INDEX

Chapter Title Page

No. No.
PREFACE i-ii
ACKNOWLEDGEMENT iii-iv
DECLARATION v
CERTIFICATE vi
INDEX vii
LIST OF TABLES viii-ix
LIST OF FIGURES x

1 INTRODUCTION 1-58

2 REVIEW OF RELATED LITERATURE 59-135

2.1 Work Life Theories

2.2 Work Life Balance

2.3 Work Life discourse

2.4 Gender and Work Life

Balance

2.5 WLB and Banking

3 RESEARCH METHODOLOGY 136-185

3.1 RELEVANCE OF
STUDY

3.2 RESEARCH
APPROACH

3.3 RESEARCH DESIGN

1
 3.4 DATA ANALYSIS
TECHNIQUE

4 DATA ANALYSIS 186-230

5 CONCLUSION 231-245

APPENDIX-1 BIBLIOGRAPHY 246-274

APPENDIX-2 QUESTIONNAIRE 275-276

APPENDIX-3 PAPER PUBLISHED 277-278

21
 Chapter 2
REVIEW OF RELATED
LITERATURE

3
2.1 Work Life Theories
In this appreciative study, four broad work/life theories, which all fall into
the enrichment/expansionist category, were examined to assess their capacity
to inform the study and the design of a professional development program:

1. Work/life border theory (Clark, 2000; Singh, 2002)

2. Work/life expansion theory (Barnett, 2001)
3. Theory of work-family enrichment (Greenhaus, 2006)
4. Balanced work/life: a matter of balance (Limoges, 2003).

The contribution of Border theory to understanding work/life issues is

underlined by Hyman (2005), who places the issue of boundary management
at the core of work/life balance, stating that it is a necessary element for
securing balance between work and non-work. Clark’s (2000) definition of
borders encompasses psychological categories and tangible boundaries that
divide the times, place and people associated with work versus family.
Work/Life Border Theory distinguishes three types of boundaries between
work and non-work domains:

1. Physical
2. Temporal
3. Psychological.

Clark’s (2000) theory offers a set of eight propositions relating to the

strength and weakness of borders and the similarity and differences of
domains. It contends that borders and domains must work in tandem for
balance to take place and those changes to borders (e.g. flexibility) require
analogous changes to the domain’s culture and values (accountability,
deadlines, support). Other propositions are that control and influence within
a domain increase control over borders, and levels of in-domain support
increase work/life balance. It draws on the work of Nippert-Eng (1996)

4
which explores issues of control over placement and transcendence of work
and non-work boundaries and Perlow (1998).

Perlow (1998), in a study of a work unit comprising seventeen professionals

in a high- technology firm, explored the nature of the temporal boundary
between work and life outside of work. Whilst the study focused on the
imposition of temporal demands at work, it also considered the effects on the
structuring of both work time and non-work time and made the observation
that while all employees in the study faced boundary control, some were
acceptors and others resistors. Spouses, also included in the study, had either
acceptor or resistor reactions.

Singh (2002) uses Clark’s (2000) Work/Family Border Theory, repositioned

as Work/Life Border Theory, to underpin research into managers’ strategies
for work/life balance and maps these strategies according to levels of
accommodation or negotiation with the organisation or with the family—an
approach which draws on Perlow’s (1998) categorisations. This line of
research appears to offer insight into both the action of management and the
process of effecting work/life balance, and, as such, offers useful insights
into the research questions.

Barnett (2001) proposes a Work Family Expansionist Theory in which

multiple roles are seen to be beneficial for men and women. Performance in
one role, it is argued, can facilitate performance in other roles. Barnett also
questions whether some gender and work/life balance theories may be
outdated, contending that opportunity structures at work and role quality,
which did not differ by gender, are associated with stress and work/life
balance.

Work-Family (or Work-Life) Enrichment (Greenhaus, 2006) describes a

theoretical model that identifies the types of work and family resources that
have a capacity to promote work-family enrichment. It describes the
pathways by which work and family resources can promote work-family
enrichment and the moderator variables under which resources in one role

5
are most likely to enrich the quality in another. In this theory, resources and
experiences generated in one role (work or non-work domain) can improve
the other, in relation to:

• Skills and perspectives (such as interpersonal, coping, multi-tasking

skills, trust)

• Psychological and physical resources (such as self-efficacy, self-

esteem, hardiness, optimism, hope and physical health)

• Social-capital resources (such as influence and information)

• Flexibility (meaning discretion and control over time and place

where role requirements are met)

• Material resources (for example, financial reward).

This theory also identifies the paths by which resources create an effect in
work and non-work roles and identifies the factors that moderate the effect of
the above resources—salience of the role (perceived importance of the role
to an individual); perceived importance of resources to the role in question,
and the match between the resources and the requirements and norms of the
work or non-work role. One example of a theory or approach which deals
with the process of managing the work/life interface is presented by Limoges
(2003). The theory describes the following actions as those determining the
successful balancing of work and personal life:

• Drawing on a wide range of managerial and personal strategies and

applying them in the work and non-work domains

• Ensuring workload is manageable and off-setting new tasks by

letting go of less important ones

• Placing importance on nurturing relationships and involvement in

non-work activities

• Engaging fully in work and non-work domains.

Limoges (2003) approaches the issue from a career planning perspective and

6
includes taxonomy of work/life strategies.

2.2 Work Life discourse

Developments in the work/life discourse have increasingly paid attention to

workplace practices, structures and cultures (Rapoport,2002) and to
consideration of an “expansionist/enrichment” perspective with a focus on
concepts of reciprocity and facilitation (Barnett & Hyde, 2001; Greenhaus,
2006; Grzywacz, 2002). Barnett (2001) explores an expansionist model in
which multiple roles are seen to be beneficial for men and women, in that
performance in one role can facilitate performance in other roles. On this,
Voydanoff & Donnelly (1999) suggests that there is an upper limit of roles
beyond which overload or conflict may occur, but that importantly, it is the
quality of the role that has significance in terms of stress and work/life
balance. Barnett (2001) also questions some views on gender and contends
that opportunity structures at work shape work behaviours and that role
quality is associated with stress, which did not differ by gender.

Other related areas of research that have paid attention to expansion and
enrichment dimensions have indicated that the number and range of work
and non-work roles can enhance feelings of well-being in both work and
non-work domains (Bailyn, 1993; Friedman, 2000; Rothbard, 1999). They
also argue that contextual factors, such as emotional support (Epstein, 1987,
2000), work challenge, life/career priorities and gender equity (Rapoport,
2002), can play a positive role in supporting work/life balance. Related to
this dimension of research is the literature on the effects of individual
agency. This recognises that individuals, particularly those in managerial and
professional roles, have an opportunity to exercise some control, discretion
or capacity for negotiation in relation to work and non-work activities
(Poelmans, 2005).

a. Alternate Family Structure

The body of work on alternative family structures explores worklife

7
literature that supports the shift from the traditional, single income, father-as-
breadwinner family structure to more diverse lifestyles. This section presents
manuscripts that focus on worklife balance for single-parent and dual-earner
families. There is also research that examines the experiences of men
involved in caretaking roles.

Bergen et al. (2007) interpreted expectations communicated to commuter

wives by members of their social networks. They argue that commuter wives
are expected to perform traditional ―women‘s work,ǁ such as unpaid family
labor and relational maintenance, despite the unconventionality of their
marital relationships. They struggle to reconcile their family and professional
obligations. Their lack of success in conforming to traditional gender norms
results in feelings of guilt.

Cox and Presser (2000) investigated factors that determine nonstandard

employment schedules (i.e., evening and weekend or part-time work) among
mothers based on marital status. Findings suggest that the care of young
children plays a critical role in married mothers‘ decision to work
nonstandard hours. This is in contrast to never married mothers who organize
their schedules around employment demands. The need for a reliable source
of income impacts single mothers‘ work schedules. The authors conclude
that the lack of reasonable child care assistance forces single mothers to
forego work altogether. Welfare is the likely resort for these families.

Crawford (2006) investigated the impact of the Personal Responsibility and

Work Opportunity Reconciliation Act (PRWORA), which mandates
increased state spending on child care support to welfare recipients, on the
employment of single mothers. Using data from the National Survey of
America‘s Family (NSAF), the author concludes that child care subsidies
enable single mothers‘ ability to work. Findings suggest an increase in
employment among this population when child care subsidies are available.
Single mothers are also more likely to work full-time when state supported
child care assistance is available.

8
Grady, G., & McCarthy (2008) explored the role experiences of mid-career
working mothers focusing specifically on how they integrate work and
parenting responsibilities. Using the construct of meaningful work as a tool
of analysis, findings suggest that mid-career mothers perceive family roles as
their priority but they are also deeply motivated and intellectually stimulated
by their work roles. The combination of work and family roles creates a
greater sense of meaning.

Hill et al. (2006) evaluated three different types of work arrangements (i.e.,
single- earner, full-time dual-earners, and 60-hour dual earners) to determine
outcomes associated with organizational commitment, job flexibility and
work-family fit. Findings suggest that 60-hour professional couples where
one partner works full-time and the other is employed part-time, experience
more flexibility, decreased work- family conflict, and greater family
satisfaction.

Kiecolt (2003) suggested that women experience greater satisfaction and

meaning in family roles than in their work lives. This finding contradicts an
earlier claim that suggested women viewed their jobs as a haven and in turn
worked longer hours to avoid the demands of their familial responsibilities.
The author found no evidence of women being more invested in work than
family. Moreover, there was no correlation between longer working hours
and greater satisfaction at work.

Lesnard (2008) explored the impact of off-scheduling (i.e., when the work
schedules of dual earners is desynchronized) on familial relations. The author
developed three typologies of the family workday: (a) partner time, (b)
parent-child time, and (c) family time. Findings suggest that off-scheduling
impacts families most often during

the evening hours, decreasing partner and parent-child interaction. Father-

child interaction increases when the end of the father‘s workday coincides
with the close of the school day. Mother-child interaction is not correlated
with the time of day. Off- scheduling perpetuates gender roles in that women

9
assume the traditional household maintenance and caregiver roles, while
fathers engage in recreational activities. Off- scheduling appears to be
associated with occupation, status within the organization, and employment
sector.

Lleras (2008) used data from the National Longitudinal Survey of Youth to
examine the relationship between employment status, work conditions, and
the home environment of single-mother families. Findings suggest that
quality of the home environment is not contingent on whether or not the
mother is employed. Women who work low-wage jobs, part-time schedules,
or evening shifts are more likely to have poorer home environments where
there is inadequate support of the emotional, cognitive, and physical needs of
preschool-age children.

McLoyd,Toyokaw and Kaplan (2008) used data from the Family and
Community Health Study to examine the impact of African American
mothers‘ work demands on the behaviors of their 10-to-12-year old
offspring. Findings suggest no relationship between mothers‘ workload and
children‘s behavior in two-parent families. Authors did however find a
positive relationship between work demands and work-family conflict in
single parent households. Children were more likely to demonstrate
externalizing behaviors such as oppositional defiant and attention-deficit
hyperactivity disorders as a result of increased work demands, maternal
depressive symptoms, and decreased parent-child interaction.

Perrone et al. (2009) explored the shift from traditional to nontraditional

gender roles in the context of career, marriage, and parenting. They offer
strategies for career counselors who assist clients in dealing with issues of
work-family conflict. Perry et al. (2000) provided a review of work-family
scholarship of the twentieth century. Four themes emerged: maternal
employment and children‘s well-being, work socialization, work stress, and
multiple roles. The authors also offer suggestions for future research and
policy.

10
Peus and Traut-Mattausch (2008) presented a cross-cultural comparison of
the impact of the legal system on work-family interface for women managers
in the USA and Germany. Findings suggest that both American and German
women managers experience great difficulty in balancing work and family.
Time demands and family needs were attributed to the challenges. Negative
stereotypes of women managers with children also negatively influence their
ability to fulfill worklife obligations. Authors argue that the existence of
financial benefits, maternity protection, and rights for working parents does
not necessarily advance women‘s worklife efforts. On the contrary, they
recognized negative consequences associated with laws designed to support
families.

Poortman and Van der Lippe (2009) investigated partners’ attitudes towards
domestic work using data from the Dutch Time Competition Survey.
Findings suggest a direct correlation between attitudes and contributions to
household work. Women are more likely to demonstrate positive attitudes
towards tasks such as cooking, cleaning, and child rearing than their male
counterparts. Therefore, women contribute the greatest amount of time and
energy to these tasks.

Rochlen et al. (2008) investigated the decision-making process of becoming

a stay-at- home father (SAHFs), their support networks, how SAHFs discuss
gender roles and masculinity, and the values and parenting style of SAHFs.
Findings suggest that the decision to become an SAHF is motivated by
numerous economical and pragmatic reasons. Regardless of mixed reactions
from their broader social networks, SAHFs expressed a high degree of
satisfaction in this role and a great sense of responsibility in their role as the
primary caregiver. Romich (2007) examined how single mothers manage the
roles of employed worker, caregiver to adolescents, and unpaid domestic
worker. Findings suggest that single mothers‘ worklife experiences are
marked by significant difficulties. As such, caregiving and household
maintenance tasks are divided among mother and the child. Unsupervised
children care for younger siblings and assist with household chores. The

11
author concluded that the success of balancing work and family life for
single mothers was facilitated by trust and mutual understanding between
mother and child.

Vandeweyer, J., & Glorieux (2008) explored Belgium‘s system of flexible

work arrangements focusing specifically on the use of career breaks by men.
Findings suggest that men take career breaks for numerous reasons. Full-
time career breakers are likely to engage in another professional activity or
test out another career opportunity. Part-time career breakers use the
reduction in workload for purposes of balancing work and professional
obligations. The authors report that 80 percent of the additional time is used
for household maintenance responsibilities and child rearing.

b. Spillover/Crossover

The second theme, spillover/crossover, is one of the larger bodies of

worklife literature. Spillover occurs when occurrences at work are
exacerbated by the individual‘s personal life, or vice versa (Stebbins, 2001).
Crossover involves the impact of work stress and strain on marital or partner
relations. Broader definitions of crossover also involve the effects of work
stress on relationships with people other than a partner or spouse. The
literature in this area focuses on the experiences of workers engaged in
multiple roles.

Allen and Armstrong (2006) investigated the relationship between physical

health and both directions of work-family conflict – work-to-family
interference and family-to- work interference. Findings suggest that family-
to-work interference is associated with decreased physical activity and
increased consumption of fatty foods. Work-to- family interference is
associated with decreased consumption of healthy foods. Both types of
interferences impact the overall health of workers and may result in health
disorders such as high blood pressure, high cholesterol, and diabetes.

Allis and O'Driscoll (2008) explored the domains of family life and personal
12
benefit activities to determine if nonwork-to-work spillover facilitates or
hinders the individual‘s psychological well-being and work-related
outcomes. Findings suggest that high levels of psychological involvement in
nonwork activities facilitate positive mental health and satisfaction.
Therefore, nonwork-to-work spillover results in positive work-related
outcomes. The authors did not find support for the hypothesis

that the amount of time dedicated to family and personal activities hinders
work- related responsibilities.

Bakker and Demerouti (2009) explored the impact of empathy (perspective

taking and empathic concern) in the crossover process. Findings suggest that
crossover of work engagement from female to male was most evident in
husbands who adopted the psychological perspectives or point of view of
their partners. Partners who communicate excitement about work are more
likely to influence spouses‘ work performance. This study confirms that
work performance can both negatively and positively intersect between dual-
earner couples. Researchers did not find support for empathic concern in
moderating the crossover process.

Barnett et al. (2008) examined the intersection between shift work variables
(time of day worked and number of hours worked) and work-family conflict,
psychological distress, and marital role quality among women who are both
wives and mothers. Findings suggest that women who regularly work the
evening-shift, regardless of the number of hours, are more likely to
experience work-family conflict than their counterparts who work the day-
shift. Evening-shift work had no significant impact on psychological distress,
or marital-role quality.

Barnett and Hyde (2001) explored the worklife literature and offer a
contemporary theory on gender, work, and family that deviates from
classical theories that focus on the disadvantages of women‘s involvement in
multiple roles. Their expansionist theory consists of four constructs. First,
engagement in work, family, and other life roles is advantageous for both

13
men and women. Second, multiple role involvement is beneficial, resulting
in positive effects such as buffering, social support, added income, and
opportunities to experience success. Third, multiple role involvement is
beneficial as long as the number of roles is not excessive or time consuming.
Fourth, the psychological differences between men and women are
insignificant therefore they should not be forced into highly differentiated
gender roles.

Beutell and Wittig-Berman (2008) used data from the National Study of the
Changing Workforce to assess work-family conflict and synergy among
workers of three generations: generation X, baby boomer, and matures.
Findings suggest similarities

across generations. For example, the strongest indicators of work-family

conflict for all generations are mental health and job pressure. Moreover,
supervisor family support and learning opportunities on the job were the
strongest indicators of work- family synergy. Disparities were noted with
respect to satisfaction with work and life. For example, matures were most
satisfied overall. While boomers were more satisfied with work and life than
Gen Xers, the latter are more likely to report satisfaction in marriage.

Boyar et al. (2008) contended that the constructs of family demand and work
demand are ambiguous and undefined in the worklife literature. Authors
offer a definition and determinants of the constructs and then use measures
of the two to examine their impact on work-to-family interferences and
family-to-work interferences. Findings suggest that family and work
demands significantly influence work and family domains. The degree to
which the demands conflicted was based on the centrality of the individual‘s
work and family values.

Bruck, Allen, and Spector (2002) investigated the relationship between

work-family conflict and job satisfaction. Findings suggest that work-to-
family conflict (i.e. time based, strain-based, and behavior-based) positively
correlates to both composite job satisfaction which refers to facets of the job

14
such as supervision, coworkers, pay and nature of the work, and global
satisfaction which refers to the respondents affective reaction to the job.
Global job satisfaction was the stronger of the two predictors of work-family
conflict.

Crouter et al. (2001) explored the impact of men‘s overwork and role
overload on the quality of marital and father-adolescent relationships.
Findings suggest that overwork hinders marital interaction but it does not
affect spouses perception of the quality of the marriage. On the other hand,
role overload negatively impacts spouses perception of marital quality.
Overwork and role overload negatively impacted the father- adolescent
relationship regardless of the child‘s age.

Frone (2003) offered an overview of the work-family interface literature,

defines what is meant by the notion of work-family balance, and offers early
and contemporary frameworks of work-family balance. He also discusses the
causes and consequences

associated with work-family balance, and suggest potential strategies to

mitigate the tensions that occur between work and personal life.

Gareis, Barnett and Brennan (2003) determined whether the work schedule
of dual- earner couples, where wives work reduced hours and husbands
assume full-time careers, meets the needs of the individual (self/self schedule
fit) and her or his family (partner/family schedule fit). Findings suggest that
self/self schedule fit was a high predictor of job-role quality for men and
women. Also, partner/family schedule fit was a high predictor of marital
quality for both spouses. Crossover effects were evident.

Kinman and Jones (2008) examined work-family conflict using the effort-
reward imbalance model of job stress which assumes that strain comes about
as a result of increased workload and worker‘s perception of an imbalance
between work performed and rewards received. Findings suggest that
perceptions of organizational support, work-life separation/integration, and
schedule flexibility were strong predictors of work-life conflict. Participants
15
who perceived commitment to the job as disproportionate to reward
expectancies such as promotion or salary increases were most likely to
reflect poorer work-life balance.

Mayrhofer et al. (2008) investigated family involvement and career success

(objective and subjective) in the context of work centrality and gender.
Findings suggest a negative correlation between family responsibilities and
career success for early- career business professionals. Results also suggest a
gendered correlation between family and career success.

Milkie, M. A., & Peltola (1999) explored women‘s and men‘s perceptions
and success of work-family balance. Using data from the 1996 General
Social Survey, findings suggest comparable levels of success in balancing
multiple roles among both women and men. Gender differences were noted
with respect to work-family tradeoffs. For example, women were more likely
to take off of work to care for a child than men. Men were also more likely to
equate work-family imbalance to longer working hours whereas, this did not
reflect women‘s sense of balance success

Nikandrou et al. (2008) investigated the relationship between individual and

organizational variables and work-family conflict and career outcomes for
women managers. Findings suggest that characteristics such as self esteem,
multiple role involvement, organizational culture, and career encouragement
mediate work-family conflict. Work-family conflict did not predict career
outcomes.

Roberts, N. A., & Levenson (2001) explored the correlation between job
stress and exhaustion on the marital interactions of male police officers and
their wives. Findings suggest that job stress produces far more negative
marital consequences than physical exhaustion. Authors report that stress
negatively impacts marital relations and crosses over into the emotional lives
of married couples. Husbands are more likely to demonstrate negative
emotion when job stress is heightened while women exhibit none. These
types of marital interaction reportedly result in marital instability and

16
dissolution.

Sandberg and Cornfield (2000) examined reasons why women and men
return to work after family or medical leave using data generated by the
Commission on Family and Medical Leave. Findings suggest that women are
more likely to terminate leave due to career or work pressures while men
terminate leave because of their own and/or societal expectations.

Streich et al. (2008) explored the level of agreement about work-family

conflict among dual-earners. Findings suggest that couples were more likely
to agree than differ on the degree to which the individual and his or her
partner experiences work- family conflict. Partners agreed most often on the
wives‘ level of work-family conflict than the husband‘s. Authors maintain that
this may speak to women being more communicative of the worklife
challenges they face than their male counterparts.

Sturges, J., & Guest (2004) explored the work/life balance experiences of
early-career workers. Findings suggest that recent graduates are willing and
prepared to work long hours because they perceive this behavior
demonstrates the organizational commitment necessary for career
advancement. The authors conclude that early- career workers desire a
synergy between work and their personal lives but they are likely to
experience work/life imbalance.

Thiagarajan (2007) investigated the impact of work-family role conflict and

work- family role ambiguity on role strain (i.e., psychological and physical
health) among single parents. Findings suggest that role ambiguity caused
the greatest source of stress among the population sampled. Voydanoff and
Donnelly (1999) examined data from the 1992-1994 National Survey of
Families and Households to determine perceptions of unfairness to self and
spouse in the context of household chores, child care, and paid work and its
impact on psychological distress and marital quality. Findings suggest that
there is a positive correlation between perceptions of unfairness to self and
psychological distress and marital dissatisfaction. A relationship between
17
perceptions of unfairness to spouse and outcomes was unsubstantiated.

c. Dependent Care

The dependent care theme involves research focused on those who ―care.
This is not just limited to individuals who care for dependent children. There
are a growing number of workers who act as caregivers for aging or ailing
parents. There is also literature on the ―sandwich generationǁ that examines
the lives of individuals who care for both dependent children and elderly
parents. Literature in this area deals with childcare/eldercare options and
strategies as well as challenges faced by those who care.

Boushey (2008) investigated the ―opting outǁ phenomenon to determine why

the rate of employment among highly educated mothers has declined in
recent years. Using data from the Current Population Survey‘s Annual Social
and Economic Survey, the researcher concludes that women‘s departure
from the workforce has less to do with the ―child effectǁ and more to do
with the instability of the labor market. Findings suggest that this trend has
impacted women in general, not necessarily just those with small children.

Chesley and Moen (2006) focused on the positive and negative consequences
of caring for aging parents on the well-being of dual-earner couples. They
also examine the use of employer-provided benefits and their impact on
working partners. Researchers argue that adult caregiving is gendered in that
women are more likely to

be the primary care provider for their own parents and their in-laws. Results
suggest that psychological and physical well-being declines among women
while it increases among men who care for aging parents. No evidence was
found to support the assumption that use of employer-provided benefits
improves caregiver well-being.

Chesley and Poppie (2009) examined data from the National Survey of
Midlife Development in the United States (MIDUS) to determine differences
between gender and the level and types of elder care support (e.g., financial,
18
emotional, and unpaid task assistance) that American workers provide to
aging parents and in-laws. Findings suggest that women are more likely to
invest a significant amount of time in the emotional support of aging parents
and in-laws. Gender differences are not evident with respect to unpaid task
assistance and financial support. Disparities among single- earner and dual-
earner household are also prevalent among elder care providers. Dual- earners
provide lower levels of financial assistance to parents and in-laws than their
single-earner counterparts.

Craig and Sawkrikar (2008) determined whether satisfaction with work-

family balance for parents of younger children differs from parents of
teenagers. Findings suggest that work-family balance difficulties do not
significantly decrease as young children transition to teenagers. The needs of
parents with younger children differed from those with teenagers but work-
family balance issues did not decrease as children grew older. Researchers
concluded that the lack of formal childcare provisions impacted both parent
groups. In fact, a significant number of parents of teenagers do not work or
work part-time to ensure supervision of older children during after school
hours.

Cullen (2009) generated three typological profiles among a sample of dual

earners who simultaneously care for young children and elderly parents or in-
laws. Using data from a larger research study, three patterns emerged: (a)
couples with high parent care demands where the wife served as the primary
caregiver, (b) couples with high child care demands where two or more
children were present, and (c) couples with high work demands where both
couples were engaged in long working hours. Respondents were more likely
to demonstrate work-family conflicts than family-work conflicts.

Individual and cluster differences were noted with respect to the conflict that
occurs between work and family.

Drago et al. (2006) examined bias avoidance behaviors (i.e., strategies to

avoid career consequences associated with involvement in caregiving

19
responsibilities) among faculty involved in 507 U.S. colleges and universities.
Findings suggest that two types of bias avoidance behaviors exist in the
academy: productive, which increases work performance and unproductive,
which minimizes efficiency. Productive behaviors included staying single,
having fewer children, or delaying the birth of a second child until after
tenure. This is in contrast to unproductive behaviors such as not asking for
parental leave, not requesting to stop the tenure clock, or coming back to
work soon after a child is born. Bias avoidance behaviors were also found to
be gendered. Women are more likely to conform to ideal worker norms.
Researchers also concluded that supervisor support can mediate bias
avoidance behaviors.

