A

RESEARCH REPORT

On

A STUDY OF WORK BALANCE OF FEMALES AT INDIAN

BANKING INDUSTRY

Kurukshetra University, Kurukshetra

In the partial fulfillment of the Degree of master of Business Administration

(Session 2021-23)

Under guidance of : Submitted by:

Ms. RAJNI VATS SHIVAM

Asst . Professor Roll No:21186

:21186

MBA Univ.. Roll No-210164610

No

MBA 4th Sem

GURU NANAK KHALSA INSTITUTION OF TECHNOLOGY AND MANAGEMENT-

MANAGEMENT-
TECHNICAL CAMPUS

CITY CENTRE ROAD, YAMUNANAGAR (HARYANA)

 DECLARATION

I, Shivam , student of Guru Nanak Khalsa Institute Of Technology And Management, 2021-23 Batch
declare that every part of the Project Report “A STUDY OF WORK BALANCE OF FEMALES AT
INDIAN BANKING INDUSTRY” prepared by me for the partial fulfillment of requirement for the
award degree of MBA Batch 2021-2023, under the guidance of Ms. Rajni Vats.

I declare that this report has not been submitted earlier to any other university or institute for the award of
any degree/diploma. I further declare that this my original work and the data provided in the study is
authentic plagiarism free, to the best of my knowledge.

SHIVAM

CERTIFICATE BY THE INSTITUTE

It is certified that the RESEARCH REPORT entitled A STUDY OF WORK BALANCE OF

FEMALES AT INDIAN BANKING INDUSTRY done by SHIVAM submitted to Guru
Nanak Khalsa Institute of Technology and Management, Technical campus (Yamuna
Nagar) for the award of degree of MBA (Batch: 2021-2023).

Ms. Rajni Vats

Assistant Professor
 ACKNOWLEDGEMENT
I wish to express my gratitude to Ms. Rajni Vats for her co-operation. I also thank all the
employees in Yamuna Mobiles for their cooperation in successful completion of my project.

I would like to thank Dr. Amit Joshi, Director of institute for his excellent guidance and
dedicated involvement.

I would like to thank my friends and family members for their cooperation in completing project
successfully.

SHIVAM

MBA STUDENT
 PREFACE

Work life balance is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to keep
present and future requirements of company in mind.

Successful recruitment methods include a thorough analysis of the job and the labour market
conditions. Recruitment is almost central to any management process and failure in recruitment
can create difficulties for any company including an adverse effect on its profitability and
inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or
problems in management decision making.

Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organisations for recruiting the best potential has increased focus on innovation,
and management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organisation.

The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn plan
on recruitment and selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their in house management skills to apply generic theories within specific organizational
contexts.
 CONTENTS
1. Introduction to Industry
2. Introduction to Topic
3. Literature Review
4. Research Objectives
5. Research Methodology
a. Research Design
b. Flowchart for selection of Statistical Tools
c. Sample and Sampling Design
d. Data Collection

6. Data Analysis

7. Results and Findings

8. Recommendations

10. Bibliography

11. Annexure
 TABLE OF CONTENT

Sn No. Topics Page No.

1.
Introduction 1-34

Project overview

Introduction to the company

2. Literature Review 35-42

Research Objective
Research Methodology
Types of research
3. Data collection method 43-46
Sampling technique
Sample Area
Sample size
4. Data Analysis & Interpretation 47-56
Findings
Conclusion
5. 57-64
Bibliography
Questionnaire
 Introduction to Banking Industry

Indian banking is the lifeline of the nation and its people. Banking has helped in developing the
vital sectors of the economy and usher in a new dawn of progress on the Indian horizon. The
sector has translated the hopes and aspirations of millions of people into reality. But to do so, it
has had to control miles and miles of difficult terrain, suffer the indignities of foreign rule and
the pangs of partition. Today, Indian banks can confidently compete with modern banks of the
world.

Before the 20th century, usury, or lending money at a high rate of interest, was widely prevalent
in rural India. Entry of Joint stock banks and development of Cooperative movement have taken
over a good deal of business from the hands of the Indian money lender, who although still exist,
have lost his menacing teeth. In the Indian Banking System, Cooperative banks exist side by side
with commercial banks and play a supplementary role in providing need-based finance,
especially for agricultural and agriculture-based operations including farming, cattle, milk,
hatchery, personal finance etc. along with some small industries and self-employment driven
activities. India’s banking sector is currently valued at Rs 81 trillion (US$ 1.31 trillion). It has
the potential to become the fifth largest banking industry in the world by 2020 and the third
largest by 2025, according to an industry report. The face of Indian banking has changed over the
years. Banks are now reaching out to the masses with technology to facilitate greater ease of
communication, and transactions are carried out through the Internet and mobile devices. While
the Parliament passing the Banking Laws (Amendment) Bill in 2012, the landscape of the sector
will likely change. The bill allows the Reserve Bank of India (RBI) to make final guidelines on
issuing new bank licenses. This could lead to a greater number of banks in the country; the style
of operation could also evolve with the integration of modern technology into the industry.

Introduction to Leading Banks

The different banks been studied under the research are:-

State Bank of India (SBI) is a multinational banking and financial services company based in
India. It is a government-owned corporation with its headquarters in Mumbai, Maharashtra. As

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of December 2013, it had assets of US$388 billion and 17,000 branches, including 190 foreign
offices, making it the largest banking and financial services company in India by assets.

Syndicate Bank is one of the oldest and major commercial banks of India. It was founded by T
M A Pai, Upendra Pai and Vaman Kudva. At the time of its establishment, the bank was known
as Canara Industrial and Banking Syndicate Limited. The bank, along with 13 major commercial
banks of India, was nationalised on 19 July 1969, by the Government of India.

Canara Bank is an Indian state-owned bank headquartered in Bangalore, Karnataka. It was

established in 1906, making it one of the oldest banks in the country. As of February 2014, the
bank had a network of 4600 branches and more than 5500 ATMs spread across India. The bank
also has offices abroad in London, Hong Kong, Moscow, Shanghai, Doha, and Dubai. Widely
known for customer centricity, Canara Bank was founded in 1906 by Shri Ammembal Subba
Rao Pai, a great visionary and philanthropist, at Mangalore, then a small port in Karnataka. The
bank was nationalised in 1969. Today, Canara Bank occupies a premier position in the comity of
Indian banks with an unbroken record of profits since its inception.

ICICI Bank is an Indian multinational banking and financial services company headquartered
in Mumbai. It is the second largest bank in India by assets and by market capitalization, as of
2014. It offers a wide range of banking products and financial services to corporate and retail
customers through a variety of delivery channels and through its specialized subsidiaries in the
areas of investment banking, life, non-life insurance, venture capital and asset management. The
Bank has a network of 3,539 branches and 11,162 ATMs in India, and has a presence in 19
countries

Axis Bank Limited (formerly UTI Bank) is the third largest private sector bank in India. It
offers financial services to customer segments covering Large and Mid-Corporate, MSME,
Agriculture and Retail Businesses. Axis Bank has its headquarters in Mumbai, Maharashtra.

HDFC Bank Limited is an Indian financial services company based in Mumbai, Maharashtra. It
was incorporated in 1994. HDFC Bank is the fifth largest bank in India by assets. It is the largest
bank in India by market capitalization as of 24 February 2014. As on Jan 2 2014, the market cap
value of HDFC was around USD 26.88B, as compared to Credit Suisse Group with USD
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47.63B. The bank was promoted by the Housing Development Finance Corporation, a premier
housing finance company (set up in 1977) of India.

Our study was unusual in the fact that both public and private sector organisations were
represented. This enabled a comparison to be made between the work-life experiences of
technical, professional and managerial employees in both public and private sector construction
organisations. Research suggests that public sector employees experience less conflict between
their work and personal lives than employees in private sector organisations (Tausig & Fenwick,
2001). Tausig and Fenwick suggest that this may be due to the regularity of schedule in most
public sector jobs. This regularity, they suggest, permits employees to plan for their personal
lives, as well as helping to differentiate work from personal or family time. It is also argued that
public sector organisations have led the way in promoting work family initiatives (Kamerman &
Kahn, 1987). Ingram and Simons (1995) report public sector organisations to be more responsive
to work-family needs than private sector organisations. They explain this by suggesting that
work-family issues are more congruent with the organisational goals and policies of public sector
organisations than private sector organisations, because public sector organisations are
responsive to social welfare concerns. They argue that in the public sector, the goal is to deliver
social services and organisations and their members are not held exclusively to economic
standards of performance.

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 INTRODUCTION TO TOPIC - WORK LIFE BALANCE

The term work life balance (Work Life Balance) was coined in 1986 in response to the growing
concerns by individuals and organizations alike that work can impinge upon the quality of family
life and vice-versa, thus giving rise to the concepts of “family- work conflict” (FWC) and “work-
family conflict” (WFC).
The former is also referred to as work interferes with family” (WIF) while the latter
is also known as “family interferes with work”(FIW). In other words, from the scarcity or zero-
sum perspective, time devoted to work is construed as time taken away from one’s family life.
Work/life programs existed in the 1930s. The policies and procedures established by an
organization with the goal to enable employees to efficiently do their jobs and at the same time
provide flexibility to handle personal concerns or problems at their family People entering the
workforce today are more likely to turn down to promotions if it is new job means, the employee
is having to bring more work to home.

