A STUDY ON WORK LIFE BALANCE OF WOMEN IN

BANKING SECTOR
Project work submitted in partial fulfilment of requirement for the award
of the Degree of Bachelor of Commerce

Submitted by
Name of the Candidate Candidate Code
1. Johan Daniel 3200013
2.Aswathy Jayakumar 3200020
3.Muhammed Lazan PK 3200035
4.Roshni Rajagopal 3200057

PROJECT CODE : AUCO644

Under the guidance of
Ms. SINI MK
Assistant Professor, Post Graduate and Research Department of Commerce

POST GRADUATE AND RESEARCH DEPARTMENT OF COMMERCE

MAR IVANIOS COLLEGE (AUTONOMOUS)
THIRUVANANTHAPURAM -695015
MARCH 2023
POST GRADUATE AND RESEARCH DEPARTMENT OF COMMERCE
MAR IVANIOS COLLEGE (AUTONOMOUS)
THIRUVANANTHAPURAM -695015

CERTIFICATE

This is to certify that the project titled “ A STUDY ON WORK LIFE BALANCE OF WOMEN
EMPLOYEES IN BANKING SECTOR”, submitted to the University of Kerala in partial
fulfilment of the requirements for the Degree in Bachelor of Commerce by JOHAN DANIEL,
ASWATHY JAYAKUMAR, MUHAMMED LAZAN P K and ROSHNI RAJAGOPAL is an
original and independent team work carried on by them under my guidance and supervision.

Signed by MS SINI M K
Assistant Professor
Post Graduate and Research ,Department of Commerce
Mar Ivanios College
Thiruvananthapuram

Counter Signed by Lt. Dr. REGINA SIBI CLEETUS

Head & Assistant Professor,
Post Graduate and Research Department of Commerce
Mar Ivanios College
Thiruvananthapuram

Place : Thiruvananthapuram
Date :
 DECLARATION

We hereby declare that this project titled ” A STUDY ON WORK LIFE BALANCE OF
WOMEN IN BANKING SECTOR ”, submitted to the University of Kerala in partial fulfilment
of the requirement for the award of Degree in Bachelor of Commerce is an original work carried
out by us under the guidance of MS SINI M K , Assistant Professor, Post Graduate and Research
Department of Commerce , Mar Ivanios College (Autonomous), Thiruvananthapuram.

JOHAN DANIEL

ASWATHY JAYAKUMAR

MUHAMMED LAZAN PK

ROSHNI RAJAGOPAL

Place : Thiruvananthapuram
Date :
 ACKNOWLEDGEMENT

We wish to utilize this opportunity to acknowledge with sincere appreciation , the continuous
encouragement and support rendered by different persons.

We owe our great debt to our project guide Ms. SINI M K , Assistant Professor, Post Graduate
and Research Department of Commerce , Mar Ivanios College, Thiruvananthapuram for her
advices, inspiration and encouragement during the course of our project.

We utilize this opportunity to thank Lt. Dr. Regina Sibi Cleetus, Head of the Department, Post
Graduate and Research Department of Commerce , Mar Ivanios College, Thiruvananthapuram for
her valuable suggestions and support in completing this work.

We also acknowledge our sincere gratitude to all the respondents for their co-operation and effort
in furnishing the relevant data for this study. We also express our indebtedness to our respected
teachers, friends ,family and well-wishers for their help and inspiration throughout the period of
this study.

Above all we are extremely thankful to the God Almighty for all the blessings during the course
of study.

JOHAN DANIEL

ASWATHY JAYAKUMAR

MUHAMMED LAZAN PK

ROSHNI RAJAGOPAL

Place : Thiruvananthapuram
Date :
 CONTENTS

LIST OF TABLES

LIST OF FIGURES

CHAPTER TITLE PAGE NO.

NUMBER

1 INTRODUCTION 1 - 10

2 WORK LIFE BALANCE 11 - 21

3 DATA ANALYSIS AND 22 – 44

INTERPRETATION

4 FINDINGS, 45 - 48
SUGGESTIONS AND CONCLUSION

REFERENCE 49 - 50

APPENDIX 51 - 57
 LIST OF TABLES

TABLE PAGE
TABLE NAME
NUMBER NUMBER
3.1 Age of Respondents 23
3.2 Educational Qualification 24
3.3 Marital Status 25
3.4 Type of Bank 26
3.5 Position at Work 27
3.6 Dependents At Home 28
3.7 Person Who Take Care of Children 29
3.8 Hours Spent With Family 30
3.9 Response on Quality Time with Family 31
3.10 Family Support 32
3.11 Total Days At Work 33
3.12 Total Hours of Work 34
3.13 Mode of Transport to Work Place 35
3.14 Nature of Work Environment 36
3.15 Work Life Balance 37
3.16 Time spent at work 38
3.17 Organizational Initiatives 39
3.18 Steps By Bank For Improving Work Life Balance 40
3.19 Tired or Depressed by Work 41
3.20 Rank On the Basis of Importance in Work Life 42
Balance
3.21 Work life Balance upon organization growth 43
prospectus
 LIST OF FIGURES

FIGURE PAGE
FIGURE NAME
NUMBER NUMBER
1 Age of Respondents 23
2 Educational Qualification 24
3 Marital Status 25
4 Type of Bank 26
5 Position at Work 27
6 Dependents At Home 28
7 Person Who Take Care of Children 29
8 Hours Spent With Family 30
9 Response on Quality Time with Family 31
10 Family Support 32
11 Total Days At Work 33
12 Total Hours of Work 34
13 Mode of Transport to Work Place 35
14 Nature of Work Environment 36
15 Work Life Balance 37
16 Time spent at work 38
17 Organizational Initiatives 39
18 Steps By Bank For Improving Work Life Balance 40
19 Tired or Depressed by Work 41
20 Rank On the Basis of Importance in Work Life 42
Balance
21 Work life Balance upon organization growth 44
prospectus
 CHAPTER I
INTRODUCTION

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 1.1 INTRODUCTION

Changes in the social, political and economic fabric of societies have influenced and continue to
influence both the nature of employment and its relationship to life outside work. Work life balance
has emerged as a hot topic in recent years fueled in part by changing women’s social roles. While
labour market participation has increased for women of all ages, women continue to shoulder the
main responsibility for organizing and undertaking unpaid caring work.

Changing employment patterns together with changes in the demographic structure of the work
place have resulted in a different reality for the 21st century. Instead of trying to manage copious
amounts of leisure time, many employees are instead trying to juggle numerous responsibilities
with the increased, intensified demands of work. Such the reality and in particular transformations
in the structure of both the work place and the work force imply that work practices and employer’s
expectations must change accordingly.

The traditional assumption that employees should be willing and able to make work their top
priority in life is no longer tenable. Globalization, new technologies and business restructuring are
challenging the long-established patterns of paid work while imposing new burdens on families,
individuals and households, until quite recently it was widely assumed, particularly in and
concerning the richer countries, that working hours were steadily reducing, the amount of leisure
time increasing and that these trends world continue.

