Final Report edit

BGC Trust University Bangladesh
An Internship Report On
“Impact of Work Life Balance on Employee Performance: Study on
Prime Bank LTD.”
(This Report is submitted for the Partial Fulfilments of the Degree of Bachelor of Business
Administration with Major in HRM at BGC Trust University Bangladesh)
Submitted To:
Ms. Rownuk Jahan
Assistant Professor
Department of Business Administration
Submitted By:
Name: Austim Mozumder
ID: 1933049
Semester: 8th (HRM)
Reg. No: 190333049
Program: BBA
Date of Submission: January 18th, 2023

LETTER OF SUBMISSION
January 18th, 2023
To
The Supervisor
Ms. Rownuk Jahan
Assistant Professor
Subject: Submission of internship Report on “Impact of Work Life Balance on Employee

Performance: Study on Prime Bank LTD.’’
Dear Madam,
Here I am going to submit my Internship Report on “Impact of Work Life Balance on Employee
Performance: Study on Prime Bank LTD’. It was a great experience to me and I’ve attempted my
best to collect information to make it clear, perfect and faultless while working on it. It gave me
an opportunity to gain knowledge and experience. I do not want to miss the opportunity to thank
you for all of your support and guidelines which have you offered me. I expect it will continue in
future.
Please accept my Internship Report.
Sincerely Yours,
Name: Austim Mozumder
ID: 1933049
Semester: 8th (HRM)
Reg. No: 190333049
1
Acknowledgement
Preparing a report of any sector of subject is really a challenging work for anyone. Being the
student of HRM and to prepare report on the specific topic. This Internship Report has been duly
prepared and submitted to meet the partial fulfillment of BBA program. As being the student of
BBA, I am so pleased and proud for being the integral part of this report in the context.
I prefer to express my heartfelt and immense gratitude to my God, Family and Internship Report
supervisor, our honorable Ms. Rownuk Jahan Madam, Assistant Professor of BGC Trust
University Bangladesh. I have completed my internship report in a well-furnished manner with
taking her valuable suggestion and guidelines. My endless thanks to go Sumi Das Gupta Senior
Officer, for being patient and supporting during my internship program. I was blessed to have an
instructor like Taslima Zinnat, SEO (GB In-charge). Without her support I would not be able to
gain knowledge about General Banking and work life balance about corporate life and provide
information in this report.
And I would like to convey my gratitude to my all-honorable teachers who are always beside me
and help me as much as they could and still be.
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Executive Summary
The Banking sector is always considered one of the most fundamental sectors for the economy.
In this economic era, in order to attain development in industrial and commercial division, there
should be a sound banking system to support not only the economy but also the society.
This report focuses on the Impact of Work Life Balance on Employee Performance: in Prime
Bank LTD, Laldighi East Branch. Employees of Banking sector deals with customer service,
remittance, cash, and accounts related activities. They play an important role in providing quality
service to their customers. Cash handling which is the most important and difficult department of
a bank. Through this section it establishes Banker Customer relationship, collects bills for
customers, remit funds of customers from one bank to another. General Banking provides these
services in fast and better manner.
First chapter introduces the origin of this report, scope, objectives, limitations, methodology of
this study. Second chapter is about the overview of the Bank, mission, vision, Objectives,
branches, departments, product and services of the bank. Third chapter is the main chapter and it
is all about the Work Life Balance on Employee Performance. In this part, I mentioned and
described all the activities those are undertaken bank employees in all department. In the chapter
four, I included my roles and responsibilities those I have completed in the Bank, and some
critical observations. Last chapter is the conclusion part. Here, I pointed out some findings of
that branch and then recommended some solutions to those findings. Lastly, I gave the sources
from which I took all the information and then the appendix part.
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Content
Acknowledgement...........................................................................................................................2
Executive Summary.........................................................................................................................3
Chapter one......................................................................................................................................7
1.1 Origin of the Report...............................................................................................................7
1.2 Objectives of the Report........................................................................................................8
1.3 Scope of the Report...............................................................................................................8
1.4 Methodology..........................................................................................................................8
Data Sources................................................................................................................................8
Primary Sources:..........................................................................................................................8
Secondary Sources:......................................................................................................................9
1.5 Limitation of the Study..........................................................................................................9
Chapter Two: Overview of Prime Bank........................................................................................10
2.1 An Overview of Prime Bank Limited:.................................................................................10
2.2 History:................................................................................................................................10
Vision:....................................................................................................................................11
Slogan:...................................................................................................................................11
Mission:.................................................................................................................................11
2.3 Goals:...................................................................................................................................11
2.3.1 Sustainable growth........................................................................................................11
2.3.2 Capital stewardship.......................................................................................................11
2.3.3 Accelerating financial inclusion...................................................................................11
2.3.4 Differentiating Value Added Services..........................................................................11
2.3.5 Green Banking..............................................................................................................11
2.3.6 Leader in business.........................................................................................................11
2.4 Product and Service Offered................................................................................................12
2.4.1 Deposit Accounts:.........................................................................................................12
2.4.2Consumer finance:.........................................................................................................12
2.4.3 Islamic Banking............................................................................................................12
2.5 Corporate Philosophy:.........................................................................................................15
For the Customers:.................................................................................................................15
4
For the Employees:................................................................................................................15
For the Shareholders:.............................................................................................................15
For the Community:...............................................................................................................15
2.6 Corporate Milestones of Prime Bank Ltd.:..........................................................................16
2.7 Board of Directors:..............................................................................................................18
2.8 Organization Structure:........................................................................................................19
2.9 HR sector of Prime Bank Limited:......................................................................................20
2.10 Account Opening Section:.................................................................................................21
2.11 Closing of an Account:......................................................................................................24
Chapter Three: Theoretical Perspective.........................................................................................25
3.1 Work Life Balance...............................................................................................................25
3.2 Work Life Balance Theories................................................................................................25
3.3 Work Life Balance Benefits................................................................................................25
3.4 Principles of work-life balance............................................................................................26
3.5 Importance of Work Life Balance.......................................................................................28
3.6 Impact on Employee Performace.........................................................................................29
Chapter Four: Experience..............................................................................................................30
4.1 INTERNSHIP POSITION, DUTIES AND RESPONSIBILITIES.....................................30
4.1.1 Customer Service Department..........................................................................................30
4.1.2 ACCOUNTS AND CLEARING DEPARTMENT..........................................................31
4.1.3 Work Life Balance............................................................................................................31
Chapter Five: SWOT Analysis......................................................................................................32
SWOT Analysis of Prime Bank Ltd..........................................................................................32
Strength..................................................................................................................................32
Weaknesses............................................................................................................................32
Opportunity............................................................................................................................33
Threats...................................................................................................................................33
Findings.........................................................................................................................................34
Data Analysis.............................................................................................................................35
Job sharing.............................................................................................................................35
Leave......................................................................................................................................37
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Working Hour........................................................................................................................39
Job stress................................................................................................................................41
Employee Performance..........................................................................................................42
Recommendation:..........................................................................................................................46
Conclusion.....................................................................................................................................47
Reference.......................................................................................................................................48
Appendix........................................................................................................................................50
6
Chapter one
Introduction
This chapter discusses the origin of the report, objectives of the report methodology and
limitations of the study.
1.1 Origin of the Report
In today's dynamic environment, it can be seen that employees face heavy workloads and long
working hours, which has a significant impact on them and their families' lives. Work-life
balance is a fundamental theme in both professional business practice and academic study.
"Work-life balance is becoming a trending area of research in various fields such as sociology,
psychology".
Additionally, several researchers have noted that when assessing work-family relationships, it
treats family life as time spent with spouse and children, while ignoring other important aspects
of family, such as time spent with parents, siblings, and other relatives.
Work-life balance is the interaction between work and other activities that include family,
community, leisure and personal development. It is also about the correct or balanced
combination of an individual's participation in work and other aspects of his life.
Various literatures provide a variety of definitions of work-life balance. For example: Jamil and
Rahim and Hashem state that work-life balance is "equilibrium or maintaining an overall sense
of harmony in life." Similarly, work-life balance as "the degree to which an individual's success
and satisfaction in work and family roles fit well with the individual's life priorities."
Employee performance is not only related to actions but also involves the process of assessment
and evaluation. In order for an employee to make the right decisions and decisions, he should
have a work-life balance.
In Bangladesh, the issue of work-life balance is on the rise, companies are becoming more
sensitive to their names and regulations, and employees who are not only looking for work, but
want to be cared for by the organization are also taking the lead. their well-being, but these
practices are limited to some applications such as leave arrangements (which are permitted by
law), care services (restricted to specific organizations), some flexible working arrangements and
the like, but with a very limited scope, companies want.
Vacations also give employees an opportunity to relieve work stress and create a balance
between work and family activities. Holiday entitlement is generally backed by law, but granting
it whenever employees want it is a bit tricky.
Working hours and work stress Long working hours also have adverse effects on family
members and relationships, people who cannot spend time with their children and other family
members often feel stressed and guilt further leads to low performance. Generally, working
hours are set as standard in Bangladesh, but the banking sector has delays, urgent and stressful
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projects, which in turn have left the employees with longer working hours, which makes them
stressed.
1.2 Objectives of the Report
1. To identify the impact of work life balance on employee performance.