In most developing countries, at least until recently, only men worked outside of the home. The
old, established joint Hindu family system facilitated a clear division of responsibilities between
the old and the young in terms of decision making, the oldest male member in a patriarchal
society is the head of household and would make all the important decisions; male and female
the men would work outside the household, whereas the women are responsible for raising
children and taking charge of a myriad household responsibilities, including in some low-income
families in certain parts of India, walking many miles each day to fetch water and fire wood.
More recently, the scarcity perspective has given way to the expansion enhancement approach
that views that work can facilitate participation at home and vice-versa. This has given rise to the
concepts of “work-family facilitation” (WFF) and “family-work facilitation” (FWF) where
experiences acquired at work can facilitate participation at home and vice-versa. These two
notions have contributed to the construct of work life balance where a balanced life consists of
work and family that are mutually reinforcing-the family experiences of workers can enrich their
contribution to work and organizations, and vice-versa.

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Work is central to our lives. It provides us with a sense of achievement, recognition and above
all it is a means of income to fulfil our basic and material needs. Globalization and rapid
technological changes demand more of workers.
Because the world of work is changing in terms of development of new technology, more and
more women entering the workforce, resulting in part, in two-earner families and above all there
is a clash of work and personal life. These are some of the challenges faced by today’s workers.
Balancing work and home life is a growing concern for both employers and workers. Long
working hours and the intensity of work have consistently emerged as two top most recognized
and above all it is a means of income to fulfil our basic and material needs. Globalization and
rapid technological changes demand more of workers.
Because the world of work is changing in terms of development of new technology, more and
more women entering the workforce, resulting in part, in two-earner families and above all there
is a clash of work and personal life. These are some of the challenges faced by today’s workers.
Balancing work and home life is a growing concern for both employers and workers. Long
working hours and the intensity of work have consistently emerged as two top most concerns of
workers.
Work-life conflict (or imbalance) occurs when cumulative demands of work and non-work roles
are incompatible in some respects, such as participation in one role is made more difficult by
participation in the other roles.
Work-Life Balance is defined differently by different scholars. In order to broaden our
perspectives some definitions are prescribed. Work-Life Balance is the absence of unacceptable
level of conflict between work and non-work demands. It is the satisfaction and good functioning
of work and at home with a minimum of role conflict. Work-Life Balance is a matter of degree, a
continuum anchored at one end by extensive imbalance in favour of the other role (e.g. work) as
the other anchor point. Work-Life Balance is the relationship between time and space of work &
non-work in societies where income is predominantly generated and distributed through labour
markets. Work-Life Balance is being aware of different demands on time and energy saving the
ability to make choices in the allocation of time and energy knowing what values to apply.

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

Work life balance refers to the effective management of multiple responsibilities at work, at
home, and in the other aspects of life. It is an issue that is important both to the organizations and
to employees. In the current economic scenario, organisations are hard pressed for higher
productivity and need employees with improved work-life balance as an employee with better
work-life balance will contribute more meaningfully towards the organisational growth and
success (Naithani, 2010). This issue has come to the fore due to multitude of changes in the work
place, in employee demographics and in the family sphere.
Again, due to rapidly changing business environment, the organization are not able to provide
secure employment and that is why the attitudes and values of people in work are also changing
and they are less willing to display unconditional commitment to the organization and as noted
by Guest, 2002, the decline of work as central life interest along with conflicting demands of
work results in an imbalance between work and rest of life. The attitude towards life too is
rapidly changing among the youth today. They believe in working hard and partying harder.

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They like to travel, socialize, pursue hobbies, take up adventure sports etc. When they do not get
time for these activities, they are gripped by frustration and unhappiness.
Nathani and Jha (2009) has grouped factors influencing work and family life spheres into three
namely, family and personal life related factors, work related factors and others. Family and
personal life related factors include increasing participation of women in workforce, increasing
participation of child bearing women in workforce, increasing participation of dual career
couples in workforce, increase in single-parent/single person households, increase in child-care/
elder care burden on employees and health and well being considerations. Work related factor
include long hour culture and unpaid overtime, time squeeze, demand for shorter working hours,
increase in part-time workers, work intensification and stress and changing work time. Other
factors include ageing population, rise of service sector industries, and technological complexity
of work, skill shortages, and loss of social support network, globalisation and demographic shift
of workforce.

In the recent years, it is being realized that life involves multiple domains and is not restricted to
the domains of work and family only. Warren (2004), for example, noted that over 170 different
life domains have been identified in previous investigations. The major ones include domains of
work, financial resources, leisure, dwelling and neighbourhood, family, friendships, social
participation and health. All these domains of life are closely related to each other. This means,
that neglecting or inappropriately preferring one life area will have an impact on other areas. For
example, spending too much time and energy for work could lead to health problems (e.g.,
somatic complains) or conflicts in the family (e.g., with one’s partner), which in turn might
affect the performance at work. On the other hand, spending too little time and energy for work
usually leads to problems at the workplace and loss of employment which could also affect other
life areas (e.g., stress, depression, family problems, less self-actualization). A broad term thus
emerged in literature to refer to work/non-work conflict and it is “Work Life Balance” (Fisher,
2001; Hobson et al., 2001). It offers more inclusive approach to study work/non-work conflict
compared to work family conflict.

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The term “work/life balance” was coined in 1986, although its usage in everyday language was
sporadic for a number of years. Interestingly, work/life programmes existed as early as 1930’s.
Before World War II, the W.K. Kellogg Company created four six hour shifts to replace the
traditional three daily eight-hour shifts, and the new shifts resulted in increased employee
morale and efficiency (Lockwood, 2003).

Bailyn et al. (2001) defined work /life balance as harmonious and holistic integration of work
and non-work, so that men and women can achieve their potential across the domains in which
they play out their life roles. According to Fisher (2001) work life balance comprises of four
components. The first component is time, i.e., how much time is spent at work, and compared to
how much time is spent engaged in other activities. The second component is related to
behaviour, such as, work goal accomplishment, as work life balance is based on ones’ belief that
he is able to accomplish what he would like at work and in his personal life. Two additional issue
or components are Strain and Energy. Strain has been defined as a third source of inter role
conflict (Greenhaus and Beutell, 1985). The rationale for including energy is consistent with the
notion of time; energy is a limited resource and relevant to employee being able to accomplish
work and/or non work related goals. He further suggests that work life balance, includes both
work/personal life interference as well as work/personal life enhancement and gives three
dimensions of work life balance, i.e.,

• Work interference with personal life (WIPL)

• Personal life interference with work (PLIW)
• Work/Personal life enhancement (WPLE)

Work/life Balance has also been defined as a state of equilibrium in which the demands of both
person’s job and personal life are equal (Work-life balance, 2002, The Word Spy). Greenblatt
(2002) described work life balance as acceptable levels of conflict between work and non-work
demands. This according to her usually involves managing competing demands for resources.
She suggested that achieving work life balance is dependent on attaining and managing sufficient
resources to make possible the achievements that people regard as the most important.

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Lockwood (2003) defined the term from the viewpoint of employer, and of the employee. From
Employees’ viewpoint: “It is the dilemma of managing work obligations and personal/family
responsibilities” and from Employer’s viewpoint: “It is the challenge of creating a supportive
company culture where employees can focus on their jobs while at work”. Lewis et al. (2003),
Rapoport et al. (2002) and Taylor (2002) suggested work/personal life integration as a working
terminology to capture the synergies and connections between different parts of life and the way
they flow into each other.

Duxbury (2004), in her research, defined work life balance as involving three things: role
overload, work to family interference and family to work interference. Role overload is having
too much to do in the amount of time one has to do it in. Thus, it leads to the feeling of stress,
fatigue and time crunch. Work to family interference occurs when work demands and
responsibilities make it more difficult for an employee to fulfil family role responsibilities.
Family to work interference occurs when family demands and responsibilities make it more
difficult for an employee to fulfil work role responsibilities.

Hudson Resourcing (2005) defined work/life balance as a satisfactory level of involvement or

‘fit’ between the multiple roles in a person’s life. U.K. organization, Employers for Work-Life
Balance (2005) defined work life balance as “people having a measure of control over when,
where and how they work, leading them to be able to enjoy an optimal quality of life”. Work life
Balance is achieved when an individual’s right to fulfilled life inside and outside paid work is
accepted and respected as a norm, to the mutual benefit of individual, business and society.

Swamy (2007) defined work life balance as a practice that is concerned with providing scope for
employees to balance their work with the responsibilities and interests they have outside work. It
enables them to reconcile the competing claims of work and home by meeting their own needs as
well as those of their employers.

Although definitions and explanations vary, work/life balance is generally associated with
equilibrium, or maintaining an overall sense of harmony in life (Clarke et al., 2004).