The changing economic conditions and social demands have changed the nature of work
throughout the world. The concept of work life balance is becoming more and more relevant in an
ever-dynamic working environment. Man is a social animal, needs time for self, family and society
to satisfy their various needs. An individual spends more than eight hours a day in office, remaining
is spent in travel to and from office, and with family and friends. Very little time is available for
attending to his / her personal needs or grooming. In today’s highly competitive environment
people are giving more importance to their work, by working hard, spending more time at the
office, learning and adapting to the changing business environment to stay relevant.

The quality of the time spent by people with their family, friends or for themselves would help the
individuals to relax, focus and perform better in their jobs. This would automatically benefit the

2
organizations in enhancing the overall organizations performance. Work life balance is a concept
including proper prioritizing between “work” (career and ambition) and “lifestyle” (health,
pleasure, leisure, family and spiritual development / meditation).

Work life balance is a choice an individual has to make. However, it is the organization that needs
to take an initiative to help the employees. Today, an employee is not looking at their employer
just for a job, also to care for their work life balance and their wellbeing. If a company addresses
these needs, in addition to providing better career opportunities, they can be very successful in
providing job satisfaction to the employees. Companies are adopting new means to ensure that
their employees get enough time to enjoy their personal life and spent time with family.

Work life balance is about people having a measure of control over when and how they work. It is
achieved when an individual’s right to a fulfilled life inside and outside paid work is accepted and
respected as the norm, to the mutual benefit of the individual, business and society. It is believed
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.

1.2 STATEMENT OF THE PROBLEM

At present Indian women are equally talented and having more skills compared to men. The career
opportunities for women employees are increasing day-by-day. The demands and challenges are
also increasing at work places. Majority of the working women are stretching them to discharge
their roles in their office and home and this will lead to the work-life balances of women
employees.

In present times, banking professionals are increasingly confronted with a problem of conflict
between work role and an equally demanding role at home. This proposed study would be useful
and socially relevant to the present problem of work and family role balance and the stress arising
therein, in order to understand the work life balance among women employees in banking sector.

3
1.3 SCOPE OF THE STUDY
Organizations today face heightened competition on a worldwide basis, employees are
experiencing increasing performance pressures, and hours spent at the work place may be
increasing. The study is concentrated with women employees working in around 25 public sector
banks, 18 private sector banks and remaining 7 banks consist of various cooperative banks, small
finance bank and scheduled banks. The study was conducted with special reference to women
employees working in banks in Kollam City.

1.4 OBJECTIVES OF THE STUDY

i. To understand and analyses the work environment of women employees in banking sector.

ii. To understand the personal environment of women employees working in banking sector.

iii. To evaluate the work life balance of women employees in banking sector.

iv. To determine the challenges faced in balancing professional life and personal life of working
women.

1.5 SIGNIFICANCE OF THE STUDY

In the present situation, due to many changes occurring in the work place and family systems, a
vast majority of women are finding it difficult to achieve a desired Work-Life Balance. In
comparison with men, women have more responsibilities at home. Though there are studies on
Work-Life Balance, relatively there are fewer studies on work-life balance of women employees.
Therefore, there is a need to study how women are balancing their work life in banking sectors.

1.6 RESEARCH METHODOLOGY

The primary data, for this purpose of structured questionnaire was developed to collect the
responses from the women employees working in banks. And the secondary data was collected
from Literature reports, statistical figures and such other data are collected from books, journals,
magazines and other published data. Websites are also visited to collect the secondary data

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❖ Sample Size

The sample size considered for the study is 50 working women employees from public, private,
cooperative, small finance bank, and scheduled bank . The sample respondents include only
women employees working in the banking sector.

❖ Sampling Method

Simple random sampling method is used for the present study.

❖ Data Collection

Both primary and secondary data are collected for the purpose of the study. The required data is
collected from the sample respondents with the help of a questionnaire designed for the purpose.
The secondary data is collected from books, journals, magazines, websites, etc.

❖ Primary Data

A set of questionnaires was developed to collect the responses from the employees of the
banking sector to perceptualize the opportunities, scope and constraints. Information on
geographic, sociocultural and psychological perspectives of the study area has been collected for
preparing this questionnaire. The major dimensions which have been used to measure Work Life
Balance (WLB) are namely gender bias, demographic structures of families of employees, level
of hierarchy in the organization, welfare policies of the organization and family and societal
commitments of the employees.

❖ Secondary Data

For requisite details on planning and policies of government and other geographical and
sociocultural perspective of the study area was collected from authentic resources such as books
and journals, research papers, project readings, and other reliable sources of information
broadcast

5
1.7 TOOLS FOR ANALYSIS

Mathematical and statistical tools such as Percentage. Mean scores and Ranking methods were
utilized for the analysis and interpretation of the data under study

1.8 REVIEW OF LITERATURE

 Ohnsrud and Rosser (2000) in their study entitled “Faculty members morale and their
intentions to leave” have opined that the purpose of their model was to determine the
impact of faculty morale and work life. On their intent to leave and determine whether the
impact is a function of institutional or individual perception. The results indicated that the
perceptions faculty members have of their work life had a direct and powerful impact on
their morale, and subsequently on their intentions to leave at both the individual and group
or institutional levels. There are modest or no direct consequence of work life and
demographic variables on faculty members.

 Glass and Camarigg (2002) in their study entitled “Major benefit of academic
employment” have opined that is the flexibility of these jobs, this indicates that work place
flexibility is a key factor in reducing work family conflicts. A key problem, on the other
hand, is the academic jobs are very challenging or demanding. Professors often criticize
that the demands of their jobs never finish. Furthermore, a long, full-time commitment is
estimated for successful entry into the ranks of tenured faculty.

 Winslow and Jacobs (2004) in their study entitled “Relationship between faculty work
load and their dissatisfaction” have opined that the authors find proof that how many
professors are discontented because of their work load. In addition, dissatisfaction
enhances among those working the longest hours. The data also Point out that extended
hours on the job really contribute to research efficiency. The extended hours demanded by
faculty jobs. Therefore, presence a problem for those parents (professors) who want to
spent time with their families and their children

6
 Acker and Clark (2004) in their study entitled “Teaching profession that had different
dimensions” have opined that teaching profession that has different dimensions such as
pattern of work, authority, identification and career…etc. And most important thing is that
all these dimensions differ with different institutions and subjects that is why this field is
most preferred for work family conflict. This study identifies differences on the basis of
rank and gender, and also suggests implications of family friendly policies for institutions
of higher education.

 Artemis Chang, Paula MC Donald and Pauline Burton (2010) in their study entitled
“Methodological choice in work life balance” have opined that the way individuals balance
their work and non-work lives in an area of academic enquiry. That is received increasing
scrutiny over the past two decades. Theoretical orientations and the operationalization of
their related constructs in empirical research have evolved and developed in response to,
or at least in parallel with, the progressively higher profile of work life balance issues and
concerns in the media. The political and business leaders and organizational policy and
human resource priorities.

