 CHAPTER- III

AN OVERVIEW OF WORK LIFE BALANCE

3.1INTRODUCTION

The term work life balance ( Work Life Balance) was coined in

1956 in response to the growing concerns by individuals and

organizations a like 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 provided

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.

23
 In most developing countries, at least until recently, only men

worked outside of the home. The old, established joined 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, where as 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 manymiles each

day to fetch water and fire wood.

3.2. HISTORY

The work- leisure dichotomy was invented in the mid-1800s. Paul

Krassneer remarked that anthropologists use a definition of happiness that

is to have as little separation as possible “between your work and your

play”. The expression “work- life balance” was first used in the United

Kingdom in the late 1970s to describe the balance between an

individual’s work and personals life. In the United States , this phrase was

first used in 1986.

Most recently, there has been a shift in the workplace as a result of

advances in technology. Employees have many methods, such as emails,

computers, and cell phones, which enable them to accomplish their work

24
beyond the physical boundaries of their office. Researches have found

that employees who consider their work roles to be an important

component of their identities will be more likely to apply these

communication technologies to work while in their non- work domain.

Many authors believe that parents being affected by work- life

conflict will either reduce the number of hour’s one works where other

authors suggest that a parent may run away from family life or work more

hours at a workplace. This implies that each individual views work-life

conflict differently.

Employee assistance professionals say there are many causes for

this situation ranging from personal ambition and the pressure of family

obligations to the accelerating space of technology. According to a recent

study for the center for Work- Life Policy,1.7 million people consider

their jobs and their work hours excessive because of globalization.

3.3. 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 work arrangements (AWA).

25
 Work- life Balance is the relationship between time and space of

work & non-work in societies where income is predominantly generated

and distributed through labor 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.

26
3.4. BENEFITS OF WORK LIFE BALANCE

The employees and employers need to manage well both their both

personal and job related stresses. If this strategy is managed well then it

can surely reap the following benefits:

3.4.1 Employer ’s benefit

 There will be a reduction in absenteeism rates and lateness.

 Work life balance paves a way for increased employee morale and

commitment.

 It helps in reduction in stress and improved productivity.

 It leads to the attraction of skilled employee.

 The policies of work life balance assists to decrease in employee

turnover.

 It provide for Lower Recruitment and Training Cost.

 It increases return on investment as employee stay for a longer or

period.

3.4.2 Employee’s benefit

 Worklife balance policies provide the ability to manage work and

individual commitments.

 It leads to improved personal and family relationships.

27
  It guides to have increased focus, motivation and job satisfaction

knowing that the family and work commitments are being met.

 It leads to less distraction.

 Paving a way for high morale and motivation

 Directs in increased job security due to organizational support

through work life balance policies.

3.5. EFFECT OF WORK – LIFE BALANCE

The case for work –life balance trends to be made on two counts.

 First, that work life balance improves individuals health, well being

and job satisfaction.

 Second that business can benefit from work life balance because

these policies.

 Improve productivity and worker commitment

 Reduce sickness absence

 Increase retention rates for talented workers and reduce

replacement costs

 Allow organizations to recruit from a wider pool of talent

 Enable organizations to offer services beyond usual business

hours by employing workers on different shifts that fit in with

carring responsibilities.
28
3.5.1 Characteristics

 Work Life Balance Business Benefits.

 Not constant, comes and goes with life changes

 It takes WORK

 The process of seeking balance can be deeply rewarding.

3.6 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 familes 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 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
29
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.

3.7. THE GLOBAL SCENARIO OF WORK LIFE BALANCE

During the 1960s and 1970s, employers considered work-life

mainly an issue for working mothers who struggled with the demands of

their jobs and raising children. Duringthe 1980s, recognizing the value

and needs of women contributions, pioneering organizations (IBM,

30
Deloitee) began to change their internal workplace policies, procedurs

and benefits.

The changes included maternity leave, employee assistance

programs (EAPs), flexi-time, home-based work, and child-care referral.

During the 1980s men also began voicing work-life concerns. The term

‘work life balance’ was first coined in 1986 in reaction to the unhealthy

choices that many Americans were making in favor of the work place as

they opted to neglect family, friends and leisure activities in the pursuit of

corporate goals. Articles of the time suggested a sharp increase in the

working hours of the Americans. This had started to affect their families

and individual health. Work life balance slowly was gaining grounds in

the various organizations. By the end of the decade, Work life balance

was seen as more than just a women’s issue, affecting men, families,

organizations and cultures.