Hammer and Neal (2008) examined the prevalence of multigenerational

caregiving which involves the simultaneous support of children and aging
parents and outcomes associated with this phenomenon. Findings suggest
that dual-earners deviate from traditional gender role responsibilities with
respect to elder care. Significant levels of involvement were found among
both women and men in the care of parents and in- laws. Women however
remained the primary caregiver of children.

Prentice (2009) offered a critical analysis of the consequences associated

with the economization of childcare, the idea that childcare social spending
secures long-term financial viability. Findings suggest benefits of economic
reframing such as policy discourse and the extension of childcare services (i.e.,
prekindergarten programs). The author also maintains that the business
approach hampers social and gender equality.

Szinovacz, M., & Davey (2008) investigated how spouses distribute family
work responsibilities when caring for an aging parents or in-laws. Findings
suggest some degree of shared care for elder relatives but husband
involvement was largely contingent on cultural mandates such as kinship
(i.e., male caring for his own parent) and cross- gender (i.e., caring for
mothers more than fathers) obligations. The

20
researchers concluded that elder care is a complex responsibility that involves
support from spouses, children, and siblings.

d. Role conflict

Based on the work of Kahn et al. (1964), the following definition of work-
family conflict is offered: a form of interrole conflict in which the role
pressures from the work and family domains are mutually incompatible in
some respect. That is, participation in the work (family) role is made more
difficult by virtue of participation in the family (work) role. An examination
of the litera-ture suggests three major forms of work-family conflict: (a)
time-based conflict, (b) strain-based conflict, and (c) behavior-based conflict.

e. Worklife within Human Resources

The last theme, worklife within human resources, deals with organizational
responses to worklife matters. Literature in this section focuses on the
ongoing debate over whether worklife balance is a public or private
responsibility. There is also research that deals with policy initiatives and
programs undertaken by businesses and corporations.

Caligiuri and Givelekian (2008) discussed factors that should influence

organizational leaders‘ decisions to implement work-life programming.
Findings suggest that worklife policies and benefits are essential to
maintaining an edge over competitors. They conclude that a comprehensive
offering of policies and programs is economically advantageous and
necessary to retaining highly qualified staff.

Casey and Grzywacz (2008) explored the health and wellness outcomes of
flexible work-arrangements using longitudinal data from employees
affiliated with a multinational pharmaceutical company. Findings suggest
that perceptions of work flexibility decreases work absences due to sickness
and work-related impairment (i.e., how health issues impacted work) and
increases job commitment.

21
Connelly, Degraff and Willis (2004) offered a model for assessing the value
of employer-sponsored child care (ESCC). Findings suggest significant value
for parents

and all employees of firms that offered on-site child care centers. Pricing of
service was a determinant of whether employees would continue use of
services. Researchers concluded that employers that offer on-site assistance
are more competitive than those that do not. Moreover, newly hired
employees placed greater significance on the availability of this service,
regardless of whether or not they had children.

Facer and Wadsworth (2008) explored job satisfaction and work-family

conflict among traditional workweek (five 8-hour days) and compressed
workweek (four 10- hour days) participants. Findings suggests a correlation
between 4/10 workweek scheduling and increased work productivity. 4/10
workers also reported lower levels of work-family conflict than their
traditional workweek counterparts. There were no significant correlations
with respect to job satisfaction.

Frone (2003) offered an overview of the work-family interface literature,

defines what is meant by the notion of work-family balance, and offers early
and contemporary frameworks of work-family balance. He also discusses the
causes and consequences associated with work-family balance, and suggests
potential strategies to mitigate the tensions that occur between work and
personal life.

Gault and Lovell (2006) argued the need for expanding and improving
work/life policies at the local, state, and federal levels; offer examples of
successful policy approaches; and provide cost/benefit assessments of
worklife policies such as paid sick leave, paid family and medical leave, and
publicly provided prekindergarten programs. The authors suggest that
increased public discourse and broad-reaching support is necessary to
strengthen work/life integration efforts

Golden (2009) investigated the prevalence of flexible work arrangements

22
using data from the Current Population Survey Supplement on Work
Schedules and Work at Home. Findings suggest that access to flexible
scheduling is contingent on individual and job characteristics. Educated
workers have more flexibility in scheduling than lesser educated workers.
Sales representatives, managers/executives, and workers involved in select
specialty professions are more likely to have discretion in choosing when to
start and end working time. The author concluded that flexible work

arrangements are likely to be facilitated through informal structures instead

of formal policy mechanisms.

Hammer et al. (2009) offered a conceptual model of family supportive

supervisor behaviors (FSSB) using data from a survey of classified
university staff. The multidimensional framework is inclusive of four
constructs: (a) emotional support, (b) instrumental support, (c) role modeling
behavior, and (4) creative work-family management. The authors found
significant correlations between FSSB and work- family positive spillover,
work-family conflict, turnover intentions, and job satisfaction.

Hayman (2009) investigated perceived usability and employee outcomes.

Findings suggest a positive correlation between comfort in the use of formal
flexible work arrangements and work/life balance. Flexitime scheduling
yielded higher levels of work/life balance. No significant differences were
found with respect to work/life balance and perceived usability of job sharing
and flexiplace practices.

Jacob et al. (2008) investigated the impact of six factors of workplace

effectiveness (autonomy, learning opportunities, supervisor support,
coworker team support, involvement in management decision making,
workplace flexibility) on four employee and job outcomes (mental health,
job satisfaction, employee retention, job engagement). Findings suggest a
positive relationship between workplace effectiveness variables and job
satisfaction, employee retention, and job engagement. A positive but more
modest relationship was found between workplace effectiveness and mental

23
health.

Koerin et al. (2008) discussed the challenges associated with eldercare and
speak to implications associated with lack of support via public policies and
other programmatic resources for workers who care for aging relatives. They
offer solutions for employers to consider in helping to mitigate the difficulties
faced. Kossek and Lee (2008) offered a case study approach for the
implementation of a reduced-load work program using data collected from
17 major United States and Canadian employers. Findings suggest that
success of the program is contingent on three major factors: (a) the program
must target high-talent workers, (b) it must be monitored and redesigned

over time, and (c) coordination, communication, and challenge management

are inherent to the implementation process.

Major et al. (2008) investigated the impact of telework on job performance,

retention, and dependent care responsibilities. Findings suggest a positive
correlation between working from home and intention to stay with an
organization and job performance. Researchers conclude that telework
facilitates employees‘ ability to respond to dependent care needs but formal
policies are either nonexistent or existing policies are not applied evenly
across departments. Muna and Mansour (2009) offered strategies for
organizational leaders on how to balance work with professional life. They
maintain that changes in personal values and priorities and shifts in the work
structure and environment are essential to effectively bring about a sense of
balance.

Pedersen et al.(2009) explored the relationship between positive family-to-

work spillover, workplace environment, family-friendly policies, and
perceptions of role quality among dual-earners with children. Findings
suggest a significant correlation between role quality and positive family-to-
work spillover. Women‘s workplace environment and flexibility in
scheduling was linked to positive family-to-work spillover. Authors
concluded that workplace culture plays a critical role in dual- earners ability

24
to meet work and family needs.

Poelmans and Beham (2008) offered a four-step process for consideration

when implementing a work-life program: (a) adoption decision, (b) design
decision, (c) implementation decision, and (d) allowance decision. This
manuscript focuses on two of those steps: adoption decision which refers to
if and when a program should be implemented and the economic, social,
technological, and legal implications associated with doing so and (b) design
decision which refers to the makeup of the program and what types of
policies will be most beneficial to meet the unique needs of the organization.

Secret (2005) explored similarities and differences between businesses that

support parenting in the workplace (PIW) and those that do not. Parenting in
the workplace refers to an arrangement that allows workers to care for
children while on the job. Findings suggest that PIW practices are less
intrusive and less problematic than

anticipated. The author concluded that parenting in the workplace poses no

disadvantages to business outcome. When compared to non-PIW businesses,
PIW workplaces were regarded as having a higher regard for innovation, less
recruitment and hiring difficulties, and more positive collegial interactions

Shoptaugh, Phelps and Vision (2004) investigated the experiences of

workers involved in eldercare responsibilities. Findings suggest that workers are
more likely to provide home/family care than to outsource the care of aging
relatives. Employers report less satisfaction with the home/family care
arrangement because it is time consuming and causes substantial
interruptions at work. There was a positive correlation between eldercare and
intent to depart the organization. The authors concluded the need for more
attention to the eldercare needs of workers through employer-sponsored
eldercare programs. Thompson (2008) discussed potential barriers to the
implementation and usage of worklife policies. She suggests that poorly
designed programs and cultural dynamics such as lack of senior level support
play a powerful role in the success and longevity of work-life programs.

25
 Table 2.1: Important Review
Author Sample Sample Type of Conflict
Beutell & Married female college Home-nonhome
Greenhaus
students
(1980, 1982, 1983)
Bohen & Viveros- Employees of two Job-family role strain
Long federal
(1981) agencies
Burke, Weir, & Male Impact of husband's job
Duwors (1979, on home/family
1980a, 1980b) Canadian administrators (assessed by
wife)
and/or
wives
Cartwright (1978) Female physicians Work-family role
harmony
Greenhaus & Male alumni of Work-family
Kopelman
technological college
(1981)
Gross, Mason, & Male school Time allocation of
after-
McEachern (1958) superintendents
office hours
Gordon & H-fall Female college graduates Home-nonhome
(1974); Hall (1972,

26
1975); Hall &
Gordon
(1973)
Herman & Gyllstrom University employees Work-home
(1977) maintenance,
Work-family

conflict, Work-family
tension
Holahan & Gilbert Dual-career couples Professional-spouse,
(1979a) Professional-parent
Holalhan & Gilbert Employed married Professional-spouse,
women
(1979b) Professional-parent
Jones & Butler (1980) Married male U.S. Family/work role
sailors
incompatibility
Keith & Schafer Dual-career couples Work-family role strain
(1980)
Kopelman, Male alumni Interrole conflict
Greenihaus, & of
Connolly (1983) technological
college,
Employed college
students
Locksley (1980) Males and females Work-marriage
from
interference
national survey data base
Pleck et al, (1980) Employees from 1977 Work-family conflict,
Quality of employment excessive
survey worktime
schedule

conflicts
fatigue/irritability
Werbel (1978) Employees (96% male) Interrole conflict
of between
9 companies work and family
Willmott (1971) Male employees of two Work-family/home,
companies in Great Preoccupation with
27
 Britain work at
home

Note; Although all of the researchers used the term "work-family

conflict" to describe their variables, the conflict types presented in this table
consistent with our definition of work-family conflict/imbalance

2.3 Gender and Work Life Balance

Barnett and Hyde (2001) state that working women indicate to be more
satisfied with life than those who are not employed. Additionally, working
women, who are married and have children, appear to be the ones with the
highest level of overall life satisfaction. However, Barnett and Hyde (2001,
p. 781) equally point out that people get married later in their lives and on
the other hand, “life expectancy and family size is decreasing”. Women are
spending less time at home with their children and more time at work.

Traditional theories of work and family life:

 Functionalist theories: Parsons (1949) believes that traditional roles of

men and women are complementary and thus ideal. He states that both,
men and women should take advantage of their naturally given skills in
order to achieve a good quality of life. The relationship between a
mother and her children is biologically given and thus women should put
main focus on childcare, whereas men’s main occupation should be
earning money and thus taking care of the material needs of the family.
“The broad structural outlines of the American nuclear family, as we
have delineated it, are not “fortuitous” in the sense of being bound to a
particular highly specific social situation, but are of generic significance
with respect to the structure and functions of the family in all societies”
(Parsons and Bales, 1955).

 Psychoanalytic theories: Freud (1905) argues that especially the

childhood is crucial in terms of personality development and future

28
 personality traits. According to Freud’s theory, children learn from their
parents and tend to take on their parents’ personality features. Boys
identify with fathers and girls with mothers in particular. “Young women
often ask whether they can “have an identity” before they know whom
they will marry and for whom they will make a home… Something in
the young woman’s identity must keep itself open for the peculiarities of
the man to be joined and that of the children to be brought up” (Erikson
1968, p. 283). Erikson (1968) considers that a young woman needs to
marry in order to find her place in the world and form her personality.

Both theories are based on the spirit of their time and the socio-psychological
background and the role of women in society (Barnett and Hyde, 2001). As a
response to traditional theories, Barnett and Hyde (2001, p. 784) introduce a
theory called “expansionist theory” which consists of four principles:

• Both, men and women can profit from taking several roles. Working
women and men helping in the household is very useful in terms of
“mental health, physical health, and relationship health.

• A variety of “multiple roles” means numerous advantages such as

“buffering, added income, social support, opportunities to experience
success, expanded frame of reference, increased self-complexity,
similarity of experiences, and gender-role ideology”.

• Multiple roles have a positive impact on men and women, particularly

when the roles performed are perceived as “high quality” roles. The
amount of roles, and thus the time spent with performing a particular
role, is not important in this respect. However, “multiple roles” can
also lead to dissatisfaction especially in case of “low-wage work,
workplace discrimination, and sexual harassment”.

• From a psychological point of view, there are hardly any differences

between men and women. Thus, neither men nor women are forced
into a certain scheme and are free to take over any role they prefer.

29
  Barnett and Hyde (2001, p. 785) equally formed their theory of
“multiple roles” according to the social context, “historical period”
and thus “current norms and roles”. They point out that the concept of
numerous roles taken by both, men and women, does not necessarily
have to be more accurate than traditional theories of family life and
work, but it is likely to better reflect the ideology of today’s developed
world.

 Even though, women are historically expected to be less happy than

men, especially because of the fact that they have a smaller decision
power and less autonomy in general, several studies have proved
that there are hardly any

variances between the sexes concerning happiness and well-

being (Herzog,Rodgersa and Woodworth, 1982).

Role scarcity (Goode, 1960), work/life conflict and negative spill-over

(Greenhaus, 2002) lines of work/life research have focused on the negative
outcomes associated with employees’ attempts to manage dual roles.
However, an emerging focus in the literature has been to examine the
integrative or facilitative effects of managing multiple roles (Barnett, 2001;
Wayne, Grzywacz, Carlson,.& Kacmar, 2004) to establish how participation
in multiple roles can actually expand, rather than diminish, resources and lead
to increases in well-being and positive spill-over. Greenhaus (2000) and
Barnett (2001) both discuss the benefits and buffering effect of multiple roles
and provide evidence that holding multiple roles improves mental, physical
and relationship health and self-efficacy (Wayne, 2004) in workers. Research
involving managerial women (Ruderman, Ohlott, Panzer,& King, 2002) also
shows that the roles women play in their personal lives provide
psychological benefits, emotional advice and support, practice at multi-
tasking, opportunities to enrich interpersonal skills, and leadership practice
that enhance effectiveness in the management role. Indeed, theoretical work
by Lobel (1991) suggests that by exploring overlaps between work and family
roles, management researchers can shift their focus from an emphasis on role
30
conflict to an emphasis on how an individual fares in implementing her or his
self-concept.

While there are few references of the process of balancing work and non-
work roles in the literature, one is seen in Medved’s (2004) study of
women’s taken-for-granted micropractices for balancing work and family
life. This provides a glimpse of the practices and strategies that constitute
work, and family balance, or alternatively conflict. Strategies such as
routinising, improvising and restructuring are described. This examination
shows the way in which the off-the-job strategies to some extent mirror the
on-the-job strategies involved in effecting work/life balance. Off-the-job,
however, the reality is that women play a major role in providing day-to-day
family care and management of domestic tasks, which impacts on physical,
mental and temporal boundary control. The sharing of domestic roles in
families and between

couples is an issue for examination (Pocock, 2003) and points to the broad
social issues of gender responsibilities as a work/life balance issue.

Gender differences in work and family experiences have been a consistently

important theme in work-family research (Lewis & Cooper, 1999) and in the
principalship literature (Blackmore, 1996). As discussed earlier, many
scholars have hypothesized that women experience more work-family
conflict than men because of their typically greater home responsibilities and
their allocation of more importance (salience) to family roles
(Greenhaus,1985). Discussion of leadership as “greedy work” (Gronn,
2003a), the school as a “greedy institution” and a gendered institution
(Blackmore, 1996) and the family as another “greedy institution” (Coser,
1974) supports the demand/ diminish theory perspective. It suggests gender
equity or carer status distinctions, and portends a likely work/life collision
(Pocock, 2003). Cinamon & Rich (2002), however, raises the possibility that
researchers' emphasis on between- gender differences may mask important
within-gender variation in work-life conflict and suggests that within-gender
variation may be as critical as between gender differences in explaining

31
work-life conflict.

Rapoport (2002) offers another perspective on the gender and work/life

balance relationship and suggests that gender equity (embracing both men
and women) and establishing the link between current work practices and
gendered assumptions about the organisation of work and work/life balance
can be presented as a means of enhancing workplace performance and
achieving positive personal and social outcomes. Barnett (2001) suggests
that this change has actually commenced and contends that while the lives of
women and men, the relationships that they establish, and their work have
changed over the past decades, it is the dominant theories which have not.
What is suggested is that these facts underlying the assumptions of multiple
roles and gender have changed, therefore some of the gender, multiple
role/task overload and care/manager tensions assumptions that are evident in
much of the work/life and principalship literature should be questioned. Like
Cinamon (2002), Barnett contends that individuals vary amongst themselves
far more than genders do and suggests that it is the issue of power—not
gender— that makes the difference. Others suggest that the extent of the
change may not be as great as Barnett (2001) suggests and that the findings
around work/life balance, the principalship and gender, while mixed, do
indicate gender differences.

However, the theory and research into the positive contribution of managing
multiple roles (Greenhaus, 2000, Wayne, 2004, Ruderman, 2002, Barnett,
2001, and Cinamon, 2002) provides an expansionist perspective on the
gender and work/life balance field. Still another perspective in this discussion
is offered by Singh (2002), who argues that there are a number of
stakeholders in the work/life balance issue, and that employers need to factor
in the role of partners (and their employment situation) in the debate.

Many contemporary studies of work and home life either ignore gender or
take it for granted (Gerson, 2004). One example is Clark’s (2000) work–
family border theory that aims to explain how people ‘manage and negotiate
the work and family spheres and the borders between them in order to attain

32
balance’ (p. 750). She compares the domains of work and family to different
countries with contrasting cultures, and describes people as border-crossers
who move between these worlds. Borders are an appropriate metaphor for
this process, given that they vary in permeability (the extent to which
elements from other domains may enter: this includes psychological
permeations such as worrying about work when at home, as well as physical
permeations such as a partner or child entering one’s home office) and
flexibility (the extent to which borders may expand or contract: this may
apply to the flexibility of hours or to the location in which work takes place).
Borders may also operate more strongly in one direction than another. For
example, some employees are expected to work extra hours at short notice,
whatever the consequences for their domestic life, while others may have
flexibility in their working hours but not in the time they must collect their
children from school. This is a useful theory for conceptualizing work– life
balance. However, it is largely gender-blind. One of the aims of this article is
to start to integrate gender into Clark’s work–family border theory.

Here, gender is conceptualized as a dynamic set of socially constructed

relationships, rather than as a fixed and binary category. Following West and
Zimmerman (1987), gender is best understood as a verb (‘an ongoing activity
embedded in everyday interaction’ p. 130), rather than as a property of
individuals, and is continually constructed over the life course.
Conceptualizing gender in this way disrupts the notion that masculine and
feminine identities are the stable characteristics of individuals. Instead,
gender identities are constantly renegotiated. Paechter (2003) integrates
Butler’s (1990) theories about the performative nature of gender with

Wenger’s (1998) ideas of communities of practice to try to discern which

masculinities and femininities we perform, when we perform them and how
this comes about. She suggests that: ‘the learning of what it means to be
male or female ... results in shared practices in pursuit of the common goal of
sustaining particular localized masculine and feminine identities’ (p. 71).

Research on work–life balance is complicated by the gendered structure of

33
the labour market. In many countries, women work shorter hours and occupy
lower status jobs than men. Quantitative studies have attempted to control for
this difference by comparing men and women working in similar
occupations. The results are mixed: some studies have found that women
report more conflict between work and home life than men (Frankenhaeuser
et al., 1989; Lundberg et al., 1994); others have found that men and women
report similar levels of conflict (Eagle et al., 1997; Emslie et al., 2004a;
Hughes and Galinsky, 1994; Swanson et al., 1998; Triplett et al., 1999;
Winslow, 2005), while one study (Chandola et al., 2004) found different
results for different countries. This evidence is hard to interpret and does not
tell us anything about how men and women understand and negotiate the
intersections between work and home life. In order to do this it is necessary
to take a qualitative approach.

Relatively few qualitative studies have set out to compare how men and
women perceive the intersection of work and home life. Backett’s (1982)
study of parental negotiation is unusual in sampling middle-class couples in the
UK at a particular stage in the life course (early family formation), rather than
employees across a range of ages. Her findings underline the importance of
gender. Mothers who were not in paid employment found it difficult to
reconcile the demands of domestic work and childcare, while fathers
managed to leave domestic problems behind them physically and mentally as
they travelled to work each day. Parents used coping mechanisms to help
maintain a belief in the fairness of division of labour in the household,
despite evidence that fathers remained peripheral to family life: for example,
a belief that fathers were willing, and available, to help at home sustained
most families.

McElwain et al. (2005) developed and tested an integrative model of the

work-family interface. Their model was applied separately to male and
female subsamples to assess mean gender differences and gender
differences in the links between the

variables. Analyses were based on existing questionnaire data from 320

34
participants who were full-time professional employees of Canadian
organizations. Gender differences were found in the relationship between
family demands and family interference with work, while the results for
family interference with work and job satisfaction, and family satisfaction
and life satisfaction were equivocal. These results generally provide support
for previous research indicating that an asymmetry continues to exist
between men and women in their work and family roles. The impact of
gender and life-cycle stage on three components of work-family conflict was
examined by Higgin and Duxbury (1994) using a sample of 3,616
respondents. Significant differences were found for gender and life cycle.
For all components of work-family conflict, an interaction between gender
and life-cycle was observed. For men, levels of work-family conflict were
moderately lower in each successive life- cycle stage. For women, levels were
similar in the two early life-cycle stages but were significantly lower in the
later life-cycle stage.

Kinnunen and Mauno (1998) examine the prevalence, antecedents, and

consequences of work-family conflict among employed women and men in
Finland. The data were obtained by questionnaire from a sample of 501
employees working in four organizations. The results showed that work-
family conflict was more prevalent than family-work conflict among both
sexes, but that there were no gender differences in experiencing either work-
family or family-work conflict. Family-work conflict was best explained by
family domain variables (e.g., number of children living at home) for both
sexes, and work-family conflict by work domain variables (e.g., full-time job,
poor leadership relations) among the women, and by high education and high
number of children living at home among the men. Family-work conflict had
negative consequences on family well-being, and work-family conflict, in
particular, on occupational well-being.

Many contemporary studies of ‘work–life balance’ either ignore gender or

take it for granted. Emsile and Hunt (2009) conducted semi-structured
interviews with men and women in mid-life (aged 50 to 52 years) in order to

35
compare their experiences of work–life balance. Data suggest that gender
remains embedded in the ways that respondents negotiate home and work
life. The women discussed their current problems juggling a variety of roles
(despite having no young children at home),

while men confined their discussion of such conflicts to the past, when their
children were young. However, diversity among men (some of whom
‘worked to live’ while others ‘lived to work’) and women (some of whom
constructed themselves in relation to their families, while others positioned
themselves as ‘independent women’) was apparent, as were some
commonalities between men and women (both men and women constructed
themselves as ‘pragmatic workers’).

Organizational studies have also found gender differences. Loscocco’s

(1997) study of small business owners in the USA found that men saw the
flexibility of their working hours as a symbol of the control they had through
being their own boss, but tended to use it only occasionally, while women
used flexibility as a key resource in trying to achieve a work–life balance.
She concluded that women fulfil gender norms when they accommodate
work to family life, while men fulfil them when they put their business first.
Halford et al. (1997) also noted the gendered dimensions of home and work
in their study of UK local government employees. They found a disjuncture
between the emphasis employees placed on a shared commitment to work
and home life in partnerships, and their descriptions of daily life in which
women continued to bear the brunt of domestic work. This made the
separation of home and work life particularly difficult for women. Similarly,
Connell’s (2005) study of public sector workers in Australia found that
women were accountable both for running the household and for managing
the relationship between the home and the workplace. Connell suggested that
work–life problems for men and women may be quite different: Dropping
dead from career-driven stress, or shrivelling emotionally from never seeing
one’s children, is a different issue from exhaustion because of the double
shift, or not getting promotion because of career interruptions. (Connell, 2005,
p. 378)
36
In contrast, Hochschild (1997) found in her well-known study of an
American corporation that there were increasing similarities in the way in
which men and women regarded work and home life. She suggested that, in
the past, the home was seen as a haven from which (male) workers could
escape from the unpleasant world of paid work to relax and be appreciated.
Now, both men and women regard home as an additional place of work,
while the workplace is often seen as a haven (indicated by her subtitle ‘when
work becomes home and home becomes work’).

Our study aims to make a contribution to the field by taking gender as a

central theme. Gerson (2004) argues that we should understand work and
family through a gender lens. Rather than assuming homogeneity within
gender groups and gender differences between them, she suggests we should
analyse diversity among women and among men, and look for convergences
(rather than assuming divergences) between men and women. Therefore, in
this qualitative study compare the experiences of work–life balance among
men and women. Study also explored whether different gendered practices
(that is, different ways of doing work–life balance) were linked to different
gender identities, and thus to diversity among men and women.