 .Holly S. and Mohnen A. (2012) in their study entitled “Impact of working hours on work
life balance” have opined that connected working hours and satisfaction with desirable
work life balance. His balance is specific to each person and relates to satisfaction with a
job and all other parts in life, especially family life and free time. Therefore, a good work
life balance results in high satisfaction. Their results show diverse perceptions and
influences of job conditions on employees.

 Ujvala Rajadhyaksha (2012) in her study entitled “Work life balance in South East Asia:
The Indian experience” has opined that represented angle of social for work life initiatives
such a perspective requires greater reliance on governmental policy in addition to
organizational incentive to balance work-family demands. At the moment, however there
is an absence of a governing policy at the national Level to guide work-family efforts for
varied segments of workers in the country. There is absence of policy initiatives or
organizational interventions for workers in the unorganized sector.

7
 Madipelli (2013) in his study entitled “Work life balance reflections on employee
satisfaction” has opined that most of the teachers feel stress with too many works demands,
working conditions and long working hours. The multiple roles played by women at work
place and home reflecting boredom, frustration and stress lead to work life imbalance.
Marital relationship, attitude, co-operation of husband and family members are highly
influencing factors which create imbalance among working women.

 Sudha and Dr. P.Karthikeyan (2014) in their study entitled “Achieve work life balance”
have opined that every woman should set the goal and excel both in career and family.
Some of the strategies and skills at work such as planning. Organizing and setting limits
can be used at home and work place for accomplishing a satisfying and fulfilling well
balanced life both professionally and personally. The study is focused on impact of work
life conflict on job performance of female teachers. Result showed that work life conflict
has a negative impact on job performance of female employees and organization policies
do not moderate their relationship.

 Meharaj A. (2015)’ in his study entitled “Work life balance of faculty members in
Autonomous Colleges” has opined that represented teaching as a very demanding job with
a high-level responsibility. Excessive workload can lead to dangerous level of stress, which
in turn can adversely affect professional judgment and pupil care. Working hard and
achieving is an important factor in maximizing personal fulfillment. However, overwork
is an unhealthy for the staff as it is for the pupils. Work life balance equilibrium between
the needs of the college and the needs of faculty members. Autonomous colleges Operate
on flexibility and goodwill. Faculty members are regularly performing additional duties or
work late for the benefit of the pupils and the college.

 Mrs. Shameem Mohammed Javed Memon, Miss Nelissa Alcasoas(2018)in their studies
entitled “A Study of Work-Life Balance among Married Women In the Banking Sector in
Salcete, Goa” .Has opined that We all have three lifelong obligations: to work, to our
spouses and to ourselves. To disregard any Of them is to deprive ourselves of the
satisfaction each of them gives us. The responsibilities among Women both at the
workplace and at home have increased due to changing lifestyles. There is a Dilemma in
women nowadays in attaining perfection both in their professional and personal life. As a

8
 result of which, she compromises on both aspects of her life that are truly important to her.
Therefore, if she has to sustain, it is essential that she balances both responsibilities
Simultaneously which ultimately leads to stress. The complex stress from the never-ending
workday Is damaging. It can hurt relationships, health and overall happiness.

 Pande and J. Ahirrao (2021)in their studies entitled “A study of work life balance of
woman employees in banking sector in India“ has opined that Work-life balance is one of
the biggest challenging issues being opposed by the women employees in the 21” century.
The role of working women has changed all over the world due to economic conditions
and social needs. The nationalization of the Indian banking sector in 1959 served as the
first major step to reduce gender discrimination against women in bunking jobs. The
women employees working in the banking industry are able to balance their work-life. The
study concludes that there are no separate policies for the work life balance of working
women but the majority of women employees accepted job sharing and support from
colleagues at work is helping them to balance work-life. Work-Life Balance is not a
problem to be solved, but it is an ongoing issue to be managed. Work life imbalance causes
relationship degradation for women employees because working too much may cause
women to miss family interactions as well as important events. The imbalance in ‘work”
and life generates work life conflict among women employees, which results in Increased
absenteeism, Reduced productivity, Reduced job satisfaction, Increased managerial stress,
Damage family and Social relationship. Future research must focus on a wider sample in
order to get more generalized results.

1.9 LIMITATION OF STUDY

❖ It was difficult to find working women employees in bank, most of the employees are male.

❖ As the sample is restricted to women employees, it is gender specific.

❖ The study was confined to the geographical area which makes it culture specific..

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1.10 CHAPTERISATION

CHAPTER 1: INTRODUCTION

This chapter deals with introduction, statement of the problem, objectives of the study, scope of
the study, review of literature, research methodology, limitations and chapter framework.

CHAPTER 2: WORK LIFE BALANCE

This chapter deals with the theoretical framework which contains a quick look on the Topic and it
also explains the related concepts.

CHAPTER 3: DATA ANALYSIS AND INTERPRETATION

This chapter consists of the analysis and interpretation of the primary data collected using the
questionnaire method and the results have been presented in the form of tables and diagrams.

CHAPTER 4: FINDINGS, SUGGESTIONS AND CONCLUSIONS

This chapter includes findings, suggestions, and conclusions followed by bibliography.

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 CHAPTER II

WORK LIFE BALANCE

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2.1 WORK LIFE BALANCE

Work life balance is based on the concept that professional work and personal life should be less
conflicting on priorities than as harmonizing elements of their life. The employer has adopted the
approach of conceptualized two-way process which involves a consideration of their needs. Work
life balance has an argument on different parameters as demographic, social trends, economic
goals, sharing of childcare responsibilities, primary career responsibilities, and personal interests.
In the change of lifestyle and upbringing the state varies according to the priorities of an individual.
Due to the drastic change in work culture because of liberalization. Privatization, and
globalization. India is recognized as one of the emerging economies of the world. As an increase
in competition and radical technology the organization is more competitive, flexible and customer
oriented. The employees are internally and externally challenged for performing well and to devote
their time for work for competitive responsibilities. But in this the employee forgets to allot proper
time for family and social life. The balancing act starts over here with dimensional aspect of life
namely organizational life, social life and personnel life which is known as work life balance.

In imbalance between organizational and personal commitments and the disorganized

management of life priorities can lead to serious problems in all the domains. In personal life the
consequences may be like personality, well-being and emotional intelligence. In organizational
life the consequences may be like diminish job satisfaction, poorer productivity and performance.
Lower organizational commitment, inferior career ambitions, increased absenteeism and
frequency of taking leaves increases, job stress, and health issues faced which affects physical and
mental stability of employees. In societal life the consequences may be child care arrangements,
spouse support, family support, and social support, overcoming personal and family demands,
dependent care issues and family quarrels. If the employee is satisfied in personal, societal and
organizational life then he can maintain a balance between his work relations and family relations.
Greenhaus and Beutell, 1985 suggests that work life balance includes the following three
dimensions:-

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  Personal Life Interference with Work (PLIW):

The personal responsibilities which are undertaken in personal life have various issues like family
related responsibilities, health issues, mental and physical instability, depression and stress which
make its impact on the behavior and decision-making process in work life.