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The Scope of Work Life Balance
The issue is complex and difficult to tackle from an organization’s perspective because it is
different for every individual. The traditional definition of family is a husband who provides
financial support, a wife who maintains the household. Cultural differences influence family
decisions, and more and more families represent blended racial backgrounds but making work–
life integration a way of corporate life is much more difficult. The change in workforce
composition has been gradual, but steady. More women are working and, thus, more mothers are
in the workforce. In 1996, women comprised 46 % of the total workforce, compared to 1986
when 44 % of the workforce was women.
Women are less likely to drop-out of the labour force for significant periods of their lives, and
more and more women are responsible, alone or with a spouse, for the economic security of their
families. The Family and Medical Leave Act, signed by President Clinton in 1993, allowed all
US workers to take unpaid leave for up to twelve weeks to care for a seriously ill or new member
of the family without putting their jobs at risk. This Act has made the employment picture even
more desirables for working mothers, single parents, future parents and two career families.
Those demanding balance, however, include not only parents with children, but the rest of the
employee population, as well. Older employees need flexibility when dealing with ageing
parents.
A number of researchers have spent time with recent college graduates to understand what
motivates them and drives them toward job satisfaction. They expect not only appropriate and
competitive pay for the work they perform, but also hope to achieve a balance between work and
the rest of their lives. The four drivers deemed to impact most significantly on workforce
commitment included understanding the direction of the organization, having opportunities for
personal growth, gaining satisfaction from everyday work, and the extent to which the
organization encourages individuals to challenge the way things are done.

Employee benefits from work-life balance

• Easier ability to participate more fully in paid work as well as other activities that are
important, e.g. spending time with family, leisure, and personal development and
community activities.

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 • Improved self esteem, health, concentration, confidence, loyalty and commitment.
• Not bringing problems at home to work and vice versa.
• Greater control of their working lives.
• Happier at home as well as:
• Greater responsibility and a sense of ownership.
• Better relations with management.
• Ability for women in paid work to take time off rather than resign from their jobs to stay
at home, or to return to work too early after childbirth.

Work-life balance benefit to employers

• Business will attract and retain the best people.
• Increased employee retention.
• Reduced absenteeism.
• Employer loyalty.
• Increased productivity and profit.
• Maximised available labour.
• Making employees feel valued.
• The reputation of being an employer of choice.

Determinants of Work Life Balance

In every individuals life there exists the determinants of Work-Life Balance. The subject in the
present contexts that are related the most with Work-Life Balance are as follows.

Individual
An individual is the most important determinant of work life balance. Two American
cardiologists Roseenman and Friedman determined two different types of personality depending
on heart disorders and individual behaviour: type A & B Type A is someone who is more active,
more work oriented, more passionate and competitive, while type B is calm, patient, balance and
right minded. It can be argued that since type A is more oriented to work there will be Negative
reflection of it to Work-Life Balance.
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Yet work-holism, considered to be an obsessive behaviour is another thing that destroys Work-
Life balance. Work -holism, connotes over-addiction to work, being at work for a very long time
over working, and being busy with work at times, out of work. As workaholic is someone who is
not interested in any other subjects than his job, works excessively and continues working
without being aware that work holism damages health, personal happiness and relations with
others. Since life is not only about work, workaholics suffer from alienation, family problems.
Like alcoholics workaholics neglects their families, friends, relations and other social
responsibilities.
The demands that one experience in family life and that have effects on individual, Work-Life
Balance of an individual in terms of marriage child-rising, caring for elderly, shopping, house
chores have effect on Work-Life Balance since they demand more family responsibilities.
Traditionally responsibility in the family becomes more burdens on women while balancing
work and life. Those who have to look after a child or the elderly might sometimes have to risk
their career by shortening their working hours, which becomes a source of stress for them on the
other hand, those without children or any elderly people to look after at home experiences less
Work-Life Imbalance.

Work and Organization

Work environment is more effective in work life Imbalance than the family environment. The
job and the organization, one works in both have demand on individual time, efforts and mental
capacity. Among the efforts, to increase organizational efficiency one of the subject manager’s
should focus on to raise the organizational loyalty of the staff. In this context employees working
hard are encouraged and given opportunities to advance in career. Organization tries to get the
most of their employees without considering the other aspects to their private life. Such
organizational strategies provide the opportunity of promotion and other benefits to the
employee, so that in long run the employees might neglect their private life; therefore, the
organizations become an important factor on Work-Life Balance.
Social Environment
Another determinant of Work-Life Balance is social environment. Especially in countries the
cultural collective characteristics of an individual have responsibilities towards certain social

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groups to himself and his family. Every social group such as relation, friends and neighbours and
family has demand on the individual which he/she belongs to. As such of one’s social
environment becomes a factor of Work-Life Balance.

The Influencing Elements in Work Life Balance

Many companies have responded to the evolving set of issues and with the influencing elements
related to work life balance by introducing a wide variety of work-life balance practices. These
practices help the employees to balance both work and life equally where it supports the
employer to increase the retention of the employee. Some of the influencing factors include

Working hours and Flexibility

One of the greatest enablers in promoting work life-balance amongst employees is flexible
working conditions. Many terms have been used in this context including Tele-commuting, work
from home, compressed work- week, flexible hours, part-time working etc. Working time is the
period of time that an individual spends at paid occupational labour. Unpaid labours such as
personal housework or caring for children/pets are not considered part of the working week.
Many countries regulate the work week by law, such as stipulating minimum daily rest periods,
annual holidays and a maximum number of working hours per week. Working time may vary
from person to person often depending on location, culture, life style choice, and the profitability
of the individual’s livelihood. Flexible working arrangements allow both parents and non-parents
to avail of working arrangements that provide a balance between work responsibilities and
personal responsibilities. In practice, it involves adjusting work partners so that everyone,
regardless of age, race or gender can find a rhythm that enables them more easily to combine
work and their other responsibilities and aspirations. The aim of such working time policies is to
strike a balance between employment and domestic commitments that is equitable and beneficial
to both employer and employees. Work life balance policies are often referred to in practices as ‘
flexible working’, and include the following different ways of working that is part-time working,
job sharing, flexi-time, term time working, shift working, annualized hours, compressed hours,
Tele-working, home working, career breaks, study leave, zero hours contracts, V-Time.

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The Time Bind
The term “time bind” describes a number of situations in which workers prefer dividing their
time between work and family or personal life in a manner different from the way it is currently
divided but are unable or find it difficult to do so. Persons might desire either more (or less)
work time, or more (or less) family and personal time but they are prevented from doing so by
concurrent work and family/personal commitments and expectations. We suggest that this time
bind can be understood as a perceived imbalance between work and family/personal life. This
conceptualization allows for the possibility that individuals might prefer more or less work time
and/or more or less family or personal time and all would perceive work-life imbalance. It also
allows for the possibility that alternate work schedules might affect perceptions of work-life
balance because they could be used to accommodate time preferences to unbind time. The
opposite of a time bind is a sense of work-life balance. And, although work-life imbalance
probably entails more than mere time imbalance and the difficulty of achieving balance, where
the time bind as perceptions of imbalance between work and family or personal life and the
perceived degree of conflict in achieving that balance.
Evaluation of the consequences of alternate schedules and schedule control on work-life balance
has been limited by several factors. Thus, they do not control for other characteristics of jobs,
workers or family conditions that could contribute to perceptions of work-life imbalance.

Job satisfaction
Job satisfaction is how content an individual is with his or her job. Scholars and human resource
professionals generally make a distinction between affective job satisfaction and cognitive job
satisfaction. Affective job satisfaction is the extent of pleasurable emotional feelings individuals
have about their jobs overall, and is different to cognitive job satisfaction which is the extent of
individuals’ satisfaction with particular facets of their jobs, such as pay, pension arrangements,
working hours, and numerous other aspects of their jobs.
A satisfied employee and productivity possesses positive affect and brings in desirable work
values, enhanced efficiency. Job satisfaction is conducive to lower absenteeism and employee
turnover. There is evidence that increased satisfaction is related to enhanced productivity. The
progressive organization, therefore, regularly measures the satisfaction is facilitated by work-life

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balance but hindered by burnout of the employees. A healthy balance between family and job
leads to higher job satisfaction, thereby reducing the cost to organization and enhancing
employee performance. Employee burnout is negatively related to job satisfaction as it adversely
affects employee wellbeing, leading to lower job involvement, undesirable behaviour at work
and cynical attitude resulting in poor employee performance.

Job Autonomy
Autonomy is the degree to which a job provides an employee with the discretion and
independence to schedule their work and determine how it is to be done. Higher levels of
autonomy on the job have been shown to increase job satisfaction, and in some cases, motivation
to perform the job. In traditional organizations, only those employees at higher levels had
autonomy. However, new organizational structures, such as flatter organizations, have resulted in
increased autonomy at lower levels. Additionally, many companies now make use of
autonomous work teams. Autonomy in the workplace can have benefits for employees, teams,
managers, and the company as a whole, but it also may have drawbacks.
According to job design theories, increased autonomy should make employees feel a greater
responsibility for the outcomes of their work, and therefore have increased work motivation.
Research indicates that when employees have greater levels of autonomy, their personality traits
(specifically conscientiousness and extroversion) have a stronger impact on job performance.
Thus, by giving employees more autonomy, they are better able to use their personal attributes to
contribute to job performance. Unfortunately, too much autonomy can lead to employee
dissatisfaction. Each individual has a different level of need for autonomy in their job. Some
workers prefer more direction from a manager and feel uncomfortable with autonomy; they may
not want to exert effort or take the responsibility of having their name solely associated with a
task, project, or product. Additionally, if employees are not well-equipped either in training or in
personality to exercise autonomy, it may result in workplace tension and poor performance.
Finally, when given autonomy, workers may believe that they have authority somewhat equal to
that of their direct supervisor. This may cause them to resent the extra responsibility or feel that
their pay should be increased. A related concern is that managers may feel marginalized when
employee autonomy increases, particularly when there is a change to a traditional work

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environment. Managers may feel that by giving employees autonomy, they no longer contribute
as much to the organization or that their jobs may be at stake.
Even though there are a number of job related variables that can impact a person’s sense of well -
being , it was felt that the more a person is in control and has the freedom to perform the work
assignment at his/her own pace and method the greater will be the work life balance. This
freedom to decide on the schedule and method of doing work has been defined as Job autonomy.
In fact the people who have better control over their work environment are less stressed and
perceive their family life as more positive and happy as compared to those who do not.
Independence and the ability to manage ones work roles and responsibilities thus are significant
in contributing to a person’s sense of wellbeing and subsequently to her work-life balance.