2. To provide some recommendations for overcoming work life balance conflict.
1.3 Scope of the Report
The general purpose of the study is to determine the impact of work life balance on employee
performance. The duration of the study is no more than two months. Impact of work life balance
on employee performance are discussed in this study. The study deals with Prime Bank Ltd. and
the impact of work life balance on employee performance in this bank.
1.4 Methodology
This report is based mainly on observations and based on questionnaire that we experienced
during interviews. Data required for this report were collected from the annual report of Prime
Bank Ltd. Apart from these, helpful information was collected from online resources. The report
is based on research methodology.
Data Sources
Both primary and secondary data have been collected. I have gathered primary data by personal
interview of the Executives of Prime Bank Ltd. Mainly I have discussed with them verbally. I
collected information from them providing questionnaire and the annual report of Prime Bank
Limited. I used journals, brochures, manuals and several books on HRIS to prepare this report.
More than 80% data collected from bank and articles, bank employees, different websites,
Wikipedia, workshop and 20% are collected from the books as well as
the information provided by
the competitive banks. I used both primary data and secondary data for preparing the report
slickly and precisely.
Primary Sources:
Direct Interviews with relevant personnel
Official Records
Expert's Opinion
Practical deskwork
Personal Observation
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Questionnaire
Secondary Sources:
Relevant papers and publications
Annual Report of Prime Bank
Relevant Websites.
1.5 Limitation of the Study

 Sufficient records, publications were not available as per my requirement.
 Contradictory information.
 Due to the shortage of time and workload, I could not concentrate on my report and
prepare it perfectly.
 Lack of professionalism sets the barrier for producing a quality document and sometimes
restricted by my capability.
 The Employees of Prime Bank was very busy with huge amount of workload. Thus, they
could not give me enough time to make the report properly.
 Time and budget constraint.
 Confidentiality of Data.
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Chapter Two: Overview of Prime Bank
2.1 An Overview of Prime Bank Limited:
As a fully licensed commercial bank, Prime Bank is being managed by a highly professional and
dedicated team with long experience in banking. They constantly focus on understanding and
anticipating customer needs. As the banking scenario undergoes changes so is the bank and it
repositions itself in the changed market condition.
Prime Bank was created and commencement of business started on 17th April 1995. The
sponsors are reputed personalities in the field of trade and commerce and their stake ranges from
shipping to textile and finance to energy etc.
Prime Bank has already made significant progress within a very short period of its existence. The
bank has been graded as a top-class bank in the country through internationally accepted
CAMELS rating. The bank has already occupied an enviable position among its competitors
after achieving success in all areas of business operation.
Prime Bank offers all kinds of Commercial Corporate and Personal Banking services covering
all segments of society within the framework of Banking Company Act and rules and regulations
laid down by our central bank. Diversification of products and services include Corporate
Banking, Retail Banking and Consumer Banking right from industry to agriculture, and real state
to software.
Prime Bank, since its beginning has attached more importance in technology integration. In order
to retain competitive edge, investment in technology is always a top agenda and under constant
focus. Keeping the network within a reasonable limit, our strategy is to serve the customers
through capacity building across multi-delivery channels. Our past performance gives an
indication of our strength. We are better placed and poised to take our customers through fast
changing times and enable them compete more effectively in the market they operate.
2.2 History:
Prime Bank Ltd was incorporated under the Company ACT, 1994 on February 12. 1995. On this
day field a duly verified, declaration in the prescribed from that the condition of section 150 (1)
(a) to (b) of the said Act, have been compiled with is entitled to commence business as public
limited company. PBL being a banking company has been registered under the Companies ACT
1913 with its registered office at 5, Rajuk Avenue, Motijheel C/A, Dhaka 1000, Later it was
shifted to Adamjee Court Annex Building, 119-120, Motijheel C/A Dhaka 1000. The Bank
Operates as a schedule Bank under banking license issued by Bangladesh Bank the central
banking of the country on April 17, 1995 though opening its Motijheel Branch at Adamjee Court
Annex Building, 199-120, Motijheel C/A, Dhaka 1000.
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Vision:
To be the best Private Commercial Bank in Bangladesh in terms of efficiency, capital
adequacy, asset quality, sound management and profitability having strong liquidity.
Slogan:
A Bank with a difference.
Mission:
To build Prime Bank Limited into an efficient, market-driven, customer focused
institution with good corporate governance structure. Continuous improvement of our
business policies, procedure and efficiency through integration of technology at all levels.
(AB22)
2.3 Goals:
The Goals that Prime Bank Limited pursued in order to ensure the achievement of its vision and
mission are as follows.
2.3.1 Sustainable growth
Synergies between new knowledge and human capital for sustainable economic growth.
2.3.2 Capital stewardship
Preservation and enlargement of multiple forms of capital; like intellectual, natural, financial,
organizational, social; all of which contribute to long term value creation.
2.3.3 Accelerating financial inclusion