 Work/Personal Life Enhancement (WPLE)

The work and personal life enhancements needed to maintain proper balance in work and family
life. This has an impact on the behavior, working method, responsibilities and issues related to the
professional couple. The enhancement is supposed to be in positive way to improve the working
quality. The development should be continuous which helps in both work and personal life.

 Work Interference with Personal Life (WIPL)

The work responsibilities which are undertaken in work life have several targets, compliance and
related stress which make its impact on the personal life.

2.2 HISTORY OF WORK LIFE BALANCE

The work – leisure dichotomy was invented in the mid-1800s Paul Krassneer remarked that
anthropologists. Use of definition of happiness that is to have as little separation as possible
“between your work and your play”. The expression “work life balance” was first used in the
united kingdom in the late 1970s to describe the balance between an individual’s work and
personal life. In the United States, this phrase was first used in 1986. Most recently, there has been
a shift in the work place as a result of advances in technology. Employees have many methods,
such as emails, computers and cell phones which enable them to accomplish their work beyond
the physical boundaries of their office. Researchers have found that employees who consider their
work roles to be an important component of their identities will be more likely to apply these
communication technologies to work while in their non-work domain. Many authors believe that
parents being affected by work life conflict will either reduce the number of hours one works where
other authors. Suggest that a parent may run away from family life or work more hours at a work
place. This implies that each individual views work life conflict differently. Employee assistance
professionals say there are many causes for this situation ranging from personal ambition and the

13
pressure of obligations to the accelerating pace of technology. According to a recent study for the
Centre for work life policy 1.7 million people consider their jobs and their work hours excessive
because of globalization.

2.3 PRACTICE OF WORK LIFE BALANCE IN ORGANIZATION

As per the research conducted so far it is observed that work life balanced more observed on a
wider scale in western countries. In India these theories are not so prominently practiced. The
below points are the parameters which can be highlighted for further studies in this research In
organizations the topic can be related with different issues of work life balance:

 Working time

Employees related issues of working hours are observed in most of the organization 24 hours
working a day, seven days, in a week, few employees are called on Saturday and Sunday, excess
work load, shift works or increase in shift timings, long hours of work then regular timings,
excessive work on periodic, imbalance in work allocation as per working time.

 Communication

As employee level of personal growth is depended on quality of communication in the

organization. If there is no proper communication the results expected out of the work are not up
to the mark. Organizations could improve the quality of work life through improving the nature
and quality of communication of the mission and vision through the employee participation.
Traditional method of information sharing through in house journals, notice boards, shop
campaigns, magazines….etc. are used for proper linkage in communication. Hierarchical
communication was observed in initial business days but as years pass on the required
communication is carried on as needed by employee skills and production process.

 Organizational support

This to extent to which employee perceive organizational values with their contribution and care
about their well-being. They key factors are influencing employee commitment to organization,

14
job satisfaction, general quality of work life, relationship between perceived organizational support
and employee positive impact on organizational commitment, performance and job satisfaction.

 Job satisfaction

The relationship of job satisfaction with work life quality is another aspect of working life. An
employee is satisfied to the extent to which or is enthusiastic about his job.

 Career development and growth

Employers can no longer promise job security but they can help people to maintain the skills
needed by the job market. The concept of relations to quality work life suggests that there is
comparison of employee’s perceptions of quality work tasks. The degree of involvement in
decision making, career opportunities and job securities. As per the study there are three exogenous
variables which are significant. Career satisfaction, career achievement and career balance with
variance to quality work life. In the fact of high-quality work life, it is perceived that there is an
opportunity developed to close personal ties and achieve career goals with absence of job stress.
This also gives an impact on reducing working hours due to family responsibilities.

 Organizational commitment

As per the studies done by steers (1977) “commitment was significantly and inversely related to
employee turnover”. This shows committed employees remained with the organization for longer
period of time than those which are less committed have stronger desire to attend work and more
positive attitude. Commitment has significance and positive impact on job performance and on
work face retention. This shows that more committed employee will perform better at their job
(Walton 1985)

 Emotional supervisory support

As per suggested by (Van Daallen 2006) that emotional support work helps balance work and
family roles of the employees which also contribute towards employee’s energy level. A
supportive supervisor may help improve employee’s energy by discussing family related issues
which also gives positive self-image and reduce stress by showing concern towards family life.
This also sometimes reduces heavier family demands where it is compared with work and family
task.

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  Flexible work arrangement

Flexible work arrangement is a combination of flex time and telecommunication. Which contribute
to job motivation and dedication? This is basically scheduling activities in his/her suitable best
time where you save the employees actual time which can neither be used in work or in family
activities.

 Family responsive culture

If organizations have an understanding attitude towards the employee where they can contribute
work and family roles, employees are not likely to worry about career opportunities, if they reduce
their working hours due to family responsibilities. *Employee motivation

This is the general perception that people leave organization for higher pay. As per it is already
proved that money is not only motivator, where environmental factors also play a significant role
for employee motivation and performance. Quality work life also focuses on all aspects of working
life towards satisfaction and motivation of employees.

 Organizational climate

There are different facts by researchers who has studied organizational climate of which three are
affective, cognitive and instrumental. The affective facet of organizational climate comprises of
quality relationship in the organization. This is the most critical component of social relations.
This cognitive facet consists of sense of deriving intrinsic rewards from work comprising of
meaningfulness, competence, self-determination impact and work family interference. The
instrumental facet follows work process structure and extrinsic rewards which includes access to
resources and time control.

2.4 FIVE STEPS FOR ACHIEVING WORK LIFE BALANCE

Step 1: Get Real

The first step to work life balance is to get “real” using a simple SWOT (strengths, weaknesses,
opportunities and threats) analysis, conduct a personal audit of your work life. Make a list of work
time and personal time needs. Quantify and qualify how much work time and personal time are

16
required. Assess where the balances and gaps are with the current work time, personal time and
life style commitments.

Step 2: Purpose Driven

Reflect and analyses what values and purposes drive the need for your work life balance. List some
three to five items and focus on them. These are very critical and often not at the top of our minds
when work life balance is out of balance. Frustration and stress will result when these values and
purposes are not met. They are signals that all is not right but remember that perseverance is needed
to keep the balance.

Step 3: Goal Oriented

Setting attainable goals keeps us focused and goals are seen as an end result of perseverance keep
to a few achievable goals and not be overly ambitious. Discuss these goals with people whose
support is required or will be impacted by the choices made write down the goals and save them
in your PDA or electronic appointment calendar “to do” list to receive reminders about them
weekly.