Organizational Commitment
It is an extensively researched topic in the field of organizational behaviour, as a variable related
to the behaviour and performance of employees. It is an essential function of an individual
behaviour and willingness of individuals to give their energy to the organization through actions
and choices overtime. Organizational commitment is “the tendency to engage in consistent lines
of activity, such as intent to stay in the organization if they willingly continue with the
organization and devote considerable effort to achieving its goals”.

Organization Citizenship Behaviour (OCB)

Organizational Citizenship Behaviours (OCBs) are a type of behaviour that employees perform
at work which they are not required to perform, but which helps the organization (George and
Brief, 1992). It has also been described as “discretionary” behaviour which is not formally
rewarded (Konovsky and Pugh, 1994). Some examples of OCBs are helping co-workers, sharing
ideas for improvement (Lambert, 2000; Bateman and Organ, 1983) keeping the work area clean,
conserving resources and accepting impositions without complaint (Bateman and Organ, 1983).
OCBs are important to an organization because they improve organizational effectiveness
(Organ, 1988; Podsakoff et al, 1990; Bachrach et al, 2001). This may be due to the idea that
employees exhibiting OCBs are more likely to be willing to perform more activities than they are
required (Chien, 2004). The term OCBs in this work has been taken from the work by Williams

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and Anderson (1991) which categorizes OCBs as being directed at certain individuals (OCBI),
being directed at an organization (OCBO) and being in-role behaviours (IRB).

Types of organizational citizenship behaviours

Organ (1988) provided a multi-dimensional scale of organizational citizenship behaviour,
containing the dimensions to construct OCB. These dimensions are:
1. Altruism: discretionary behaviours that help an individual with an organizationally relevant
task or problem. The individual is voluntarily helping others or preventing the occurrence of
work-related problems. Nowadays researchers label the factor “altruism” as the term “helping”,
because critics argued that “altruism” implies something about the motive behind the behaviour
or suggests something like “selflessness” on the part of the actor. Whatever the factor is labelled,
the target of the behaviour is directed at an individual (Smith, Organ, & Near, 1983).

2. Courtesy: proactive gestures that consider consulting with other workers in the organization
before acting, giving advance notice, and passing along information, actions that help prevent
problems from occurring.

3. Sportsmanship: the willingness of the employee to tolerate less than ideal circumstances
without complaining, not offended when others do not follow their suggestion, willing to
sacrifice their personal interest for the good of the work-group. Empirical research (MacKenzie,
Podsakoff, & Fetter, 1993) (MacKenzie, Podsakoff, & Paine, 1999) that has included this
construct in the context of other forms of citizenship behaviour has shown it to be distinct from
them, and to have somewhat different antecedents (Podsakoff P. M., MacKenzie, Moorman, &
Fetter, 1990) (Podsakoff, MacKenzie, & Bommer, 1996) and consequences (Podsakoff &
MacKenzie, 1994); (Podsakoff, MacKenzie, & Scott, 1997); (Walz & Niehoff, 1996).
Sportsmanship is a form of citizenship behaviour that received much less attention in the
literature.

4. Civic virtue: the involvement and concern that the employee shows in the life of the
organization, the commitment to the organization as a whole. This is recognizable when an

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employee attends meetings, reads announcements and memos and gives constructive suggestions
that benefit the overall well-being of the organization, keeps up with changes in the industry,
reports hazards and suspicious activities, and looks out for the organizations best interest even at
great personal cost. This behaviour resembles a person’s recognition of being part of a larger
whole, equivalent to a citizens being members of a country and accepting the responsibilities
which are demanded.

5. Conscientiousness: involves employees going beyond the minimum requirements of the

organization. This is extra-role behaviour, meaning that it involves engaging in task-related
behaviours at a level that is far beyond minimal requirement. This factor was initially labelled as
“generalized compliance” and later changed “conscientiousness”, because it did not have an
immediate effect of helping a specific person, but a more impersonal, generalized to the group
effect.

Work Life Balance – Prospects for Indian Organisations

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

Work Life Balance Today

In the transition from stable slow changing bureaucracies to the modern flexible firm, the nature
of work has also changed, often with fewer people being required to produce more. This has
implications for both the long-term commitment of employees and the balance of work and
personal responsibilities. Hence, in modern organisations a few administrative assistants have
replaced the large typing pool of the old bureaucracies, while managers word process their own

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letters and communications. In academia, the cosy tutorials of old have given way to the
ubiquitous and much larger seminar groups. Within an environment where more is required from
fewer people, the interpersonal balance between colleagues and clients is redefined creating new
pressures where there is potential for more stress with less time to resolve disputes.
Although some of the comforts and securities of the old bureaucracies have diminished the
tendencies to micro management, working practices have arguably increased. The modern
worker has to be aware of and comply with a burgeoning list of compliance requirements. All
institutions face new standards of recommended accounting practice, more detailed health and
safety requirements, increasingly complex employment and pensions legislation, more exacting
provisions for ensuring non-discrimination and, of course, proliferating complaint procedures.
Therefore in a climate where more is expected from fewer people, issues of work life balance
have taken on greater significance than in times past. The old style paternalistic bureaucracies,
for the most part, were underpinned by a psychological contract of secure employment. It is
therefore arguable that old style organizations were able to promulgate compliance where the
expectation was for long-term secure employment in return for loyal compliance to the
bureaucracy’s idiosyncrasies.
The management employee relationship is likely to be less stable if the transaction is perceived
as shorter term and more reliant on a materialistic transaction. Womack argues that modern
workers are indeed less committed to their organizations33. This might be less the case if a more
balanced equilibrium between the workplace and other personal interests could be established. It
is therefore likely to be counterproductive for an employer to ask staff to work to the letter of
their contracts. The ubiquitous catchall clauses requiring staff to work additional hours as and
when the employer may require should be counterbalanced by some compensation to retain
goodwill. As the term ‘work balance’ articulates, people have an aspiration to achieve greater
equilibrium in their lives, and this cannot be achieved in a relationship where the employee is
seen to be more flexible than the employer.

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Work-Life Balance-The Trends and New Approaches Ahead
The challenge of work-life balance in our society is unlikely to disappear. The concept of work
life balance is gaining a great deal of attention in both the academic and corporate worlds. The
employees are often preoccupied with work when not working, and when in the company of
family and loved ones, experience an inability to be meaningfully engaged in no work spheres.
Modern work has become more knowledge based, fluid, and intellectual; overworked people
think about work all of the time. For many people, work has become cognitively intrusive. To
understand work/life balance a cognitive approach was been introduced that is "Cognitive
Intrusion of Work”. In simple terms, this means that work/life balance is not just about finding
"physical time" to do all that needs to be done. Instead, and more importantly, it is about the
"cognitive space" necessary to process, organize, and respond to the thinking demands of life
within a complex society.
Total life planning is the latest and innovative approach to work life benefits that helps
employees understand the important aspects of their professional life, personal lives and their
relativity. Their goal is to encourage employees to look at their lives as a whole and assess
relationships, emotional and physical wellbeing, careers, spirituality, and their personal financial
situation.
From these programs, employees can assess their available choices to improve balance in their
lives and develop an individualized life plan. The most successful programs set a goal oriented
environment with a meaningful and transformational component for each individual. The
concept of total life has the major benefits such a renewed employee energy, enthusiasm and
attachment for work, and enhanced productivity. Total life planning programs may be offered in
conjunction with benefits such as health, life, and disability insurance, or on a standalone basis.

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 NEED FOR THE STUDY
Work-Life balance has been considered of crucial importance in many Public and Private Sector
Undertakings for establishing and sustaining a productive work culture. Several initiatives have
been taken up by the Government, many experts and industrialists and even employees in
organizations towards maintaining work life balance. Multiple roles performed by individuals
call for better integration between work and non-work issues. Even Jobs are no more cushy/easy
going, they are demanding. Similarly, individual cannot be effective at work if they are not able
to manage their personal lives.
Finding time for socialization is no more a social obligation, but also a real stress buster. There is
evidence to show that the activities outside work positively influence the productivity and
creative potential of employees. Hence, it has been found that work life balance (work life
balance) is not only the source of care and concern, but also that it was the major source of
dissatisfaction for many employees. The problem of work life balance is clearly linked with
withdrawal behaviour, including employee turnover and some sort of indiscipline or
absenteeism.
In the present global scenario every business organisations trying to maintain specific standards
and quality to attain reputation and recognition for their products along with customer
satisfaction in terms of quality of services, products, reasonable price and other offers etc. To
achieve the targets and to with stand in the global market the organisations were expecting and
demanding more work from their employees and also imposing to learn new skills and latest
technology. On the other hand employees are also demanding more from their employers to
improve their social life. They want more time, resources, and support from their employers to
enrich their life particularly other than at their work spot. In the process of attaining preset
targets, work schedules creates more burden, stress and strain to the employees to imbalance
their work and family life and even creates fear and frustration.