Accelerate progress towards financial inclusion with technology like ATM, mobile phone, smart
card-based banking services and renewable energy generation projects especially in rural areas.
2.3.4 Differentiating Value Added Services

Strong focus on extremely cost-efficient and green services through Internet banking, electronic
fund transfer, automated cheque clearing, E-bank statement, SMS alert etc.
2.3.5 Green Banking

Quantification of in-house facilities and energy consumption to promote paperless office and
enhance energy efficiency. Greater emphasis on green banking projects.
11
2.3.6 Leader in business
Create new dimension in the syndication and structured financing. Grow with export. Well
diversified portfolio.
2.4 Product and Service Offered
2.4.1 Deposit Accounts:

Prime Bank offer a wide range of deposit accounts catering to the customers different needs
which include-
i. Saving Account.
ii. Current Account.
iii. Fixed Term Deposit.
iv. Prime Bank Shanchaye Plus.
v. Prime Bank Deposit Pension Scheme (DPS).
vi. Prime Bank Monthly Benefit Plus.
vii. Prime Bank Triple Benefit Plus.
viii. Prime Bank Shanchaye Koti Poti.
ix. Short term Deposit.
2.4.2Consumer finance:
 Auto Loan.
 House Finance.
 Senior Citizen Support.
 Unsecured Personal Loan.
 Consumer Durable Loan.
 Loan for Professionals.
2.4.3 Islamic Banking
1. Deposit Products
• Al-Wadiah Current Account (AWCA).

• Mudaraba Savings Account (MSA).
• Mudaraba Special Notice Deposit Account (MSNDA).
• Mudaraba Term Deposit Account (MTDA) of different Tenure.
• Mudaraba Hajj Savings Scheme (MHSS).
• Mudaraba Deposit Pension Scheme (MDPS).
• Mudaraba Monthly Profit Paying Deposit Scheme (MMPPDS).
• Smart Junior Saver (SJS).
12
2. Investment Products
 Bai Murabaha Muajjal.
 Hire Purchase Shirkatul Melk (HPSM).
 Musharaka.
 Quard against Accepted Bills.
3. Credit Card
 MasterCard Local Credit Card

 VISA Dual Currency Credit Card
 VISA Local Credit Card
 VISA Butterfly Credit Card
 VISA Mini Credit Card
 VISA International Card against RFCD, RQ A/C
 Virtual Card
 SME Credit Card
 NBFI Card Cheque
 International Prepaid Hajj Card
4. Treasury
 Money Market
 Overnight Call
 Repo and Reverse Repo
 Swap
 Sale and Purchase of Treasury Bill & Bond
 Term Placement
 Term Borrowing
5. Foreign Exchange Market
 Spot
 Forward
 Interbank Buy / Sale
13
6. Service Products
i. ATM Services
ii. Remittance Service
iii. Locker Service
iv. Online Banking
v. Internet Banking
vi. Phone Banking
vii. Mobile Banking
viii. Remote Banking (EBEK)
ix. SWIFT
x. Centralized Trade Services
xi. Student File
xii. Travelers’ Cheque
7. Off-shore Banking Unit (OBU) Products
 On-shore Bill Discounting through OBU

 Bill Discounting
 Capital Finance
 Working Capital Finance
 Trade Finance
 On-shore Export Bill Discounting

8. Capital Market Operation
 Brokerage Operation
 Margin Loan
14
2.5 Corporate Philosophy:
For the Customers:

 To provide the most courteous and efficient service in every aspect of its business.
 To be innovative in the development of new banking products and services.
For the Employees:
 By promoting their well-being through attractive remuneration and fringe benefits.
 By promoting good staff morale through proper staff training and development, and
provision of opportunities for career development.
For the Shareholders:
 By forging ahead and consolidating its position as a stable and progressive financial
institution.
 By generating profits and fair return on their investment.
For the Community:
 By assuming their role as a socially responsible corporate citizen in a tangible manner by
adhering closely to national policies and objectives thereby contributing towards the
progress of the nation.
 By upholding ethical values and best practices.
 Constantly seeking to improve performance by aligning their goals with stakeholders’
expectations.
On delivery of quality services in all areas of banking activities with the aim to add increased
value to shareholders’ investment and offer highest possible benefits to the customers.
15
2.6 Corporate Milestones of Prime Bank Ltd.:
1995 05.02.1995 Memorandum and Articles of Association signed by the sponsors.

12.02.1995 Incorporation of the company.
12.02.1995 Certificate of commencement of Business.
20.02.1995 License issued by Bangladesh Bank.

08.04.1995 License issued for opening the first branch, Motijheel.
17.04.1995 Formal launching of the Bank.

17.04.1995 Commencement of Business from Motijheel Branch.
18.12.1995 Commencement of Islamic Banking Business from IBB, Dilkusha.
1999 29.08.1999 Initial Public offering - Publication of Prospectus.

09.09.1999 Initial Public offering - Subscription Opened.
22.09.1999 Initial Public offering - Subscription closed.
15.11.1999 Listed with Chittagong Stock Exchange Limited.
2000 27.03.2000 Listed with Dhaka Stock Exchange Limited.

29.03.2000 Trading of Shares in Dhaka Stock Exchange Limited.
29.03.2000 Trading of Shares in Chittagong Stock Exchange Limited.
2001 29.03.2001 Registered Merchant Banker with SEC.
2005 17.04.2005 Completion of 10 years of service.
2006 08.07.2006 Introduction of Prime Exchange Co. Pte. Ltd. (Subsidiary of Prime Bank
Limited)
16
2007 15.03.2007 Opening of First Off-shore Banking Unit at DEPZ , Savar, Dhaka.
01.04.2007 Introducing of Temonous as Core Banking Software T24.
2008 11.03.2008 Launching of ATM
2009 01.08.2009 Launching of Internet Banking.
2010 02.08.2010 Introducing of PBL Exchange UK Limited - London Branch.