Step 4: Adaptability

Work life balance requires conscious effort and determination. There are times to say “No” without
having to feel guilty about it. There are also times to compromise and make sacrifices to achieve
the set of goals work life balance will call for change to one’s life style. Accept the need to change
and be adaptable if work life balance is to become a long-term goal. Relook step 2 if adaptability
becomes a struggle.

Step 5: Evaluation

Working through these steps is just one way to realize work life balance. Sustaining it is a greater
challenge because it takes a continuous process of evaluation. At different stages of career and
personal life, work life balance needs are different starting afresh at step 1. When embarking on
major decisions affecting career and personal life can help to attune work life balance needs.
Setting aside time for self-reflection to evaluate the journey of arriving at the set goals is an
achievement in itself. Work life balance is achievable and it is a journey choices, focus, and
conscious evaluation to adapt and keep moving. The presence and support of others is important

17
when investment in work and personal time are set aside. Work life balance is about effectively
managing act between paid work and the other activities that are important to people. It’s not about
saying that work is wrong or bad, but that work shouldn’t completely crowd out the other things
that matter to people like time with family, participation in community activities. Voluntary work,
personal development, leisure and recreation.

2.5 WORK LIFE BALANCE BENEFITS

 Attracts new employees

 Helps to retain staff

 Builds diversity in skills and personnel

 Improves morale

 Reduces sickness and absenteeism

 Enhances working relationships between colleagues

 Encourages employees to show more initiative and teamwork

 Increases level of production and satisfaction

 Decreases stress and burnout

2.6 LIMITATION OF WORK LIFE BALANCE

 Lack of communication

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

 Team work

Introducing, operating and implementing work life balance requires collaborating Working and is
very much a holistic process.

18
  Time consuming

Implementing a work life balance strategy takes time. Time scales for Implementation need to be
realistic.

 Long working hours

Long working hour effect, the efficiency of employees.

 Working environment

Lazy working environment leads lacks of motivation thus effect the efficiency of employees.
Working environment with insufficient facilities will demotivates the employees to do their work
more efficiently and thus creates work life balance of employees harder and more stressful

 Work overload

Due to work overload efficiency of employee’s decreases as the time passes. So, overload of work
is an important limitation of balancing work and life.

2.7 FACTORS INFLUENCING WORK- LIFE BALANCE

a) Organizational Climate

The organizational climate should be in such a way that the employees be provided with amenities
that helps them towards the growth in their career, as well as to reach the goals of the organization
and also to achieve the work life and personal life balance through job satisfaction.

b) Flexibility

It means that there shouldn’t supposed to be a stiff personal life so that even a few hours of
overtime may cause havoc and disturbance, nor should your organization life be inflexible that it
creates devastation when you needed to leave before time.

c) Relationships

There should be proper relationship with co-workers that creates a pleasant, healthy, valuable act.
In the same way, having a huge group of friends is the major asset anyone can have in their life.

19
d) Job Satisfaction

The basic constituent of employee job satisfaction is satisfaction in work and work environment.
It plays a major pivotal role in employee’s life. Job security, employee benefits, compensation,
opportunities to use abilities and skills & feeling safe work environment are some of the
considerable factors which causes job satisfaction to employees etc.

e) Family Support

Family support is important for the employees who are working in the organizations in order to
balance their roles when performing the individual as well as organizational goals.

2.8 EFFECTS OF WORK-LIFE

Balance Personal ambition, and the anxiety of family obligations, increasing consumerism are the
causes for work-life imbalance that accelerates the swiftness of technology, etc. Whatever the
cause, its consequence extends ahead of the individual

a) Effect on Individuals

The absence of work-life balance at an individual level, results in stress that results in
cardiovascular diseases, a weaker immune system, repeated headaches, sexual health problems
firm muscles or backache. Stress may also enable or lead to overdo eating, smoking, and alcohol
consumption. Both physiologically and psychologically symptoms of stress are manifested. Poor
coping skills, irritability, insecurity, exhaustion, and difficulty in concentrating can also be the
results sometimes

b) Effect on Children

Children are coming home today and spending time with video games, television and the Internet,
with less or no supervision. The thoroughly stressed-out parents are coming home late, are hardly
able to guide the child. They are allowing the child to go by their own choices, due to lack of
energy and time. Independence, and ignorance, are considered as a lethal combination, because of
which the future generation of the society is having the highest threat.

20
c) Effect on Families

Sparing more time in the office, meeting deadlines and goals, leaves an individual at least to
participate in their basic household chores. There will be a disharmony in case of a working couple.
In addition, if there are more challenges like one has kids or elderly parents/ in laws, financial or
other troubles in the family personal life gets still more affected

d) Effect on Organization

Health issues and stress levels in employees can affect in reduced productivity of employees. It
can also create irritability, breeding of inter-personal problems and distressing the health.

21
 CHAPTER III

DATA ANALYSIS AND

INTERPRETATION

22
3. INTRODUCTION

This chapter deals with the analysis and interpretation of data that has been collected with the help
of structured questionnaire provided at the end of the project. The primary data was collected from
a sample of 50 respondents working at public, private, cooperative bank and small finance bank .

3.1 AGE OF RESPONDENTS

TABLE 3.1 : AGE OF RESPONDENTS

AGE (IN YEARS) NUMBER OF RESPONDENTS PERCENTAGE

Below 30 25 50
30-40 15 30
40-50 9 18
Above 50 1 2
TOTAL 50 100
Source : Primary data

30 Number of Respondents

25

20

15

10

0
Below 30 30-40 40-50 Above 50

Figure 1: Age of Participants

23
INTERPRETATION

Three different age groups are considered for classification. The range is between below 30 to
above 50 years. The age group of below 30 years had high response of about 50%, followed by
participants between the age group of 30-40 with a response rate of 30%. The response obtained
from the age group of 40-50 years is observed to be 8%. The response from the age group above
50 was 2%. This shows that majority of the respondents are young and energetic and start their
career at an early age in banking sector.

3.2 LEVEL OF EDUCATION

TABLE 3.2 :EDUCATIONAL QUALIFICATION

Educational Qualification Number of Respondents Percentage

Under Graduation 14 28
Post Graduation 26 52
Professional 10 20
Total 50 100
Source : Primary data

EDUCATIONAL QUALIFICATION

20%
28%
Under Graduation
Post Graduation
Professional

52%

Figure 2: Educational Qualification

24
INTERPRETATION

The above figure depicts the education level of participants involved in this research. Majority of
the respondents have Post Graduation Degree which accounts to 52% of 50 women employees,
followed by Graduate degree holders accounting to 28% of 50 women employees in various banks
and Professionals of 20%.

3.3 MARITAL STATUS

TABLE 3.3 : MARITAL STATUS

Response Number of Participants Percentage

Married 34 68
Unmarried 16 32
Total 50 100
Source : Primary data

MARTIAL STATUS
Married Unmarried

32%

68%

Figure 3: Marital Status

25
INTERPRETATION

According to the above figure . it shows that more than 68% of the employees are married out of
50 employees and 32% are not married.