Previous research on gender differences in work-to-family conflict, and the

latter's linkages with workload and health, has largely ignored the influence
of private life context. Here, it is hypothesized that gender differences vary
across private life contexts. Study by Van et al. (2012) perform a multiple-
group analysis (SEM) is performed on a representative sample (N = 8,593)
of the working population in Flanders (Belgium) to examine gender
differences in six family configurations, based on having (or not) a partner
(working or not), and having children. Women were found to report higher
levels of work-to-family conflict than men, but this difference only holds
when both partners are earning (with and without children), and in single-
income families with children. Gender differences in the strength of the
relationships between conflict and both workload and health were found in

37
the overall sample, but were only reflected in specific subgroups. Results
suggest that private life context should receive attention in future research
and policymaking aimed at achieving sustainable careers and caring.

2.4 WLB and Banking

People are considered to be the strategic resources of the organization. They

contribute to the success of the organization and serve as the source of
competitive advantage provided they are satisfied with their job. A high rate
of employee job satisfaction is associated with high commitment levels, low
absenteeism, high

productivity and low turnover rate (Devi and Nagini, 2013). Organizations
are highly concerned to keep their valuable employees. Each day completed
by an employee is an investment to an organization; to leave before the full
term is to get no return on the investment. As banking is one of the vital
service industry for any country and performing a number of roles in the
economy, so it has been chosen by the researchers for this study. Like all other
industries, banking sector in India is also facing the same employee turnover
problem (Newaz et al., 2007). It is needless to say, healthy banking system
and healthy economies seem to go together. In order to ensure that, banking
sectors should focus on the factors, which are primarily responsible for
employees leaving the organization. Newaz, Ali and Akhter (2007) research
the employment culture in Bangladesh. It was found that employees were
changing their job is common and frequent, rather than to grow with one
company throughout the employment life. This kind of voluntary turnover
directly affects the performance of the organization.

Another study by Newaz and Zaman (2012) presents the current scenario of
work-life balance in private commercial banks of Bangladesh which
indicates a pessimistic approach has been adopted by the management. Apart
from the multinational banks, most of the national banks were not aware of
this concept and hardly have any policy regarding the work-life balance

38
issues. Different socio-economic barriers and lack of human right awareness
may support the management for not taking this issue seriously. However, if
they want to achieve their business objectives through the development of
the human resource then there is no alternative to develop the working lives
of their workforce. Research recommends management should consider the
nature of business and background of employees they have employed and
customize their policies with the participation of the employees.

Karatepe and Tekinkus (2006) investigate the effects of work-family

conflict, emotional exhaustion, and intrinsic motivation on front-line
employees' job performance, job satisfaction, and affective organizational
commitment in Turkish retail banks as its setting. A total number of 363
usable questionnaires were personally retrieved from front-line employees in
the research location. Results reveal that work-family conflict increased
emotional exhaustion and decreased job

satisfaction. Intrinsic motivation was found to exert a significant negative

impact on emotional exhaustion. Results demonstrate that high levels of
intrinsic motivation resulted in high levels of job performance, job
satisfaction, and affective commitment to the organization. The empirical
results also indicate that emotional exhaustion exerted a significant negative
effect on job satisfaction. As hypothesized, high levels of job performance
led to increased job satisfaction. However, work-family conflict and
emotional exhaustion did not have any significant effects on job performance
and affective organizational commitment. As expected, the empirical results
provided support for the significant positive effects of job performance and
job satisfaction on affective organizational commitment. The study
recommends that the top managements of banks should be committed to
establishing and maintaining family-supportive work environments. By
doing so, properly trained bank managers can create a culture that helps
front-line employees balance work requirements with non-work
responsibilities. In addition, these managers should provide ongoing training
programs, which aim to teach front-line employees how to manage time

39
effectively and resolve problems associated with work-family conflict and
emotional exhaustion.

Research by Malik and Khalid (2008) reframes the traditional view of male
breadwinner-female homemaker model in Pakistan and further explores the
desired and preferred work hour choices by bankers. It further assesses the
impact of Work Life Balance and Desired Work Hour Adjustments on
employees well being. Employees may be willing to achieve a more
integrated balance between paid work and leisure/family/community
interests to lead a balanced healthier life. Study presented a qualitative
analysis of work-to-life and life-to-work conflicts and work hour
adjustments. Interview method was used as a prime research instrument.
Non- probability convenience sampling technique was employed. A total of
80 interviews were administered in 17 different banks of twin cities of
Islamabad and Rawalpindi and the results reported significant increases in
work–life imbalance and lack of social support. Long working hours has also
become a usual norm in banking industry. In order to be accomplished,
employees continuously strive for excellence and skills second to none.

Granleeese (2004) surveyed 220 managers from a banking organisation. No

differences for age, educational background, employment history or
managerial level were found, but females were significantly more likely than
males to be the first person of their sex to hold their particular managerial
position. Women are significantly less likely to be married or to have
children. They have significantly fewer children, and their children tend to be
significantly younger than those of their male colleagues. Women still have
to make choices that men do not in order to further their careers. Average
scores for occupational pressures were not high for either sex. Men report
higher levels of pressure stemming from the work environment and
managerial relationships with subordinates and superiors. Women report
significantly higher pressures stemming from perceived gender inequities
and work-life balance concerns.

Beauregard and Henry (2009) study focuses on finding out the impact of

40
work-life conflict and work overload on employee performance in banking
sector of Pakistan. The data was gathered through questioners from 300
employees working in banks of Pakistan. The results showed that employee
performance is affected by work-life conflict and work overload because in
banking sector working hours are prolong, it becomes tough for the
employees to manage time for their families and personal life. Employee
performance can be improved by implementing strategies (like job sharing
and dividing a task). By dividing a job employees will feel relax will be able
to perform better in the organization.

Another study by Ashfaq et al. (2013) presents a business case for work-life
balance practices, as espoused by many organizations, rests on attracting
better applicants and reducing work-life conflict among existing employees
in order to enhance organizational performance. This review of the literature
provides some evidence for the claim regarding recruitment, but there is
insufficient evidence to support the notion that work-life practices enhance
performance by means of reduced work-life conflict. Resaerch suggest that
the business case may therefore need to be modified to reflect the number of
additional routes by which work-life balance practices can influence
organizational performance, including enhanced social exchange processes,
increased cost savings, improved productivity, and reduced turnover. The
impact of these processes may, however, be moderated by a number of
factors, including national context, job level, and managerial support.

Mordi et al. (2013) study describes an exploratory research of managers'

perspective of the concept of work-life balance (WLB) policies and practices
in Nigeria. This was done through in-depth case studies of 20 banks in the
banking sector. The data set is comprised of responses from 102 middle line
managers in the Nigerian banking institutions. A review of the extant
literature on WLB initiatives in the banking sector revealed that there is a
dearth of knowledge on WLB policies and practices in an African context. In
an attempt to fill the gap in the literature, study examined the range and
scope of WLB practices, managers' perception of WLB, and the forces

41
helping or constraining to shape the choices of work life balance practices
and policies. The findings reveal that there is diversity in terms of how
middle-line managers understand and experience WLB initiatives in Nigeria.
Another finding highlights the practice of favoritism in most banks using
WLB initiatives. In addition, the study shows that cultural sensitivity affects
how WLB is appreciated and utilized.

Devi and Nagini (2013) studied job satisfaction of employees in private

banking sector. An attempt is made to determine the impact of work-life
balance and burnout on job satisfaction of employees. A sample of 103
employees was chosen from 9 private sector banks. The results revealed that
there is positive relationship between work-life balance and job satisfaction
and negative relationship between burnout and job satisfaction. Regression
analysis demonstrated that job satisfaction is dependent on work-life balance
and burnout experienced by the employees.

A study by Asiedu et al. (2013) in Ghana found that there is a growing

concern of occupational stress, especially in the private sector, where some
organizations saddle their employees with long working hours without
consideration to other aspects of their lives. The study investigate into the
policy and practice of work-life balance in selected banking institutions in
Ghana and how these practices are able to help in managing the stress levels
of employees. The study used quantitative method for collecting primary
data, which were analysed using descriptive statistics. Findings from the
study revealed that even though work-life balance is practiced in the selected
banking institutions, some of the practices that connote an effective work-life
balance culture are nonexistent. It was also discovered that respondents held
an almost polarized view of the effectiveness of work-life balance in
managing their stress

levels. Majority of respondents also agreed that work-life balance is effective

in enhancing their performance at work and finally, female respondents
demonstrated a greater need for worklife balance than their male
counterparts. It was recommended that a review of existing work-life balance

42
policies in the banking institutions should be undertaken to ensure that
policies regarding the concept are consistent with employees’ actual
experience. This can be achieved by making sure that employees across
different levels of the organization have easy access to the use of work-life
balance initiatives without suffering any adverse career consequences.

Koyuncu et al. (2006) examine the potential antecedents and consequences

of work engagement in a sample of women managers and professionals
employed by a large Turkish bank. Data were collected from 286 women, a
72 per cent response rate, using anonymously completed questionnaires.
Engagement was assessed by three scales developed by Schaufeli et al.:
vigor, dedication and absorption. Antecedents included personal
demographic and work situation characteristics as well as work life
experiences; consequences included measures of work satisfaction and
psychological well-being. Worklife experiences, particularly, control,
rewards and recognition and value fit, were found to predict all three
engagement measures. Engagement, particularly dedication, predicted
various work outcomes (e.g. job satisfaction, intent to quit) and engagement,
particularly vigor, predicted various psychological well-being outcomes.
Organizations can increase levels of work engagement by creating work
experiences (e.g. control, rewards and recognition) consistent with effective
human resource management practices.

The aim of the study of Kumari (2012) was to find about the employee‟s
perception of their work life balance policies and practices in the public
sector banks. Quota sampling method was followed. Survey was conducted
and data was analyzed on the basis of responses provided by 350 respondents.
The findings of the study emphasized that each of the WLB factors on its own
is a salient predictor of job satisfaction and there is a significant gap among
the female and male respondents with job satisfaction with respect to various
factors of WLB. The positive correlation indicates that job satisfaction is an
important indicator of WLB. The result of study may have practical
significance for human resource managers of especially banks to
43
improve staff

commitment and productivity along with designing their recruitment and

retention policies.

Tabassum et al. (2011) studied the work life of employees of private

commercial banks in Bangladesh and found that no initiative was taken to
identify whether there is any significant difference among the male and
female employees of the private commercial banks in Bangladesh. Thus, the
study aimed to make a comparative learning of the existing QWL between
the males and females of the private commercial banks through quantitative
survey on 128 male and 64 female employees. The study revealed that a
significant difference exists between male and female employees QWL and
in the following factors of QWL; adequate and fair compensation, flexible
work schedule and job assignment, attention to job design, and employee
relations.

Yadav and Dabhade (2014) conducted a comparative study among the

working women of some Govt. colleges and national institutes of Bhopal in
education sector and nationalized banks, running their in Bhopal (M.P.) for
banking sector. The objective of research is to study the working
environment and womens’ perception about the work life balance and job
satisfaction, who are working in banking and education sector. Apart from it,
another significant objective is to study effects of work life balance on job
satisfaction and initiatives taken by the organizations for effective work life
balance and its relation with the job satisfaction. Standard Deviation is
applied in this paper to check the authenticity of data given by the
respondents of both the sectors. Finding suggests that WLB can be achieved
by the factors responsible for job satisfaction such as: supportive colleagues,
supportive working conditions, mentally challenging work, equitable rewards
and employee oriented policies etc.

Bashir and Ramay (2010) concluded that bankers are under a great deal of
stress and due to many antecedents of stress such as Overload, Role

44
ambiguity, Role conflict, Responsibility for people, Participation, Lack of
feedback, Keeping up with rapid technological change. Being in an
innovative role, Career development, Organizational structure and climate,
and Recent episodic events. One of the affected outcomes of stress is on
job performance. Their study examines the relationship

between job stress and job performance on bank employees of banking sector
in Pakistan. The study tests the purpose model in relation of job stress and its
impact on job performance by using (n=144) data of graduate, senior
employees including managers and customers services officers of well
reputed growing bank in Pakistan. The data obtained through questioners
was analyzed by statistical test correlation and regression and reliabilities
were also confirmed. The results are significant with negative correlation
between job stress and job performances and shows that job stress
significantly reduces the performance of an individual. The results suggest
that organization should facilitate supportive culture within the working
atmosphere of the organization.

Whittard and Burgess(2007) examine how full-time workers can attain

working-time flexibility through formal and informal mechanisms. To
explore avenues for flexibility for full-time employees who have caring
responsibilities, they look at a single case-study of a retail-banking
organisation with a non-union enterprise agreement that pays particular
attention to the codification of working- time issues. Through interviews
with the human resources department, line managers and full- time
employees, the case study demonstrates how within one organisational
context, the length of the ‘normal’ working week has expanded, with
weekend work and unpaid overtime merged into the organisational
assumption of ordinary hours. The case study highlights the impact of this
expansion on full-time employees with caring commitments and the
intersection of caring commitments and working-time flexibilities. Much of
the working-time flexibility available to full-time employees was informal in
nature, dependent on workplace circumstances, and its implementation was
entirely up to the discretion of line managers. The research illustrates how
45
line managers could choose to facilitate employee-based flexibility in
working hours but typically this required them to either intensify work for
the remaining workforce or intensify work for the managers themselves.

Khattak et al (2011) examined the occupational stress and professional

burnout in the banking sector of Pakistan. A total of 237 bank employees
(74.3% male and 25.7% female) from different commercial banks
participated in the survey. In order to collect data on stress and burnout a
self-reported questionnaire was administered to bank employees.
Descriptive, correlation and regression statistical tools were used to

analyze data. The results identified that workload, working hours,

technological problem at work, inadequate salary, time for family and job
worries at home are the significant sources of stress in the banking sector.
The significant symptoms of burnout as revealed by the results are back pain,
extreme tiredness, headache and sleep disturbance. All stressors
(Organization, Job, Relationship at work, work environment and family
work interface) are significantly correlated to all burnouts (Physical,
Psychological and Organizational). All the stress elements significantly
predicted burnout in the banking sector of Pakistan. The changing work
pattern is creating stress for the bank employees and these stressors are
leading to burnout. These results are consistent with the emergent evidence
of the impact of stress on the burnout.

Chapter 3

RESEARCH METHODOLOGY

3.5 RELEVANCE OF STUDY

3.6 RESEARCH APPROACH

461
 3.7 RESEARCH DESIGN

3.8 DATA ANALYSIS TECHNIQUE

Chapter -3
RESEARCH METHODOLOGY

3.1 Relevance of Study

3.2 Research Approach

3.3 Research Design

47
3.4 Data Analysis Technique

3.5 Scale Development

3.1 Relevance of Study

The core concept underlying research is its methodology. Research methodology is

a systematic way to solve a problem. It is a science of studying how research is to
be carried out. Essentially, the procedures by which researchers go about their work
of describing, explaining and predicting phenomena are called research
methodology. It is also defined as the study of methods by which knowledge is
gained. Its aim is to give the work plan of research. The methodology controls the
study, dictates the acquisition of the data, and arranges them in logical relationships,
sets up a means of refining the raw data, contrives an approach so that the meanings
that lie below the surface of those data become manifest, and finally issue a
conclusion or series of conclusions that lead to an expansion of knowledge. The
entire process is a unified effort as well as an appreciation of its component parts.

This chapter focuses on the processes, techniques and tools applied to achieve the
defined objectives of the study undertaken. While conducting research, researchers
have to take into mind what research philosophy they have to undertake. In fact, the
research philosophy is also called scientific ideal, which has influence over the
study’s methodology. This chapter is a presentation of all the systematic methods of
the study undertaken. It describes the research process followed and steps involved
in undertaking the research.

Work–family conflict is a source of stress to many professional in present competitive

environment among the industries. Thus, it has become a much investigated topic in
today’s organizational behavior research. Conflict is defined as the simultaneous
incidence of two (or more) pressures such that compliance with one would make
more difficult compliance with the other (Kahn et al., 1964). Factors such as the
progress in information technology and information overload, need for speedy
response and constant availability, concern towards customer service quality, longer
working hours, overtime and the growth in weekend workload can be potential
sources of work pressure (Guest, 2002; Valk & Srinivasan, 2011; James, 2014). In
social perspective, there is also a growing anxiety about deteriorating quality of
home and community life. Changes in the family structure, growth of single parent
48
families, higher proportion of women (from all social class) in paid employment,
ageing parents and

having working spouses depart less scope for “quality” family time (Lee and
Maurer, 1999; James, 2011). The result of these changes in patterns of work and
lifestyle present a complicated multi-variable scenario which requires a balancing
act in different parts of individuals’ life (Cooper at el., 2001). Employees’ strong
support for the importance of achieving a successful work-life balance has remained
relatively constant since past decade for industries in India (Mc Gee, 2003;
Rajadhyaksha et al., 2013; Sardeshmukh & Srinivasan, 2014).

Banking industry in India is characterized as a matured, organized organization

handling major financial responsibilities. Hence, bank professionals faced an
environment of uncertainty and instability, with pressure of the time. Over the last
decade, Indian society is also in a transitioning state where increase involvement of
women in banking sector challenges the traditional role of women as homemakers
(Valk & Srinivasan, 2011). The current study assumes that workers may be more
prone to imbalance effects than other groups of employees as workers frequently
face extended work schedules and unrealistic deadlines without the necessary
resources (Agarwala, 2014).

The industry has enjoyed considerable labour market power which creates more
mobility across organisations rather than promoting loyalty to a single organization
(Cappelli, 2000). Also, the academic literature has recorded various consequences
of work-life conflict, including decreased levels of job satisfaction (Bruck, Allen, &
Spector, 2002; Parasuraman & Simmers, 2001), increased turnover intentions
(Greenhaus, Parasuraman, & Collins, 2001) and career dissatisfaction (Parasuraman
& Simmers, 2001). Turnover also creates a loss of human capital including tacit
knowledge related to systems (Hacker, 2003). Moreover, employees also thought
that their employer had a role to play in helping their employees to balance work
with other aspects of their life (Scholarios, 2004). Thus, it is increasingly important
for organizations to make efforts to understand the employees’ work-life conflict
and attempt to moderate such conflict whenever possible.

The work-family balance has been conceptualised as an individual’s orientation

across different life roles (Marks & MacDermid, 1996). In year 2000, Clark proposed

49
`work/family border theory’, arguing that individuals merely reacted to events in one
or other domain. Traditionally, research on the work-family interface has been
dominated by a conflicting perspective focusing on negative effect such as work stress
(Greenhaus & Parasuraman, 1999). But study by Finegold, et al. (2002) on family-
friendly policies, have shown a positive outcomes for the job satisfaction; as well as
for organisational commitment, reducing turnover and absenteeism (Scandura and
Lankau, 1997; Russell et al., 2009).

While much of the literature are gender neutral, but some studies confirms that the
above mentioned work-life conflict variables have a greater impact on women at work
(Webster, 2002). As women continue to be the primary provider for domestic and
childcare responsibilities around the world. The current study focuses on examination
of gender neutrality in work-life conflict. Present study on work-life balance analyze by
collecting data on employer provision of work-life balance practices and policies;
employee take-up of, and demand for, these initiatives. The present research examines
sources of conflict from work responsibilities across some demographic characteristics
like gender, parental and marital status. The following sections describe various
potential sources of work-life conflict, advanced by research methodology.

3.2 Research Approach

Development of an approach to the problem includes formulating an objective or

theoretical framework, analytical models, and hypothesis and identifying the
information needed.

Research Questions

The phenomenon of work life imbalance among banking professionals has raised
some research questions like:
1. What is the current status of work environment in bank?
2. What are the determinants of the Work Life imbalance?
3. Is there any difference in work life imbalance across gender?
Objective of the study

The prime objective of any research can be summarized as to discover new fact and
50
 ideas; Verify and test important facts; Analyze an event or process or phenomenon
to identify the cause and effect relationship; Develop new scientific tools, concepts,
theories to solve and understand scientific and nonscientific problems. The aim of
the present cross-sectional study was to examine work- and non work- related
factors and physical and mental health outcomes associated with combined time-
and strain-based work-life conflict (WLC) among adult employees in private and
public sectors banks in Rajasthan and the possible gender differences in this regard.

The sub-objectives of this study were to:

 Examine the present status of work environment to facilitate work life

balance like working hours, overtime, leave arrangements, child care etc.
 Examine the status of employee non-work responsibility
 Know the difference across gender, management level and sample
companies on variables like working hours
 Know the status of work life conflict across gender
 Know the major factors predicting Work like imbalance and their
differences across gender.

Information components

With the above objectives in mind the following information was soughted.

Demographics
- Age
- Gender
- Occupation
- Marital status
- Income
- Family type
- Dependent responsibility

Working Environment attributes

- Working hours per week
- Overtime status

51
 - Flexible work arrangements
- Leave arrangements

Perception about Work –Life Balance factors

- Time based
- Strain Based
- Role based
- Management Support

Perception about Employer efforts on improving WLB

Hypothesis development

Researchers do not carry out work without any aim or expectation. Every research
problem is undertaken aiming at certain outcomes. That is, before starting actual
work such as performing an experiment or theoretical calculation or numerical
analysis, we expect certain outcomes from the study. The expectations form the
hypothesis. Hypotheses are scientifically reasonable predictions. A hypothesis
should provide what we expect to find in the chosen research problem. In other
words, the expected or proposed solutions based on available data and tentative
explanations constitute the hypothesis. Hypothesizing is done only after survey of
relevant literature and learning the present status of the field of research. It can be
formulated based on previous research and observation. Hypothesis is due to an
intelligent guess or for inspiration which is to be tested in the research work
rigorously through appropriate methodology.

Testing of hypothesis leads to explanation of the associated phenomenon or event.

The present study tested the effects of two aspects of the work-life boundary- the
flexibility afforded workers in controlling personal demands and the degree of

negative work-life spillover on trust in the organisation and employee attitudes. The
following hypotheses have been formulated to fulfill above mentioned objectives.

Demographic attributes like gender and age has no

Null
relationship with working hours.

52
 H1 There is relationship between Demographic attributes like
Alternate
gender and age with working hours.
There is no significant difference between working hours
Null
among Management Level.
H2
There is a significant difference between working hours
Alternate
among Management Level.
There is no significant difference on working hours among
Null the
H3 banks in the sample unit.
There is significant difference on working hours among the
Alternate
banks in the sample unit.
Null Work Life Balance is same across gender.
H4
Alternate Work Life Balance is different across gender.
All factors contributing Work Life Balance significant explain
Null
Work Life Balance
H5
All factors does not contributing Work Life Balance
Alternate
significant explain Work Life Balance

3.3 Research Design

Research is a logical and systematic search for new and useful information on a
particular topic. In fact research is an art of scientific investigation. It is an
investigation of finding solutions to scientific and social problems through
objectives and systematic analysis. It is a search for knowledge that is a discovery
of hidden truths. Here knowledge means information about matters. The
information might be collected from different sources like – experience, human
being, books journals, and nature etc. A research can lead to new contributions to
the existing knowledge. Research is done with the help of study, experiment,
observation, analysis,

comparison and reasoning. The difference between research and non-research

activity is, in the way we find answers: the process must meet certain requirements
to be called research. We can identify these requirements by examining some
definitions of research. A research is systematic process of collecting and analyzing
information in order to increase understanding of the phenomenon about which we
are concerned or interested. The basic objective of any research is to make
53
systematic inquiry which provides information to solve the problem under
consideration.

Methodology

Research methodology is a way to systematically solve the research problem. It may

be understood as a science of studying how research is done scientifically. In it we
study the various steps that are generally adopted by a researcher in studying his
research problem along with the logic behind them. It is necessary to know not only
the research methods/techniques but also the methodology. It includes
understanding the assumptions underlying various techniques and to know the
criteria by which certain techniques and procedures will be applicable to certain
problems and others will not. The study of research methodology provide necessary
training in gathering material and participation in the field work when required, and
also training in techniques for the collection of data appropriate to particular
problems, in the use of statistics, questionnaires and controlled experimentation and
in recording evidence, sorting it out and interpreting it. Following sections describe
the various components of Research methods.

A Research design is a plan of action to be carried out in connection with a research

project. It is the conceptual structure within which research is conducted and it
constitutes the blue print for the collection, measurement and analysis of data. It is
the specification of methods and procedures for acquiring the information needed
for solving the problem. Decisions regarding what, where, when, how much, by
what means concerning an inquiry or a research study constitute a research design.
According to Zikmund, W. G. (2007), “The research design contributes the blue
print for the collection, measurement and analysis of data”. The present research use
deductive research approach. In the deductive research approach the researchers
generate hypothesis from theory. After that, they use empirical research and data

collection to test the hypothesis. In a deductive approach, conclusions come from

the evidences. Therefore, based on research question and scientific ideal, we chose
to follow the deductive approach.

Research Type
The basic types of research are as follows:

54
1. Descriptive vs. Analytical:

Descriptive research includes surveys and fact-finding enquiries of different

kinds. The major purpose of descriptive research is description of the state of
affairs as it exists at present. In social science and business research it is
often use the term Ex post facto research for descriptive research studies.
The main characteristic of this method is that the researcher has no control
over the variables; he can only report what has happened or what is
happening. Ex post facto studies also include attempts by researchers to
discover causes even when they cannot control the variables. The methods of
research utilized in descriptive research are survey methods of all kinds,
including comparative and correlational methods. In analytical research, on
the other hand, the researcher has to use facts or information already
available, and analyze these to make a critical evaluation of the material.

2. Applied vs. Fundamental:

Research can either be applied (or action) research or fundamental (to basic
or pure) research. Applied research aims at finding a solution for an
immediate problem facing a society or an industrial/business organisation,
whereas fundamental research is mainly concerned with generalisations and
with the formulation of a theory. Research concerning some natural
phenomenon or relating to pure mathematics are examples of fundamental
research. Research to identify social, economic or political trends that may
affect a particular institution or the marketing research or evaluation research
are examples of applied research.