Work Life-Balance assumes greatest significance when the demands of one’s work and the life
aspects seem equally critical at the same point in time. But in a case, when either of these can be
deprioritized (at least for some period) finding the balance is not the real challenge. For example,
take the initial years of one’s work life. In most cases this is really in the 20’s when one’s family

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commitments are not so pressing and one can afford to place work in overdrive if one chooses to.
However, many employees find this is a challenge after marriage or more so the birth of a child.
Both demands seem to be fair in their perspective and hence it’s a challenge to balance at any
time. A zero-one solution (either work or home) through seemingly the simplest may not be the
best and this is where the need for life-balance comes in. Both Public and Private Sector
undertakings generally taking care of their employees by providing Work life provisions like
promotions, rewards, amenities, creating healthy work environment, monetary and non-monetary
benefits at all levels to increase their productivity and performance.
Most of the studies have been carried out with a focus on various issues and dimensions of
personnel administration, HR policies and practices, HR strategies, HR Innovative etc. But there
are very few studies with regard to Work life Balance. As against this backdrop, zeal to know the
facts, which contributed to the success of some organizations, located in Hyderabad and insisted
their employees for a better work-life apart from their productivity and performance inspired the
researcher to take up the study on “Work Life Balance in Selected units”.

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 REVIEW OF
LITERATURE

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 Review of Literature

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

and defining the problem, stating objectives, formulating hypotheses, selecting appropriate
design and methodology of research as well as interpreting the results in the light of the research
work already undertaken. In this chapter, an endeavour has been made to provide an overview of
various aspects of this study through the review of existing literature. The sources referred
include various journals, books, doctoral theses, working papers, reports, magazines related to
human resource, internet sites, newspapers etc.

Greenhaus, et al. (2003) discussed work-life balance as the extent to which an individual is
equally engaged in – and equally satisfied with – his or her work role and family role.
Furthermore, study revealed that employees who experience high work-life balance are those
who exhibit similar investment of time and commitment, to work and non-work domains.

Boers (2005) indicated that balancing a successful career with a personal or family life can be
challenging and impact on a person’s satisfaction in their work and personal life’s roles.

Galinsky et al (1991) found that one should also keep in mind that new generation employees
evaluate their career progress not only in terms of lucrative job assignments but also in terms of
their ability to maintain healthy balance between their work and non-work life.

Hogarthetal (2000) stated that women felt that child care facilities should be available in
working place to ensure work like balance.

Tausig and Fenwick (2001) suggested that both men and women have strong belief that flexible
working hours will enhance the work life balance.

Fisher and Layte (2003) considered three distinct sets of measures of work life balance, viz.,
proportion of free time, the over-lap of work and other dimensions of life, and the time spent
with other people helps the employees to balance both work and life.
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Duxbury and Higgings (2003) in their seminal report on work-life conflict demonstrated that
the respondents with high levels of work to family interference reported: lower levels of job
satisfaction and high levels of jobs stress the intent to turnover of the employees.

Felsteadetal (2006) experimented that home working was also another factor which was
preferred by both men and women and it was believed that it would enhance work life balance.

Baral (2000) indicated that when an organization offers its employees policies, practices,
benefits and services to help them integrate their work and family responsibilities, they feel
committed to the organization and indulge themselves in organizational citizenship behaviours.

Rosalie L Tung(2009) provided a conceptual paradigm of Work-Life balance and highlights the
role of environment and moderating factors in facilitating work family balance(or) exacerbating
family conflict with a positive note he has concluded that paying attention to work-life balance
can have favourable outcomes both at personal and organizational level.

Dundas (2008) argued that work-life balance is about effectively managing the juggling act
between paid work and all other activities that are important to people such as family,
community activities, voluntary work, personal development and leisure and recreation.

Frone et al. (1997) developed the indirect reciprocal relation between work to family and family
to work conflict. Family to work conflict was found to have indirect influence on work to family
conflict via work distress and work overload. Work to family conflict had indirect impact on
family to work conflict via increased parental overload.

Hymant et al. (2001) indicated that intrusion (inclusion) of work demands into personal life
(e.g. working during the weekend) was related with reports of heightened stress and emotional
exhaustion for employees. Furthermore, results of the study concluded that employees perceive
that intrusion of work obligations into their personal lives negatively affect their health.
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Vallonea and Ensherb (2001) absorbed in their study that employees have reported higher
levels of work interfering with their personal life, than personal life interfering with their work.
Results of the given study further demonstrated that work personal life conflict was related to
employees’ depression and anxiety and personal-work life conflict was related to employees’
concern for their health.

Haddon and Hede (2017) found that work interferes with home life more than home life
interferes with work life, when it comes to time and energy. On the other hand, home life enables
participants to regain energy lost from working.

Ishaya and Ayman (2018) argued that increasing workloads pressurize employees to
demonstrate their commitment to work in more obvious ways. Consequently, a larger part of
them tends to be present at their work place for longer periods of time, thereby reducing the time
for which they are available at home.

Pocock and Clarke(2019) explored that spill -over of work into family life showed that both
men and women did not have enough time to spend with families and moreover work pressures
affected quality of the family life.

Wesley and Muthuswamy (2019) found that work to family conflict was more prevalent than
family to work conflict, thus indicating that permeability of work into family was more than
permeability of family into work.

Evans & Bartolome (2020) assumed that the work domain is less flexible, thus work affects
family life more than vice versa and there are no gender differences.

Powell (2020) showed that work-family conflict occurs when participation in work activity
interferes with participation in a competing family activity or when work stress has a negative
effect on behaviour within the family domain.

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Kinnunen and Mauno (2007) indicated that interference from work to family was more
prevalent than interference from family to work among both sexes. However, there were no
gender differences in experiencing either work to family or family to work conflict.

Rajadhyaksha and Velgach (2009) found that women experienced significantly higher family
interference with work as compared to men. However there were no significant differences
between men and women in the experience of work interference with family.

Frone, et al.(1992) suggested that work-family conflict and family-work conflict as the two
forms of inter-role conflict. Where work-family conflict refers to “a form of inter-role conflict in
which the general demands of time devoted to, and strain created by the job interfere with
performing family related responsibilities”.

Haddon and Hede, 2009 found that work interferes with home life more than home life
interferes with work life, when it comes to time and energy. On the other hand, home life enables
participants to regain energy lost from working.

Baral (2010) found that working men and women in India experience more work family
enrichment than the work family conflict. It was also found that there were no gender differences
in the employee perception of work family enrichment.

Zhaoa, 2011 concluded that when hotels with family friendly work environments provide
sufficient support for work and family needs, employees are more likely to have high job
satisfaction. When work and family mutually reinforce each other (i.e; family experiences enrich
the contributions to work, and vice versa), employees have a more balanced life.

Organ (1988) argued that organizational citizenship behaviour is employees’ extra efforts
which are not officially required by the organization and discretionary acts by employees. The
two major components of OCB are compliance, which indicates employees’ intention to follow

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the organizational rules, and altruism, which means employees’ voluntary behaviours to help
others and to work.

(Kelloway et al., 1999) argued that FWI has been associated with diminished concentration at
work, job satisfaction, perceived career success and performance, as well as increased turnover
intention.

(Campbell et al., 1994) when family life interferes with work, the employee is distracted at
work, which may result in reduced work engagement.

Stamper and Dyne (2004) indicated that OCB is the intangible employee behaviour, indirectly,
and implicitely known by the reward system that in aggregrate will influence the effectivity of
some managerial funcitons within the organization. The focus of this concept is to indentify the
employee behaviour that is measured often by using traditional performance measurement. There
are two factors that influenced OCB, they are the gap between management perception and
employee perception toward the job description and job responsibility; and the employee
perception towards the job responsibility and job performance are determined by the employee
job satisfaction.

Innstrantd, et al. (2010) reported that individuals working in occupations that necessitate (1)
substantial interaction with others, (2) additional work roles, or (3) professional responsibility for
others are more apt to experience greater numbers of work life balance issues. Moreover,
individuals working in a managerial or higher status occupation report higher levels of conflict
between work and their personal life.

Williams and Anderson (1991) defined OCB as behaviours that benefit the organisation in
general. These behaviours include giving prior notice regarding an absence from work or
informally adhering to rules designed to maintain order.

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Bateman (1983) explained OCB as extra-role behaviour, innovative and spontaneous behaviour,
whereas technical performance required by the job, acceptable behaviour to management is
referred to as in-role behaviour. A basic notion determining the concept of in-role and extra-role
behaviours is the idea that an employer can force a certain degree of work out of the employee
who needs the job (in-role behaviour). On the other hand the organization can encourage the
extra-role behaviours that can increase their competitiveness.

Katz and Kahn, 1966 argued that Organizational citizenship behaviours (OCBs) are supra-role
behaviours performed by employees. These types of behaviours include any behaviour that is not
required for a given job Examples of OCBs include helping a colleague with a problem on the
job, keeping the work area tidy, making positive comments problem on the job, keeping the work
area tidy, making positive comments about the organization to outsiders, and protecting and
conserving organizational resources, such as electricity. OCBs can be of the type that are
provided toward individuals (OCBI), toward the organization (OCBO) or regarding in-role
behaviours (IRB).

Chien, 2004 indicated OCBs are related to organizational performance that information gathered
through their study will be valued by the organization. These types of behaviours are essential to
companies because, for example, it has been shown that companies with employees exhibiting
OCBs perform better than those that do not have these types of employees.