3.4 TYPES OF BANKS

TABLE 3.4 : TYPES OF BANKS

Type of Bank Number of Respondents Percentage

Public Sector 25 50
Private Sector 17 34
Other 8 16
Total 50 100
Source : Primary data

Type of Banks

25

17

PUBLIC SECTOR PRIVATE SECTOR OTHER

Figure 4 : Types of Banks

26
INTERPRETATION

The above Figure depicts the types of banks the participants are working at various banks. Majority
of the respondents are working at public sector banks which accounts to 50% of 50 women
employees, followed by Private Sector Banks to 34% of 50 women employees and Other Banks
which includes cooperative banks, small finance banks and scheduled banks.

3.5 POSITION AT WORK

TABLE 3.5 :POSITION AT WORK

Position At Work Number of Participants Percentage

Manager 16 32
Cashier 11 22
Clerk 18 36
Other 5 10
Total 50 100
Source : Primary data

20
18
16
14
12
10
8
6
4
2
0
Manager Cashier Clerk Other

Manager Cashier Clerk Other

Figure 5: Position at work

27
INTERPRETATION

The above figure depicts the position at work for the participants in this research. From the figure
we can see that 18 employees work as a clerk which is 36% of 50 employees,16 employees work
as a manager which depicts 32% of 50 employees,11 employees work as a cashier which is 22%
of 50 employees ,the remaining 5 employees work at other positions which include auditors, senior
officers and accountants.

3.6 DEPENDENTS AT HOME

TABLE 3.6 : DEPENDENTS AT HOME

Persons Number of Respondents Percentage

CHILDREN 30 60
OLDER PEOPLE 10 20
DISABLED PERSON 3 6
NONE 7 14
Total 50 100
Source : Primary data

DEPENDENTS AT HOME

14%
6%

20% 60%

CHILDREN OLDER PEOPLE DISABLED PERSON NONE

Figure 6: Dependents at Home

28
INTERPRETATION

The figure reveals that 30 respondents look after their children at home out of the 50 respondents,
10 respondents take care of the older people in their family out of the 50 respondents,3 respondents
take care of disabled person in their family and 7 respondents take care of nobody at home which
we can assume as they are single.

3.7 PERSON WHO TAKE CARE OF CHILDREN

TABLE 3.7 : PERSON WHO TAKES CARE OF CHILDREN

Choice of Participant Number of responses Percentage

Parents 16 53
Husband 8 27
Other 6 20
Total 30 100
Source : Primary data

16

PARENTS HUSBAND OTHER

Parents Husband Other

Figure 7: Person who takes care of children

29
INTERPRETATION

According to the above figure it shows that 16 respondents child is being taken care by their
parents, 8 respondents child is taken care by their husband, and 6 employees child is taken care by
others which we can assume as servants, kindergarten etc.

3.8 HOURS SPENT WITH FAMILY

TABLE 3.8 : HOURS SPENT WITH FAMILY

Time Number of Respondents Percentage

Less than 2 hours 8 16
2-3 hours 14 28
3-4 hours 20 40
More than 4 hours 8 16
Total 50 100
Source : Primary data

Hours Spent with Family

16% 16%

28%
40%

Less than 2 hours 2-3 hours 3-4 hours More than 4 hours

Figure 8: Hours Spent with family

30
INTERPRETATION

According to the above figure it shows that 40% of the employees are able to spent 3 - 4 hours
with their family and 28 % of the employees are able to spent 2 – 3 hours with their family , 16%
of employees are able to spent more than 4 hours with their family and 16% of employees are only
able to spent less than 2 hours with their family.

3.9 RESPONSE ON QUALITY TIME WITH FAMILY

TABLE 3.9 : RESPONSE ON QUALITY TIME WITH FAMILY

Response Number of Respondents Percentage

Never 4 8
Sometimes 27 54
Often 5 10
Occasionally 12 24
Always 2 4
Total 50 100
Source : Primary data

27

12

5
4 2

NEVER SOMETIMES OFTEN OCCASIONALLY ALWAYS

Never Sometimes Often Occasionally Always

Figure 9: Response on quality time with family

31
INTERPRETATION

The Table shows, family is missing due to their work. 54% of the respondents feels Sometimes
they miss out time with their family, 24% of respondents feels Occasionally they miss out time
with family, and 10% of the respondents feels Often they miss out time with their family and 8%
of respondents feel they never miss out time spent with family and 4% feels they always miss out
time with their family.

3.10 FAMILY SUPPORT

TABLE 3.10 : FAMILY SUPPORT

Response Number of Respondents Percentage

Yes 40 80
No 5 10
Maybe 5 10
Total 50 100
Source : Primary data

Family Support

10%
10%
Yes
No
Maybe

80%

Figure 10: Family Support

32
INTERPRETATION

Out of 50 respondents, 80 per-cent of them feels the get their families support at work and 10 per-
cent feels both No and Maybe as their response towards family support.

3.11 TOTAL DAYS AT WORK

TABLE 3.11 : TOTAL DAYS OF WORK

Number of days Number of Respondents Percentage

Less than 5 days 1 2
5 days 9 18
6 days 36 72
7 days 4 8
Total 50 100
Source : Primary data

TOTAL DAYS OF WORK

8% 2%
18%

Less than 5 5 6 7

72%

Figure 11 : Total Days at work

33
INTERPRETATION

According to the above figure it shows that more than 72% of employees work for 6 days a
week,18% work for 5 days a week,8% employees work for 7 days and 2% work for less than 5
days.

3.12 TOTAL HOURS OF WORK

TABLE 3.12 : TOTAL HOUR OF WORK

No of Hours Number of Respondents Percentage

5-6 hours 2 4
6-7 hours 26 52
7-8 hours 14 28
More than 8 hours 8 16
Total 50 100
Source : Primary data

30

25

20

15

10

0
5-6 hours 6-7 hours 7-8 hours More than 8 hours

5-6 hours 6-7 hours 7-8 hours More than 8 hours

Figure 12: Total Hour of Work

34
INTERPRETATION

According to the above figure it depicts that more than 52% of employees work for 6 -7 hours a
day ,28% work for 7- 8 hours a day , 16% work for more than 8 hours a day and 4% work for 5-
6 hours a day.

3.13 MODE OF TRANSPORT TO WORKPLACE

TABLE 3.13 : MODE OF TRANSPORT TO WORKPLACE

Mode of Transport Number of Participants Percentage

Public Transport 17 34
Own Transport 30 60
Office Transport 1 2
Other 2 4
Total 50 100
Source : Primary data

35

30

25

20

15

10

0
Public Transport Own Transport Office Transport Other

Public Transport Own Transport Office Transport Other

Figure 13: Mode of transport to workplace

35
INTERPRETATION

Above table reveals that 30 employees use their own vehicles to get to work, which represents
60% of respondents' preference , 17 employees use public transportation, which represents 34%
of respondents' preference , and only 2 employees use other mode of transportation, which
represents 4% of respondents' and only 1 employee use office transport which represent 2% of
respondent’s preference.