3.8. 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

31
influencing factors include working hours and flexibility, time bind, job

satisfaction, job autonomy and organizational commitment

3.9 WORK LIFE BALANCE – PROSPECTS FOR INDIAN

ORGANISATIONS

Comparing with the past, today one can see a noticeable difference

in Indian organizations vision, philosophy, leadership styles and people

oriented HR interventions. Consequently, Indian organizations 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 fact of people management practices in Indian

organizations, 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.

3.10. 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
32
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.

33
 CHAPTER - IV

ANALYSIS AND INTERPRETATION OF DATA

4.1 INTRODUCTION

This chapter deals with the analysis and interpretation of the study

on work life balance of private sector bank employees in Vilavancode

Taluk.

The analysis of data requires a number of closely related

operations, application of these categories to raw data through coding,

tabulation and drawing from inferences.

In the present study, data have been collected from 60 respondents

from Vilavancode taluk for analyzing the world life balance of private

sector bank employees.

34
4.2 PROFILE OF THE RESPONDENT

4.2.1 Age

Age wise classification is an important factor for this analysis. The

age is classified in to various stages the following table shows the age

wise classification of the respondents.

Table 4.1

Age wise Distribution

Age No. of respondents Percentage

20 – 30 10 17

31 – 40 12 20

41 – 50 27 45

50 Above 11 18

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 45 percent of the

respondents belongs to the age group of 41-50 years, 20 percent of the

respondents are between 31-40 years, and 18 percent of the respondents

are under the age group of above.

35
 Chart4.1

Age wise Distribution

50%
45%
45%
40%
35%
30%
25%
20%
20% 17% 18%
15%
10%
5%
0%
20 – 30 31 – 40 41 – 50 50 Above

36
4.2.2 Gender

Males and female are considered to be the acceptable gender group

in the society. The following table shows that gender classification of the

respondent.

Table 4.2

Gender wise Distribution

Gender No. of respondents Percentage

Male 44 73

Female 16 27

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 73 percent of the

respondents are Male and 27 percent of the respondents are Female.

37
 Chart 4.2

Gender wise Distribution

80%

70%

60%

50%

40%
73%
30%

20%
27%
10%

0%
Male Female

38
4.2.3 Family structure

Family structure is an important factor in the work life balance of

private bank employee. The following table shows that the family

structure of the respondents.

Table 4.3

Family structure of the respondents

Family No. of respondents Percentage

Nuclear 55 92

Joint 5 8

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 92 percent of the

respondent is living in a nuclear family 8 percent of the respondents

belong to the joint family.

39
 Chart 4.3

Family structure of the respondents

100%
90%
80%
70%
60% 92%
50%
40%
30%
20%
8%
10%
0%
Nuclear Joint

40
4.2.4 Marital status

Marital status is an important factor in the work life balance of

private bank employees. The following table shows the marital status of

the respondents.

Table 4.4

Marital status of respondents

Marital status No. of respondents Percentage

Married 40 67

Unmarried 20 33

Total 60 100
Source: Primary data

The above table shows that, out of 60 respondents 67 percent of the

respondents are married, remaining are unmarried.

41
 Chart 4.4

Marital status of respondents

33%

Married
Unmarried

67%

42
4.2.5 Working hour

The following table shows that the normal working hour per day.

Table 4.5

Working hours of respondents

Working hours No. of respondents Percentage

Less than 8 hrs 25 42

8 to 10 8 13

10 to 12 19 32

Above 12 8 13

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 42 percent of the

respondents are working less than 8 hrs, 32 percent of the respondents are

10 to 12 hrs, 13 percent of the respondents are 8 to 10 hrs, 13 percent of

the respondents are above 12 hrs.

43
 Chart 4.5

Working hours of respondents

13%

42% Less than 8 hrs

8 to 10
10 to 12
32% Above 12

13%

44
4.2.6 Position

The following table shows that the position of the employees.

Table 4.6

Position of the respondents

Position No. of respondents Percentage

Officer 10 17

Deputy/Assistant
19 32
Manager

Manager 20 33

Chief Manager 11 18

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 33 percent of the

respondents are manager, 32 percent of the respondents are

Deputy/Assistant Manager, 18 percent of the respondents are Chief

Manager, 17 percent of the respondents are officer.