Luk and Shaffer (2005) developed that work domain stressors, i.e., time commitment to work
and work role expectations were significant positive predictors of work interference with family
(WIF), Work role expectations significant negative predictor of family interference with work
(FIW) but no significant effects were found for work time commitment. Family domain stressor,
i.e., family role expectation, was found to be a negative predictor of WIF whereas parental
demand was found to be a positive predictor of both WIF and FIW. No significant effects were
found for family time commitment on WIF or FIW and for family role expectation on FIW. The
direct effects of work domain support, such as family-friendly policies and supervisor support,

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and family domain support, such as domestic helper support, on WIF and FIW were not
substantiated. Rather family friendly policies were found to be positive predictor of FIW.

Messmer (1999) highlighted work/life balance as a tool that organizations can use to attract
quality job candidates. He recommended that employers accommodate a “healthy work and life
balance” because “employees are interested in making their careers compatible with what is
important in their personal lives”

Casner-Lotto and Hickey (1999) indicated recent shifts in employee values such as workers
exhibiting an increased desire for a higher quality of life. They found that in the past few years,
employees have reported that they want more time to do volunteer work, pursue hobbies, and
take part in leisure activities. Additionally, they reported that workers want more time to spend
with family, and fewer employees seemed willing to sacrifice family or personal time in order to
advance their careers.

Hill and his colleagues (1998) first published their findings on work and life balance in an
empirical research journal. They investigated the influence of work and work/life balances
within a virtual office environment. The results showed that a virtual office was more supportive
of a work and life balance. Compared to work and family conflicts, the term of work and life
balance holds promise for a more inclusive approach to the study of work versus non-work
conflicts.

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 OBJECTIVES OF THE STUDY

The purpose of this study is:

• To examine the perception of respondents on specific areas of work life Balance in

banking sector.

• To examine the relationship between the WLB and OCB.

• To asses and evaluate the impact of work life balance of employees on role behaviour.

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 RESEARCH
METHODOLOGY

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 Research Methodology

Research methodology is a way to systematically solve the problem. It is a game plan for
conducting research. In this we describe various steps that are taken by the researcher. It includes
problem statement, scope, hypothesis, research objective and questions, research methods used,
target population, sample design and procedure, the research instrument, scale construction, data
collection procedures.
Research in a common parlance is a search for knowledge. Research is an art of scientific and
systematic investigation. Thus research comprises defining and redefining problems, formulating
hypothesis or suggested solutions; collecting, organizing and evaluating data, making deductions
and reaching conclusions.

Problem Statement
Every industry needs understand its internal strength and weakness, and external opportunities
and threats. In banking industry employee work at different level, thus, their expectations and
perception of about work may differ.
This study focuses factors influencing work life balance and its impact on role
behaviour on employees. Research consistently demonstrates that it costs more to attract a new
customer than it does to retain one (Gemme, 1997), which makes customer retention a crucial
factor for the success of every business. Hence, this study focuses on the factors that influence
employee’s role behaviour that tends to determine whether there is any significant relationship
between work life balance of employees and organization citizenship behaviour.

Research Hypothesis
A hypothesis is a tentative statement about the relationship between two or more variables. A
hypothesis is a specific, testable prediction about what you expect to happen in your study. A
supposition or explanation (theory) that is provisionally accepted in order to interpret
certain events or phenomena, and to provide guidance for further investigation. A hypothesis

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may be proven correct or wrong, and must be capable of refutation. If it remains unrequited
by facts, it is said to be verified or corroborated.
In the light of the empirical studies hypothesis are as follows:

Work Life Balance and Organization Citizenship Behaviour

H1 = There is significant relationship between work life balance and behaviour at work.

H2= There is significant difference in mean scores of bank employees on gender basis
regarding work life balance.

H3 = There is a significant difference in mean scores of bank employees on category

(public/private) basis regarding work life balance.

H4 = There is a significant difference in mean scores of bank employees on marital status basis
regarding work life balance.

H5 = There is a significant difference in mean scores of bank employees on which shows the
impact of work life balance on role behaviour.

Sample Design
Sampling can be defined as the selection of some part of an aggregate or totality on the basis of
which a judgment or inference about the aggregate or totality is made. In other words it is the
process of obtaining information about an entire population by examining only a part of it. The
organizations selected for the study are of banking sector with female employees.

Type of the study

The present study is Descriptive in nature, as it seeks to discover ideas and insight to bring out
new relationship. Research design is flexible enough to provide opportunity for considering
different aspects of problem under study. Quantitative survey was used as the major method to

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examine the perception of respondents on specific areas of work life Balance of bank employees.
This is the most commonly used technique in research (Veal, 2006).

Population
According to Keller (2009, p.5), “a population is the group of all items of interest to a statistics
practitioner”. According to McDaniel (2001) target population is a total group of people from
whom the researcher may obtain information to meet the research objectives. The research aims
at evaluating the impact of work life balance of bank employees on role behaviour. So, the target
population is the employees of both private and public banks.

Sampling Procedure
The sampling procedure used is that of convenience sampling .Convenience sampling is a kind
of non-probability or non random sampling in which members of the target population, as
Dörnyei (2007) mentions, are selected for the purpose of the study if they meet certain practical
criteria, such as geographical proximity, availability at a certain time, easy accessibility, or the
willingness to volunteer. The research aims at evaluating the impact of work life balance of
employees on role behaviour.

Sampling Unit
Sampling unit for the research is the employees of Private Banks (HDFC, AXIS, and ICICI) and
Public banks (SBI, SYNDICATE, and PNB) of Yamuna Nagar .

Sample Size
“A sample is a set drawn from the population” (Keller, 2009, p.5). As the non-probability
sampling is applied, there is no specific method in determining sample size. “But, it is not
practical to collect data from the entire target population, so the researcher uses a sample
instead” (Field, 2005, p.35). “A minimum sample size of 100 to 200 (female only) is often
recommended (Comrey, 1973, 1978; Gorsuch, 1983; Gulford, 1954, Hair et al., 1979; Lindeman
et al., 1980; Loo, 1983). The recommendation for a minimum sample size of 100 to 200
observations is probably based on the argument that a correlation coefficient becomes an

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adequate estimator of the population correlation coefficient when sample sizes reach this level”
(Cited in Guadgnoli and Velicer, 1988, p. 265).
As this study was to employ factor analysis and multiple regressions, the sample size was based
on obtaining the minimum requirement for those techniques. “As general rule, for factor
analysis, the minimum is to have five times as many observations as there are variables to be
analyzed” (Hair et al., 1998, p.99). “Although a minimum ratio is 5 to 1 for multiple regression,
the desired level is between 15 to 20 observations for each independent variable, while 200 is
considered optimal” (Hair et al., 1998, p.166). The final sample size obtained was comprised of
150 female respondents only .

Data Collection Technique

The type of data that was used for the study was primary data. Primary data are those which are
collected for the first time and are always given in the form of raw materials and originals in
character. Questionnaire method was used to collect responses, to obtain accurate and adequate
information relating to the research work. The questionnaire was comprised of three sections. In
the first section demographic data of employees with respect to the gender, age, department,
position, location and company name in the bank industry is gathered. In the second section,
three items from the scale developed by Fisher (2001) were used to examine the perception on
specific areas of work life balance which measured by three dimensions (15 items) Work
interference with personal life, Personal life interference with work, and Work/Personal life
enhancement. In the third section, the impact of work life balance of employees on behaviour at
work was measured by three items developed by Nigel Wright Recruitment (2008).
Likert scales are a non‐comparative scaling technique and are one-dimensional (only measure
a single trait) in nature. Respondents are asked to indicate their level of agreement with a giv-en
statement by way of an ordinal scale consists of 5 levels of performance namely: strongly agree,
agree, neutral, disagree and strongly disagree. The SPSS (Statistical Package for the Social
Sciences) programme will be used to analyze data.

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 Flowchart for Selection of Statistical Tools

How to choose statistical tool

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 38

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Statistical treatment of data (tools and techniques)
In the study data analysis tools such as correlation, regression, and ANOVA were used to
analyze data. Data has been analyzed in MS-Excel and Statistical Package for Social Sciences
(SPSS-16). Company-wise data was collected, segregated and then consolidated with Microsoft
Excel. Coding is first made in Excel and then this data is imported from Excel. After importing
the data, variables were declared first in SPSS. Hence, descriptive statistics and inferential
statistics were applied as statistical treatments in this study.

Limitations
1. The undertaken research is only related to work life balance issues of employees
employed in banking sector only.
2. The survey excludes the unemployed and the self-employed, so the level of imbalance in
the population as a whole may vary.
3. The study is with reference to bank employees in Yamuna Nagar region only.
4. There is future scope for doing a research on wider basis for whole state of Haryana.

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 DATA ANALYSIS

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ANNOVA
By Bank (Table 1)
Sum of Squares Df Mean Square F Sig.