03.08.2010 Introducing of PBL Exchange UK Limited - Birmingham Branch.
04.08.2010 Introducing of PBL Exchange UK Limited - Oldham Branch.
2011 22.02.2011 Introduction of Prime Exchange Co. Pte. Ltd. (Jurong East Branch)
17
2.7 Board of Directors:
M. A. Khaleque Khandker Mohammad Khaled

Vice Chairman Vice Chairman
Md. Nader Khan Nasim Anwar Hossain Mafiz A. Bhuiyan

Director Director Director
Md. Shirajul Islam Mollah Mizanur Rahman Bhuiyan Marina Yasmin Chowdhury
Nazma Haque Quazi Sirazul Islam Salma Huq

Muslima Shirin Imran Khan Md. Shahadat Hossain

NafisSikder Prof. Dr. Mohammed Aslam Prof. Dr. AinunNishat

Bhuiyan
Director Director
Director
ManzurMurshed Ahmed Kamal Khan

Chowdhury
Director
Managing Director
18
2.8 Organization Structure:
From the top to the bottom management body of Prime Bank Limited can be divided into four
levels.
Chairman
Board of Directors
Top
Executive Committee
Manag
ement
Managing Director
Deputy Managing Director
Exectut Senior Executive Vice Precident
ive
Executive Vice Precident
Level
Assistant Vice Precident
Manag
ement
First Assistant Vice Precident

Mid Senior Executive Officer
Level Executive Officer
Mana Principle Officer
geme
nt
Senior Officer
Junior Managemnt Trainee Officer
level Junoir Officer
Mana Trainee Assistant
geme
nt
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2.9 HR sector of Prime Bank Limited:
Managing Director
Head Of HR
Security and Protocol HR Operation

Training Manager
Safety Manager Manager Manager
Asst. Security
Officer Manager T&D
Fire and Safety

JO
Officer
EO HR Planning EO Recruitment,
EO Performance
and Intern, Employer,
MGT & Welfare
Operation, Organ, Brand,
Dev, HR MIS Campus
HR HR HR
TA TA TA
Officer Officer Officer
20
2.10 Account Opening Section:
1. Account Opening Procedure:
Eligibility: Any Bangladeshi citizen can open this account. He/ She must be at least
18 years old and not mentally disturbed. The account can be opened singly or jointly.
This signatory can be:
a. A person
b. proprietorship/partnership firm
c. limited company (private/public)
d. educational institution
e. club, association
f. socio-economic organization
2. Filling a form
At first the applicant has to fill up a form. Depending on applicants’ choice of deposit
schemes a form is given to them. They can be verified by their color. Bottle green
savings A/C form, blue DPS A/C form, green FDR A/C form, orange current A/C
form.
3. Nominee
The applicant needs a nominee for his account. If the A/C holder deceased, the
nominee becomes the A/C holder.
4. Referrer
The applicant must have a referrer to open an account in PBL. The referrer takes full
responsibility that the applicant is good in nature and will follow all the rules of the
bank.
21
5. Required Documents
 National Id
To verify applicant some documents are needed. For this national id card is
the most relevant source.
 Photo Id
But sometimes the applicant may not have the id card. For that a photo id
from their work place or educational institution (in case of Onkur &
Projonmo) is required. Both the applicant and the nominee require photo id.
 Birth Certificate
Sometimes without any photo id only applicants birth certificate can be
relevant if they have a referrer.
 Photograph
When opening a savings A/C the applicant requires 2 passport size photo
and nominee requires 1 passport size photo. When opening DPS and FDR,
both applicant and nominee each requires 1 copy of passport size photo.
 For Current A/C

For current account there will be some additional documents are need. In
case of partnership.
 Partnership deed of the firm.

 A duly certified photocopy for records of Bank.
 Copy of trade license.
 Photocopy of TIN paper of applicants.
 In case of limited company.

 Certified copy of the memorandum and articles of association of
the company.
 A duly certified photocopy for Bank’s records) • Chairman /
Managing Directors passport photocopy.
 Photographs of signatories.
22
 Copy of trade license.
6. Information gathered
Information gathered from the applicants from both talking face to face and
from the gathered documents. Direct conversation is very important because
the A/C opening officer can identify the applicants mental state and can collect
some of the information that’s not available in the gathered documents like
contact number.
Also, the A/C opening officer verifies the income source of the applicant and
set the transaction parameter of the A/C.
7. Signing the agreements

The applicants have to sign agreeing the procedures. The applicant must use
that same signature to every transaction with the bank. If the applicant wants
SMS and ATM service, then they have to sign extra two papers.
8. Checking Information
The authorized officer checks all the information given by the applicant. A/C is
opened if all information is correct but any wrong information leads the officer
to call the applicant to verify, if the applicant not response within a month,
then the officer will not submit the form.
9. A/C Holder
Then the applicant become the A/C holder. Bank then give the A/C holder one
paybook and cheque book. The cheque book usually comes to the branch after
3 working days from submitting a form.
23
2.11 Closing of an Account:
An A/C could be closed for two reasons,

I. By the bank.
II. By the client.
The bank: If any client doesn’t make any transaction within two years and the
account balance becomes lower than the minimum balance i.e., 1000tk then the bank
has the right to close that account.
By customer: Client himself can close his own account. For that, he must write an application to
the manager requesting him to close his account.
In this situation, at first the client submits an application to the manger with his/her signature and
mentioning the reason for why he wants to close his/her account. Then the officer will verify the
signature with the scanned cope of the original form. After that different department of the bank
will certify that he/she has no liabilities to the bank. Then clients account will be debited. At last,
in the name of account holder the bank will issue a pay order.
24
Chapter Three: Theoretical Perspective
3.1 Work Life Balance
According to Pocock 2003, “a lack of balance between the changing nature of life and workplace
cultures as a clash between work and life. Insufficient work-life balance is an issue that poses a
major risk to workers' well-being, including their own performance. As societies become
complex, leaving individuals with conflicting responsibilities and commitments, work-life
balance has become a leading issue in the workplace (Fischlmayr & Kollinge, 2010). improved
concern for individual lives/family values and workforce management has made this significant
(Parus 2010). Many companies have responded to the evolving set of challenges and influencing
factors associated with work-life balance by applying some of the various factors that could
promote balance. For example, in the Netherlands, 81 percent of women with two or more
children aged 0-14 work less than 30 hours a week, compared to 68 percent in Europe. While in
Japan, they are still reluctant to intervene in practices that could help balance work and personal
life in the workplace, fearing rising labor costs and believing that this is an area best left to
employers and employees to negotiate (Fagnani 2012).
Work-life balance practices help employees to balance both the work domain and the life sphere
similarly, if it supports the employer, to increase the employee's performance (Greenhaus &
Beutell, 2010). Some of the influencing factors include working hours and flexibility, job
satisfaction and job autonomy.
3.2 Work Life Balance Theories
Various experts have put forward several theories to explain the work-life connection and
various aspects of the relationship between work, personal and family life.
3.3 Work Life Balance Benefits
There are many benefits to managing a good work-life balance, but finding the right balance is
one that remains a challenge. To find the right balance, it is necessary to prioritize some aspects
of everyday life and organize proper time management. Gavin, Cooper, and Quick's (2004)
research on work-life balance in the workplace provided a very different approach and ways of
prioritizing, further arguing that when work or family life spills over an individual must
prioritize their emotions and work. The positive implications of the benefits of work-life balance
that employers can derive from practice are also abundant (Commission of the European
Communities, 2008)
 Reduction of absenteeism and tardiness
 Reduced turnover and consequently lower recruitment and training costs
associated with replacing absent employees
25
 Increased capacity to attract a wider range of candidates and retain high-
quality employees, both male and female, in a competitive labor market
(organizational attractiveness)
 Higher performance and motivation among employees and improved
productivity.
 Increased efficiency and cost effectiveness resulting from reduced downtime
or overhead costs (employees working from home)
 Improving teamwork, communication and relationships between employees
and customers
 Creation and maintenance of competitive advantage and innovation,
contributing to the improvement of competitiveness.
 Better representation of employers
 Reduced likelihood of unethical business practices.
According to Lockwood (2003), an employer's commitment to work-family initiatives is
influenced by the perception of whether or not such initiatives provide productive returns. In the
past decade, employers have increasingly recognized that the quality of employees' personal and
family lives affects the quality of work, and that there are tangible business reasons for
supporting work-family integration. The author also suggests key factors for measuring returns
in work-family programs such as: employee time savings, employee retention, increased
motivation and productivity, absenteeism, reduced health care costs, and stress-related illnesses.
3.4 Principles of work-life balance