45
 Chart 4.6

Position of the respondents

35% 33%
32%
30%

25%

20% 18%
17%
15%

10%

5%

0%
Officer Deputy/Assistant Manager Manager Chief Manager

46
4.2.7 Current work basis

The following table regarding the working time of the respondents.

Table 4.7

Current work basis

Work Basis No. of respondents Percentage

Full time 58 97

Part time 2 3

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 97 percent of the

respondents work as full time basis remaining respondents works under

the part-time basis.

47
 Chart 4.7

Current work basis

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Full time Part time

48
4.2.8 Stress level

The following table shows the stress level of the employees.

Table 4.8

Stress level

Stress level No. of respondents Percentage

Very stressful 12 20

Stressful 18 30

Slightly stressful 22 37

Not at all stressful 8 13

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents, 37 percent of the

respondents feels slightly stressful, 30 percent of the respondents feel

their work is stressful, 20 percent of the respondents feels very stressful,

13 percent of the respondents feels free about their works.

49
 Chart 4.8

Stress level

40% 37%
35%
30%
30%
25% 20%
20%
15%
13%
10%
5%
0%
Very stressful
Stressful
Slightly stressful
Not at all stressful

50
4.2.9 Schedule

The following table is regarding the work schedule

Table 4.9

Schedule

Schedule No. of respondents Percentage

Flexible 40 67

Not Flexible 20 33

Total 60 100
Source: Primary data

The above table shows that out of 60 respondents 67 percent of the

respondents feels their works are flexible,remaining respondents feel not

flexible.

51
 Chart 4.9

Schedule

33%

Flexible
Not Flexible

67%

52
4.2.10 Attend family functions

The following table shows that the opinion of the respondents

regarding the family function.

Table 4.10

Attend family function

Attend family
No. of respondents Percentage
functions

Always 10 17

Most of the time 20 33

Sometime 5 8

Seldom 15 25

Never 10 17

Total 60 100
Source: Primary data

The above table reveals that out of 60 respondents 33 percent of

the respondents are most of the time attend their family functions 25

percent of the respondents are seldom, 17 percent of the respondents are

always attend their family function, remaining respondents are never

attend their family function.

53
 Chart 4.10

Attend family function

35% 33%

30%
25%
25%

20%
17% 17%
15%

10% 8%

5%

0%
Always Most of the time Sometime Seldom Never

54
4.2.11 Pay home Bills

The following table shows that the opinion of the employees ability

to pay their home Bills

Table 4.11

Pay Home Bills

Pay Home Bills No. of respondents Percentage

Always 40 66

Most of the time 0 0

Sometime 10 17

Seldom 0 0

Never 10 17

Total 60 100
Source: Primary data

The above table shows that 66 percent of the employees’ pay their

home bills regularly. 17 percent of the employees never or sometimes pay

their home bills. Maximum number of employees pays their home bills

regularly.

55
4.2.12 Family out on vacation

The following table shows that the opinion of the employees take

their family out on vacation

Table 4.12

Family out on vacation

Family out on vacation No. of respondents Percentage

Twice in a year 11 18

Once in a year 31 52

Once is three year 9 15

Once in five year 0 0

Never 9 15

Total 60 100
Source: Primary data

The above table shows that 52 percent of the employees take their

family out on the vacation once in a year. 18 percent of the employees

take their family out two times in a year. But 15 percent of the

employees never take their family out on their vacation. Thus we can say

that some employees are balancing their dual life.

56
4.2.13 Purchase articles from grocery shop

The following table shows that the opinion of the employees go to

grocery shop for purchasing home articles.

Table 4.13

Purchase articles from grocery shop

Go to grocery shop No. of respondents Percentage

Always 5 8

Most of the time 10 17

Sometime 15 25

Seldom 0 0

Never 30 50

Total 60 100
Source: Primary data

The above table reveals that 50 percent of the employees never go

for purchasing grocery item from the market. 25 percent of the employees

were sometimes purchasing their grocery.

57
4.2.14 Efficiency affect by long working hour

The following table shows that the opinion of the employees

regarding the long working hour affect their efficiency.