3.14 NATURE OF WORK ENVIRONMENT

TABLE 3.14 : NATURE OF WORK ENVIRONMENT

Item Number of Respondents Percentage

Motivating 25 50
Demotivating 2 4
Neutral 23 46
Total 50 100
Source : Primary data

Nature of Work

Motivating
46%
50% Demotivating
Neutral

4%

Figure 14: Nature of work environment

36
INTERPRETATION

The work environment's ability to motivate bank workers is shown in Table 3.14 . 25 employees,
or 50% of the respondents, selected motivating option with this statement, while 23 employees, or
46% of the respondents, selected neutral option. Two workers, or 4% of respondents, voiced that
they are demotivated by the work environment.

3.15. WORK LIFE BALANCE

TABLE 3.15 : WORK LIFE BALANCE

Response Number of Respondents Percentage

Yes 28 56
No 8 16
Maybe 14 28
Total 50 100
Source : Primary data

Work Life Balance

28%
Yes
No
56%
Maybe
16%

Figure 15: Work Life balance

37
INTERPRETATION

Out of 50 respondents, 56 per-cent of them responded Yes and 28 per-cent mentioned their
response as Maybe . And 16 per-cent mentioned their response as No.

3.16 TIME SPENT AT WORK

TABLE 3.16 : TIME SPENT AT WORK

Variables Number of Respondents Percentage

Very Happy 2 4
Happy 42 84
Unhappy 6 12
Total 50 100
Source : Primary data

Time Spent At Work

12% 4%
Very Happy
Happy
Unhappy

84%

Figure 16: Time spent at work

INTERPRETATION

Out of 50 respondents, 84 per-cent of them are happy about the time spent at work and 12 per-
cent are unhappy with the time spent at work . And 4% are very happy with the time spent at
work.

38
3.17 : ORGANISATIONAL INITIATIVES

TABLE 3.17 :ORGANISATIONAL INITIATIVES

Response Number of Respondents Percentage

Yes 35 70
No 15 30
Total 50 100
Source : Primary data

Organisational Initatives

30%

Yes
No

70%

Figure 17: Organizational Initiatives

INTERPRETATION

Among 50 respondents, 26 respondents which constitute 52 per-cent agree that organization take
initiative steps to balance their life. Only 26 per-cent of the total respondents believe that
organization doesn't take any initiative. The rest 22 per-cent of the respondents reacted in between
yes and No.

39
3.18 STEPS BY BANK FOR IMPROVING WORK LIFE
BALANCE

TABLE 3.18 : STEPS BY BANK FOR IMPROVING WORK LIFE

BALANCE

Variables Number of respondents Percentage

Flexible Working Time 10 28
Leaves to manage personal life 15 43
Allow Work from Home 8 23
Job Share Option 2 6
Total 35 100
Source : Primary data

15

10
8

FLEXIBLE WORKING LEAVES TO MANAGE ALLOW WORK FROM JOB SHARE OPTION
TIME PERSONAL LIFE HOME

Flexible Working Time Leaves to Manage Personal Life Allow Work From Home Job Share Option

Figure 18: Steps by bank for improving work life balance

INTERPRETATION

Above figure it indicates that the initiatives by the bank in the opinion of the respondents. Out of
the 35 respondents ,15 respondents choose Leaves to manage personal life as an initiative by the
bank which is 43% out of the 35 respondents,10 respondents choose flexible working time which
is 28% out of the 35 respondent. 8 respondents choose Allow work from home which is 23% out

40
of the 35 respondents, and 2 respondents choose Job Share Option which is 6% out of the 35
respondents.

3.19 : TIRED OR DEPRESSED BY WORK

TABLE 3.19 : TIRED OR DEPRESSED BY WORK

Item Number of Respondents Percentage

Never 2 4
Sometimes 30 60
Often 4 8
Occasionally 14 28
Total 50 100
Source : Primary data

4%
28%

8%
60%

Never Sometimes Often Occasionally

Figure 19: Tired or depressed at work

INTERPRETATION

Out of 50 respondents, 60 per-cent of them are tired and depressed about work sometimes and
28% per-cent are occasionally tired. And 8% are often tired and 2% are never tired and depressed
about their work.

41
3.20 RANK ON THE BASIS OF IMPORTANCE IN WORK LIFE
BALANCE

TABLE 3.21 : RANK ON THE BASIS OF IMPORTANCE IN

WORK LIFE BALANCE

Factors/Rank Flexible Work Time off During Time off Support

Work Hours From Holidays during from
Home emergency family
1 19 11 16 24 20
2 13 16 17 11 8
3 10 11 12 8 5
4 3 8 4 4 7
5 5 4 1 3 10
Total Response 50 50 50 50 50
Total Score 191 172 193 199 171
Average 3.82 3.44 3.86 3.98 3.42
Rank 3 4 2 1 5
Source : Primary data

42
 Support From Family

Time Off During Emergency

Time Off During Holidays

Work From Home

Flexible Work Hours

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4 4.1

Support From Family Time Off During Emergency Time Off During Holidays
Work From Home Flexible Work Hours

Figure 20 :Rank on the basis of importance in work life balance

INTERPRETATION

From the table below it is evident that the average score of Time off during Emergency (3.98) is
the highest which is followed by Time off during holidays ,Flexible work hours and Work from
home with the score of 3.86,3.82 and 3.44 respectively .Support From Family is the least score of
3.42. Higher ranks are given to factors with highest average score.

3.21. RESPONSE REGARDING WORK LIFE BALANCE UPON

ORGANISATION GROWTH PROSPECTS

Table 3.21 : WORK LIFE BALANCE UPON ORGANISATION

GROWTH PROSPECTS

Factor Number of Respondents Percentage

Yes 40 80
No 10 20
Total 50 100
Source : Primary data

43
 Maybe
10%

No
10%

Yes
80%

Yes No Maybe

Figure 21 :Work Life Balance upon organization growth prospectus

INTERPRETATION
Out of 50 respondents, 80 per-cent of them feels that work life balance will be effective in the
successful development of a bank. 10 per-cent feels that work life balance does not have any effect
on the organization and 10 per-cent feels that work life balance might affect the bank.

44
 CHAPTER 4

FINDINGS, SUGGESTIONS AND

CONCLUSION

45
4.1 FINDINGS

The major findings of this project "Work life Balance Women employees in Banking Sector”
are

1. The majority of the respondents are young and energetic and start their career at an early
age in banking sector.

2. The study indicates that the survey was conducted among women professionals ranging
from Bachelor’s Degree to Professionals with a highest contribution from Post Graduate
degree .