Positional work-life balance practices and employee perceptions result in job satisfaction,
organizational commitment, job stress, and turnover intention. All of these factors subsequently
affect job performance, direct and indirect costs of absenteeism, costs associated with the loss
and replacement of valued employees, customer satisfaction and organizational productivity.
Some companies have attempted to quantify the results of specific policies. The most commonly
used organizational performance measures include the following:
26
And employee benefits or employee bottom line are very crucial. Existing literature suggests that
work-life balance practices generally have a positive impact on individual and organizational
productivity as they increase employee productivity and performance as outlined below:
Organizations that provide broader packages of work-life balance practices scored higher on
measures of organizational and employee performance, as well as dimensions determined such
as the ability to capture the attention of important employees and the quality of management-
employee relations and product quality. will significantly strengthen. The more control
employees have over their lives, the more they have to balance work and family, increasing their
ability to perform well in both work and family situations (Bearegard, Alexandra, & Lesley C.
Henry, 2008). A successful combination of work and non-work aspects can be mutually
beneficial for both employees and employers. The ability to achieve satisfying experiences in all
areas of life enhances the quality of personal relationships and a range of organizational
outcomes.
The availability and use of work-life balance practices could reduce work-life conflicts and
increase positive evaluations of one's own organization (Rhoades and Eisenberger, 2002). These
effects are often linked to employee performance, such as increased quality and control over
their work schedule. The result is reduced absenteeism, a means to turnover, reduced levels of
work stress and work-life conflict, and increased productivity, organizational commitment and
loyalty. All these aspects are subsequently linked to cost savings, higher customer satisfaction
and implicitly higher levels of organizational performance. (Eisenberger and Aselage 2003)
Organizations should focus on improving employee performance to gain competitive advantage,
employees play an active role in improving and sustaining organizational performance. In this
context, Arulrajah and Opatha (2012) argued that the performance of an organization directly
depends on the individuals it employs, as employees of an organization are considered key
stakeholders in shaping organizational performance. Thus, organizations are increasingly
required to focus on improving employee performance to enhance organizational performance.
27
Many researchers have generally agreed on the important role of work-life balance in improving
employee performance (Naithani 2010), further stating that the work-life balance of an
individual employee in the collective view of the overall workforce of an organization leads to a
huge impact on the quality and quantitative organizational performance. Naithani (2010) also
stated that an organization that neglects employees' work-life balance issues will end up with
lower employee productivity and subsequently find it more difficult to improve employee
performance.
Work-life balance has become a more important issue because it tends to show positive
outcomes such as work engagement, organizational citizenship behavior, in-role performance,
increased employee productivity, job satisfaction, and organizational commitment (Konrad &
Mangel 2000), which they become leaders. increase the work performance of the employee. As a
result, organizations should prioritize improving employees' work-life balance to enrich
employees' work performance.
There is a wide variety of work-life balance policies that include but are not limited to the
following: flexible working hours, job sharing, vacation (Hartel, 2007). Researchers at the
University of Cambridge (Dex and Smith, 2002) state that measures that can reduce employee
stress, such as vacations, options with a more flexible work schedule to accommodate work and
personal life.
3.5 Importance of Work Life Balance