Table 4.14

Efficiency affect by long working hour

Pay Home Bills No. of respondents Percentage

Always 0 0

Most of the time 10 17

Sometime 35 58

Seldom 5 8

Never 10 17

Total 60 100
Source: Primary data

The above table shows that 58 percentage of the employees says

that long hours affect their efficiency some of the times. 17 percent of the

employees say that long working hours never affect their efficiency.

58
4.2.15 Health suffer due to workload

The following table shows that the opinion of the employees health

is suffering because of their work.

Table 4.15

Health suffer due to work

Pay Home Bills No. of respondents Percentage

Strongly agree 10 17

Agree 10 17

Partially agree 25 41

Disagree 15 25

Strongly disagree 0 0

Total 60 100
Source: Primary data

The above table shows that 41 percent of the employees partially

agreed that their health is suffering due to their workload. 25 percent of

the employees are disagreed that health is not suffering due to their

workload.

59
4.2.16 Ability of work life balance

The following table shows that the opinion of the employees about

their ability to manage their work life.

Table 4.16

Ability of work life balance

Ability of work life

No. of respondents Percentage
balance

Very well balanced 10 17

Some what balanced 20 33

Balanced 20 33

Some what out of

5 8
balanced

Very out of balanced 5 8

Total 60 100
Source: Primary data

The above table shows that 33 percent of the employees are

some what and balance their work life. 17 percent of the employees very

well balance their work life.

60
4.3 COMPARATIVE ANALYSIS

An attempt is made to analyze whether there exist any preference

in personal factor. That is age, position, working hour. Ability of work

life balance etc. the analysis is made with the help of chi-square value.

The formula used for these analyses is given below

χ 2=
∑ (O−E)2
E

Where,

O – observed frequency

E – Expected frequency

RT ×CT
E=
N

RT – Row total

CT = Column Total

N = Total of the observation

4.3.1 Comparison between Age and Ability of work life balance

The table shows the comparison between Age and ability of work

life balance. The age of the respondents are classified into fourstages they

are 20-30, 31-40, 41-50, above 50.

Ability of work life balance may grouped under very well

balanced. Somewhat balanced, somewhat out of balanced, very out of

balanced

61
 Table: 4.17

Comparison between age and ability of work life balance

Ability of work life balance

Very Somewhat Vary out

Age Somewhat
well Balanced out of of Total
balanced
balanced balanced balanced

20-30 1 6 1 1 1 10

31-40 1 4 5 1 1 12

41-50 5 9 9 2 2 27

above
3 1 5 1 1 11
50

Total 10 20 20 5 5 60
Source: Primary Data

∑ ( O−E )2 =8.333
E

Calculated value = 8.333

Degree of freedom = (r1) (c1)

= (41) (51)

=3x4

= 12

@ 5 percent significant level of the table value = 21.0

62
 The calculated value is 8.333 is less than the table value 21.0.

Hence hypothesis is accepted. That is there is no relationship between the

age of the respondent and ability of work life balance.

4.3.2 Comparison between working hour and ability of work life

balance

The working hour of the respondents is classified into four stages.

Less than 8hrs, 8 to 10hrs, 10 to 12hrs, above 12hrs.the ability of work

life balanced may grouped under very well balanced. Somewhat

balanced, balanced, somewhat out of balances very out of balanced.

Table: 4.18

Comparison between working hour and ability of work life balance

Ability of work life balance

Working Somewhat Vary out
Very well Somewhat
hour Balanced out of of Total
balanced balanced
balanced balanced

Less than
5 9 8 1 2 25
8hrs

8 to 10 1 3 2 1 1 8

10 to 12 3 6 7 2 1 19

Above 12 1 2 3 1 1 8

Total 10 20 20 5 5 60

63
Source: Primary Data

( O−E )2
∑ E
=7.6237

Calculated value = 7.6237

Degree of freedom = (r1) (c1)

= (41) (51)

= 3 x 4= 12

@ 5 percent significant level of table value = 21.0

The calculated value is 7.2637 is less than the table value 21.0. so

the hypothesis is accepted. That is there is no relationship between the

working hour and ability of work life balance.

4.3.3 Comparison between position and ability of work life balance

The table shows the comparison between position and ability of

work life balance. The position of the respondents are classified into four

stages they are officer, Deputy/Assistant managers, Manager, Chief

manager. Ability of work life balance may grouped under very well

balanced somewhat balanced, balanced, somewhatout of balanced, very

out of balanced.