3. Quantitative vs. Qualitative:

Quantitative research is based on the measurement of quantity or amount. It

is applicable to phenomena that can be expressed in terms of quantity.
Qualitative research, on the other hand, is concerned with qualitative
phenomenon, i.e., phenomena relating to or involving quality. This type of
research aims at discovering the underlying motives and desires, using in
depth interviews for the purpose. Other techniques of such research are word
association tests, sentence completion tests, story completion tests and
55
 similar other projective techniques.

4. Conceptual vs. Empirical:

Conceptual research is that connected to some abstract idea(s) or theory. It is

usually used by philosophers and thinkers to develop new concepts or to
reinterpret existing ones. On the other hand, empirical research relies on
experience or observation alone, often without due view for system and
theory. It is data-based research, coming up with conclusions which are able
of being verified by observation or experiment.

A research design is the framework or plan for a study used as a guide in

collecting and analyzing data. There are three basic types of research design:
exploratory, descriptive, and causal. The names of the three types of research
design describe their purpose very well. The goal of exploratory research is
to discover ideas and insights. Descriptive research is usually concerned with
describing a population with respect to important variables. Causal research
is used to establish cause-and-effect relationships between variables. It is a
type of research conducted for a problem, but the problem itself has not been
clearly understood. The objective of exploratory research is the development
of hypotheses rather than their testing, whereas formalized/descriptive
research studies are those with substantial structure and with specific
hypotheses to be tested. The above description of the types of research
brings to light the fact that there are two basic approaches to research, viz.,
quantitative approach and the qualitative approach.

To the best of researcher knowledge, there are very few other studies in the
context of the Indian banking industry, which attempt to capture the unique
dimension on managing life and work responsibilities. The present study
followed both exploratory and descriptive research approach. Exploratory
research is carried out via review of existing literatures in formation of
Hypothesis. Further descriptive research approach is used to test the
hypotheses and present conclusions from data analysis. The present study
uses quantitative approach of problem solving.

Scope of Study
56
The purpose of this research is not to construct a fresh theory, but to investigate the
research questions and fulfill research objectives based on empirical research and
secondary data. Furthermore, in this thesis, we will generate hypotheses from
theories and then, we will use empirical research data to test the hypotheses.

Sampling

Sampling is defined as the selection of some part of an aggregate or totality on the

basis of which a judgment or inference about the aggregate or totality is made. In
other words, it is the process of obtaining information about an entire population by
examining only a part of it. A sampling design is a definite plan for obtaining a
sample from the sampling frame. It refers to the technique or the procedure the
researcher would adopt in selecting some sampling units from which inferences
about the population is drawn. Sampling design incorporates population and
sampling unit, determining the sampling techniques and sampling size.

Population:
A population is the aggregate of all the elements that share some common
set of characteristics and that comprise the universe for the purpose of the
research problem. All the items under consideration in any field of inquiry
constitute a ‘universe’ or ‘population’. The universe of present study
consists

of all bank professionals who are working in private and public sectors
banks in Rajasthan.

Sample unit:
Bank professionals. Respondents regularly used skills or knowledge related
to a technical or managerial role including data and fund management, asset
management and client relation management activities.

Sample size:
The study includes bank employees from Eight banks in Rajasthan state.

Sampling Technique:
57
 Sampling techniques may be broadly classified as non-probability and
probability. Non-probability relies on the personal judgment of the
researcher rather than chance to select sample elements. Probability
sampling includes simple random sampling, Systematic Sampling, Stratified
Sampling, Cluster Sampling, and other sampling techniques. In probability
sampling, sampling units are selected by chance. Commonly used non-
probability sampling techniques are Convenience Sampling, Judgment
Sampling. Convenience sampling is a non-probability sampling technique
where subjects are selected because of their convenient accessibility and
proximity to the researcher. The subjects are selected just because they are
easiest to recruit for the study and the researcher did not consider selecting
subjects that are representative of the entire population. In all forms of
research, it would be ideal to test the entire population, but in most cases,
the population is just too large that it is impossible to include every
individual. This is the reason why present research rely on sampling techniques
like convenience sampling, the most common of all sampling techniques.
Many researchers prefer this sampling technique because it is fast,
inexpensive.

In present research, the respondents were selected using convenience sampling

(using a cross-sectional design) from eight different organisations. 10 Male
and 10 Female employees at various levels have been selected from each

company for the study. The sample of the present study, represented the
population with respect to demographic dimensions i.e. gender, age, income,
and education. Care was taken to make the sample representative of the
actual population.

Sample Demographic

1. Axis Bank Ltd.

5. Bank of
Baroda

58
2. HDFC Bank Ltd.

6. Indian
Overseas Bank

59
3. ICICI
Bank Ltd.

7. Punjab
National Bank

60
4. Kotak
Mahindra Bank Ltd.

8. State Bank of India (SBI)

1. Axix Bank Ltd.

UTI Bank opened its registered office in Ahmedabad and corporate office in
Mumbai in December 1993. The first branch was inaugurated on 2 April 1994 in
Ahmedabad by Dr. Manmohan Singh, then Finance Minister of India. UTI Bank
began its operations in 1994, after the Government of India allowed new private
banks to be established. The Bank was promoted in 1993 jointly by the
Administrator of the Unit Trust of India(UTI-I), Life Insurance Corporation of India
(LIC), General Insurance Corporation, National Insurance Company, The New
India Assurance Company, The Oriental Insurance Corporation and United India
Insurance Company.

In 2001 UTI Bank agreed to merge with and amalgamate Global Trust Bank, but the
Reserve Bank of India (RBI) withheld approval and nothing came of this. In 2004
the RBI put Global Trust into moratorium and supervised its merger into Oriental
Bank of Commerce. UTI Bank opened its first overseas branch in 2006 Singapore.
That same year it opened a representative office in Shanghai, China. UTI Bank
opened a branch in the Dubai International Financial Centre in 2007. That same
year it began branch operations in Hong Kong. The next year it opened a
representative office in Dubai. Axis Bank opened a branch in Colombo in October
2011, as a Licensed Commercial

Bank supervised by the Central Bank of Sri Lanka. Also in 2011, Axis Bank opened
representative offices in Abu Dhabi. In 2013, Axis Bank's subsidiary, Axis Bank
UK commenced banking operations. Axis Bank UK has a branch in London. In
2014, Axis Bank upgraded its representative office in Shanghai to a branch.

In 2015, Axis Bank is the third largest private sector bank in India. Axis Bank offers
the entire spectrum of financial services to customer segments covering Large and
Mid-Corporates, MSME, Agriculture and Retail Businesses. The Bank has a large
footprint of 2402 domestic branches (including extension counters) and 12,922 ATMs

61
spread across the country as on 31st March 2014. The overseas operations of the
Bank are spread over its seven international offices with branches at Singapore,
Hong Kong, DIFC (Dubai International Financial Centre), Colombo and Shanghai
and representative offices at Dubai and Abu Dhabi. During the year, the Bank has
upgraded its representative office in Shanghai, China to a branch to become the first
Indian private sector bank to set up a branch in China. During the year, the Bank’s
overseas subsidiary namely Axis Bank UK Ltd. commenced banking operations.

In 2015, the Bank continued to show a healthy growth in both business and
earnings, with a net profit of Rs.7,357.82 crores for the year ended 31st March
2015, registering a growth of 18.34% over the net profit of Rs.6,217.67 crores last
year. The robust growth in earnings was achieved on the back of a balanced
business growth across all banking segments indicative of a clear strategic focus of
the Bank. The key return ratios continued to remain healthy, with Return on Equity
(ROE) at 18.57% and Return on Assets (ROA) at 1.83%. During the year, the Basic
Earnings Per Share (EPS) was Rs.31.18.

Axis Bank is one of the first new generation private sector banks to have begun
operations in 1994. The Bank was promoted in 1993, jointly by Specified
Undertaking of Unit Trust of India (SUUTI) (then known as Unit Trust of
India),Life Insurance Corporation of India (LIC), General Insurance Corporation of
India (GIC), National Insurance Company Ltd., The New India Assurance
Company Ltd., The Oriental Insurance Company Ltd. and United India Insurance
Company Ltd. The shareholding of Unit Trust of India was subsequently transferred
to SUUTI, an entity established in 2003. With a balance sheet size of Rs.3,83,245
crores as on 31st March

2014, Axis Bank has achieved consistent growth and stable asset quality with a 5
year CAGR (2010-14) of 21% in Total Assets, 19% in Total Deposits, 23% in Total
Advances and 28% in Net Profit.

The Bank has authorized share capital of Rs. 850 crores comprising 4,250,000,000
equity shares of Rs.2/- each. As on 31st March 2015, the Bank has issued,
subscribed and paid-up equity capital of Rs. 474.10 crores, constituting
2,370,522,199 equity shares of Rs.2/- each. The Bank’s shares are listed on the
National Stock Exchange of India Limited and the BSE Limited. The GDRs issued

62
by the Bank are listed on the London Stock Exchange (LSE). Axis Bank Ltd. has
been promoted by the largest Financial Institutions of the country, UTI, LIC, GIC
and its subsidiaries. The Bank was set up in 1993 with a capital of Rs. 115 crore,
with UTI contributing Rs. 100 crore, LIC - Rs. 7.5 crore and GIC and its four
subsidiaries contributing Rs. 1.5 crore each. Axis Banks's equity shares are listed on
the Bombay Stock Exchange and National Stock Exchange of India. The company's
global depository receipts (GDRs) are listed on the London Stock Exchange. The
Bonds issued by the Bank under the MTN programme are listed on the Singapore
Stock Exchange.

As on 31 March 2013, Axis Bank had 37,901 employees, out of which 7,117
employees were women (19%). The bank incurred INR 26.7 billion on employee
benefits during the FY 2012-13. The average age of an Axis Bank employee is 29
years. The attrition rate in Axis Bank is approx. 9% per year.

2. HDFC Bank Ltd.

The Housing Development Finance Corporation Limited (HDFC) was amongst the
first to receive an ‘in principle’ approval from the Reserve Bank of India (RBI) to
set up a bank in the private sector, as part of RBI’s liberalisation of the Indian
Banking Industry in 1994. The bank was incorporated in August 1994 in the name
of ‘HDFC Bank Limited’, with its registered office in Mumbai, India. HDFC Bank
commenced operations as a Scheduled Commercial Bank in January 1995.

HDFC Bank’s mission is to be a World Class Indian Bank. The objective is to build
sound customer franchises across distinct businesses so as to be the preferred
provider of banking services for target retail and wholesale customer segments, and
to achieve healthy growth in profitability, consistent with the bank’s risk appetite.
The bank is committed to maintain the highest level of ethical standards,
professional integrity, corporate governance and regulatory compliance. HDFC
Bank’s business philosophy is based on five core values: Operational Excellence,
Customer Focus, Product Leadership, People and Sustainability.

HDFC Bank is headquartered in Mumbai. As of March 31, 2015, the Bank’s

distribution network was at 4,014 branches in 2,464 cities. All branches are linked
on an online real-time basis. Customers across India are also serviced through
63
multiple delivery channels such as Phone Banking, Net Banking, Mobile Banking
and SMS based banking. The Bank’s expansion plans take into account the need to
have a presence in all major industrial and commercial centres, where its corporate
customers are located, as well as the need to build a strong retail customer base for
both deposits and loan products. Being a clearing / settlement bank to various
leading stock exchanges, the Bank has branches in centres where the NSE / BSE
have a strong and active member base.

The Bank also has a network of 11,766ATMs across India. HDFC Bank’s ATM
network can be accessed by all domestic and international Visa / MasterCard, Visa
Electron / Maestro, Plus / Cirrus and American Express Credit / Charge cardholders.
As on 31st March, 2015 the authorized share capital of the Bank is Rs. 550 crore.
The paid-up share capital of the Bank as on the said date is Rs 501,29,90,634/- (
2506495317 ) equity shares of Rs. 2/- each). The HDFC Group holds 21.67 % of the
Bank's equity and about 18.87 % of the equity is held by the ADS / GDR
Depositories (in respect of the bank's American Depository Shares (ADS) and
Global Depository Receipts (GDR) Issues). 32.57 % of the equity is held by Foreign
Institutional Investors (FIIs) and the Bank has 4,41,457
shareholders.

The shares are listed on the Bombay Stock Exchange Limited and The National
Stock Exchange of India Limited. The Bank's American Depository Shares (ADS)
are listed

on the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's
Global Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange.

HDFC Bank caters to a wide range of banking services covering commercial and
investment banking on the wholesale side and transactional / branch banking on the
retail side. The bank has three key business segments:

 Wholesale Banking: The Bank's target market is primarily large, blue-chip

manufacturing companies in the Indian corporate sector and to a lesser
extent, small & mid-sized corporates and agri-based businesses. For these
customers, the Bank provides a wide range of commercial and transactional
banking services, including working capital finance, trade services,
transactional services, cash management, etc. It is recognised as a leading

64
 provider of cash management and transactional banking solutions to
corporate customers, mutual funds, stock exchange members and banks.
 Treasury: Within this business, the bank has three main product areas -
Foreign Exchange and Derivatives, Local Currency Money Market & Debt
Securities, and Equities. With the liberalisation of the financial markets in
India, corporates need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury
products are provided through the bank’s Treasury team.
 Retail Banking: The objective of the Retail Bank is to provide its target
market customers a full range of financial products and banking services,
giving the customer a one-stop window for all his/her banking requirements.
The products are backed by world-class service and delivered to customers
through the growing branch network, as well as through alternative delivery
channels like ATMs, Phone Banking, NetBanking and Mobile Banking.

HDFC Bank was the first bank in India to launch an International Debit Card
in association with VISA (VISA Electron) and issues the MasterCard
Maestro debit card as well. The Bank launched its credit card business in late
2001. By March 2015, the bank had a total card base (debit and credit cards)
of over 25 million. The Bank is also one of the leading players in the
business with over 235,000 Point-of-sale (POS) terminals for debit / credit
cards acceptance at

merchant establishments. HDFC Bank operates in a highly automated

environment in terms of information technology and communication
systems. All the bank’s branches have online connectivity, which enables the
bank to offer speedy funds transfer facilities to its customers. Multi-branch
access is also provided to retail customers through the branch network and
Automated Teller Machines (ATMs).

The Bank has made substantial efforts and investments in acquiring the best
technology available internationally, to build the infrastructure for a world class
bank. In terms of core banking software, the Corporate Banking business is
supported by Flexcube, while the Retail Banking business by Finware, both from i-
flex Solutions Ltd. The systems are open, scaleable and web-enabled. The Bank has
prioritised its engagement in technology and the internet as one of its key goals and
has already made significant progress in web-enabling its core businesses. In each
65
of its businesses, the Bank has succeeded in leveraging its market position, expertise
and technology to create a competitive advantage and build market share.

3. ICICI Bank Ltd.

ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI
Bank was reduced to 46% through a public offering of shares in India in fiscal 1998,
an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI
Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in
fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal
2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank,
the Government of India and representatives of Indian industry. The principal
objective was to create a development financial institution for providing medium-
term and long-term project financing to Indian businesses.

In the 1990s, ICICI transformed its business from a development financial

institution offering only project finance to a diversified financial services group
offering a wide variety of products and services, both directly and through a number
of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first
Indian company and the first bank or financial institution from non-Japan Asia to
be listed on the NYSE.

ICICI Bank is India's largest private sector bank with total assets of Rs. 6,461.29
billion (US$ 103 billion) at March 31, 2015 and profit after tax Rs. 111.75 billion
(US$ 1,788 million) for the year ended March 31, 2015. ICICI Bank currently has a
network of 4,050 Branches and 12,890 ATM's across India.

After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking industry, and the move
towards universal banking, the managements of ICICI and ICICI Bank formed the
view that the merger of ICICI with ICICI Bank would be the optimal strategic
alternative for both entities, and would create the optimal legal structure for the
ICICI group's universal banking strategy. The merger would enhance value for
ICICI shareholders through the merged entity's access to low-cost deposits, greater
opportunities for earning fee-based income and the ability to participate in the
payments system and provide transaction-banking services. The merger would

66
enhance value for ICICI Bank shareholders through a large capital base and scale of
operations, seamless access to ICICI's strong corporate relationships built up over
five decades, entry into new business segments, higher market share in various
business segments, particularly fee-based services, and access to the vast talent pool
of ICICI and its subsidiaries.

In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI
Bank. The merger was approved by shareholders of ICICI and ICICI Bank in
January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by
the High Court of Judicature at Mumbai and the Reserve Bank of India in
April 2002. Consequent to the merger, the ICICI group's financing and banking
operations, both wholesale and retail, have been integrated in a single entity.

In 2015, ICICI Bank won the ‘Best Foreign Exchange Bank’ at FinanceAsia’s 2015
Country Banking Achievement Awards. ICICI Bank has been adjudged the ‘Best
Retail Bank in India’ by The Asian Banker. It has also emerged winners in the
categories of ‘Best Internet Banking Initiative’ and ‘Best Customer Risk
Management Initiative’ awards given by The Asian Banker. ICICI Bank has been
declared as the first runner up at Outlook Money Awards 2015 in the category of
‘Best Bank’. ICICI

Bank won an award in the BFSI Leadership Summit & Awards in the 'Best Phone
Banking for End-users’ category. ICICI Bank won in six categories and was the first
runner-up in one category among Private Sector Banks at IBA Banking Technology
Awards, 2015. The bank was declared winner in the six categories of Best
Technology Bank of the Year, Best use of Data, Best Risk Management Initiatives,
Best use of Technology in Training, Human Resources and e-Learning initiatives,
Best Financial Inclusion Initiative and Best use of Digital and Channels
Technology. ICICI Bank was the first runner-up in Best use of Technology to
Enhance Customer Experience

ICICI Bank, India's largest private bank, had reduced its employee count to 67,857
in the fiscal year ending March 2015 against 72,226 a year ago. The bank saw its
employee base getting doubled from 35,256 to 72,226 during 2010-2014. Similar is
the case regarding Axis Bank, where the headcount dropped by 190 to 42,230 in

67
FY15 compared to 42,420 in the previous financial year. A surprising change in
hiring plans of the country's leading private sector banks is mainly because of banks'
efforts to reduce operating costs, improve the cost-to-income ratio and consumers
switching to digital medium.

4. Kodak Mahindra Bank Ltd

Kotak Mahindra Bank is the fourth largest Indian private sector bank by market
capitalization, headquartered in Mumbai, Maharashtra. The bank’s registered office
(headquarters) is located at 27BKC, Bandra Kurla Complex, Bandra East, Mumbai,
Maharashtra, India. In February 2003, Kotak Mahindra Finance Ltd, the group's
flagship company was given the licence to carry on banking business by the
Reserve Bank of India (RBI). Kotak Mahindra Finance Ltd. is the first company in
the Indian banking history to convert to a bank. As on September 30, 2014, Kotak
Mahindra Bank has over 641 branches and over 1,159 ATMs spread across 363
locations in the country. The bank, before merger with ING Vysya had around
29,000 employees.

The bank offers personal finance solutions of every kind from savings accounts to
credit cards, distribution of mutual funds to life insurance products. Kotak Mahindra
Bank offers transaction banking, operates lending verticals, manages IPOs and
provides working capital loans. Kotak has one of the largest and most respected

Wealth Management teams in India, providing the widest range of solutions to high
net worth individuals, entrepreneurs, business families and employed professionals.
Reserve Bank of India (RBI) approves merger of ING Vysya Bank with Kotak
Mahindra Bank effective April 1, 2015. Since the inception of the erstwhile Kotak
Mahindra Finance Limited in 1985, it has been a steady and confident journey
leading to growth and success. The milestones of the group growth story are listed
below year wise.

Kotak Mahindra group, established in 1985 by Uday Kotak, is one of India’s

leading financial services conglomerates. In February 2003, Kotak Mahindra
Finance Ltd. (KMFL), the Group’s flagship company, received a banking licence
from the Reserve Bank of India (RBI). With this, KMFL became the first non-banking
finance company in India to be converted into a bank – Kotak Mahindra Bank
Limited (KMBL). In a study by Brand Finance Banking 500, published in February
2014 by the Banker magazine (from The Financial Times Stable), KMBL was
68
ranked 245th among the world’s top 500 banks with brand valuation of around half
a billion dollars ($481 million) and brand rating of AA+.KMBL is also ranked
among the top 5 Best Ranked Companies for Corporate Governance in IR Global
Ranking.

In 2014, Kotak Bank acquired ING Vysya Bank for a deal valued at ₹15000 crore
(US$2.3 billion). With the merger, the total human resource count will jump to
almost 40,000 heads and the branch was expected to rise over 1200. Post the
merger, ING Group which controlled ING Vysya Bank will own 7% share in Kotak
Mahindra Bank.

Awards and recognitions

 Won ‘Gold Award for Best Innovation – World’s first socially powered
bank account’ and ‘Gold Award for Best App developed – World’s first
banking application using Twitter’ awards at the Indian Digital Media
Awards 2014 for Kotak Jifi
 Recognised as Highest Fundraising Company in Corporate Challenge category
in Standard Chartered Mumbai Marathon 2014
 Kotak Mahindra Bank was ranked 292nd among India's most trusted brands
according to the Brand Trust Report 2012, a study conducted by Trust

Research Advisory. In the Brand Trust Report 2013, Kotak Mahindra Bank
was ranked 861st among India's most trusted brands and subsequently,
according to the Brand Trust Report 2014, Kotak Mahindra Bank was
ranked 114th among India's most trusted brands.
 Won National Securities Depository Ltd. (NSDL) award in the Best
Performer in account Growth Rate category 2013, for Demat Accounts
 Won the Asian Banker award for stellar customer service and receiving
positive reviews/feedback from its customers

5. Bank of Baroda

Bank of Baroda is an Indian state-owned banking and financial services company

headquartered in Vadodara (earlier known as Baroda) in Gujarat, India. It is the
second-largest bank in India, after State Bank of India, and offers a range of
banking products and financial services to corporate and retail customers through its
branches and through its specialised subsidiaries and affiliates. In addition to its
headquarters in its home state of Gujarat, it has a corporate headquarters in the
69
Bandra Kurla Complex in Mumbai. Based on 2014 data, it is ranked 801 on Forbes
Global 2000 list. BoB has total assets in excess of ₹ 3.58 trillion, a network of 5307
branches in India and abroad, and over 8000 ATMs. The bank was founded by the
Maratha, Maharaja of Baroda, H. H. Sir Sayajirao Gaekwad III on 20 July 1908 in
the Princely State of Baroda, in Gujarat. The bank, along with 13 other major
commercial banks of India, was nationalised on 19 July 1969, by the Government of
India and has been designated as a profit-making public sector undertaking (PSU).
BOB Capital Markets (BOBCAPS) is a SEBI-registered investment banking
company based in Mumbai, Maharashtra. It is a wholly owned subsidiary of Bank of
Baroda. Its financial services portfolio includes initial public offerings, private
placement of debts, corporate restructuring, business valuation, mergers and
acquisition, project appraisal, loan syndication, institutional equity research, and
brokerage.

Bobcards Ltd is a credit card company, 100% subsidiary of Bank of Baroda. The
company is in the business of Credit cards, Acquiring Business & back end support
for Debit cards operations to Bank of Baroda. Bank of Baroda had introduced its
first charged card named BOBCARD in the year 1984. The whole operation of this
plastic

card was managed by Credit card division of Bank of Baroda. It established a

wholly owned subsidiary, Bobcards Limited in the year 1994 to cater to the need of
rapidly growing credit card industry in a focused manner. BOBCARDS Ltd is the
first Non- banking company in India issuing credit cards

In its international expansion, the Bank of Baroda followed the Indian diaspora,
especially that of Gujaratis. The Bank has 104 branches/offices in 24 countries
including 61 branches/offices of the bank, 38 branches of its 8 subsidiaries and 1
representative office in Thailand. The Bank of Baroda has a joint venture in Zambia
with 16 branches. Among the Bank of Baroda’s overseas branches are ones in the
world’s major financial centres (e.g., New York, London, Dubai, Hong Kong,
Brussels and Singapore), as well as a number in other countries. The bank is
engaged in retail banking via the branches of subsidiaries in Botswana, Guyana,
Kenya, Tanzania, and Uganda. The bank plans has recently upgraded its
representative office in Australia to a branch and set up a joint venture commercial
bank in Malaysia. It has a large presence in Mauritius with about nine branches
spread out in the country.
70
The Bank of Baroda has received permission or in-principle approval from host
country regulators to open new offices in Trinidad and Tobago and Ghana, where it
seeks to establish joint ventures or subsidiaries. The bank has received Reserve
Bank of India approval to open offices in the Maldives, and New Zealand. It is
seeking approval for operations in Bahrain, South Africa, Kuwait, Mozambique,
and Qatar, and is establishing offices in Canada, New Zealand, Sri Lanka, Bahrain,
Saudi Arabia, and Russia. It also has plans to extend its existing operations in the
United Kingdom, the United Arab Emirates, and Botswana.

IndiaFirst Life Insurance Company is a joint venture between Bank of Baroda

(44%) and fellow Indian state-owned bank Andhra Bank (30%), and UK’s financial
and investment company Legal & General (26%). It was incorporated in November,
2009 and has its headquarters in Mumbai. The company started strongly, achieving
a turnover in excess of ₹ 2 billion in its first four and half months

6. Indian Overseas Bank

Established in 1937, Indian Overseas Bank (IOB) is a leading bank based in

Chennai, India. IOB had the distinction of simultaneously commencing operations
in three branches at Karaikudi, Chennai, and Yangon (Myanmar). Since IOB aimed
to encourage overseas banking and foreign exchange operations, it soon opened its
branches in Penang and Singapore. Today, Indian Overseas Bank boasts of a vast
domain in banking sector with over 1400 domestic branches and 6 branches
overseas. IOB was the first bank to venture into consumer credit, as it introduced
the popular Personal Loan scheme. In 1964, the Bank started computerization in the
areas of inter-branch reconciliation and provident fund accounts.