WIPL Between Groups 2.629 1 2.629 .073 .787

Within Groups 3294.775 92 35.813

Total 3297.404 93

PLIW Between Groups 33.837 1 33.837 3.662 .059

Within Groups 850.035 92 9.240

Total 883.872 93

WPLE Between Groups 22.457 1 22.457 2.292 .133

Within Groups 901.415 92 9.798

Total 923.872 93

Interpretation:- From the table 1, it is concluded that there is no significant difference in

perceptual tendencies of public and private sector bank employees (F= 0.073, p= 0.787) for the
first dimension of work life balance i.e. work interference in personal life for which
(p>0.05).Furthermore, for the second dimension as well i.e. personal life interference in work
where F= 3.66 and p= 0.59 (p> 0.05) results signify no significant difference in perceptual
tendencies of banking employees belonging to public and private sector banks. Similar inference
can also be drawn for the third dimension of work life balance i.e. work/personal life
enhancement having the result as (F= 2.29, p= 0.133, (p>0.05)), indicating that there is no
significant difference between public and private sector bank employees.

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ANNOVA

By Gender (Table 2)

Sum of Squares Df Mean Square F Sig.

WIPL Between Groups .169 1 .169 .005 .945

Within Groups 3297.235 92 35.840

Total 3297.404 93

PLIW Between Groups .130 1 .130 .014 .908

Within Groups 883.742 92 9.606

Total 883.872 93

WPLE Between Groups 2.718 1 2.718 .272 .604

Within Groups 921.154 92 10.013

Total 923.872 93

Interpretation:- From the table 2, it is concluded that there is no significant difference in

perceptual tendencies of male and female employees (F= 0.005, p= 0.945) for the first dimension
of work life balance i.e. work interference in personal life for which (p>0.05). Furthermore, for
the second dimension as well i.e. personal life interference in work where F= 0.130 and p= 0.908
(p> 0.05) results signify no significant difference in perceptual tendencies of banking employees
on sex basis. Similar inference can also be drawn for the third dimension of work life balance i.e.
work/personal life enhancement having the result as (F= 2.718, p= 0.604, (p>0.05)), indicating
that there is no significant difference between male and female employees.

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ANNOVA

By Marital Status (Table 3)

Sum of Squares Df Mean Square F Sig.

WIPL Between Groups 30.048 1 30.048 .846 .360

Within Groups 3267.356 92 35.515

Total 3297.404 93

PLIW Between Groups 16.064 1 16.064 1.703 .195

Within Groups 867.808 92 9.433

Total 883.872 93

WPLE Between Groups 9.516 1 9.516 .957 .330

Within Groups 914.356 92 9.939

Total 923.872 93

Interpretation:-From the table 3, it is concluded that there is no significant difference in

perceptual tendencies of married and unmarried employees (F= 0.846, p= 0.360) for the first
dimension of work life balance i.e. work interference in personal life for which (p>0.05).
Furthermore, for the second dimension as well i.e. personal life interference in work where F=
1.703 and p= 0.195 (p> 0.05) results signify no significant difference in perceptual tendencies of
banking employees on the basis of marital status. Similar inference can also be drawn for the
third dimension of work life balance i.e. work/personal life enhancement having the result as (F=
0.957, p= 0.330, (p>0.05)), indicating that there is no significant difference between married and
unmarried employees.

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Correlation

(Table 4)

WIPL PLIW WPLE OCB-I OCB-O In Role Beh.

** ** ** ** **
WIPL 1 .328 .340 .307 .416 .284
** ** ** **
PLIW 1 .403 .277 .318 .365
** ** **
WPLE 1 .318 .394 .482
** **
OCB-I 1 .579 .340
**
OCB-O 1 .421

In Role Beh. 1

**. Correlation is significant at the 0.01 level (2-tailed).

Interpretation:-As shown in Table 4, the dimensions of work life Balance are highly correlated
with the dimensions of organization citizenship behaviour.
Work interference in personal life was highly correlated with personal life interference with
work (r= 0.328, p< 0.01), work/personal life enhancement(r = .340, p< 0.01), organization
citizenship behaviour-individual (r= .307, p< 0.01), organization citizenship behaviour-
organization (r= .416, p< 0.01) and role behaviour (r= .284, p< 0.01).
Besides, a significant correlation was determined between personal life interference in work was
work/personal life enhancement(r= 0.403, p < 0.01), organization citizenship behaviour-
individual (r= .277, p< 0.01), organization citizenship behaviour-organization (r= .318, p< 0.01)
and role behaviour (r= .365, p< 0.01).
On the other hand, there was a significant relationship between work/personal life enhancement
and organization citizenship behaviour-individual (r= .318, p< 0.01), organization citizenship
behaviour-organization (r= .394, p< 0.01) and role behaviour (r= .482, p< 0.01).
Further the dimensions of organization citizenship behaviour was highly correlated with role
behaviour i.e. organization citizenship behaviour-individual with organization citizenship
behaviour-organization (r= .416, p< 0.01) and role behaviour (r= .340, p< 0.01).
A significant correlation was determined between organization citizenship behaviour-
organization and role behaviour (r= .421, p< 0.01).

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Regression

Table-5(Model Summary)

Adjusted R Std. Error of the

Model R R Square Square Estimate
a
1 .578 .334 .312 7.20840

a. Predictors: (Constant), WPLE, WIPL, PLIW

b
Table-6 (ANOVA)

Model Sum of Squares Df Mean Square F Sig.

a
1 Regression 2344.707 3 781.569 15.041 .000

Residual 4676.495 90 51.961

Total 7021.202 93

a. Predictors: (Constant), WPLE, WIPL, PLIW

b. Dependent Variable: RB

a
Table-7( Coefficients)

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta T Sig.

1 (Constant) 35.436 4.254 8.330 .000

WIPL .365 .137 .250 2.669 .009

PLIW .504 .272 .179 1.854 .067

WPLE .902 .267 .327 3.380 .001

a. Dependent Variable: RB

Interpretation:-In light of the objectives the research has attempted to explain the impact of
work life balance on the role behaviour of the employee through the statistical technique of
Regression analysis. The statistic that has been used for explaining the variation in dependent

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variable by independent variable is coefficient of determination (r2). Analysis of variance with p-
value= 0.000 suggested and proved the validity of model .Since R2=.334, 33.4% of the variance
in employee role behaviour can be explained by work interference in personal life, personal life
interference in work and work/personal life enhancement (Table 5). Compared to R2, adjusted
R2 provides a less biased estimate (31.2%) of the extent of the relationship between the variables
in the population. The ANOVA is significant (F=15.041, df (regression) =3df (residual) =90, Sig
< .000) which means that the two predictors collectively account for a statistically significant
proportion of the variance in the criterion variable (Table 6).

Work interference in personal life (t= 2.669 Sig = .009), personal life interference in work (t=
1.854 Sig = .067) and work/personal life enhancement (t= 3.380 Sig =.009) can account for a
significant proportion of unique variance in role behaviour (Table 7). Individuals who feel
supported by their organization also feel morally obligated to remain with that organization. The
Pearson’s correlation between role behaviour and dimensions of work life balance is r = .578
(Table 7).

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 CONCLUSION AND
DISCUSSION

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 FINDINGS OF THE STUDY

1. One way ANOVA analysis reported the F value for Work interference in personal life is
F= 0.073, Personal life interference in work is F= 3.662 and work/personal life
enhancement is F= 2.292, at the level of 0.05.Thus, the findings could determine that
there was no significant differences found in the overall means scores for Work
interference in personal life, Personal life interference in work and work/personal life
enhancement on the bank basis.
2. One way ANOVA analysis revealed the F value for Work interference in personal life is
F= 0.005, Personal life interference in work is F= 0.014 and work/personal life
enhancement is F= .272, at the level of 0.05.Thus, the findings could determine that no
significant differences found in the overall means scores for Work interference in
personal life, Personal life interference in work and work/personal life enhancement on
the gender basis.
3. One way ANOVA analysis reported the F value for Work interference in personal life is
F= 0.846, Personal life interference in work is F= 1.703 and work/personal life
enhancement is F= 0.957, at the level of 0.05.Thus, the findings could determine that
there was no significant differences found in the overall means scores for Work
interference in personal life, Personal life interference in work and work/personal life
enhancement on the bank basis.
4. There was a significant relationship between each dimension Work life balance and
Behaviour at work. Work interference in personal life was highly correlated with
personal life interference with work (r= 0.328, p< 0.01), work/personal life
enhancement(r = .340, p< 0.01), organization citizenship behaviour-individual (r= .307,
p< 0.01), organization citizenship behaviour-organization (r= .416, p< 0.01) and role
behaviour (r= .284, p< 0.01).
5. A significant correlation was determined between personal life interference in work was
work/personal life enhancement(r= 0.403, p < 0.01), organization citizenship behaviour-
individual (r= .277, p< 0.01), organization citizenship behaviour-organization (r= .318,
p< 0.01) and role behaviour (r= .365, p< 0.01).

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 6. There was a significant relationship between work/personal life enhancement and
organization citizenship behaviour-individual (r= .318, p< 0.01), organization citizenship
behaviour-organization (r= .394, p< 0.01) and role behaviour (r= .482, p< 0.01).
7. The dimensions of organization citizenship behaviour was highly correlated with role
behaviour i.e. organization citizenship behaviour-individual with organization citizenship
behaviour-organization (r= .416, p< 0.01) and role behaviour (r= .340, p< 0.01).
8. From regression analysis it was found that R2=.334 and the standardized coefficient
(Beta) for Work interference in personal life (t= 2.669 Sig = .009).The standardized
coefficient (Beta) for Personal life interference in work (t= 1.854 Sig = .067). The
standardized coefficient (Beta) work/personal life enhancement (t= 3.380 Sig =.009) can
account for a significant proportion of unique variance in Role behaviour of an employee.
The Pearson’s correlation between role behaviour and dimensions of work life balance is
r = .578.