64
 Table: 4.19

Comparison between position and ability of work life balance

Ability of work life balance

Somewhat Vary out

Position Very well Somewhat
Balanced out of of Total
balanced balanced
balanced balanced

Officer 1 5 2 1 1 10

Depty/Assistan
3 9 5 1 1 19
t

Manager 4 4 10 1 1 20

Chief manager 2 2 3 2 2 11

Total 10 20 20 5 5 60
Source: Primary Data

( O−E )2
∑ E
=10.726

Calculated value = 10.726

Degree of freedom = (r1) (c1)

= (41) (51)

=3x4

65
 = 12

@ 5 percent significant level of table value = 21.0

The calculated value is 10.726 is less than the table value 21.0

hence hypothesis is accepted. That is there is no relationship between the

position and ability of work life balance.

4.4 GARRETT RANKING

Garrett ranking was used to analyses the priorities, of the

employees. The percentile position. For the ranks was obtained using the

following

Formula:

100( Rij −0.5)

Percentile position ¿ Nj

Rij– Rank given for the factor by (i) individual

Nj– Individual

4.4 PRIORITIES OF THE EMPLOYEES

The rank can be converted in to score with help of Garrett’s table.

The mean score for all the factors ranked are exhibited in table 4.13 given

below

Table 4.20

Priorities

Factor 1 2 3 4 5 total

66
 Career 10 24 7 5 14 60

Health 8 12 31 5 4 60

Family 23 4 9 13 8 60

Wealth 12 7 2 8 21 60

Hobbies 4 3 11 31 13 60

Total 60 60 60 60 60 300
Source: Primary data

Rank given by the respondents for career

The above table shows that out of 60 respondents 10 respondents

are giving 1st rank, 24 respondents are giving 2nd rank, 7 respondents are

giving 3rd rank. 5 respondents are giving 4th rank. 14 respondents are

giving 5th rank.

Rank given by the respondents for Health

The above table shows that out of 60 resp0ndents 8 respondents are

giving 1st rank. 12 respondents are giving 2nd rank. 31 respondents are

giving 3rd rank. 5 respondents are giving 4th rank. 4 respondents are giving

5th rank.

Rank given by the respondents for Family

The above table shows that out of 60 respondents 26 respondents

26 respondents are giving 1st rank. A respondent are giving 2nd rank. 9

67
respondents are giving 3rd rank. 13 respondents are giving 4th rank, 8

respondents are giving 5th rank.

Rank given by the respondents for Wealth

The above table shows that out of 60 respondents 12 respondents

are giving 1st rank, 7 respondents are giving 2nd rank, 2 respondents are

giving 3rd rank, 8 respondents are giving 4th rank, 2 respondents are giving

5th rank.

Rank given by the respondents for Hobbies

The above table shows that out of 60 respondents 4 respondents are

giving 1st rank, 3 respondents are giving 2nd rank, 11 respondents are

giving 3rd rank, 31 respondents are giving 4th rank, 13 respondents are

giving 5th rank.

Percentile position

100( Rij −0.5)

Percentile position ¿ Nj

When, i – factor

j – individual

( 1−0.5 )
100 =10
5

( 2−0.5 )
100 =30
5

68
 (3−0.5)
100 =50
5

(4−0.5)
100 =70
5

(5−0.5)
100 =90
5

4.4.2 Garrett Ranking for the priorities of the employees

The following table 4.20 shows that the priorities of the employees

on the basis of the Garrett ranking method.

Table 4.21

Garrett Rank Table

Factor Garrett score Rank

Career 51.18 III

Health 52.68 II

Family 55.65 I

Wealth 47.27 IV

Hobbies 42.52 V
Source: Primary data

69
 Above table shows that the various priorities of the employees.

The first priorities of the employees is “family”, the second priorities of

the employees is “Health”, the third priorities of the employees is

“Career”, the fourth priorities of the employees is “Wealth”, the fifth

priorities of the employees is “Hobbies”.

70
 CHAPTER – V

FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 INTRODUCTION:

This research has been made to study the work life balance of

private sector bank employees in vilavancode taluk. The important

findings and suggestions given by the researcher and summarized below,

5.2 FINDINGS:

The findings of study summarized as follows,

1. Most of the respondents belong to the age group of 41-50.

2. 73 Percent of the employees are male and 27 Percent of the

employees are female.