Indian Overseas Bank was one of the 14 major banks which were nationalized in
1969. After nationalization, the Bank emphasized on opening its branches in rural
parts of India. In 1979, IOB opened a Foreign Currency Banking Unit in the free
trade zone in Colombo. In the year 2000, Indian Overseas Band undertook an initial
public offering (IPO) that brought the government's share in the bank's equity down
to 75%. The equity shares of IOB are listed in the Madras Stock Exchange
(Regional), Bombay Stock Exchange, and National Stock Exchange of India Ltd.,
Mumbai. Since its inception, IOB has absorbed various banks including the latest —
Bharat Overseas Bank — in 2007. The Bank's IT department has developed
71
software, which is used by its 1200 branches to provide online banking to
customers. Indian Overseas Bank also has a network of about 500 ATMs
throughout India. Its International VISA Debit Card is accepted at all ATMs
belonging to the Cash Tree and NFS networks. IOB also offers Internet Banking;
it's one of the banks that the Govt. of India has approved for online payment of
taxes. Indian Overseas Bank offers investment options like Mutual Funds and
Shares.

It provides a wide range of consumer and commercial banking services, including

Savings Account, Current Account, Depositary Services, VISA Cards, Credit Cards,
Debit Cards, Online Banking, Any Branch Banking, Home Loans, NRI Account,
Agricultural Loans, Payment of Bills / Taxes, Provident Fund Scheme, Forex
Collection Services, Retail Loans, etc.

Businesses
 Personal banking IOB provides a wide range of products and services such as
saving bank accounts, current accounts, term deposit, retail loans, home
loans and mortgages, depository services, gold investment products, debit
and credit cards, multi city cheque facilities, insurance and mutual funds,
and real time gross settlement services.
 NRI banking It offers remittances, resident foreign currency accounts, NRI
home loans and many other products for its NRI clients.
 Corporate banking IOB such as term loans and working capital loans for
micro, small, and medium enterprises; and loans for professional and self
employed individuals, and information technology (IT) and ITes BPO
sectors, as well as NRI accounts, and Internet and mobile banking services.
In addition, it provides agricultural short term loans and agri business
consultancy services; and forex collection services.

It also conducts government businesses like payment of direct taxes, indirect taxes,
pension payment scheme, sales tax collections, provident fund scheme, etc In 1964,
it introduced computerisation in the areas of inter–branch reconciliation and
provident fund accounts. It was the first bank to venture into consumer credit by
introducing a personal loan scheme. IOB was one of the 14 major banks that was
nationalised in 1969.

The Bank has improved its Business Mix quite significantly in the last few years
72
which has formed a strong base for future prospects. The business level of the Bank
has reached Rs. 4,25,090 crores by March 2015 as against Rs. 4,09,051 crores in
March 2014 with Balance sheet total size comprising of all assets mainly including
Advances and Investments to the tune of Rs. 2,85,637 crores during the year. The
Bank has larger scope in improving the potential with wide spread 3381 branches in
all the states of the country. The Bank has decided to migrate to a new CBS model
and be aligned with a common platform as being widely used in other PSBs. The
technological advancement will work as a morale booster for the Bank to effectively
deliver and enhance the customer service. This is a remarkable & significant task
which the Bank has scheduled to achieve in a phased manner. The year 2014–15 has
been more challenging for the Bank as a whole. There was a sluggish growth in the

credit front. Accordingly, the Bank?s total deposits increased from Rs. 2,27,976
crores in March 2014 to Rs. 2,46,049 crores in March 2015 with a moderate growth
of 8%. The global advances stood at Rs. 1,79,041 crores as of 31st March 2015. The
domestic advances increased marginally from Rs. 1,61,992 crores in March 2014 to
Rs. 1,62,838 crores in March 2015.

The global operating profit has stood at Rs. 3,322 crores in 2014–15 compared to
Rs. 3,997 crores in 2013–14 mainly due to constraints on interest spread during this
financial year. However, the performance of the Bank in Q4 is significant resulting
into a positive turnaround by achieving a net profit of Rs. 35.5 crores as against off–
putting results in the preceding two quarters. As the Bank has to make bottom line
provisions to the tune of Rs. 3,777 crores constituting 113% of total operating
profit. However, the net loss for the whole year 2014–15 has come down to Rs. 454
crores as against Rs. 490 crores for the period April–December 2014.

7. Punjab National Bank

With more than 120 years of strong existence and a network of 6564 branch offices
including 3 foreign branches & One Offshore Banking Unit, 8348 ATMs as on
Mar’15, Punjab National Bank is serving more than 9 crore esteemed customers.
PNB, being one of the largest Nationalized Banks, has continued to provide prudent
and trustworthy banking services to its customers. The Bank enjoys strong
fundamentals, large franchise value and good brand image. To meet the growing
aspirations of the customers and compete in today’s tough conditions, the Bank
offers wide range of products and services.
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Owing to its performance during the year 2015, the Bank earned many laurels and
accolades in different areas. During FY’15, PNB was the only Bank amongst Public
Sector Banks to receive ‘IBA Banking Technology Award’ under ‘Best Risk
Management Initiatives’. The Bank was awarded with ‘Corporate Vigilance
Excellence Award 2015’ by Institute of Public Enterprise, thereby adding another
important feather in the cap of the Bank’s achievements. Other major awards
received during the year under review are ‘Bank with leading Financial Inclusion
Initiatives Award’ by ABP News; ‘Social Banking Excellence Award’ by
ASSOCHAM, ‘Best Public Sector Bank under Priority Sector Lending’ by Dun &

Bradstreet and ‘Golden Peacock Business Excellence Award’ and ‘Golden Peacock
Innovative Products/Services Award’ by Institute of Directors. On HR front, the
Banking Frontiers Magazine conferred the Bank with ‘Inspiring Workplace Award’.

PNB was recognized as the ‘Most Valuable Indian Brand’ amongst nationalized
banks by Millward Brown (leading global research agency) and WPP (World’s largest
communication services group). As per the Economic Times-Top 500 Indian
Companies, PNB was ranked Number One amongst Nationalized Banks in 2014.
During FY’15, Punjab National Bank maintained it’s NUMBER ONE position in
Domestic Business, Domestic Deposits, Domestic Advances, CASA Deposits and
Operating Profit amongst all Nationalized Banks. As at March’15, with 36.66%
share of CASA Deposits to Total Deposits, PNB maintained it’s Number One
position amongst peers. Further in terms of Bottom line performance while the
Bank achieved highest Operating Profit of Rs 11,955 crore during FY’15, the Net
Interest Margin (NIM) at 3.15% remained the highest amongst peer banks.

‘Financial Inclusion’ has been priority area for the Bank as reflected in its mission
"Banking for the Unbanked”. This is evident from the fact that the Bank actively
participated in the Pradhan Mantri Jan Dhan Yojana (PMJDY). The Bank had
opened
90.17 lakh accounts and issued 84.74 lakh RuPay Cards under Pradhan Mantri Jan
Dhan Yojana as on 31st March’15. The Bank undertook Financial Literacy
campaigns to educate customers on various banking facilities across the country
with the help of its well defined institutional structure in the form of PNB Rural Self
Employment Training Institutes, Financial Literacy Centres and Framers’ Training
Centres. ‘VARDAAN’, a documentary film was screened in rural areas to create

74
awareness about the Bank’s various schemes.

Corporate Social Responsibility (CSR) is an integral part of corporate business

strategy of the Bank. The Bank is promoting welfare of people living in rural and
semi urban areas as a part of its CSR activity. Under PNB VIKAS, the Bank has
adopted 130 villages, out of which 68 are in Bank’s lead districts. Towards women
empowerment, Punjab National Bank became the first bank in the country to start
opening of ‘Sukanya Samriddhi Deposit accounts’. The Bank also launched ‘PNB
Ladli’ scheme wherein educational inputs were provided to needy girl students in
adopted villages. ‘PNB Asha Kiran’ scheme was also launched by the Bank wherein

1000 rural women would be identified and nurtured till their economic
empowerment. Another development in this area was launch of ‘PNB Ujala’
scheme for providing solar street lights in the adopted villages and a solar lantern to
each beneficiary under PNB Ladli scheme. In line with the Government’s ‘Swachh
Bharat Mission’, the Bank launched ‘Swachh Vidyalaya Campaign’ to provide
financial assistance for construction of utilities in the Government schools of
adopted villages.

Apart from this, the Bank also developed a concept of Digital Village wherein the
identified village will be Wi-fi enabled along with Off Site E-lobby, Internet
Banking Kiosk and TV display unit. Further, the Bank will impart skill development
trainings towards their social and financial empowerment. The Bank has been
adopting innovative practices on an ongoing basis for enhancing the levels of
customer service through leveraging technology. The Bank has launched a number
of new digital and mobile applications, providing greater ease and reliability of
service. Apart from this, to transform the lives of customers by integrating
technology in their day to-day financial activities, Mobile Banking Campaign was
launched during the period 1st to 31st Dec’14 wherein more than 6 lakh new users
were added taking the total number to over 8 lakh users as at 31st March’15.

During FY’15, the Bank installed 1408 new ATMs taking the total number to 8348,
which is one of the highest amongst nationalized banks. The Bank also launched
various new cards i.e., PNB RuPay Platinum Cards, EMV chip based Master Non-
personalized Debit Card, RuPay Samagra Cards for MP Citizen, PNB Bhamashah
Cards for Rajasthan state, etc. The Bank has also made tie up arrangement with e-
shopping sites viz., Myntra, PayTM, etc. Another important development towards

75
digitalization undertaken by the Bank was introduction of Digital Life Certificate.
Further, the Bank started working in coordination with the Government for the pilot
run of e-PPOs (Electronic Pension Payment Orders). The Bank is making every
possible effort to become the ‘Digital-only’ Bank that provides end-to-end banking
services through various digital platforms.

The Bank has one of the largest Branch Network of 6560 as on 31.03.2015. Besides,
there are 8348 ATMs and 8033 BCs working in remote areas connecting the
customers with our system. As on 31st March 2015, the Bank has overseas presence
in 9 countries which included 3 branches (2 in Hong Kong and one in DIFC,
Dubai) 3

Representative Offices Shanghai (China), Dubai and Sydney (Australia), 3

Subsidiaries (London, Kazakhstan and Bhutan) and a Joint Venture Bank in Nepal.
The Bank also has an Offshore Banking Unit in Mumbai.

8. State Bank of India

The evolution of State Bank of India can be traced back to the first decade of the
19th century. It began with the establishment of the Bank of Calcutta in Calcutta, on
2 June 1806. The bank was redesigned as the Bank of Bengal, three years later, on 2
January 1809. It was the first ever joint-stock bank of the British India, established
under the sponsorship of the Government of Bengal. Subsequently, the Bank of
Bombay (established on 15 April 1840) and the Bank of Madras (established on 1
July 1843) followed the Bank of Bengal. These three banks dominated the modern
banking scenario in India, until when they were amalgamated to form the Imperial
Bank of India, on 27 January 1921.

An important turning point in the history of State Bank of India is the launch of the
first Five Year Plan of independent India, in 1951. The Plan aimed at serving the
Indian economy in general and the rural sector of the country, in particular. Until
the Plan, the commercial banks of the country, including the Imperial Bank of India,
confined their services to the urban sector. Moreover, they were not equipped to
respond to the growing needs of the economic revival taking shape in the rural areas
of the country. Therefore, in order to serve the economy as a whole and rural sector
in particular, the All India Rural Credit Survey Committee recommended the
formation of a state-partnered and state-sponsored bank. The All India Rural Credit
Survey Committee proposed the take over of the Imperial Bank of India, and
76
integrating with it, the former state-owned or state-associate banks. Subsequently,
an Act was passed in the Parliament of India in May 1955. As a result, the State
Bank of India (SBI) was established on 1 July 1955. This resulted in making the
State Bank of India more powerful, because as much as a quarter of the resources of
the Indian banking system were controlled directly by the State. Later on, the State
Bank of India (Subsidiary Banks) Act was passed in 1959. The Act enabled the
State Bank of India to make the eight former State-associated banks as its
subsidiaries.

The State Bank of India emerged as a pacesetter, with its operations carried out by
the 480 offices comprising branches, sub offices and three Local Head Offices,
inherited from the Imperial Bank. Instead of serving as mere repositories of the
community's savings and lending to creditworthy parties, the State Bank of India
catered to the needs of the customers, by banking purposefully. The bank served the
heterogeneous financial needs of the planned economic development.

The corporate center of SBI is located in Mumbai. In order to cater to different

functions, there are several other establishments in and outside Mumbai, apart from
the corporate center. The bank boasts of having as many as 14 local head offices
and 57 Zonal Offices, located at major cities throughout India. It is recorded that
SBI has about 10000 branches, well networked to cater to its customers throughout
India.

SBI provides easy access to money to its customers through more than 8500 ATMs
in India. The Bank also facilitates the free transaction of money at the ATMs of
State Bank Group, which includes the ATMs of State Bank of India as well as the
Associate Banks – State Bank of Bikaner & Jaipur, State Bank of Hyderabad, State
Bank of Indore, etc. You may also transact money through SBI Commercial and
International Bank Ltd by using the State Bank ATM-cum-Debit (Cash Plus) card.

The State Bank Group includes a network of eight banking subsidiaries and several
non-banking subsidiaries. Through the establishments, it offers various services
including merchant banking services, fund management, factoring services, primary
dealership in government securities, credit cards and insurance.
The eight banking subsidiaries are:

 State Bank of Bikaner and Jaipur (SBBJ)

77
  State Bank of Hyderabad (SBH)
 State Bank of India (SBI)
 State Bank of Indore (SBIR)
 State Bank of Mysore (SBM)
 State Bank of Patiala (SBP)
 State Bank of Saurashtra (SBS)
 State Bank of Travancore (SBT)
Data Collection methods
Data Type:
For achieving the objective of this study and to conduct the investigation,
data was collected from both primary and secondary sources:
 Primary data source: Primary data was collected from banking
professionals working in Rajsthan. This study involves primary data
collection through structured questionnaire filled by workers

 Secondary data source: Secondary data was collected through Books,

Periodicals, Journals, Research papers, and case–study, Websites,
Articles, and Newspapers. The use of internet was also of great help
to the researcher as various search engines namely google.com,
yahoo.com, and bing.com. Online Directories like EBSCO and
Google Scholar websites also proved very helpful where researcher
found a good repository of international research papers.

Data Collection Tool:

All selected employees within the eight banks received a survey
questionnaire as part of data collection process

Data Collection period:

Surveys were distributed directly to employees over a three month period
during March 2015 to May 2015.

Questionnaire Design
The starting point for development of the questionnaire was a to create a initial
version, that to be used for testing. The questionnaire was structured into four main
substantive sections:
78
1. In the first section, respondents were asked about their demographic profile,
which included gender, age, designation in occupation and family type. While
one of the objectives of this was to understand the sample characteristics and

other is to conduct analysis in the demographic context to understand the

variation in the behavior manifestation by people with different demographic
background. This section also collected information on how long they had
worked for their employer and whether their job was permanent or temporary.
Whether they worked paid or unpaid overtime.

2. In second section, respondents were asked about their family and earning
responsibilities. Employees were asked about their caring responsibilities.
This section included questions on whether the employee cared for an adult
and if that adult lived with them. It also include current employers’ Work-Life
Balance practices and policies (including questions on requests to change the
way employees regularly worked, whether they worked flexibly or would like
to, and the consequences of flexible working). Holidays, time off in an
emergency, parental leave (including questions about taking time off in an
emergency) and employer child care arrangements. It included questions on
whether employees had experienced an emergency they had to deal with at short
notice involving a dependant.

3. This section of the survey on Work-Life Balance Policies and Practices

asked employees about their satisfaction with their current working arrangements.
Ask what working arrangements were available at their place of work and
whether they worked any of these arrangements and the positive and negative
consequences of their working arrangements. This section asked questions on
employees’ perception about various aspects of time based, strain based and
Role based conflict. Their view on management support and policies.

4. This section finished by examining employee response about employers’

responsibilities in providing better working environment for improved work
life balance.

Piloting testing

79
 The piloting strategy is used for this survey. Cognitive testing seeks to
understand the thought processes that a respondent uses in trying to answer a
survey question. The aim is to see whether he/she understands both the
question as a whole and any key specific words and phrases it might contain,
what sort of information is needed to retrieve in order to answer the question.
Five cognitive interviews were carried out face to face, with respondent
having different socio- demographic characteristics. The researcher probed the
respondent about what they understood about specific aspects of a selection of
questions taken from the survey and how they had composed their answers.

After changes were made to the questionnaire based on findings from the
cognitive testing, a pilot survey was conducted. The questionnaire was tested
in a forum of ten experts and five university students to ensure the relevance
of questions and sections in the survey. This allows the identification of areas
of doubt, misunderstanding or incomprehension on the part of the respondent.
After the pilot had taken place, amendments were then made to the
questionnaire for clarity, to enable some new questions to be added, and to
remove others.

Response Rate

The total number of respondents contacted was 175, but due to incomplete
responses and other faults the final responses subjected to data analysis are
160. The high response rate of 92 percent was the effect of the constant direct
contact and reminders between employees and researcher.

3.4 Data Analysis Technique

After the data have been collected, the researcher turns to the task of analyzing
them. The analysis of data requires a number of closely related operations such as
establishment of categories, the application of these categories to raw data through
coding, tabulation and then drawing statistical inferences.

1. Data Preparation and Cross Tabulation

The unwieldy data is condensed into a few manageable groups and tables for
80
further analysis. Researcher classified the raw data into purposeful and
usable categories. Coding operation is usually done through which the
categories of data are transformed into symbols that may be tabulated and
counted. With coding the stage is ready for tabulation. Tabulation is a part of
the technical procedure wherein the classified data are put in the form of
tables. Data is tabulated by computers.

Researcher has used data analysis tools such as advanced Excel and the
SPSS to analyze the data. Company-wise data is collected, segregated and
then consolidated with Microsoft Excel. Then simple analysis in terms of
percentage for all types of banks is also calculated with Microsoft Excel.
SPSS is used for further analysis with the help of techniques such as
frequency distribution. Coding is first made in Excel and then this data is
imported from Excel. After importing the data, variables were declared first
in SPSS. Statistical package for social science (SPSS.19) was used to
analyse the data. SPSS is the one of the most widely used of statistical
software packages. It covers a broad range of statistical procedures that
allows summarizing data, determining whether the differences between
groups are statistical significant or not. SPSS also contains several tools for
analyzing data, including functions for recording data and computing new
variable as well as merging and aggregating data files.

2. Statistical Analysis

Analysis work after tabulation is generally based on the computation of

various percentages, coefficients, etc., by applying various well defined
statistical formulae. Statistics helps the researcher in designing the research,
analyzing its data and drawing conclusions there from. Statistics is divided
into major areas that are descriptive statistics and inferential statistics.
Descriptive statistics deals with development of certain indices from raw
data

while inferential statistics deals with the process of generalization.

Inferential statistics is also known as sampling statistics which is mainly
concerned with estimation of statistical measures and testing of statistical
hypothesis.

81
In the process of analysis, relationships or differences supporting or
conflicting with original or new hypotheses is subjected to tests of
significance to determine with what validity data can be said to indicate any
conclusion(s). Hypothesis testing will result in either accepting the
hypothesis or in rejecting it. In present study, the hypotheses were tested
through the use of one or more of such tests, depending upon the nature and
object of research inquiry. The criterion that is used for accepting or
rejecting a null hypothesis is called significance of p-value. The hypotheses
were tested at 5 percent level of significance by employing appropriate test.
A p-value of 0.05 means that there is only 5% chance that you would be
wrong in concluding that the populations are different or 95% confident of
making a right decision.

The data obtained in the present study were analyzed using suitable
statistical tools. The following statistical treatments were used for
interpretation of data. Mean scores, for each item was calculated by adding
the weights given to each item in the scales by all the respondents and then
dividing the total scores by number of respondents. Statistical tests were
applied in order to find out the significance of relationship defined in
hypothesis.

Major statistical tools applied:

a. ANOVA

Analysis of variance (ANOVA) is a collection of statistical models used to

analyze the differences between group means and their associated
procedures (such as "variation" among and between groups). In its simplest
form, ANOVA provides a statistical test of whether or not the means of
several groups are equal, and therefore generalizes t-test to more than two
groups. Doing multiple two-sample t-tests would result in an increased
chance of committing a type I error (the incorrect rejection of a true null
hypothesis). For

this reason, ANOVAs are useful in comparing (testing) three or more means

82
(groups or variables) for statistical significance.

The P value tests the null hypothesis that data from all groups are drawn
from populations with identical means. If the overall P value is large, the
data do not give you any reason to conclude that the means differ. Even if
the population means were equal, you would not be surprised to find sample
means this far apart just by chance. If the overall P value is small, then it is
unlikely that the differences you observed are due to random sampling. You
can reject the idea that all the populations have identical means. This doesn't
mean that every mean differs from every other. The P value is computed
from the F ratio which is computed from the ANOVA table.

In current study, ANOVA analysis was conducted to:

 Determine the presence of differences among companies and
working hours;
 Determine the presence of differences among respondents on age
brackets and working hours;
 Determine the presence of differences in Work-Life balance among
gender (male and Female).

b. Two sample T-test

The independent two-sample t-test is used to test whether population means

are significantly different from each other, using the means from randomly
drawn samples. Any statistical test that uses two samples drawn
independently of each other and using t-distribution, can be called a 'two-
sample t-test'. This test involves testing the null hypothesis H0: μ(x) = μ(y)
against the alternative research hypothesis, H1: μ(x) ≠ μ(y) where μ(x) and
μ(y) are respectively the population mean of the two populations from which
the two samples have been drawn.

In present research, two sample T-test was used for testing the equality of
mean of working hours between male and female. The statistical significance
of the data has been tested using Student’s Independent sample “t” test at
95%

confidence level. It provides result for two tests- Levene’s test for equality

83
 of variances and T-test for equality of mean. Levene’s test check for null
hypothesis that the two groups have equal variance. If this null hypothesis is
rejected at 5% significance level, then test statistics for ‘no equal variance’ is
considered for the t-test for equality of means.

c. Regression Analysis

Regression analysis is a statistical process for estimating the relationships

among variables. It includes many techniques for modeling and analyzing
several variables, when the focus is on the relationship between a dependent
variable and one or more independent variables. More specifically,
regression analysis helps one understand how the typical value of the
dependent variable (or 'Criterion Variable') changes when any one of the
independent variables is varied, while the other independent variables are
held fixed. In present study, linear regression analysis is used to identify the
factors contributing Work Life Balance (WLB) overall and across gender.

3.5 Scale Development

3.5.1 Type of scale

In present study, control variables like age, gender, household status (single or joint
family), dependent responsibilities, work experience and management level were
measured as either dichotomous or nominal variables. While one of the objectives
of this was to understand the sample characteristics and other is to conduct analysis
in the demographic context to understand the variation in the behavior manifestation
by people with different demographic background.

Multiple items were considered to be more reliable measures for the present sample.
The present study used a non-comparative Likert’s Scale technique for measuring
employees attitude towards work life imbalance. The respondents were asked to rate
different items capturing their perception related to work life balance, using a 5-
point

likert type scale where 5 indicated Strongly Agree while 1 represented Strongly
Disagree. It is the most frequently used summated scales in the study of social
84
attitudes follow the pattern devised by Likert. For this reason they are often referred
to as Likert-type scale. In a Likert scale, the respondent is asked to respond to each
of the statements in terms of several degrees, usually five degrees (but at times 3 or
7 may also be used) of agreement or disagreement.

Likert scales are developed by utilizing the item analysis approach wherein a
particular item is evaluated on the basis of how well it discriminates between those
person whose total score is high and those whose score is low. Those items or
statements that best meet this sort of discrimination test are included in the final
instrument. Thus, summated scales consist of a number of statements which express
either a favorable or unfavorable attitude towards the given object to which the
respondent is asked to react. The respondent indicates his agreement or
disagreement with each statement in the instrument. Each response is given a
numerical score, indicating its favourableness or unfavourableness, and the scores
are totaled to measure the respondent’s attitude. In other words, the overall score
represents the respondent’s position on the continuum of favourable-
unfavourableness towards an issue.

3.5.2 Measuring Dimensions

3.5.2.1 Work Life Conflict

Staines (1980) contrasted `spillover’ theory, which proposed that employee

emotions and behaviour in one domain carry over to the other, to
`compensation’ theory, where involvement in one sphere is increased in
order to nd satisfaction which is absent in the other. While compensation
was thought to be typical of industrial male workers (Piotrkowski, 1979),
spillover has gained more acceptance recently and become the focus of
considerable research on both positive and negative spillover from one
domain to the other. An alternative conception of work-life `integration’
depicts a more flexible boundary where individuals have greater control over
how they manage their work and non-work lives.

Independent variables like Work-life boundary flexibility was measured as the

supportiveness of the immediate supervisor, time flexibility for personal
demands and whether employees were expected to sacrifice non-work
85
commitments for career progression in the company. Majority of scale items
for work-to-non-work imbalance is adopted from Greenhaus and Beutell’s
(1985) dimensions of strain and time-related worklife spillover. These items
capture different aspects of supportiveness for work-life balance which
considered to be relevant for bank professional. The respondents were asked
to rate different items capturing their perception using a 5-point likert type
scale where 5 indicated Strongly Agree while 1 represented Strongly Disagree.
Greenhaus & Beutell (1985) presented three factors that lead to work-life
conflict. They defined these factors as behavior-based conflict, time-based
conflict, and strain-based conflict. Behavior-based conflict refers to the
concept where behaviors expected in one role may be in opposition with the
desired characteristics of another role. Bank employees are expected to
behave in an impersonal, logical manner at work but are desired to be
emotionally open with a spouse or children at home (Hyman et al., 2003).