In today's fast-paced business world, the ability to achieve work-life balance is increasingly
difficult. Employers expect more from employees and we put more and more pressure on
ourselves to achieve better results. But when did it become acceptable for our work day to
change from 9am to 5pm to 8am to 7pm? Many of us have allowed this to happen, either by
conforming to the workplace culture or by feeling obligated to put in more hours, but it shouldn't
be like that. Maintaining a work-life balance is not only important for your personal health and
relationships, but it can also improve the effectiveness of your work performance. If you need
more convincing – check out the following three reasons:
 We become less prone to burnout
 Attention is GIVEN WHERE IT IS NEEDED
 WE EXPERIENCE FEWER HEALTH PROBLEMS (LAURA HUTTON, 2016)
Advances in the way individuals access information, interact, and complete tasks account for the
flexibility of the work environment. However, they also reduced the sophistication between work
and family.
Lack of recreational or rest time can create a huge gap between expected performance and actual
performance.
28
The HR department will have to ensure that, under enormous work pressure, employees are
healthy and happy outside of work.
In addition, it offers flexible working hours, mandatory holidays and advice for overworked
employees to avoid pitfalls.
3.6 Impact on Employee Performance
Interference between work and non-work responsibilities has a number of negative consequences
that are well documented in the literature. Regarding work attitudes, employees reporting high
levels of work-life conflict tend to show lower levels of job satisfaction and organizational
commitment. Behavioral outcomes of both directions of conflict include reduced work effort,
reduced performance, and increased absenteeism and turnover (Greenhaus, Collins, Singh, &
Parasuraman, 1997). Work-life conflicts have also been associated with increased stress and
burnout cognitive difficulties, such as sustained alertness, lack of concentration and low
alertness, and reduced levels of overall health and energy. While most work-life balance research
focuses on employees' family responsibilities, there are also a number of studies that recognize
commitments to friends and community groups, extending the affected population to virtually all
employees (Tausig & Fenwick, 2001). The implications for organizations are clear: work-life
conflict can have negative effects on employee performance. (Mwangi Lucy Wambui, 2017)
29
Chapter Four: Experience
I completed my two months internship program at Prime Bank Limited, Laldighi East Branch. I
got an opportunity to work in another department of the branch. I was very lucky to be associated
with one of the reputed banks in Bangladesh.
During my internship program I was assigned under Ms. Sumi Das Gupta GB in-charge
(Laldighi East Branch). I worked in customer service with Ms. Taslima Zinnat. I learned many
new things about corporate life. Most importantly, I learned how to complete tasks sensitively
and on time. This hands-on experience is crucial to progress and prepare myself before entering
the corporate world.
4.1 INTERNSHIP POSITION, DUTIES AND RESPONSIBILITIES
The report was prepared based on the experience gained during the internship. During this
period, I worked primarily with the General Banking, Accounting Department, Credit
Department. I also work briefly with the foreign exchange department. Prime Bank does not
follow any specific guidelines for student interns. They have huge pressures compared to other
industries. The branch treated me as one of their employees, not just an intern. So, I had to do a
lot of work.
4.1.1 Customer Service Department
In this department, I started learning how to open a bank account, how to fill out forms for
opening a customer bank account. My direct supervisor tried to give me a brief description of her
normal duties before assigning me to any activity. Later, through personal observation and
guidance from my supervisor, I learned about various types of accounts like Current Account
(C/A), Savings Account (SA), STD, FDR, DPS etc. She also helped me how to answer versatile
queries of clients regarding various account opening, how much interest they get from different
types of account, how to find the required check books from the package as per customer
requirements, how to take phone calls and transfer them to another employee, how to keep
patience and deal with busy customers.
The following activities which had done by me:
 Providing information to customers about what types of documents are required to open
an account. I told them that they need two copies of their PP size photos and 1 copy of
the candidate's PP size photo. They are also required to submit a photocopy of their
passport/NID card/TIN Certificate/ Birth certificate with attachment of Local
Commissioner/Member and a copy of their electricity or gas invoice.
 I used to update the customer account opening documents.
 I provided product information to customers and helped them choose the financing
package they wanted.
30
 Correction of an incomplete form that was detected by internal audits. For example, there
were some forms that were filled without specifying the account number, title, nature of
the organization in which the clients work. Some forms were kept without proper
address, VAT number, ID number. My job was to fill out these forms.
 Completion of the Know Your Customer (KYC) form for personal and corporate risk
assessment. My task was to determine the degree of risk and the riskiness of persons and
companies by considering the form of TP for the purposes of measuring the overall risk
assessment.
 Telephone calls to collect necessary photographs, photocopies of IDs or any other
requests.
 Distribution of required checkbooks by asking for their name, account number and
subsequent verification. I have sometimes called customers who have not picked up their
checkbooks after 2-3 months.
 I made check book entries in the register books and then kept them serially in a safe
place.
4.1.2 ACCOUNTS AND CLEARING DEPARTMENT
The accounting department is a sensitive part of the bank. This department is a very busy
department. Tasks of all departments, transaction vouchers of all departments are maintained in
this department. The tasks I performed in this department are listed below:
 They printed a statement of the previous day's transactions to check the debit and credit
vouchers.
 Sorting, counting and storing vouchers by checking the number of debited or credited
accounts, checking the signature of the account holder, account number, etc.
 Department of Debit and Credit Vouchers.
 They have to send lists of all expenses along with vouchers and supporting vouchers and
a forwarding letter stating the exact amount they spent for that branch amount to head
office. These expenses are transportation costs, pantry costs, other costs, entertainment
costs and business development costs. I completed the project in 2 months (November,
December).
 Stamping of various types of documents, such as loan documents, authorization and
confirmation seals.
4.1.3 Work Life Balance
At the beginning of my internship, I was provided with the basic training about how to deal with
customers with a good behavior and solve their problem. Also, I was assigned with certain jobs
which fulfill my of study of Human Resource Management. I am always very curious and
interest about the work life balance of corporate people. Besides that, I have also performed
certain tasks and research about office employee’s daily routine of their work life. By meeting
themselves, talk to them in break time, I gather information about their work life balance. My
working period was from November13, 2022 to January 13, 2023. As my job required day to day
basis research on work life balance on employee performance and prepare report on it.
31
32
Chapter Five: SWOT Analysis
SWOT Analysis of Prime Bank Ltd
After analyzing the functions and performance of Prime Bank Ltd, we find out some strengths
and some problem of the bank. And from this point we can do a SWOT analysis of Prime Bank
Ltd
SWOT analysis contains:
S --- Strengths
W --- Weakness
O --- Opportunity
T --- Threats
Strength
During my working period I find-out some strength of Prime Bank Ltd especially in
Laldighi East Branch. These are –
 Computer based banking
 Efficiency and effectiveness of the employees.
 Loyal customers
 Formal training program for new employee
 Formal and Informal training program for existing employee
 On-line Banking through a smart software like FLORA.
Weaknesses
In the working period of Prime Bank Ltd I personally find some lacking in the branch banking.
These lacking are not a major one but management needs to improve those area. Areas where the
bank needs to improve are as follows:
 Insufficient presence of modern communication equipment.
 Lack of development program for existing employee.
 Lack of fair entrepreneur class.
 Branch office is not well decorated like Head office.
 Lack of promotional activities.
 There is not sufficient Office stuff enough for operating the Branch.
33
Opportunity
When we observe the overall banking function of Prime Bank Ltd, we can see the opportunity of
the Prime Bank Ltd. These are –
 PRIME BANK LTD has software like FLORA. So, they can provide more quality
service to the clients.
 By increasing the number of branches in the rural area Prime Bank LTD can provide
more service to the rural people as well as the urban people.
 Social Responsibility of Prime Bank Ltd like – scholarship program for poor students;
makes goodwill for the bank.
 Customer responsiveness.
 Its up-to-date training program makes the employee more effective.
 Because of on-line banking it can serve the quicker service to the clients.
 Banking sector is a most raising institution in this competitive world.
Threats
By analyzing the functions of Prime Bank LTD, we find out some sort of threats of the bank.
These threats are not very major issue but bank need to observe this problem.
 To compete with the other commercial bank in Bangladesh; Prime Bank LTD need to
improve their service quality.
 Incumbent competitors.
 New entry of competitors.
 Need to increase the number of efficient employees.
 Lack of promotional activities for the clients.
 Prime Bank LTD is not well known in the rural area as well as the urban area.
 This sector is much more challenging rather than other sectors.
34
Findings
 Job Training system are not technical in PBL

 There’s no child care center in bank, so the lady employees are very tensed about their
children and there is making a gap for their working performance.
 There’s no transportation facility in PBL, so that many employees getting late and facing
problem sometimes to reach home, it will demotivate them.
 Employees are dissatisfied with some of the management's actions. For example, an
employee is transferred from a credit department to another within a branch. The transfer
takes place within one to two days, which is a very short time for the loan officer to train
his replacement.
 Prime Bank Limited has no promotional strategies. This causes considerable ignorance of
the bank among the rural people. It may hinder its long-term strategies of reaching a large
number of customers.
 Internet Speed and the database of the PBL is very slow. It creates barriers to provide
faster service.
35
Data Analysis
Job sharing
1. I feel that I never have a chance to catch my breath before moving on to the next
project/crisis.
Particular Responds Percentage
Yes 0 0%
No 9 90%
Neutral 1 10%
Total 10 100%
2. I frequently delegate work to others.