3. 92 Percent of the employees are nuclear family.

4. 67 Percent of the employees are married remaining 33 percent of

the employees are unmarried.

5. Merely 42 percent of the employees surveyed works between less

than 8 hours this is good thing in the organization but 32 percent of

the employees work between 10 to12 hours which indicates the

increase in stress level.

6. 33 Percent of the employees are working at manager position.

71
7. From Survey we can see that company is employing only full time

employees rather than part time.

8. Maximum number of employees are saying that they find

themselves in slightly stressful situation when balancing work life

but they some how balance their dual life.

9. All most all the employees think that flexible schedule should be

given to them that would help them to balance work and home

simultaneous and even increase in efficiency for the job.

10.Maximum number of employees is able to attend theirfamily

functions. This is some sight of balancing their dual life.

11.83 Percent of the employees say that they always pay their home

bills but 17 Percent of the employees never do that.

12.Maximum number of employees take their family out at least once

in a year but 15 Percent of the employees never take their family

out on vacation.

13.All most all the male employees never go to grocery shop for

purchasing home articles. But on other hand female employees

goes to grocery shop always or most of the time or some time.

14.Merely 83 Percent of employees saying that long working hours

some time affect their efficiency, but in the same course 17 Percent

72
 employees say that long working hour never affect their efficiency

as they are those employees who work less than 8 hrs.

15.All most 45 Percent of employees say that they are agreeing that

their health is suffering due to their work. But 15 Percent of

employees say that they disagreeing this.

16.Maximum no of employees are somewhat and balance their work

life.

5.3 SUGGESTIONS

An integral part of every ones lives is their profession. The careers

are guided by opportunities and guidelines and responsibilities. There is a

need to ensure that these two domains do not work at cross purpose. A

satisfied and motivated workforce will act more responsibly not only

towards its professional requirements but also towards nature in general.

To instill a sense of motivation concept of Worklife Balance is a genuine

factor.

1. Initially, a formal communication strategy is plays a vital role to

create awareness about HR policies among the bank employees

working at different cadre at different places, that will not only

educate but also create awareness and healthy relationship among

the employees.

73
2. Organization, especially Banking Industry involves hectic and

stressful jobs therefore Organizations can focus on bringing the

Flexible working hours Concept like Flexible Starting time

especially for women employees.

3. Building a rapport between employees and the organizations can be

increased by concentrating more on policies like Job sharing, time

off for family engagements, for Social Programmes with family

members, inviting family members for Award functions.

4. As the influx of Married women employees in banking profession

with dependents is more in number introduction of crèche facilities

is most prominent. It is viable tool as number of dual career

couples are increasing.

5. Giving Emotional support through counseling services is

considered to be the needs factor of today’s hectic work force by

that, work life balance can be effective manage with affecting the

normal work both inside and outside.

6. There should be a transparency in the reward and recognition

system of the organization. This will motivate the employees to

work with more commitment and involvement.

74
 7. Emotional Balance is also possible through provision of Training

programmes such as Personality Development programmes,

Meditation, Exercise and Yoga. The Banking industry can provide

a sound Training Programme in this regard.

8. Ensure fairness and consistency in the way than policies that

support work life balance are implemented.

5.4 CONCLUSION

Work Life Balance is thus a dynamic phenomenon. It is not a

structure but process leisure and social interaction is as much important

as work and career. An effective worker has to continuously juggle

around with different priorities and needs of domains of work and life. It

is thus summarized as the meaningful daily achievement and enjoyment

of four life quadrants; work, family, friends and staff. The work life

programmes are an investment for improving productivity, reducing

absenteeism and overheads and achieving improved customer service as

well as motivated, satisfied and equitable workforce especially for

Banking Industry.

Indian Banking system has made rapid stripes in network

expansion and has undergone a complete and never dreamt

transformation it its objectives, approaches and scale of operations. Banks

are technology drivers and are catalysts for bringing socio-economic

75
Transformation of our country a goal considered hither to be outside the

Banking arena. Achieving work life balance in the fast phase of Banking

system and striking a balance between professional and personnel life is a

natural challenge for an individual. Organizations through the

implementation or by investing on work life Balance initiatives need to

give a radical support for its employees for the benefit of Individual,

Organisation and Society at large.

76
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