3.5.2.2 Time-based conflict

Time-based conflict or role overload refers to a situation where additional

time spent in one domain (i.e., work) prevent individuals from investing that
time in another domain like personal relationships (Kahn et al., 1964). It is
possibly the greatest contributor of work conflict (Moore, 2000; Brauchli et
al., 2011). Work related sources for time based conflict can be number of
hours worked per week, overtime, irregularity of shift-work and changing
work-schedule (Pleck et al., 1980; Burke et al., 1981). Prior studies
confirmed that employees involved with weekend work and overload
suffered higher levels of burnout and health problems (Jamal, 2004) and also
recognized as a significant predictor of emotional exhaustion and turnover
among worker (Sethi, 1999; Moore & Love, 2005; Michel et al, 2011). Time-
based conflict is likely to lead to additional strain that produces tension
between work and nonwork life. For instance long working hours and shift
work lead to disruptions in an

employee’s nonwork life responsibilities, sleep deprivation and physical

drains (Byron, 2005; Messersmith, 2007; Allen et al., 2012 ). In similar vein,
family role characteristics also create time based conflicts. Married person
and parents experience more work-family conflict compared to unmarried

86
and non-parents (Greenhaus & Beutell, 1985). Moreover, parent of younger
children; employees live in larger families and spouse employments may
also contribute to work conflict (Keith & Schafer, 1980). Presumably,
spouse dissimilarity in fundamental beliefs and absence of mutual support in
family can produce stress. Beutell and Greenhaus (1982) found that career
oriented women with dissimilar attitude about life roles, with their husband,
experience relatively intense conflict.

3.5.2.3 Strain-based conflict

Greenhaus and Beutell (1985) describe that strain-based conflict occurs

when the strain created in one role makes it difficult to meet the expectations
of another role. It can lead to both adverse physical and psychological states
that spill over into other areas of an employee’s life (Edwards & Rothbard,
2000). For instance, in a study of employed parents, Williams and Alliger
(1994) found that distress and fatigue at work led to immediate feelings of
stress at home. Additionally, Repetti (1989) found that air traffic controllers
experiencing negative moods at work were more likely to have strained
interactions with family members in the evening. Therefore, a host of work-
related stressors, including those discussed previously in conjunction with
time-based conflict, are likely to lead to additional strain that produces
tension between work life and nonwork life. For instance, being on call,
working long hours, and shift work all lead to disruptions in an employee’s
nonwork life, which may affect and strain personal role responsibilities.
Time-based conflict occurs as the employee is forced to spend additional
time working from home instead of attending to other nonwork
responsibilities. The psychological burden of disengaging from family or
other nonwork activities in order to perform work duties creates additional
strain-based conflict. Workers often feel exhausted, sleep-deprived, and
worn down by the constant mental presence of work (Hyman et al., 2003).

One of the most common factors creating both physical and psychological
strainbased conflict for bank workers is the availability of technology that
allows work to be completed from nearly anywhere at any time (Stokes,
1996). In fact, one study found that 68% of employees sampled felt that
technology had increased their stress level and 70% felt that it had increased
87
their overall workload (Higgins & Duxbury, 2005). Additionally, Batt and
Valcour (2003) found that technology use was significantly associated with
work-life conflict.

3.5.2.4 Role Ambiguity

An additional element of conflict is role ambiguity, which happen when an

employee is unsure of their job demands and the boundaries for their
positions, leading to strain-based conflict (Boyar et al., 2003). Role
ambiguity can be particularly problematic for bank personnel because of
their boundary- spanning activity. Studies from Baroudi (1985) and
Guimaraes (1992) found that higher levels of role ambiguity were associated
with turnover intentions, lower levels of job satisfaction and less
organizational commitment among workers.

3.5.2.5 Management Support

Nevertheless, the relationship between employees and their employers can

be understood in terms of an exchange. While their skills remain highly
marketable, bank employees are unlikely to think in terms of long-term
commitment to a single organisation. They are, however, more likely to
evaluate their employers in terms of the degree to which they provide
interesting work and opportunities for development. Pay levels, status and
other advantages (eg autonomy and work-life flexibility) may promote not
only high commitment to the work and long working hours when required
but also, in some cases, identifycation with the goals of the company
(Kunda, 1992). The role of Work Place support has consistently emerged in
literature

as an important factor that influences work-family balance in a positive

manner. Low levels of leader or supervisor support and interaction
facilitation appear to produce work family conflicts (Jones & Butler, 1980).
Social support from the work domain was measured as organizational
support is related in reduction of work-life conflict (Eisenberger et al. , 1986;
Foley et al., 2005). Moreover, Ezra and Deckman (1996) found that

88
organisational family friendly policies and supervisor understanding of
family duties are positively related to Job satisfaction.

Table 3.1: Scale item with major source

Dimension Scale Item Major
Source
My work often interferes with my family Greenhaus
responsibilities and Beutell
Work Life
I am not able to maintain an appropriate (1985)
Imbalance
and healthy balance between my work
and personal commitments
I often bring work home to do on the Greenhaus
evenings and weekends. and Beutell
It’s hard to get time off/leave to take care (1985),
of family or personal matters Hyman et al.
I have to miss family activities due to the (2003),
Time based
amount of time I must spend on work Pleck et al.
conflict
responsibilities (1980),
My work takes up time that I would like to Moore &
spend with family/friends Love (2005)
I feel guilty for spending too much time at
work and not enough time with my family
When I get home from work I am often Stephens
feel physically exhausted to participate in and Sommer
Strain based
family activities (1996),
conflict
The stress from my job often makes me Edwards &
irritable when I get home Rothbard

89
 Tension and anxiety from work often (2000),
pinch into my family life Greenhaus
I often feel emotionally drained when I get and Beutell
home from work that prevents me from (1985)
contributing to my family
Role I receive assignment without adequate Greenhaus
ambiguity resources and Beutell
I often receive assignments out of my (1985)
expertise and capability.
Management My supervisor is supportive in fulfilling Cook and
Support my non-work responsibilities Wall (1980),
Management in my company are only Duxbury et
interested in profits and efficiency al. (1992)
Welfare of employees is least important in
my company
It is the employer responsibility to help
people to balance work and their life

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Chapter -4
DATA ANALYSIS
961
4.1 STATISTICAL TEST

4.2 RESPONDENT PROFILE

4.3 WORK ENVIRONMENT ATTRIBUTES

4.4 HYPOTHESIS TESTING

4.5 FACTORS AFFECTING WLB

4.6 EMPLOYEES’ ATTITUDE TOWARDS EMPLOYER

MEASURES

Chapter -4
DATA ANALYSIS
97
4.1 Statistical Test

4.2 Respondent Profile

4.3 Work Environment Attributes

4.4 Hypothesis testing

4.5 Factors affecting WLB

4.6 Employees’ Attitude towards Employer

Measures
The crux of any research exercise is the analysis of the collected data and the
inferences that are drawn on the basis of the interpretation of the analyzed data. This
chapter presents the core of research.

This chapter provides the empirical findings from the collected data. Chapter is very
well classified for systematic presentation of collected data and their statistical
analysis. This is followed by the interpretation and discussion about findings. This
study is structured to examine the various issues of work-life balance (WLB) in
banking sector in India. The data received through the questionnaire were tabulated
and analyzed with the help of different statistical tools. Interpretations were made to
get the meaningful inferences. Chapter presents the results of statistical analysis of
survey data and analysis of the WLB factors.

4.1 Statistical Test

The following section describes the tests used along with their mathematical
representation

4.1.1 One Sample T test

This function gives a single sample Student t test with a confidence interval for the
mean difference. The single sample t method tests a null hypothesis that the
98
population mean is equal to a specified value. If this value is zero (or not entered)
then the confidence interval for the sample mean is given

x̅ − µ
t = √𝑠2/n

Where
x̅ = sample mean
Δ = specified value to be tested
s = sample standard deviation, and
n = size of the sample.

4.1.2 ANOVA

ANOVA is a statistical test which analyzes variance. It is helpful in making

comparison of two or more means which enables a researcher to draw various
results and predictions about two or more sets of data. ANOVA test includes one-
way ANOVA, two-way ANOVA or multiple ANOVA depending upon the type and
arrangement of the data. One-way ANOVA has the following test statistics:

𝑀𝑆𝑇
F = 𝑀𝑆𝐸
Or
𝐸𝑥𝑝𝑙𝑎i𝑛e𝑑 𝑉𝑎𝑟i𝑎𝑛𝑐e
F =𝑈𝑛e𝑥𝑝𝑙𝑎i𝑛e𝑑 𝑉𝑎𝑟i𝑎𝑛𝑐e
Or

𝑏e𝑡wee𝑛 𝑔𝑟o𝑢𝑝
F = 𝑣𝑎𝑟i𝑎𝑏i𝑙i𝑡𝑦 wi𝑡ℎi𝑛 −
𝑔𝑟o𝑢𝑝 𝑣𝑎𝑟i𝑎𝑏i𝑙i𝑡𝑦
Or
The "explained variance", or "between-group variability" is

∑ 𝑛i (𝑌̅i − 𝑌̅ ) 2 / (𝐾 − 1 )
i

where 𝑌̅i denotes the sample mean in the ith group, ni is the number of observations in
the ith group, 𝑌̅ denotes the overall mean of the data, and K denotes the number
of groups.

99
The "unexplained variance", or "within-group variability" is

∑(𝑌ij − 𝑌̅i− ) 2 / (𝑁 − 𝐾 )
ij

Yij = jth observation in the ith out of K groups

N = overall sample size
F = ANOVA Coefficient
MST = Mean sum of squares due to treatment
MSE = Mean sum of squares due to
error. Formula for MST is given below:
𝑆𝑆𝑇
MST =
𝑝−1

SST = ∑(𝑛(𝑥 − 𝑥̅) 2

Where,
SST = Sum of squares due to
treatment p = Total number of
populations
n = Total number of samples in a population.

Formula for MSE is given below:

𝑆𝑆𝐸
MSE =
𝑁−𝑝

SSE = ∑(n − 1)S2

Where,
SSE = Sum of squares due to error
S = Standard deviation of the
samples N = Total number of
observations.

4.1.3 Multiple Regressions

100
In linear multiple regression, the model specification is that the dependent
variable,yi is a linear combination of the parameters (but need not be linear in
the independent variables). For example, in simple linear regression for
modeling n data points there is one independent variable: xi, and two
parameters, 𝛽0 and 𝛽1:
straight line:
yi = β0 + β1xi +∈i , i = 1, … , 𝑛.
In multiple linear regressions, there are several independent variables or functions
of independent variables.Adding a term in xi2 to the preceding regression gives:
parabola:
yi = β + β xi + β x2 +∈i , i = 1, … , 𝑛.
0 1 1 i

This is still linear regression; although the expression on the right hand side is
quadratic in the independent variable x i , it is linear in the parameters
𝛽0, 𝛽1 and 𝛽2 . In both cases, ∈i is an error term and the subscript i indexes a
particular observation.
Given a random sample from the population, we estimate the population parameters
and obtain the sample linear regression model:
y^ı

101
= 𝛽^ 0 + 𝛽^ 1 xi

The residual,ei = yi − y^ i , is the difference between the value of the

dependent variable predicted by the model, y^ i , and the true value of the dependent
variable, yi . One method of estimation is ordinary least squares. This method obtains
parameter estimates that minimize the sum of squared residuals, SSE also
sometimes denoted RSS:
n

SSE = ∑ ei2
i=1

Minimization of this function results in a set of normal equations, a set of

simultaneous linear equations in the parameters, which are solved to yield the
parameter estimators, , 𝛽0 and 𝛽1:

In the case of simple regression, the formulas for the least squares estimates are

𝛽^ 1

102
 ∑(𝑥i − 𝑥̅ ) (𝑦i − 𝑦̅)
= ∑(𝑥i − 𝑥̅) 2 and 𝛽0^

103
= 𝑦̅ − 𝛽^

104
1 x̅ .

Where 𝑥̅ is the mean (average) of the x values and 𝑦̅ is the mean of the y values.
Under the assumption that the population error term has a constant variance, the
estimate of that variance is given by:

SSE
∂^∈2 =
n−2
This is called the mean square error (MSE) of the regression. The denominator is
the sample size reduced by the number of model parameters estimated from the
same data, (n-p) for p regressors or (n-p-1) if an intercept is used.[22] In this case,
p=1 so the denominator is n-2.
The standard errors of the parameter estimates are given by
1 x̅ 2̅
√
σ^ β0 = σ^ ∈

105
 +
∑(𝑥i − 𝑥̅) 2
n

^𝜎

106
𝛽0 =

107
^𝜎∈

108
 1
√ ∑(𝑥i − 𝑥̅) 2

Under the further assumption that the population error term is normally distributed,
the researcher can use these estimated standard errors to create confidence
intervals and conduct hypothesis tests about the population parameters

4.2 Respondent Profile

Data was collected from eight banks located in Rajasthan State in India. The total
number of respondents contacted was 175, but due to incomplete responses and
other faults the final responses subjected to data analysis are 160.

Respondents were asked about their demographic profile, which included gender,
age, designation in occupation and family type. While one of the objectives of this
was to understand the sample characteristics and other is to conduct analysis in the
demographic context to understand the variation in the behavior manifestation by
people with different demographic background. The Responses are presented in
form of table in the section that follows at table 4.1. Characteristic wise respondents
profile is presented and briefly discussed to better understand the characteristics.

Table 4.1 : Demographics

Sample Characteristics Category Percent
Age 20-25 21%
26-35 52%
36-above 25%
Gender Male 50%
Female 50%
Experience 1-2 yr 14%
2-5 yr 43%
>5 yr 44%

109
Figure 4.1: Age of Respondents

Figure 4.2: Gender distribution

110
 Figure 4.3: Experience of Respondents

It can be concluded from the above table and Figure 4.1, 4.2 and 4.3, that the
sample is quite balance in sense of gender. The sample consists of 50 percent males
and 50 percent females. Majority of respondents belong to age group of 26 to 35
year (52 percent). About 45 percent of respondents have more than 5 yrs of
experience in banking sector. Hence we can assume the authenticity of data drawn
from employee with more than 5 years of experience in banking and service sector.
This distribution shows that overall a good sample is taken for the study as the
distribution of respondents was belongs to wide demographic profile.

4.3 Work Environment Attributes

This section deals with the questions on time issues at the workplace that are
interconnected with work-life balance in a changing environment. Historically,
changes of the temporal structure of the workplace have always been a central
reference point of bargaining processes. Therefore, since decades the organisation
of time at the workplace is an important issue of political as well as academic
debates when reflecting the working conditions in different branches and sectors. In
these debates the creation of a certain form of work-life balance for workers has
been implicitly negotiated although the focus lied much more on the necessity of
reducing working time.

4.3.1. Days and Hours of Work

Coming from the perspective of the organisation of households, work-life balance

issues became relevant since mid of the last century. With the steady integration of
female workers into the labour markets the reconciliation of family needs with
working demands became an important topic not only on the political agenda but
also as organisational strategy. Interestingly, these organisational strategies
basically offered a variety of working time pattern like part-time work, flexible or
reduced working hours which had an enormous impact on the specific male and
female working culture in developing countries.

In this survey, employees were asked a series of questions on their hours of work.
None of employee are working in a part time or contracted hours. Eight in ten

111
employees (80 per cent) said that they had more than 9 working hours. There were
no other significant differences between groups of employees (male and female) in
terms of average working hours. About 70 percent of professionals work for 8 to 9
hrs daily along with 26 percent of worker reported to have 10 to 11 work hours
(table 4.2, figure 4.4).

Table 4.2: Working hour percentage

Working Hrs Percent of employees
8 hr 31%
9 hr 43%
10 hr 22%
11 hr 4%
12 hr 0%

Figure 4.4: working hour statistics

The average working hours for all banks comes to 8.91 hr. As it can be concluded
from the table 4.3, that there is a small variance in the reported mean of working
hours among gender and age groups. Statistical test is also used to test the
difference between male and female further in the chapter using ANOVA, for
analyzing the variance.

Table 4.3: Mean value for working hours and days

Average of working
Bank Average of working days/week hr/day
Axis 5.25 9.00

112
HDFC 5.00 8.00
ICICI 5.10 9.10
Kotak 5.00 9.10
BOB 5.75 8.65
IOB 5.60 9.45
PNB 5.20 8.65
SBI 5.00 9.30
Grand Total 5.24 8.91

Figure 4.5: Average working hours, bank wise

Table 4.4: Mean working days among banks

Row Labels Average of working hr/day
Axis 9.00
Male 9.50
Female 8.50
HDFC 8.00
Male 8.00
Female 8.00
ICICI 9.10
Male 8.90
Female 9.30
Kotak 9.10

113
 Male 9.20
Female 9.00
BOB 8.65
Male 8.70
Female 8.60
IOB 9.45

114
 Male 9.90
Female 9.00
PNB 8.65
Male 8.50
Female 8.80
SBI 9.30
Male 9.20
Female 9.40
Grand Total 8.91

Table 4.5: Mean working hrs among age groups

Row Labels Average of working hr/day
Axis 9.00
20-25 8.00
26-35 9.45
36-above 9.00
HDFC 8.00
20-25 8.00
26-35 8.00
36-above 8.00
ICICI 9.10
20-25 8.00
26-35 9.69
36-above 8.00
Kotak 9.10
20-25 9.00
26-35 9.07
36-above 9.50
BOB 8.65
20-25 8.83
26-35 8.40
36-above 8.67
IOB 9.45

115
 20-25 11.00
26-35 9.10
36-above 9.00
PNB 8.65
20-25 9.00
26-35 8.58
36-above 8.50
SBI 9.30
20-25 9.00
26-35 9.45
36-above 9.17
Grand Total 8.91

4.3.2. Treatment of Overtime

Out of the 160 respondents, almost all of them stated that their organization have no
provisions of paid overtime. According to the responses, the primary reason which
comes out behind this is the nature of job take up. In most of the banks, the
overtime work hours are never pre-planned and employees have to work based on
the requirements abruptly. There mostly are no defined overtime policies but some
of them do provide compensatory time offs if an employee works on weekend that
too based on manager’s approval. Any random overtime work generally goes
unpaid. 84 percent respondents stated that there bank provides no compensation for
working beyond work hours and 16 percent of them stated that their bank provide
compensatory time-offs. Any random overtime working schedule generally has
negative impacts on the work –life balance of the employee.

Table 4.6: Overtime statistics

Overtime Count of overtime Percent
Paid 0 0%
Unpaid 135 84%
Bank provide time off 25 16%
Grand Total 160 100%

116
 Figure 4.6: Overtime Statistics

4.3.3. Nature of Responsibility

Table 4.7: Dependent responsibilities

Dependent responsibilities Count Percent
Dependent Children 74 46%
Parents 53 33%
Other Family members 6 4%
None 27 17%
Grand Total 160 100%

Figure 4.7: Dependent responsibilities

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 The data about responsibilities of the bank professionals displays a distributed
trend. Majority of the professionals in private sector banks are mostly young who
are in the age range of 25-40. The bigger chunk of professionals in Rajasthan are
either bachelors or married couples with one or two children. In our study, 46% of
the respondents stated that they have dependent responsibilities of their children and
17% said that they share no responsibility.

Table 4.8: House hold status

House hold status Count Percent
Nuclear Family 56 35%
Joint Family 104 65%
Grand Total 160 100%

Figure 4.8: House hold status Table 4.9: Earning Responsibility

Earning Responsibility Count Percent

Single Earner 49 31%
Dual Earner 111 69%
Grand Total 160 100%

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 Figure 4.9: Earning Responsibility

As the majority of population of banking professionals working is living away from

their native places, most of the respondents live in joint families, and only 35
percent live with friends or alone. The sample suggests an encouraging trend of
having dual

income in the family with 69%, most of which consisted of both husband and wife
working to make the ends meet whereas 31% said that they were the sole earners in
the family.

Table 4.10: Family status with earning responsibility

Family/Earner Count Percent
Nuclear Family 133 83%
Single Earner 40 30%
Dual Earner 93 70%
Joint Family 27 17%
Single Earner 9 33%
Dual Earner 18 67%
Grand Total 160 100%

As observed above while discussing the earning responsibilities out the 83%
families of the professionals which live in a nuclear family 70% are dual earners
where both husband and wife contribute to the family income. A similar trend was
observed with the professionals living in a joint family out of which 67% said that
they had more than one earning member in the family.

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 Table 4.11: Dependent Responsibility and Earning Status
Responsibility/Earner Count Percent
Dependent Children 74 46%
Single Earner 15 20%
Dual Earner 59 80%
Parents 53 33%
Single Earner 25 47%
Dual Earner 28 53%
Other Family members 6 4%
Single Earner 0 0%
Dual Earner 6 100%
None 27 17%
Single Earner 9 33%
Dual Earner 18 67%

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Grand Total 160 100%

A very high number of professionals having nuclear families and dependent

responsibilities of children are dual earners, this trend actually indicates the high
cost of living in a cities which puts huge pressure on the earning member of the
family and makes dual earning families a necessity. For the professionals having
parental dependent responsibilities, this ratio of single and dual earners was almost
equal with 47% being single earners and 53% of them being dual earners. A number
of professionals had overlapping responsibilities of both the children and parents
which put extra pressure on them and employees may have a hard time managing their
work- life balance.

4.3.4. Flexible Working Arrangement

Table 4.12: Flexible working - Overall

Statement Sum Percent
“ I can Work from home” 0 0%
“I can demand for flexible working
hours” 20 13%
“I can work part time for a time
period” 34 21%
“I can share job with other
colleague, (on emergencies )” 106 66%

Figure 4.10: Flexible working

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The concept of the working from home is still new in India and no banks allow their
employees to make use of this facility. Around 13% of the respondents stated that
they can avail flexible work time but at the same time they also stated that it is
usually very hard to convince the manager or HR for getting approval. Few banks
allow their employees to adjust their work timings so that they can fulfill their
family related responsibilities, 74% of the respondents agreed that their bank allow
flexible working hours which helps them fulfilling the family responsibilities. In
cases of emergencies, most of the employees share their jobs with their colleagues
but this is mostly at a personal level. 66% of the respondents agreed that they take
help of their colleagues in getting their jobs done if they are stuck or if there is an
emergency.

4.3.5. Leave Arrangements

It was clear from table 4.13, that all the banks surveyed provide a certain amount of
paid leaves to the employees. Apart from that medical leaves are provided by majority
of banks. Majority of banks have provisions for providing leaves to the employees
in case of emergencies in family such as death of a family member. Apart from
public sector banks, Maternity leaves are still an issue with a number of banks
which don’t provide enough maternity leaves to their female employees making it
hard for them to take care of themselves and their newborn child.

Table 4.13: Leave analysis

Leave Type Percentage
Parental leave 34%
Maternity Leave 53%
Time off in emergency for dependent 67%
Medical Leave 89%

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 Figure 4.11: Leave arrangements

4.3.6. Child Care Facility

Table 4.14: overall and bank wise analysis

Child Care Percentage
Childcare facility by employer 8%
Financial assistance for childcare 27%
Flexible working hours 34%
Child Medical allowance 12%

Figure 4.12: Child care facility

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Childcare facilities by employers show a very discouraging trends with only 8% of
respondents agreeing to having availed childcare facility from employer, 27% of
them stated that they could avail financial assistance for childcare, whereas 34% can
adjust their working hours for taking care of their children, only 12% of the
respondents said that they get any kind of medical allowances.

4.4 Hypothesis testing

This section deals with the testing of hypotheses by using appropriate statistical
tools. SPSS software has been used for the purpose of analyzing responses gathered
with the help of questionnaires on certain dimensions for measuring perception of
employees on work-Life balance.

For this purpose hypotheses has been developed and described in the Research
methodology section. In order to test these hypotheses, the responses which were
gathered on five points Likert Rating scale corresponds to each chosen scale item.
Statistical significance has been tested at 95% confidence level.

4.4.1. Relationship between Demographic and Working Hours

Besides these different working time pattern it still seems that work and life is
highly connected by the variable ‘gender’ which defines how the balance is
organised by the state, by organisations as well as by individual gender contracts.
Following hypothesizes is developed to study these difference across gender.

Hypothesis 1: Demographic attributes like gender and age has no relationship

with working hours.

Mathematical statement of null hypothesis for both these products is as

follows: H0: µM = µF
H1: µM ≠ µF

Where, µM and µF are the hypothesized mean for working hours for males and
females respectively.
To test hypothesizes; responses corresponding to the factors explaining
demographics are collected through a structured questionnaire are collected on
scale.
124
The statistical significance of the data has been tested using Student’s Independent
sample “t” test at 95% confidence level. The table 4.15 provides results for two
tests- Levene’s test for Equality of Variances and t-test for Equality of Means.
Levene’s test check for null hypothesis that the two groups have equal variances. If
this null hypothesis is rejected at 5% significance level, then test statistics for ‘no
equal variance’ is considered for the t-test for Equality of Means. It was found that
gap is statistically not significant for the ‘working hours’ between male and female
respondents respectively (tworking_hours = 1.288, p = .199 > .05).