DISCUSSION
In this study, it is inferred that work life balance has a significant effect on the role behaviour of
an employee. The employees who have balance in their work and life are found to be more
effective at work which results in the form of organization citizenship behaviour.

According to the findings of this study, work life balance has positive effect on the behaviour of
an employee at work. In other words, employees will feel more attached to the organisation if
they have balance in their work and life. Consistent with findings reported by Hill and his
colleagues (1998), Casner-Lotto and Hickey (1999), Messmer (1999) highlighted work/life
balance as a tool that organizations can use to attract quality job candidates, behaviours that
benefit the organisation in general. These behaviours include giving prior notice regarding an
absence from work or informally adhering to rules designed to maintain order (Williams and
Anderson, 1991).

Employees felt that work interference in personal life in more than the personal life interference in work.
Inclusion of work demands into personal life (e.g. working during the weekend) was related with

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reports of heightened stress and emotional exhaustion for employees and concluded that
employees perceive that intrusion of work obligations into their personal lives negatively affect
their health (Hymant et al. (2003). According to Wesley and Muthuswamy (2005), Haddon and
Hede (2009) work interferes with home life more than home life interferes with work life, when
it comes to time and energy and home life enables participants to regain energy lost from
working. In addition to above, Ishaya and Ayman (2008) stated that increasing workloads
pressurize employees to demonstrate their commitment to work in more obvious ways due to
which larger part of them tends to be present at their work place for longer periods of time,
thereby reducing the time for which they are available at home.

Contrary to researcher expectations, the results reveal that there is no significant difference in the
imbalance of work and life among the employees on the gender basis. Previous studies, however,
revealed that women experienced significantly higher family interference with work as compared
to men. However there were no significant differences between men and women in the
experience of work interference with family (Rajadhyaksha and Velgach , 2009). It is probably
true that work life balance depends on different aspects but as compared this very important on
the part of female as she experiences personal life interference in work because she has more
responsibilities towards home and family as compared to males.

The results of data analysis showed behaviour of an employee and organization citizenship behaviour
are closely related. Findings in this study are consistent with other researches such as Bateman
(1983) explained OCB as extra-role behaviour, innovative and spontaneous behaviour, whereas
technical performance required by the job, acceptable behaviour to management is referred to as
in-role behaviour. Any behaviour that is not required for a given job e.g. of OCBs include
helping a colleague with a problem on the job, making positive comments problem on the job,
keeping the work area tidy, making positive comments about the organization to outsiders, and
protecting and conserving organizational resources, such as electricity. OCBs can be of the type
that are provided toward individuals (OCBI), toward the organization (OCBO) or regarding in-
role behaviours (IRB) (Katz and Kahn, 1966).

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 RECOMMENDATIONS

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 RECOMMENDATIONS
The concept of the Work life balance will help to find out the important factors that affects the
performance and behaviour of the employee at work. It will also provide a path to assess the
relationship between work life balance and role behaviour of an employee. It will also help in
suggesting the measures to overcome the problem of the work life imbalance. So,

Employers or managers should try to understand the needs and wants of employees, they
should consider not only financial support but also moral support like encouraging
employees or acknowledging their hard work.

Because of weekend work, long working hours in the banks are the hindrances to balance
employee family commitment. The top management should work out and to reduce some
identified hindrances to balance their family commitments.

The concept of Job sharing can also be helpful in this context; if any employee is absent
due to illness or any other emergency the peers can share their work.

Managers should consider their employees opinion and well being and provide available
support when their employees solve a problem.

Manger should also understand the employees requirement also help to improve and also
in career growth.

The results of this research suggest that managers should try to increase the level of
support given to the employees by the organization. By helping employees it will help
employees in gaining work life balance, which will automatically enhance the
performance of employee , relationship between employer-employee and sense of
belongingness to the organization.

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 CONCLUSION
The present study provided an investigation of the relationship between WLB and Behaviour at
work. This analysis of this study reveals how work life balance a plays an important role in
Behaviour of an employee at work in the Banking industry by taking demographical variables
like gender, marital status of employee of the company. For male and female employees, their
WLB and behaviour at work was not found to be different. This may be because there is no
difference in the work been provided to a male or female employee in the organization.
Employees are facing difficulty to maintain proper balance from their family and work spot. A
happy and healthy employee will give better turnover, make good decisions and positively
contribute to the organizational goal.
As the Work-Life balance has been considered of crucial importance in many Public and Private
Sector Undertakings for establishing and sustaining a productive work culture, several initiatives
have been taken towards it by Government, many experts and industrialists even employee
organizations. Multiple roles performed by individuals call for better integration between work
and non-work issues. Jobs are no more cushy/easy going they are demanding. Similarly,
individuals cannot be effective at work if they are not able to manage their personal lives.
Finding time for socialization is no more a social obligation, but also a real stress buster. There is
evidence to show that imbalance in work life of an employee greatly influence the behaviour of
employee at work.

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 ANNEXURE

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 References

[1] Madhusudhan, V. (2013). The study: Work Life Balance of Teaching Faculty with Reference
to Andhra Pradesh Engineering Colleges. Global Journal of Management and Business Studies,
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[2] Bachrach, D.G., Bendoly, E. and Podsakoff, P.M. (2001): Attributions of the “causes” of
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[3] Chien, M. (2004): An Investigation of the Relationship of Organizational Structure,
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[4] Erturk, A. (2007): Increasing Organizational Citizenship Behaviours of Turkish
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257–270.
[5] Lockwood, N.R. (2003). Work/Life Balance: Challenges and Solutions. HR Magazine. 48(6):
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[6] Organ, D. W. (1990): The Motivational Basis of Organizational Citizenship Behaviour. In
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[7] Organ, D.W. (1988). Organizational Citizenship Behaviour: The Good Soldier Syndrome.
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[8] Organ, D. W., & Ryan, K. (1995): A meta-analytic review of attitudinal and dispositional
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[10] Fisher, G.G. (2001): Work/Personal Life Balance: A Construct Development Study
(Doctoral Dissertation, Bowling Green State University, USA). Retrieved; February 7, 2008,
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[14] Frone, M.R., Yardley, J.K., & Markel, K.S. (1997). Developing and testing an integrative
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Organizational Psychology. 78(4), 489-508.
[16] Duxbury, L., & Higgins. C. (2001); Work-life balance in the new millennium: Where are
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[17] Fisher-McAuley, G., Stanton, J., Jolton, J., & Gavin, J. (2003): Modelling the relationship
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[18] Wesley, J.R. & Muthuswamy, P.R. (2005): Work-family conflict in India- An empirical
study. SCMS Journal of Indian Management, October-December, 95-102.
[19] Kinnunen, U., & Mauno, S. (2007). Antecedents and outcomes of work family conflict
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[20] Powell, G.N., & Greenhaus, J.H. (2006). Managing incidents of work–family conflict: A
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[21] Rajadhyaksha, U. & Velgach, S. (2009): Gender, gender role ideology and work-family
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[23] Hyman, J., Baldry, C., Scholarios, D., & Bunzel, D. (2003): Work-life imbalance in the new
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[25] http://www.ibef.org/industry/banking-india.aspx

[26] http://www.studymode.com/subjects/brief-introduction-of-banking-industry-page4.html

[27] http://www.studymode.com/subjects/brief-introduction-of-banking-industry-page4.html

[28] http://shodhganga.inflibnet.ac.in/bitstream/10603/5663/9/09_chapter%204.pdf

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PROFESSIONAL SCALE OF WORK LIFE BALANCE AND BEHAVIOUR AT WORK

Personal Details:

Bank Name Bank Location

Employee Name Department

Designation Age

Sex Marital Status

Note: Read each statement given below and please tick (√) the option corresponding to each
statement, which you consider properly expresses your opinion about how frequently you
felt in a particular way during the past three months.

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 Sr.
STATEMENTS

All the time

Some times
No.

Frequently
Not at all

Rarely
1 My personal life suffers because of my work

2 My job makes my personal life difficult

3 I neglect my personal needs because of my work

4 I put my personal life on hold for my work

5 I miss personal activities because of my work

6 I struggle to juggle work and non-work

7 I am happy with the amount of time for non –

work activities

8 My personal life drains me of energy for my

work

9 I feel too tired to be effective at work

10 My work suffers because of my personal life

11 I find it hard to work because of my personal

matters

12 My personal life gives me energy for my job

13 My job gives me energy to pursue personal

activities

14 I have better mood at work because of my

personal life

15 I have better mood because of my job

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Note: Indicate the extent of how often you do the following, by putting a tick (√) mark in
appropriate column corresponding to each statement.

All the time

Frequently
Sometimes
Not at all
Sr.

Rarely
STATEMENTS
No.

16 I help new people to settle into the job

17 I help others who have heavy workloads

18 I help others who have been absent

19 I take time to listen to work colleagues’

problems or worries

20 I help colleagues who have personal or domestic

problems

21 I assist my manager/senior with his or her work

22 I suggest ways to reduce waste

23 I suggest ways to improve quality

24 I make innovative suggestions to improve work

procedures

25 I go to work even if I do not feel particularly

well

26 I work overtime or extra hours when asked

27 I perform according to my supervisor’s

requirements

28 I perform all the tasks that are expected of me

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 29 I put off until tomorrow things that should be
done today

30 I adequately complete assigned duties

31 I meet formal performance requirements of the

job

32 I fail to perform essential duties

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