Yes 0 0%
No 7 70%
Neutral 3 30%
Total 10 100%
3. I feel boxed in; that is, I do what I do because others depend on me for support.
Yes 0 0%
No 8 80%
Neutral 2 20%
Total 10 100%
4. I bring work home with me.

Agree 0 0%
Strongly Agree 0 0%
Neutral 1 10%
Disagree 9 90%
Strongly disagree 0 0%
Total 10 100%
36
5. Sharing a job makes me very productive.
Agree 0 0%
Strongly Agree 9 90%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
6. I feel productive when sharing a task with someone.

Agree 3 30%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
Job Sharing
Agree Storngly Agree Neutral Disagree Strongly Disagree
37
Leave
1. I take at least one consecutive full week of vacation each year.

Yes 4 40%
No 6 60%
Neutral 0 0%
Total 10 100%
2. I use all of my vacation days and personal days each year.

Agree 3 30%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
3. I work more than one hour per day while on vacation.

Agree 0 0%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
4. I feel that I am reasonably in control over my vacation day.

Agree 2 20%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
38
5. I reply to texts while on leave, for the company.
Agree 3 30%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
6. I find it hard to relax and just do nothing, even when I am away on holiday.
Agree 0 0%
Strongly Agree 0 0%
Neutral 3 30%
Disagree 7 70%
Total 10 100%
7. I take time off from work and do fun.

Agree 3 30%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
8. I take leave to experience actions at least monthly that allows me to de-stress and rebuild
my energy.
Agree 3 30%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
39
Leave
Agree Strongly Agree Neutral Disagree Strongly Disagree
Working Hour
1. I strain my time to having lunch (versus multitask while I eat or skip lunch).
Agree 3 30%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
2. I work more than I think is reasonable.

Agree 4 40%
Neutral 1 10%
Disagree 0 0%
Total 10 100%
40
3. I spend extra time after hour working shifts.
Agree 2 20%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
4. I squeeze every bit of productivity I can out of each day.

Agree 2 20%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
Working Hour
41
Job stress
1. I stressed out easily just thinking about work.
Agree 2 20%
Strongly Agree 0 0%
Neutral 1 10%
Disagree 2 20%
Total 10 100%
2. Extra time spent in a project stresses me out.

Agree 4 40%
Strongly Agree 0 0%
Neutral 3 30%
Disagree 3 30%
Total 10 100%
3. I feel overwhelmed and overly committed.

Agree 1 10%
Neutral 2 20%
Disagree 0 0%
Total 10 100%
4. I frequently stressed out, working more than standard hours provided.

Agree 2 20%
Strongly Agree 0 0%
Neutral 3 30%
Disagree 7 70%
Total 10 100%
42
Job Stress
Agree
Strongly Agree
Neutral
Disagree
Strongly Disagree
Employee Performance
1. My overall performance enhances knowing that I could balance life and work in my
organization.
Agree 2 20%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
2. I feel re-energized and work better after my annual leave.

Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
43
3. I put all my effort at work because I perceive that the organization allows employees to
apply practices that balance work and personal life.
Agree 2 20%
Neutral 3 30%
Disagree 0 0%
Total 10 100%
4. Leave re-energizes me which increases my work output and overall performance.

Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
5. I continue to offer my best performance because the company allows job sharing among
employees.
Agree 2 20%
Neutral 3 30%
Disagree 0 0%
Total 10 100%
6. Work life practice helps me to reduce stress and perform better.

Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
44
7. I put more effort in my work because it offers reasonable work schedule.
Agree 3 30%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
8. Practice of sensible working hour helps me to perform better without stress.

Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
9. Job sharing enables me to carry out assignments with expected degree of efficiency.
Agree 2 20%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
10. Job sharing allowed me to have a fulfilling personal life and adequately perform my work
responsibilities.
Agree 4 40%
Neutral 0 0%
Disagree 0 0%
Total 10 100%
45
Employee Performance
46
Recommendation:
 The PBL should introduce additional on-the-job training. It is a time of technological

advancement. But computer-to-internet communication is less commonly used but can be
a very useful source of information for employees to review their capabilities.
 PBL should arrange a childcare center, it will help lady employees for their work life
experience.
 By adding transportation facility will increase the motivation of work, and it will increase
the interest for work.
 The coach must be well-trained. As a recognized organization, the PBL should organize
their best training staff. The modern technology tool should be used as a training tool.
 The IT Lab of the HR Training & Development Center should be upgraded with the latest
technology equipment and reliable internet connection.
 Prime Bank HR-TDC should increase its staff to be able to support training effectively
systems and managers.
47
Conclusion
I am fortunate that I was given the opportunity to work in PBL. I think it is a great policy of
BGC Trust University Bangladesh to make the internship program compulsory for the
graduation. During this period, I worked primarily with the General Banking, Accounting
Department, Credit Department. I also work briefly with the foreign exchange department. As I
have worked two months in one of the local leading bank in Bangladesh, I was able to know
different banking work practices and impact of work life balance on employee performance in
the banks. I also get to know that the HR practices of PRIME BANK LTD signifies standard in
relevant field. The best thing is that for working practically. I have been able to have a profound
knowledge over the work life balance. Due to this high job satisfaction of the employee
regarding the compensation and great work life balance, the overall employee turnover is quite
negligible in PRIME BANK LTD. Finally, it is to mention that I was able to relate all work life
balance of employees with the real environment which is I think will be highly helpful for my
future career.
48
Reference
 Annual Report of Prime Bank Limited (2019 & 2020) . (2020). Bangladesh. Retrieved
from https://www.primebank.com.bd
 Arenofsky ,J (2017) "Work Life Balance" , Santa Barbara journal of business