Table 4.15: Test results on relationship between Gender and working hours
Group Statistics
Gender N Mean Std. Deviation Std. Error Mean
Working Male 80 8.9875 .83429 .09328
Hour Female 80 8.8250 .75933 .08490

125
 Independent Samples Test
Levene's
Test for
Equality
of
Variances t-test for Equality of Means
95%
Confidence
Sig. Interval of
(2- Mean Std. Error the
F Sig. t df tailed) Difference Difference Difference
Lower Upper
Working Equal .005 .946 1.288 158 .199 .16250 .12613 - .41161
Hour variances .08661
assumed
Equal 1.288 156.620 .200 .16250 .12613 - .41163
variances .08663
not
assumed

ANOVA analysis was conducted to determine the presence of differences among

respondents on age brackets and working hours. One way ANOVA is used to test
the variance between groups. One-way ANOVA compares three or more unmatched
groups. The P value tests the null hypothesis that data from all groups are drawn
from populations with identical means. The results shows that there is no statistical
impact of age of working professionals and working hours in the office (F=2.683,
p=0.072>0.05).
Table 4.16: ANOVA result
Descriptives
Working Hour
95%
Age
Confidence
Bracket
Std. Std. Interval for
(yrs.)
N Mean Deviation Error Mean Minimum Maximum

126
 Lower Upper
Bound Bound
20-25 34 8.8235 .93649 .16061 8.4968 9.1503 8.00 11.00
26-35 86 9.0349 .72676 .07837 8.8791 9.1907 8.00 11.00
36- 40 8.7000 .79097 .12506 8.4470 8.9530 8.00 10.00
above
Total 160 8.9063 .79935 .06319 8.7814 9.0311 8.00 11.00
ANOVA
Mean
Sum of Squares df Square F Sig.
Between 3.357 2 1.679 2.683 .072
Groups
Within Groups 98.237 157 .626
Total 101.594 159

Hypothesis 2: There is no significant difference between working hours among

Management Level.

Mathematical statement of null hypothesis for both these products is as

follows: H0: µJ = µM
H1: µJ ≠ µM

Where, µJ and µM are the hypothesized mean for working hours for Junior and
middle level of executives respectively. Professionals having more than 5 years of
work experience in the same industry are characterized as Middle level of
management and professionals having less than 5 years of work experience are
classified as Junior level executives. The statistical significance of the data has been
tested using Student’s Independent sample “t” test at 95% confidence level. The
table 4.17 provides results for two tests- Levene’s test for Equality of Variances and
t-test for Equality of Means. Levene’s test check for null hypothesis that the two
groups have equal variances. If this null hypothesis is rejected at 5% significance
level, then test statistics for ‘no equal variance’ is considered for the t-test for
Equality of Means. It was found that

gap is statistically not significant for the ‘working hours’ between Junior and Middle

127
level professionals respectively (tworking_hours = 0.336, p = .738 > .05).

Table 4.17: Results for Management level and working hours

Group Statistics
Mgmt.
Level N Mean Std. Deviation Std. Error Mean
Working Junior 90 9.0000 .92408 .09741
Hour Middle 70 8.9571 .69022 .08250
Independent Samples Test
Levene's
Test for
Equality
of
Variances t-test for Equality of Means
95%
Confidence
Sig. Interval of
(2- Mean the
tailed Differenc Std. Error Difference
Lowe
F Sig. t Df ) e Difference
r Upper
Workin Equal 6.42 .01 .32 158 .746 .04286 .13229 - .3041
g Hour varianc 3 2 4 .2184 4
es 2
assume
d
Equal .33 157.7 .738 .04286 .12765 - .2949
varianc 6 68 .2092 8
es not 6
assume
d

Hypothesis 3: There is no significant difference on working hours among the

banks in the sample unit.

ANOVA analysis was conducted to determine the presence of differences among

banks and working hours. One way ANOVA is used to test the variance between
banks. Result shows that there is a statistically significant difference among the

128
working hours of the bank (F=8.989, p=0.00<0.05).
Table 4.18: ANOVA result
Descriptives
Working Hours
95%
Confidence
Interval for
Mean
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound Minimum Maximum
Axis 20 9.0000 .72548 .16222 8.6605 9.3395 8.00 10.00
HDFC 20 8.0000 .00000 .00000 8.0000 8.0000 8.00 8.00
ICICI 20 9.1000 .91191 .20391 8.6732 9.5268 8.00 10.00
Kotak 20 9.1000 .30779 .06882 8.9559 9.2441 9.00 10.00
BOB 20 8.6500 .81273 .18173 8.2696 9.0304 8.00 10.00
IOB 20 9.4500 .99868 .22331 8.9826 9.9174 8.00 10.00
PNB 20 8.6500 .48936 .10942 8.4210 8.8790 8.00 9.00
SBI 20 9.3000 .65695 .14690 8.9925 9.6075 9.00 10.00
Total 160 8.9063 .79935 .06319 8.7814 9.0311 8.00 11.00
ANOVA
Sum of
Squares Df Mean Square F Sig.
Between Groups 29.744 7 4.249 8.989 .000
Within Groups 71.850 152 .473
Total 101.594 159
The table 4.19 contains Tukey HSD post hoc comparison method applied to all
banks in the sample. Post hoc method is widely used because it tests all possible
pairs of group differences. The table reveals that the difference between the working
hours of a few banks is statistically significant. It can be statistically confirmed that
working hours of public sector banks are lesser than private sector banks.

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 Table 4.19: Multiple Comparisons- Tukey HSD
95% Confidence
Mean Interval
(I) (J) Difference Std. Lower Upper
CompName BankName (I-J) Error Sig. Bound Bound
Axis HDFC 1.00000* .21742 .000 .3317 1.6683
ICICI -.1000 .21742 1.000 -.7683 .5683
Kotak -.10000 .21742 1.000 -.7683 .5683
BOB .35000 .21742 .744 -.3183 1.0183
IOB -.45000 .21742 .439 -1.1183 .2183
PNB .35000 .21742 .744 -.3183 1.0183
SBI -.30000 .21742 .865 -.9683 .3683
HDFC Axis -1.00000* .21742 .000 -1.6683 -.3317
ICICI -1.10000* .21742 .000 -1.7683 -.4317
*
Kotak -1.10000 .21742 .000 -1.7683 -.4317
BOB -.65000 .21742 .063 -1.3183 .0183
IOB -1.45000* .21742 .000 -2.1183 -.7817
PNB -.65000 .21742 .063 -1.3183 .0183
SBI -1.30000* .21742 .000 -1.9683 -.6317
ICICI Axis .10000 .21742 1.000 -.5683 .7683
HDFC 1.10000* .21742 .000 .4317 1.7683
Kotak .00000 .21742 1.000 -.6683 .6683
BOB .45000 .21742 .439 -.2183 1.1183
IOB -.35000 .21742 .744 -1.0183 .3183
PNB .45000 .21742 .439 -.2183 1.1183
SBI -.20000 .21742 .984 -.8683 .4683
Kotak Axis .10000 .21742 1.000 -.5683 .7683
*
HDFC 1.10000 .21742 .000 .4317 1.7683
ICICI .00000 .21742 1.000 -.6683 .6683
BOB .45000 .21742 .439 -.2183 1.1183
IOB -.35000 .21742 .744 -1.0183 .3183
PNB .45000 .21742 .439 -.2183 1.1183

130
 SBI -.20000 .21742 .984 -.8683 .4683
BOB Axis -.35000 .21742 .744 -1.0183 .3183
HDFC .65000 .21742 .063 -.0183 1.3183
ICICI -.45000 .21742 .439 -1.1183 .2183
Kotak -.45000 .21742 .439 -1.1183 .2183
IOB -.80000* .21742 .008 -1.4683 -.1317
PNB .00000 .21742 1.000 -.6683 .6683
SBI -.65000 .21742 .063 -1.3183 .0183
IOB Axis .45000 .21742 .439 -.2183 1.1183
HDFC 1.45000* .21742 .000 .7817 2.1183
ICICI .35000 .21742 .744 -.3183 1.0183
Kotak .35000 .21742 .744 -.3183 1.0183
BOB .80000* .21742 .008 .1317 1.4683
PNB .80000* .21742 .008 .1317 1.4683
SBI .15000 .21742 .997 -.5183 .8183
PNB Axis -.35000 .21742 .744 -1.0183 .3183
HDFC .65000 .21742 .063 -.0183 1.3183
ICICI -.45000 .21742 .439 -1.1183 .2183
Kotak -.45000 .21742 .439 -1.1183 .2183
IOB .00000 .21742 1.000 -.6683 .6683
BOB -.80000* .21742 .008 -1.4683 -.1317
SBI -.65000 .21742 .063 -1.3183 .0183
SBI Axis .30000 .21742 .865 -.3683 .9683
*
HDFC 1.30000 .21742 .000 .6317 1.9683
ICICI .20000 .21742 .984 -.4683 .8683
Kotak .20000 .21742 .984 -.4683 .8683
IOB .65000 .21742 .063 -.0183 1.3183
BOB -.15000 .21742 .997 -.8183 .5183
PNB .65000 .21742 .063 -.0183 1.3183
*. The mean difference is significant at the 0.05 level.

4.5 Factors affecting WLB

4.5.1 Gender and Work Life Balance

Both men and women reported experiencing work life imbalance. Organisational

131
efforts at providing a supportive work environment are appreciated as they go a long
way towards enhancing worklife balance. In the post liberalisation context, Indian
organisations are trying to enable work life balance through initiatives including
flex times, part time work, provision of child care facilities. These initiatives are
quite similar to those that are provided in other countries. No doubt, this is a
promising trend. Yet, the respondents in this sample have reported their inability to
balance work and home.

The current study attempts to ascertain gender differences, if any, on the work life
balance issues and is directed at narrowing the existing research gap in this context.
Surprisingly, the literature review suggest a limited set of study of this nature in India.
Results of the study may be useful to organisations designing gender specific
measures to address work life imbalance, as expectations and coping styles appear
to be different across genders. A questionnaire was designed to collect data on
issues related to work life balance.

Hypothesis 4: Work Life Balance is same across gender.

To test this hypothesis, ANOVA analysis was conducted to determine the presence
of differences among respondents work life issues and gender. The ANOVA
analysis provides the statistical test for the overall model fit in terms of the F ratio.
One way ANOVA is used to test the variance between groups (male and female).
Result shows that there is no statistically significant difference among the Work life
imbalance experienced by bank professional across gender (F=0.149,
p=0.700>0.05). Also both the genders observe that the boundary between work and
leisure is blurred, which concurs with the findings of others (Moen and Yu, 2000).
There is an increased pressure due to recurring thoughts of work. The results
however indicate that there is no significant association between these variables and
gender, implying that both genders believe that there is a negative spillover from
work on to family life.

Table 4.20 : ANOVA result-Gender difference

Descriptives
WLB
95% Confidence
Interval for Mean

132
 Lower Upper
Std.
Bound Bound
Std.
N Mean Deviation Minimum Maximum
Error
Male 80 2.9625 .99929 .11172 2.7401 3.1849 1.00 4.00
Female 80 2.9000 1.05062 .11746 2.6662 3.1338 1.00 4.00
Total 160 2.9313 1.02253 .08084 2.7716 3.0909 1.00 4.00
ANOVA
WLB
Sum of Squares df Mean Square F Sig.
Between Groups .156 1 .156 .149 .700
Within Groups 166.087 158 1.051
Total 166.244 159

4.5.2. Factor Identification

To analyse the factors affecting Work Life Balance (WLB), the present study
consider the given research model. The model considers the Time constraints, Strain
constraint, role conflicts and Lack of Management support as Independent variables
and WLB as dependent variable. The justification behind the selection of
independent variables was already explained in research methodology chapter.

The Linear regression analysis (stepwise method) is employed to predict the

predicting power of independent variables with respect to dependent variable.

133
 Time Constraint

Strain Constraint
WLB
Role Conflict

Management
Support

Figure 4.13: Research Model

Table below present the description of measurement instrument and their

corresponding variable name used in SPSS. In order to increase reliability,
applicability and ease of comparison with previous work, scale items are
operationalised on each construct with local context.

Table 4.21: Scale items for WLB

Dimension Scale Item Code
Work Life My work often interferes with my family responsibilities WLB1
Balance I am not able to maintain an appropriate and healthy WLB2
(WLB) balance between my work and personal commitments
I often bring work home to do on the evenings and Time1
weekends.
It’s hard to get time off/leave to take care of family or Time2
personal matters
Time I have to miss family activities due to the amount of Time3
time
I must spend on work responsibilities
My work takes up time that I would like to spend with Time4
family/friends
I feel guilty for spending too much time at work and not Time5

134
 enough time with my family
When I get home from work I am often feel physically Strain1
exhausted to participate in family activities
The stress from my job often makes me irritable when I Strain2
get home
Strain
Tension and anxiety from work often pinch into my Strain3
family life
I often feel emotionally drained when I get home from Strain4
work that prevents me from contributing to my family
Role I receive assignment without adequate resources Role1
Ambiguity
I often receive assignments out of my expertise and Role2
capability.
Management My supervisor is supportive in fulfilling my non-work MgmtSprt1
Support responsibilities
Management in my bank are only interested in profits MgmtSprt2
and efficiency
Welfare of employees is least important in my bank Mgmtsprt3
It is the employer responsibility to help people to Mgmtsprt4
balance work and their life

Hypothesis 5: All factors contributing Work Life Balance significant explain

Work Life Balance

To test this hypothesis, questions were developed on a five-point Likert rating scale.
The respondents were asked to display their degree of agreement/disagreement on
the statements. The scale categories have been allotted numerical values ranging
from 1(extremely disagree) to 5 (extremely agree).

4.5.2.1. Scale reliability

Summated scales are often used in survey instruments to probe underlying

constructs that the researcher wants to measure. These may consist of indexed
responses to

dichotomous or multi-point questionnaires, which are later summed to arrive at a

135
resultant score associated with a particular respondent. Reliability comes to the
forefront when variables developed from summated scales are used as predictor
components in objective models. Since summated scales are an assembly of
interrelated items designed to measure underlying constructs, it is very important to
know whether the same set of items would elicit the same responses if the same
questions are recast and re-administered to the same respondents. Usually,
development of such scales is not the end of the research itself, but rather a means
to gather predictor variables for use in objective models. However, the question of
reliability rises as the function of scales is stretched to encompass the realm of
prediction.

One of the most popular reliability statistics in use today is Cronbach's alpha
(Cronbach, 1951). Cronbach's alpha determines the internal consistency or average
correlation of items in a survey instrument to gauge its reliability. Variables derived
from test instruments are declared to be reliable only when they provide stable and
reliable responses over a repeated administration of the test. Cronbach's alpha also
has a theoretical relation with factor analysis. Cronbach's alpha will generally
increase as the inter-correlations among test items increase, and is thus known as an
internal consistency estimate of reliability of test scores. Because inter-correlations
among test items are maximized when all items measure the same construct,
Cronbach's alpha is widely believed to indirectly indicate the degree to which a set
of items measures a single unidimensional latent construct. Cronbach's alpha is an
important psychometric instrument to measure the reliability of data. The reliability
coefficient indicates that the scale for measuring trust and commitment is a reliable.
So, various statistical tools can be applied and tested.

A commonly accepted rule of thumb for describing internal consistency using

Cronbach's alpha is as follows:

Table 4.22: Reliability Statistics

Cronbach's alpha Internal consistency
α ≥ 0.9 Excellent (High-Stakes testing)
0.7 ≤ α < 0.9 Good (Low-Stakes testing)
0.6 ≤ α < 0.7 Acceptable

136
 0.5 ≤ α < 0.6 Poor
α < 0.5 Unacceptable

To test the reliability, the prepared questionnaire was demonstrated to 25

respondents consisting of students pursuing higher education, bank professionals
and managers of a private and public sector banks. The reliability of the developed
questionnaire was tested by deploying the statistical test ‘Cronbach’s alpha’ to the
responses received from 25 respondents selected randomly. Table 4.23 presents
reliability of scales measured in Cronbach’s alphas. The Cronbach’s alpha covering
the overall responses has exceeded the reliability estimates (>= 0.70) recommended
by Nunnally (1967), which is considered a good sign of reliability of the
questionnaire.

Table below describes the reliability analysis of the scale corresponds to each
variable. The patterns of reliability across scales were rather similar in the two groups.
This similarity ascertained transferability scales adopted in the study.

Table 4.23: Reliabilities of Scales

Factors N of Items Cronbach's Alpha
Work Life Balance 2 .893
Time Constraint 5 .752
Strain Constraint 4 .836
Role Conflict 2 .745
Management Support 4 .713

4.5.2.2. Scale Validity

Face validity is an estimate of the degree to which a measure is clearly and

unambiguously tapping the construct it purports to assess. Thus, face validity refers to
the “obviousness” of a test—the degree to which the purpose of the test is apparent
to those taking it. Face validity is simply whether the test appears (at face value) to
measure what it claims to. Tests wherein the purpose is clear, even to naïve
respondents, are said to have high face validity. Accordingly, tests wherein the
purpose is unclear have low face validity (Nevo, 1985). A direct measurement of
face

137
validity is obtained by asking people to rate the validity of a test as it appears to
them. Consequently it is a crude and basic measure of validity. In the current study,
face validity validate the measuring tool. The scale item and the questionnaire were
presented to set of 15 experts to test the face validity and their inputs are
incorporated in final version of questionnaire.

4.5.2.3. Regression Analysis

Information in the Model summary Table the last row indicates that the value of R-
square for the model is 0.452. This means that 45.2 percent of the variation in the
Work Life Balance among the respondents. In general, R square always increases as
independent variables are added to a multiple regression model. To avoid
overestimating the impact of adding an independent variable to the model, some
analysts prefer to use the adjusted R-square value (it recalculates the R-square value
based on the number of predictor variables in the model). This makes it easy to
compare the explanatory power of regression models with different numbers of
independent variables. The adjusted R-square for the model is 0.438, which
indicates only a slight overestimate with the model. It has been clear from the
ANOVA table that the regression model is statistically significant (F ratio=32.020,
probability level 0.000). The probability level 0.000 means that the chances are
almost zero that the results of regression model are due to random events instead of
a true relationship.

Information provided in the coefficients table tells us, which of the independent
variables are significant predictors in nourishing the WLB in banking sector. In the
significance column, we have noticed that beta coefficients for Strain1, Strain2,
Time3 and Role2 are all significant. The sign associated with coefficients shows
that the association between independent variable and dependent in Positive. It can
be concluded that strain factors like feeling of physically exhausted, irritation; Time
constraints like missing family functions due to work responsibilities and Role
Ambiguity factor like receiving assignments out of employee expertise and
capability are statistically significant to predict the WLB in banking sector.

Table 4.24: Regression Result

Variables Entered/Removeda
Variables Variables
Model Entered Removed Method

138
1 Strain1 . Stepwise (Criteria: Probability-of-F-to-
enter <= .050, Probability-of-F-to-remove
>= .100).
2 Strain2 . Stepwise (Criteria: Probability-of-F-to-
enter <= .050, Probability-of-F-to-remove
>= .100).
3 Time3 . Stepwise (Criteria: Probability-of-F-to-
enter <= .050, Probability-of-F-to-remove
>= .100).
4 Role2 . Stepwise (Criteria: Probability-of-F-to-
enter <= .050, Probability-of-F-to-remove
>= .100).
a. Dependent Variable: WLB

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .589a .346 .342 .82929
2 .648b .420 .413 .78346
c
3 .662 .438 .428 .77359
d
4 .673 .452 .438 .76633
a. Predictors: (Constant), Strain1
b. Predictors: (Constant), Strain1, Strain2
c. Predictors: (Constant), Strain1, Strain2, Time3
d. Predictors: (Constant), Strain1, Strain2, Time3, Role2
ANOVAe
Sum of
Model Squares df Mean Square F Sig.
1 Regression 57.583 1 57.583 83.729 .000a

139
 Residual 108.661 158 .688
Total 166.244 159
2 Regression 69.875 2 34.937 56.918 .000b
Residual 96.369 157 .614
Total 166.244 159
3 Regression 72.888 3 24.296 40.599 .000c
Residual 93.356 156 .598
Total 166.244 159
4 Regression 75.217 4 18.804 32.020 .000d
Residual 91.027 155 .587
Total 166.244 159
a. Predictors: (Constant), Strain1
b. Predictors: (Constant), Strain1, Strain2
c. Predictors: (Constant), Strain1, Strain2, Time3
d. Predictors: (Constant), Strain1, Strain2, Time3, Role2
e. Dependent Variable: WLB
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.116 .209 5.345 .000
Strain1 .530 .058 .589 9.150 .000
2 (Constant) .710 .217 3.269 .001
Strain1 .423 .060 .469 7.074 .000
Strain2 .286 .064 .297 4.475 .000
3 (Constant) .609 .219 2.781 .006
Strain1 .389 .061 .432 6.387 .000
Strain2 .189 .076 .196 2.473 .014
Time3 .149 .066 .181 2.244 .026
4 (Constant) .242 .285 .847 .398
Strain1 .388 .060 .431 6.430 .000
Strain2 .184 .076 .192 2.434 .016
Time3 .151 .066 .183 2.291 .023

140
 Role2 .188 .094 .118 1.992 .048
a. Dependent Variable: WLB

To test whether there is a difference in factors contributing Work life balance

among males and female. A series of linear regression is employed with different
data set filtered from the data recorded from the questionnaire. The Work Life
Balance is treated as dependent variable and Time, Strain, role ambiguity and
management support as independent variables in the study. The following
hypothesis is formulated to analyse the relationship

Hypothesis 6: Factors contributing Work Life Balance is same across gender.

The result shown below clearly shows that there are different set of predictors
governing work life imbalance among male and female professionals. Regression
model for male respondent can only explain about 24.4 percent of variance in work
life balance. Factors like non-participation in family functions due to work pressure,
amount of time spend in work and non supportive nature of superior found to be
statistically significant (p<0.05) to predict the work life imbalance. But in case of
female, the regression table concludes that the model is able explain 77.2 percent of
variance in WLB. The factors governing WLB include less time to spend with
family and friends, non-participation in family function, doing assignments out of
expertise, organization ignorance towards employee welfare are found statistically
significant.

Table 4.25: Regression result for Male

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .623a .388 .244 .86872
a. Predictors: (Constant), Ms4, Time2, Role1, MS1, Role2, Strain2, Time4, Strain1,
Time1, Ms3, Strain3, Time3, Ms2, Strain4, Time5
ANOVAb
Sum of
Model Squares df Mean Square F Sig.
1 Regression 30.588 15 2.039 2.702 .003a

141
 Residual 48.299 64 .755
Total 78.887 79
a. Predictors: (Constant), Ms4, Time2, Role1, MS1, Role2, Strain2, Time4, Strain1,
Time1, Ms3, Strain3, Time3, Ms2, Strain4, Time5
b. Dependent Variable: WLB
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 1.841 1.461 1.260 .212
Time1 -.052 .140 -.054 -.371 .712
Time2 -.359 .182 -.419 -1.969 .053
Time3 .518 .169 .609 3.071 .003
Time4 .001 .133 .001 .004 .997
Time5 -.310 .188 -.392 -1.648 .104
Strain1 .468 .146 .481 3.209 .002
Strain2 .242 .167 .232 1.451 .152
Strain3 -.144 .159 -.139 -.905 .369
Strain4 .462 .268 .390 1.724 .089
Role1 -.065 .123 -.071 -.530 .598
Role2 -.255 .191 -.183 -1.339 .185
MS1 -.289 .141 -.299 -2.047 .045
Ms2 -.160 .185 -.186 -.863 .391
Ms3 .051 .164 .046 .314 .755
Ms4 .113 .227 .074 .498 .620
a. Dependent Variable: WLB

Table 4.26: Regression result for Female

Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .903a .815 .772 .50192

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 Model Summary
Std. Error of the
Model R R Square Adjusted R Square Estimate
1 .903a .815 .772 .50192
a. Predictors: (Constant), Ms4, Time2, Time1, Ms3, Role1, Role2, Time3, MS1,
Time4, Strain1, Strain3, Ms2, Time5, Strain2, Strain4
ANOVAb
Sum of
Model Squares df Mean Square F Sig.
1 Regression 71.077 15 4.738 18.809 .000a
Residual 16.123 64 .252
Total 87.200 79
a. Predictors: (Constant), Ms4, Time2, Time1, Ms3, Role1, Role2, Time3, MS1,
Time4, Strain1, Strain3, Ms2, Time5, Strain2, Strain4
b. Dependent Variable: WLB
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) -1.084 .932 -1.163 .249
Time1 .236 .099 .210 2.391 .020
Time2 -.006 .088 -.007 -.067 .947
Time3 .156 .113 .189 1.382 .172
Time4 .323 .084 .395 3.865 .000
Time5 -.240 .125 -.308 -1.927 .058
Strain1 .582 .093 .682 6.273 .000
Strain2 .181 .130 .200 1.399 .167
Strain3 .121 .122 .133 .993 .324
Strain4 -.223 .154 -.251 -1.450 .152
Role1 -.171 .088 -.151 -1.946 .056
Role2 .373 .149 .199 2.501 .015
MS1 -.160 .098 -.159 -1.627 .109
MS2 -.054 .122 -.066 -.440 .662

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 MS3 .209 .081 .177 2.580 .012
MS4 .076 .128 .046 .592 .556
a. Dependent Variable: WLB

4.6 Employees’ Attitude towards Employer

Measures

To analyse the attitude of employees of sample banks towards employers

responsibility and facility that an employer should reasonably provide to support a
better work life balance for their employees, our study designed a set of provisions
and facility list that an employer can provide. The respondents are asked to rank the
measures according to importance level.

Table 4.27: Employer Measures

Measures No. of respondent and Rank
Mean
1 2 3 4 5 6
Rank
Greater Flexible 69 83 4 3 0 1 1.66
working arrangements
Better pay or 86 70 0 0 0 4 1.56
allowances
More staff 2 0 42 36 23 57 4.56

Support in arranging 3 3 45 69 18 22 4.01

childcare
More maternity or 0 3 34 29 66 28 4.51
parental leaves
Stress management
programs/ Recreation 0 1 35 23 53 48
4.70
facilities

The table reveals the fact that employees want more flexible work arrangements like
flex timing. Around 53 percent of respondent desire to have better pay and overtime

allowances to compensate the imbalance. Measures like stress management

programmes and recruit more staff is least ranked by the employees of sample banks.