3. Majority of the respondents were married.

4. As per the study most of the women employees work at the public sector banks.

5. The study reveals that most of the respondents hold a high place at their work place.

6. Majority of the respondents had children as their dependent at home.

7. The study reveals that 53% of the respondents children is taken care by their parents.

8. According to the study 40% of the respondents feel they are only able to spent 3-4 hours a
day with their family..

9. Most the respondents feel they loose time with family sometimes due to work pressure.

10. From the analysis 80 % of respondents feel they have their family support.

11. The study shows that the standard working days for an employee is 6 days a week.

12. As per the study, 52% of the respondents work around 6-7 hours a day.

13. From the analysis it is observed that 60% of the respondents use their own transport to
reach their workplace.

14. The Study says that 50% of the respondents are motivated by their nature of work
environment.

15. About 56% of the respondents feel that they are able to maintain work life balance .

46
 16. The study indicates 84% of the respondents felt they are happy about the time spent at
work. .

17. From the analysis it is observed that 70 % of the respondents felt there were initiatives
made by the organization for maintaining work life balance of employees.

18. The study says that their banks provide leaves to manage personal life.

19. According to the study, 60% of the respondents feel tired or depressed due to work
sometimes.

20. Majority of the respondents felt Time off During emergency as an important aspect in work
life balance.

21. From the analysis it is observed that 80% of the respondent believe work life balance is an
important factor to the overall growth of the organization

4.2 SUGGESTIONS

For further improvement in the work-life balance of bank women employees, the bank
management should follow necessary steps to balance work-life of women employees in banks.
The present study suggests the following points to balance work-life.

1. Banks should provide separate policy for work-life balance.

2. Bank should have formal counselling department to understand the workers work life
balance problems and to help the workers to get the solution.

3. Regular exercises, mediation and other soft skill Practices can improve the emotional
balance of the employees.

4. Banks should introduce job sharing among the Colleagues with them.

5. Banks should avoid the factors affecting women Employees like overtime, work on
holidays and Negative attitude of colleagues.

47
 6. Promotion should be made in local town of the employees. To avoid the rejection of
promotion because of work-life unbalance

7. Supervisors and colleagues have to support the women employees at work.

8. Family members have to support them at household work will help them to balance work-
Life.

4.3 CONCLUSIONS

Work life balance refers an employee’s capability to maintain a healthy balance between their
work roles, their personal tasks and family life. Employee stress can increase to the level of
burnout, resulting in lowered throughput at work, a higher potential for stress related health
problem and absenteeism with the associated cost related to these being passed on to the firm.
Moreover, employees may also experience less personal, co-worker relationships, reduced
employee performance and job satisfaction. An employee’s satisfaction in their personal life and
their ability to meet personal obligations greatly affect their success as worker which greatly
benefits any company. Helping employees to succeed in good work life balance not only increases
work satisfaction, but also their fidelity towards the firm and helps in achieving long life in the
career. Women workforce is increasing now a days and their contribution to the organizations is
also considered to be valuable. It is very necessary for the organizations to acknowledge women
employees by providing more appropriate work-life balance measures for them. Striking a healthy
work-life balance is imperative for all the employees irrespective of the industry to which they
belong. It is the joint responsibility of the employer and the employees to ensure strong work-life
balance that can bring in fruitful results to organization as well as employees.

48
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 JOURNALS AND ARTICLES

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 Winslow and Jacobs. “Relationship between faculty work load and their Dissatisfaction”.
Journal of political and social science, Volume 59. No: 6, 2004, Pp: 104-129.

 Glass and Camarigg. “Major benefit of academic employment”, American

Journal of sociology, Volume 9, No: 8, 2002, pp: 131-151.

 Artemis Chang, Paula MC Donald and Pauline Burton, “Methodological choice In work
life balance research”, International journal of human resource Management, Volume 21,
No: 13, 2010, pp: 797 -800.

 Holly S. and Mohnen A, “Impact of working hours on work life balance”. Journal of
pacific business review international, Volume 8, No: 5, 2012, pp: 113-118.

 Ujvala Rajadhyaksha, “Work life balance South East Asia: The Indian experience”.
South Asian Journal of global business research, Volume 1. No:1. 2012, pp: 108-127.

 Madipelli,” work life balance reflections on employee satisfaction”, Serbian journal of

management, Volume 6, No: 3, 2012, pp: 85-96.

 Sudha and Dr.P Karthikeyan,” Achieve work life balance”, International journal of
management research, Volume 4, No:8, 2014, pp: 797-810.

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International journal of recent research aspects, Volume 2, Issue 3, September 2015,
pp:48-49.

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  WEBSITES

 https://www.researchgate.net

 http://papers.ssrn.com

 http://www.irsct.or

 www.digitallxplore.org

50
APPENDIX

51
QUESTIONNAIRE

1)Age

o Below 30

o 30-40

o 40-50

o Above 50

2)Educational qualification

o Under graduation

o Post Graduation

o Professional

o Other :______________

3) Are you married?

o Yes

o No

4)Type of bank working at :

o Public sector banks

o Private sector banks

o Other:_____________

52
5)What is your current position at work?

o Manager

o Cashier

o Clerk

o Other:_________

6) Whom among is a dependent you have at home?

o Children

o Older People

o Disabled Person

o None

7)Who is helping you to take care of your children?

o Parents

o Husband

o Other:_________

8)How many hours in a day do you spend with your family?

o Less than 2 hours

o 2-3 hours

o 3-4 hours

o More than 4 hours

53
9)Do you miss out quality time with family and friends due to work pressure?

o Never

o Occasionally

o Sometimes

o Often

o Always

10)Do you feel supported by your family in your work?

o Yes

o No

o Maybe

11)How many days in a week you work?

o Less than 5 days

o 5 days

o 6 day

o 7 days

12)How many hours do you work a day?

o 5-6 hours

o 6-7 hours

o 7-8 hours

o More than 8 hours

54
 13) How do you travel to your workplace?

o Public transport

o Office transport

o Own transport

o Other:_______________

14) How is your work environment?

o Motivating

o Demotivating

o Neutral

15) Do you generally feel you are able to balance your work life?

o Yes

o No

o May be

16) How do you feel about the amount of time spent at work?

o Very happy

o Happy

o Unhappy

17) Does your organization take any initiative to balance the work life of employee ?

o Yes

o No

55
18) Which of the following maybe any initiative by your organization to balance work life?

o Flexible Working Time

o Leaves to manage personal life

o Provide Job Share Options

o Allow Work From Home

19) Do you feel tired or depressed due to work ?

o Never
o Occasionally
o Sometimes
o Often

20) ) Rank the following according to their importance in work life balance?

1 2 3 4 5

More Flexible Working Hours

Work From Home

Time off during Holidays

Time off during emergency and events

Support From Family Members

56
21 ) a) Do you think if employees have good work life balance the organization will be more
effective and successful?

o Yes
o No
o Maybe

22) b) If Yes How?

_________________________________________________________________

57