research (pp.211-223)
 Aselage, J. and Eisenberger, R,(2003) "Percevied organizational support and
psychological contracts: A theoretical integration. Journal of organizational
behavior, 24, (pp.491-509)
 Babatunde, A. (2013). Occupational stress: A review on conceptualizations,
causes and cure. Economic Insights-Trends & Challenges, 65(3), (pp.73-80).
Retrieved from http://www.upg-bulletin-se.ro/
 Baildam, E. M.; Ewing, C. I; Jones, R. Cummins, (1991), Job sharing
archives of disease in childhood pp.282-283
 Bansal, P., and Corley, K. (2011), The coming of age for qualitative research:
Embracing the diversity of qualitative methods. Academy of Management
Journal, 54, (pp.233-237).
 Barbara Hawksley, K.(2006), Work life balance. Are employers listening?
International Conference Board of Canada, Vol. 7, (pp. 79–93).
 Bartholomew, T. T., and Brown, J. R. (2012). Mixed methods, culture, and
psychology: A review of mixed methods in culture-specific psychological
research. International Perspectives in Psychology: Research, Practice,
Consultation, 1, (pp.177-190).
 Beauregard, Alexandra and Lesley C. Henry (2008), “Making the link
between work- life balance practices and organizational performance”, Human
Resource Management Review,(19)1, article available on
www.sciencedirect.com
 Belsky, J., Perry-Jenkins, M., & Crouter, A. (1985). Work-family interface
and marital change across the transition to parenthood. Journal of Family Issues,
6, pp.(205-220).
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 Benardin, H. I & Rusell, J. E. (1998) Human resource management: an
experimental approach. 2nd ed.
 Heather Huhman. (2016, 9 13). 10 Interview Questions to Ask to Evaluate a
Company’s Work-Life Balance. Retrieved from glassdoor:
https://www.glassdoor.com/blog/interview-questions- to-ask-to-evaluate-a-
companys-work-life-balance/
 Jim Bird. (2013). The 4 Work-Life Balance Questions. Atlanta: Worklife balance.com.
Retrieved from Worklife balance.com: http://www.worklifebalance.com/4-work-life-
balance-questions.html
 Judy Martin. (2011, 11 1). The Solution To Better Work-Life Balance. Retrieved from
Forbes: https://www.forbes.com/sites/work-in-progress/2011/12/01/the-solution-to-
better-work- life-balance/#3ccb84f21749
 Laura Hutton. (2016, 7 23). 3 Reasons Why Work Life Balance Is Important. Retrieved
from Australian Institute of Business: http://www.aib.edu.au/blog/balance-
wellbeing/work-life-balance-is- important/
 Mwangi Lucy Wambui. (2017). Effects of Work life Balance on Employees’
Performance in Institutions of Higher Learning. A Case Study of Kabarak University.
Kenya: Kabarak Journal of Research & Innovation.
 Shannon Gausepohl. (2016, 9 19). 6 Ways to Improve Your Work-Life Balance Today.
Retrieved from Business News Daily: http://www.businessnewsdaily.com/5244-
improve-work-life-balance- today.html
 Vivian Giang. (2014, 10 16). 9 Different Definitions On The Meaning Of Work-Life
Balance. Retrieved from Fast Company: https://www.fastcompany.com/3037096/9-
different-definitions-on- the-meaning-of-work-life-balance
50
Appendix
BBA: Bachelor of Business Administration

HRM: Human Resource Management
PBL: Prime Bank Ltd.
A/C: Abbreviation of account
L/C: Letter of Credit
Ltd: Limited company
ATM: Automated teller machine
RFCD: Resident Foreign Currency Deposit Account
PO: Pay of Order
DD: Demand Draft
SME: Small Medium Enterprise
BTB: Back-to-Back
KYC: Know your customer
DB: Double benefit
MB: Monthly benefit
TIN: TAX identification number
IMP: Information-Interface Message Processor
VAT: Value Added tax FOB- Free on board
TP: Transaction Profile
SWOT: Strengths Weakness Opportunity Threats
SA: Saving Account
STD: Special Term Deposit
FDR: Fixed Deposit Receipt
DPS: Deposit Pension Scheme
HRIS: Human Resources Information System.
51

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BGC Trust University Bangladesh

Date of Submission: January 18th, 2023

Subject: Submission of internship Report on “Impact of Work Life Balance on Employee

1. To identify the impact of work life balance on employee performance.

1.5 Limitation of the Study

2.1 An Overview of Prime Bank Limited:

2.3.3 Accelerating financial inclusion

2.3.4 Differentiating Value Added Services

2.3.5 Green Banking

2.4.1 Deposit Accounts:

2.4.3 Islamic Banking

• Al-Wadiah Current Account (AWCA).

 MasterCard Local Credit Card

7. Off-shore Banking Unit (OBU) Products

 On-shore Bill Discounting through OBU

For the Customers:

1995 05.02.1995 Memorandum and Articles of Association signed by the sponsors.

12.02.1995 Certificate of commencement of Business.

20.02.1995 License issued by Bangladesh Bank.

17.04.1995 Formal launching of the Bank.

1999 29.08.1999 Initial Public offering - Publication of Prospectus.

22.09.1999 Initial Public offering - Subscription closed.

15.11.1999 Listed with Chittagong Stock Exchange Limited.

2000 27.03.2000 Listed with Dhaka Stock Exchange Limited.

29.03.2000 Trading of Shares in Chittagong Stock Exchange Limited.

2001 29.03.2001 Registered Merchant Banker with SEC.

2005 17.04.2005 Completion of 10 years of service.

01.04.2007 Introducing of Temonous as Core Banking Software T24.

2008 11.03.2008 Launching of ATM

2009 01.08.2009 Launching of Internet Banking.

2010 02.08.2010 Introducing of PBL Exchange UK Limited - London Branch.

04.08.2010 Introducing of PBL Exchange UK Limited - Oldham Branch.

M. A. Khaleque Khandker Mohammad Khaled

Md. Nader Khan Nasim Anwar Hossain Mafiz A. Bhuiyan

Nazma Haque Quazi Sirazul Islam Salma Huq

Muslima Shirin Imran Khan Md. Shahadat Hossain

NafisSikder Prof. Dr. Mohammed Aslam Prof. Dr. AinunNishat

ManzurMurshed Ahmed Kamal Khan

First Assistant Vice Precident

Security and Protocol HR Operation

Fire and Safety

1. Account Opening Procedure:

 For Current A/C

 Partnership deed of the firm.

 In case of limited company.

7. Signing the agreements

An A/C could be closed for two reasons,

3.1 Work Life Balance

3.4 Principles of work-life balance

3.5 Importance of Work Life Balance

 Job Training system are not technical in PBL

2. I frequently delegate work to others.

4. I bring work home with me.

6. I feel productive when sharing a task with someone.

Agree Storngly Agree Neutral Disagree Strongly Disagree

1. I take at least one consecutive full week of vacation each year.

2. I use all of my vacation days and personal days each year.

3. I work more than one hour per day while on vacation.

4. I feel that I am reasonably in control over my vacation day.

7. I take time off from work and do fun.

Agree Strongly Agree Neutral Disagree Strongly Disagree

2. I work more than I think is reasonable.

4. I squeeze every bit of productivity I can out of each day.

Agree Strongly Agree Neutral Disagree Strongly Disagree