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 Table-4.28 : Summary of hypotheses testing
Null / Accepted /
Dimensions Hypotheses
Alternate Rejected
Demographic attributes like gender and age
Null Rejected
has no relationship with working hours.
H1 There is relationship between
Alternate Demographic attributes like gender and Accepted
age with working
hours.
There is no significant difference between
Null Rejected
working hours among Management Level.
H2
There is a significant difference between
Alternate Accepted
working hours among Management Level.
There is no significant difference on
Null working hours among the bank in Rejected
H3 the sample unit.
There is significant difference on working
Alternate Accepted
hours among the banks in the sample unit.
Null Work Life Balance is same across gender. Rejected
H4 Work Life Balance is different across
Alternate Accepted
gender.
All factors contributing Work Life Balance
Null Rejected
significant explain Work Life Balance
H5 All factors does not contributing Work Life
Alternate Balance significant explain Work Life Accepted
Balance
Factors contributing Work Life Balance is
Null Rejected
same across gender.
H6
Factors contributing Work Life Balance is
Alternate Accepted
not same across gender.

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146
Chapter -5

CONCLUSIONS, FINDINGS AND

SUGGESTIONS

5.1 MAJOR FINDINGS

5.2 CONCLUSION AND SUGGESTIONS

5.3 LIMITATIONS AND FUTURE WORK

147

1
Chapter -5
CONCLUSIONS & SUGGESTIONS

5.1 Major Findings

5.2 Conclusion and Suggestions

5.3 Limitations and Future Work

5.1 Major Findings

Increasing workloads have pressurized employees to demonstrate their commitment

to work in more obvious ways. Consequently, a larger part of them have tended to
be present at their work place for longer periods of time, thereby reducing the time
for which they are available at home. The internet and mobile phones have made it
possible for the organizations to keep in constant touch with the employees both
during the day and at night. This has further intensified the work demands on
employees. Consequently, there are growing reports of stress and work imbalance.
Simultaneously, family life is also becoming more complex. The extended family,
even in India, is slowly disappearing. Small nuclear families have come to stay,
where both the spouses go to work. In addition, there are an increasing number of
single parent households due to increase in divorces. Participation by women in
employment continues to grow since the past decade. In spite of more women going
out to work, there has been little change in patterns of household responsibilities.
Women continue to undertake the majority share of domestic chores, and child
rearing. WLB research has greatly advanced in western countries (Ozbilgin,
Beauregard, Tatli and Bell, 2011) however this cannot be said for developing
economies like India where little is known about WLB practices, both in structural
and cultural forms, and of course an obvious paucity of empirical studies in this
area. These synchronous changes in working and family life result in a need for
employees to continuously attempt a balancing act. Quite often the work intrudes on
the family and social life, while at other times family pressures affect the work
performance. Studies observed that organizational pressures, combined with lack of
work centrality, result in work intruding into non-work areas of employees’ lives.
Such intrusions often manifest themselves differently depending on the type of
work, extent of autonomy and organizational support.
148
Work-life balance means different things to different people and different things at
different stages of life. However, any definition for anyone must include the
problems of lack of time and exhaustion. Research indicates that failure to achieve
the correct balance of effort and rest is linked to a feeling of lack of control over
your workload, plus lack of energy to fulfill personal goals and commitments. If the
balance is wrong, the result may include fatigue, poor performance and a poor
quality of life. The

banking sector has undergone a change over the years, which has put new pressures
and realities in front of the bank employees. Banking has changed both in its texture
and process significantly in the last few years. They are using the latest technology,
which is computer oriented. The orientation has changed from being product-
oriented to being customer oriented.

Bank Officers have perhaps felt the maximum heat. While the external customers
demands better and latest state-of-the-art banking, the internal customers
(employees) are burdened with the same working environment and technology to
cope up with the competition from the private sector banks. They are giving more
targets to the employees for sale of their products. They are putting more pressures
on employees towards to reach their goals as well as to meet the tough competition
in the present world. Such challenges if not met convincingly, it can lead to
frustration, dissatisfaction and improper balances of work life and personal life
among the employees with their job. The need for the study is how the employees
are balancing their work life and personal life because now a day’s Jobs have
become more complex and employees have been put under pressure to produce
quality results in shorter time-frames and with fewer resources that has resulted in a
redefinition of normal working hours.

The issue of ‘Work-Life Balance’ within banking services has drawn considerable
attention over the past few years. The movement towards the better service has
increased the development of the banking industry. Employees of the banks are
providing lots of services in order to remain competitive in a rapidly changing
market. On the other hand banks are rewarding those employees by providing many
benefits. However, with increased working hours, stress and responsibilities many
bankers are unable to balance their personal and professional lives. And, it is
resulting in delivering of poor service to the customers. The present paper, focus on
149
the work life balance of bank employees of select banks in Rajasthan.

The current study attempts to ascertain gender differences, if any, on the work life
balance issues and is directed at narrowing the existing research gap in banking
context. Surprisingly, the literature review did not reveal any study of this nature in
relation to Rajasthan. Results of the study may be useful to organisations designing

gender specific measures to address work life imbalance, as expectations and coping
styles appear to be different across genders. This study brings out some of the issues
related to work life balance in the Indian context. The study indicates that work life
balance issues here are quite similar to those in the West. While most countries in
the developed world have put in place family friendly work practices (Moen and Yu
2000; Dougherty and West 2000), the same is yet to be seen in good measure in
India. With the increase in number of dual career couples, it is but natural that such
practices must be adopted here too, as they would go a long way towards improving
productivity and enhancing quality of work and family life. Flex time, home
working, child care facilities and the option to work part time are facilities that need
to be introduced. Building a supportive work environment is yet another important
initiative to be addressed. Work-life balance also negatively affects burnout. It implies
that if the organisation and individual make concerted efforts, burnout can be
reduced. Theoretically it is also important to understand the antecedents of work-life
balance and burnout.

Major Findings

 Working Hours: Eight in ten employees (80 per cent) said that they had
more than 9 working hours. There were no other significant differences
between groups of employees (male and female) in terms of average
working hours. About 70 percent of professionals work for 8 to 9 hrs daily
along with 26 percent of worker reported to have 10 to 11 work hours. The
average working hours for all banks comes to 8.91 hours.

 Overtime: Out of the 160 respondents, almost all of them stated that their
organization have no provisions of paid overtime. According to the
responses, the primary reason which comes out behind this is the nature of
job take up. In most of the banks, the overtime work hours are never pre-
150
 planned and employees have to work based on the requirements abruptly.
Any random overtime work generally goes unpaid. 84 percent respondents
stated that there bank provides no compensation for working beyond work
hours and 16 percent of them stated that their bank provide compensatory
time-offs.

 Responsibility: Majority of the professionals in private sector banks are

mostly young who are in the age range of 25-40. The bigger chunk of
professionals in Rajasthan are either bachelors or married couples with one
or two children. In our study, 46% of the respondents stated that they have
dependent responsibilities of their children and 17% said that they share no
responsibility. A very high number of professionals having nuclear families
and dependent responsibilities of children are dual earners, this trend
actually indicates the high cost of living in a cities which puts huge pressure
on the earning member of the family and makes dual earning families a
necessity. For the professionals having parental dependent responsibilities,
this ratio of single and dual earners was almost equal with 47 percent being
single earners and 53 percent of them being dual earners.

 Earner: The sample suggests an encouraging trend of having dual income in

the family with 69%, most of which consisted of both husband and wife
working to make the ends meet whereas 31% said that they were the sole
earners in the family.

 Flexi-working arrangements: The concept of the working from home is

still new in India and no banks allow their employees to make use of this
facility. Around 13 percent of the respondents stated that they can avail
flexible work time but at the same time they also stated that it is usually very
hard to convince the manager or HR for getting approval. In case of
emergencies, most of the employees share their jobs with their colleagues
but this is mostly at a personal level. 66% of the respondents agreed that they
take help of their colleagues in getting their jobs done if they are stuck or if
there is an emergency.

 Leave Arrangements: Apart from that medical leaves are provided by

majority of banks. Majority of banks have provisions for providing leaves to

151
 the employees in case of emergencies in family such as death of a family

member. Apart from public sector banks, Maternity leaves are still an issue
with a number of banks.

 Childcare Facility: Childcare facilities by employers show a very

discouraging trends with only 8% of respondents agreeing to having availed
childcare facility from employer, 27% of them stated that they could avail
financial assistance for childcare, whereas 34% can adjust their working
hours for taking care of their children, only 12% of the respondents said that
they get any kind of medical allowances.

 Working Hours and Demographics: The statistical significance of the data

has been tested using Student’s Independent sample “t” test at 95%
confidence level. It was found that gap is statistically not significant for the
‘working hours’ between male and female respondents respectively. The
result also shows that there is no statistical impact of age of working
professionals and working hours in the office. It was found that working
hours is same between Junior and Middle level professionals respectively. It
can be statistically confirmed that working hours of public sector banks are
lesser than private sector banks.

 Gender and WLB: Result shows that there is no statistically significant

difference among the Work life imbalance experienced by bank professional
across gender. Also both the genders observe that the boundary between
work and leisure is blurred, which concurs with the findings of others (Moen
and Yu, 2000). There is an increased pressure due to recurring thoughts of
work.

 Factors of WLB: Overall, the result indicate that the strain factors like
feeling of physically exhausted, irritation; Time constraints like missing
family functions due to work responsibilities and Role Ambiguity factor like
receiving assignments out of employee expertise and capability are
statistically significant to predict the WLB in banking sector. Regression
model for male respondent found that factors like non-participation in family
functions due to work pressure, amount of time spend in work and non

supportive nature of superior is significant to predict the work life

152
 imbalance. But in case of female, the regression concludes that the model is
able explain
77.2 percent of variance in WLB. The factors governing WLB in females
include less time to spend with family and friends, non-participation in
family function, doing assignments out of expertise, organization ignorance
towards employee welfare are found statistically significant.

 Employer Efforts: The data analysis reveals the fact that employees want
more flexible work arrangements like flex timing. Majority of respondent
percent of respondent desire to have better pay and overtime allowances to
compensate the imbalance. Measures like stress management programmes
and recruit more staff is least ranked by the employees of sample banks.

Our findings suggest that both men and women have a strong belief that flexible
working hours will enhance the work life balance. This is consistent with the
previous studies (Tausig and Fenwick, 2001). Home working was also another
factor which was preferred by both men and women and it was believed that it
would enhance work life balance. This observation supports the findings of Felstead
et al. (2006).
Women felt that child care facilities should be available in working places to ensure
work life balance. This is consistent with the findings of Hogarth et al. (2000). The
spillover of work into family life showed that both men and women did not have
enough time to spend with their families and moreover work pressures affected
quality of family life. These findings are consistent with previous studies (Pocock and
Clarke 2005; Greenhaus 2003). Both genders opined that a supportive work
environment is helpful in achieving work life balance, which is consistent with the
previous findings (Laursen 2005).

5.2 Conclusion and Suggestions

 Management Support: These results are important for practical attempts to

retain skilled and experienced employees. A flexible approach towards
managing employees’ work-life boundary, particularly if it is not at the
expense of career progression, may be especially important for high-status

workers who value their freedom and continuing employability in the field

153
 and who carry substantial power in shaping their terms and conditions in
tight labour markets. Work-life balance aided by one’s employer may
represent an important dimension of perceived fair treatment, similar to
perceived fairness with respect to pay or provision of training opportunities.
This is consistent with arguments that employer flexibility in HR issues
generally can play a role in the formation of the psychological contract
between employers and high- status employees. Managerial people should
feel that if they support the executives and non executives wholeheartedly
the achievement of the mission of the organization be facilitated and
compensation should be providing on the basis of team performance.
Although the female respondents agreed with banks WLB policies but they
disagreed with overall WLB. So the female employees should be given the
facilities like flexi time; job sharing; creche facilities, and necessary breaks
so that they feel that the organization is helping them in coordinating the
family and professional life.

 Awareness: A further problem that was highlighted by the study’s findings

is people’s low level of awareness of the current legislation regarding work–
life balance issues. More specifically, few respondents stated that they had
heard or been informed of work–life balance issues. Similarly, many of the
respondents indicated that they had not been adequately informed about
legislation concerning this issue. This point to the lack of sufficient efforts to
raise awareness of matters of direct concern to workers. Staffs were
generally unaware that a number of the policies and practices mentioned
existed. Some came as a real surprise and this included career breaks, job-
sharing, flexible working hours, study leave, unpaid leave, time off to attend
interviews, time off for blood donation and time off while under notice of
redundancy.

Very few members of the groups knew where to find the information and there
was a consensus that if policies are available staff should be made aware of
them and should not have to hunt them out. It was suggested that the
information should be provided when staff joined the university and should
also be clearly signposted on the Intranet and presented in a user-friendly
way. It was felt that lack of knowledge could stop staff requesting leave
they are
154
 entitled to, or could lead to a manger refusing leave that staff were entitled to
because they didn’t know details of all the policies. The research shows that
many male senior managers do not share the views of their female
counterparts about the existence of the glass ceiling. Furthermore, many
women believe that senior male managers promote in favour of men when
making key career-related decisions

 Communication: There is a need to clearly communicate the university

commitment to work-life balance, to raise awareness and to improve
knowledge and understanding of university relevant policies by making
information more accessible to all staff. It is therefore suggested that
information on current and future policies be provided in a user-friendly
version through the Intranet, within the context of the Equal Opportunity and
Diversity website.

 Review Policies: Undertake a review of relevant existing policies and

extend their scope where appropriate. A review of existing relevant policies
should be undertaken in order to clarify meanings and remove ambiguities
where needed. It is also recommended, in the light of this audit’s results, and
in order to promote a more inclusive notion of work-life balance for all, to
extend the scope of policies wherever appropriate.

 Staff development: Line mangers have a key role to play to ensure the
success of a work-life balance approach. It is important that their views are
sought with regard to work-life issues and that they are encouraged to take
ownership of the process. This could be achieved by conducting a series of
focus groups with them that could also serve as a forum for sharing ideas,
concerns, information and good practice on work-life balance. In addition to
this, aspects of work-life balance could be inserted in the existing
management development programme as well as in the proposed core staff
development programme on equal opportunities and diversity.

 Sharing good practice: A positive step to take would be to give more

visibility to existing good practice with a view to sharing it and providing
inspiration for future developments. For this purpose a good practice guide
could be compiled using internal examples as well as examples from other
financial institutions and local employers. The guide could be made
155
 available to all interested staff through the Intranet. It could be a resource for
managers interested in the implementation details of work-life balance
policies and practices. It would also be useful to identify names of line
managers willing to be contacted to give practical advice on how to arrange
flexible working. This would encourage some positive networking among
line managers.

 Individual control: It is primarily the responsibility of an individual to

balance work and life and initiate steps to reduce stress and burnout. The
organisation can indeed facilitate the process. The individual has to explore
his values, aspirations, and goals to understand what does he expect from
work and life and then develop the suitable ways of balancing work and life.
He has to clarify his values and take ownership of his actions. He also has to
negotiate his roles within the organisation and family. Similarly burnout
occurs when an individual is unable to manage stress in the context of
human service. It also occurs when there is high level of conflict between
work and life. Hence he has to introspect on his job contents, ways of coping
and relationship management.

 Flexi Work: The concept of Flexi work arrangements is closely related to

the concept of theBalancing of work and family life. Both concern the
satisfaction of material, biological, psychological, social, and cultural needs
and demands of an individual, which are necessary for his satisfaction with
work life. A series of case studies of a range of organizations that have
implemented work- life balance initiatives to discover their positive and
negative experiences. This would build on work previously undertaken
through a case study model. It could perhaps follow organizations that
participated in earlier studies in order to provide a longitudinal perspective
on work-life balance. A review of guidelines and recommendations for
enterprise in relation to implementing

work-life balance policies through flexi work arrangement are mandatory.

The different experiences of work-life balance policies in banks that have
either a formal or informal policy on the provision of flexible working
arrangements.

Both men and women in the survey reflected a desire for access to flexible
156
 and remote working, indicating there is a larger cultural problem in banking
around working practices. Survey identified a cultural resistance to flexible
and remote working in banking. However, in a technically enabled industry
where working hours, stress and work life balance are already a major
challenge, embracing remote and flexible working can improve both work/life
balance and output for both men and women.

The need to balance work and family commitments is often identified as a

barrier to career progression for women. The research findings suggest this
is equally true for women working in banking. As well as the effective
implementation of flexible working practices to address these issues,
banking also needs to address the management challenge posed by maternity
leave and employees returning to work after career breaks. Managers should
be encouraged to deal with maternity leave more competently, including
‘keep in touch’ days, access to emails if requested, and a positively handled
return to work process. However, improved flexible working opportunities
should benefit both men and women. Promoting flexible working for all
employees will increase work/ life balance across the board, reduce the
stigma attached to working flexibly and enable banks to take advantage of a
currently under- utilised pool of talent. Banks have a real opportunity to
improve gender balance in their senior ranks by taking action in the areas
highlighted by the research. The challenge for the industry will be to make
significant shifts in attitudes and culture to ensure sustainable progress.

 Under Representation: Addressing the under-representation of women in

senior positions is a complex and long-term challenge to which there are no
quick fixes or easy solutions. The research reveals a causal chain of events
impeding women progressing to the highest positions in banking. The
biggest challenge to women’s career advancement in banking is not
about

organisational processes, but about awareness, attitudes and behaviour of

senior managers, and the culture of the organisation.

Banks wishing to increase the flow of female talent into senior positions can
set firm targets for key areas, such as the recruitment, training and promotion
of women. This information may include, for example, detailed tracking and
157
 reporting on the number of women employed at different levels, how much
they are paid in comparison to men, how long they remain with the
organisation, and the support and development they receive in comparison to
men. It should also include tracking of retention rates of women returning
from career breaks and maternity leave, a key point of attrition for current
female managers making the choice between career progression and family
life. The information obtained can then be incorporated into the
organisation’s balanced scorecard and KPIs. While the current focus on
female representation at Board level is a step forward, there needs to be a
similar focus at every level of management to address the issue at the heart
of the problem – the lack of an effective pipeline for female talent.

 Transparent performance management: For banks to operate successfully

in a talent-driven economy, they need to develop more effective systems of
performance management. Both women and men in banking are concerned
that the sector is not a meritocracy, so creating and implementing clear and
output-focused performance management processes sends a message that
banking encourages promotion on merit. The processes banks use to assess
capability, talent and potential, and the way they determine selection and
progression, would benefit from being more objective, open and outcome
focused. The banking industry should aim for more transparent performance
management, with employees having confidence that they are being graded
against openly stated criteria and targets, and a clear focus on outputs and
results to ensure a fair assessment of performance.

5.3 Limitations and Future Work

The study relies on the responses of the sample employees. The results of the study
are affected by these responses and are subject to varying in a bigger or different
sample. These limitations need to be addressed in future studies. Future research
must focus on a wider sample in order to get more generalized results. Moreover, it
must be directed at understanding individual differences so that employee specific
initiatives to improve work life balance could be initiated by organizations.

The present study provided a number of insights into the relation between work–
family balance and quality of life. Nevertheless, the research had several limitations
that should be addressed in future research. First, although the objective assessment
158
of balance (equality of time, involvement, and satisfaction) was a significant
strength of this research, it would be useful to measure balance both objectively and
subjectively in the same study. This would enable researchers to understand the
process by which individuals view their lives as balanced. For example, employees
may subjectively experience a high degree of balance even if their work
involvement and their family involvement are not equal, as long as the difference
does not reach a threshold level.

Second, our assessment of the time devoted to the family role was deficient because
it did not include time spent with a spouse or partner. Therefore, our measure of
family time was probably skewed toward tasks (home chores and child care) that
some might consider burdensome. Although this skewness represents a limitation of
our measure, it is all the more remarkable that individuals who spent more time on
these aspects of family life than on work experienced the highest quality of life.
Nevertheless, future research should incorporate time spent with spouse, sibling, and
other relatives into its assessment of family time. Third, the present study focused
exclusively on balance between work and family roles. An examination of the
broader concept of work-life balance would require assessments of time,
involvement, and satisfaction on a more diverse set of roles, such as leisure, self-
development, and community membership. It would be useful to study the balance
between work and the aggregate of other life roles as well as the balance between
pairs of specific roles.

The future research can extend the present work by focusing on the antecedents of
work-life balance and burnout. In addition, the relationship between worklife
balance and burnout needs to be explored in greater depth and in different contexts.
Work-life balance and burnout have multiple consequences, especially
organizational consequences. Such consequences need further investigation. The
present study was conducted the context of banking industries. However, it is not
clear that how the relationships among work-life balance, burnout and job
satisfaction will function in a traditional manufacturing organisation. This is one
area that requires future research.

Moreover, research that examines the consequences of balance on personal and

work outcomes should ideally use longitudinal designs. The cross-sectional nature
of the present study does not permit us to draw firm causal inferences regarding the
relations among balance, the mediator variables, and quality of life. Longitudinal
159
research is especially important in the study of work–family balance because
individuals may alternate their emphases on work and family activities in the short
run to achieve balance in the long term.

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 Cengage Learning.
QUESTIONNAIRE
The study is designed to investigate the Work Life Balance (WLB) in Bank.

WLB: it is a concept of proper prioritizing between work/ career and life (Family, health, pleasure).
*All information will be held confidential.

Kindly tick (√) in the appropriate column

Age 20-25 Gender Male

26-35 Female
36-above Bank Name
Experience (in the (years)
present company)
Designation
Working days per week Working hours per day
(hrs)
Overtime Paid
Unpaid Work status Full Time
employee
Company provide time Part time
off
Are you aware about Work-life balance policies in
YES NO
your Organisation

Select your dependent responsibilities

Dependent Children Parents Other Family None
members
House hold status
Nuclear Family Joint Family
Earning Responsibility Single earner Dual earner

Flexible work arrangements in our company YES NO

I can Work from home
I can demand for flexible working hours
I can work part time for a time period
I can share job with other colleague, (on emergencies )
Any other (please specify)
Leave arrangements in your company (multiple select)
Parental leave Maternity Leave Time off in emergency Medical None
for dependent Leave
Child Care provision in your Company
Childcare facility Financial assistance Flexible working hours Child None
by employer for childcare Medical
allowance

Please display your degree of agreement on the following statements. Kindly tick (√)

Strongly Disagree No Agree Strongly

Disagree Idea agree
1 2 3 4 5
187
188
 My work often interferes with my
family responsibilities
I am not able to maintain an appropriate and
healthy balance between my work and
personal
commitments
I often bring work home to do on the evenings
and weekends.
It’s hard to get time off/leave to take care of
family or personal matters
I have to miss family activities due to the
amount of time I must spend on
work responsibilities
My work takes up time that I would like to
spend with family/friends
I feel guilty for spending too much time at
work and not enough time with my family
When I get home from work I am often
feel physically exhausted to participate in
family
activities
The stress from my job often makes me
irritable when I get home
Tension and anxiety from work often pinch
into my family life
I often feel emotionally drained when I
get home from work that prevents me
from
contributing to my family
I receive assignment without adequate
resources
I often receive assignments out of my expertise
and capability
My supervisor is supportive in fulfilling my
non-work responsibilities
Management in my company are only
interested in profits and efficiency
Welfare of employees is least important in my
company
I believe that people can work best when they
can balance their work and other aspects of life
It is the employer responsibility to help people
to balance work and their life
Kindly tick (√) in the appropriate option

I feel a strong sense of belonging to my company

Strongly Disagree Disagree No Idea Agree Strongly Agree

All in all, I am satisfied with my job

Strongly Disagree Disagree No Idea Agree Strongly Agree

189
Any additional information/suggestion you would like to provide which will add value to this

exercise.

Thank you again for your response

Dehing ….Pulse of Survival
ISSN: 2320-785X
Impact of Time based conflict on the Work-Life balance among bank
employees
Dr. Anil. K. Bhatt
Professor, Pacific Institute of Business Studies,
Udaipur, Rajasthan-India.
E-mail: anilbhatt_ndhn@yahoo.com, Mob.: 9828282960
&
Chandani Goyal
Research Scholar, Pacific University,
Udaipur, Rajasthan-India.
Abstract
Balance is the key to lead a successful and beautiful life which includes everything but in balance. It is
important in everyone’s life be it in the life of an entrepreneur, student or a housewife to maintain a
balance between various aspects of their daily routine. The current paper study work life issues among
bank employees as they may be more prone to imbalance effects than other groups of employees since bank
workers frequently face extended work schedules and unrealistic deadlines. Result confirms that employee
often bring work to home to do weekends and evenings. Moreover, they feel guilty for spending too much
time at work and not enough time with my family.
Keywords: strain, work life conflict, banking sector

International Journal of Engineering, Business and Enterprises Applications (IJEBEA)

ISSN (Print): 2279-0020, ISSN (Online): 2279-0039
IMPACT OF STRAIN-BASED CONFLICT ON THE WORK-LIFE
BALANCE AMONG BANK EMPLOYEES
Dr. Anil. K. Bhatt
Professor, Pacific Institute of Business Studies,
Udaipur, Rajasthan-India.
E-mail: anilbhatt_ndhn@yahoo.com, Mob.: 9828282960
&
Chandani Goyal
Research Scholar, Pacific University,
Udaipur, Rajasthan-India.
Abstract
Work-life balance is about creating and maintaining supportive and healthy work environments, which will
enable employees to have balance between work and personal responsibilities and thus strengthen
employee loyalty and productivity. The work-life, or work-family, balance is a frequently cited
phenomenon. The current study assumes that bank workers may be more prone to imbalance effects than
other groups of employees as workers frequently face extended work schedules and unrealistic deadlines.
Results conclude that bank employee strongly believes that tension and anxiety from work often pinch into
their personal and family life and they often feel emotionally drained when get home from work that
prevents them from contributing to family life.
Keywords: strain, work life conflict, banking sector

190