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A RESEARCH REPORT ON

Work life balance-Study of Public Sector Banks
Submitted in partial fulfillment of The degree of Bachelor of Business Administration (2010-13 Batch)

Sri Aurobindo College of Commerce and Management Ludhiana

Supervisor: Ms.Puja Jain ASSISTANT PROFESSOR SRI AUROBINDO COLLEGE OF COMMERCE AND MANAGEMENT LUDHIANA

Submitted By:Khwaab Grover BBA 3rd YEAR 14310000447

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CONTENTS
CHAPTE R NO.
Certificate of approval Declaration Acknowledgement List of tables and figures Executive summary 1.. Introduction to project − Definition of work life balance − What is work life balance − How to achieve it − Who does it apply to − Work life balance issues − Impacts of work life balance − Introduction of banks − Need of the study − Objectives of the study Review of the literature Research Methodology − Research instrument − Data collection − Sample size − Scope of the study Data analysis and Interpretation − Research Findings Suggestions Limitations of the study Conclusion References Annexure 2

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CERTIFICATE OF APPROVAL
This is to certify that the project work entitled “WORK LIFE BALANCE ” is a bonafide work carried out by Ms. Khwaab Grover in partial fulfillment for the degree of Bachelor of Business Administration from Sri Aurobindo College of Commerce and Management; Ludhiana affiliated to Panjab University, Chandigarh. The project report is approved here with.

Mrs. Puja Jain Assistant Professor SACCM, Ludhiana

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DECLARATION I. It has been done under the guidance of Mrs. Puja Jain. Sri Aurobindo College of Commerce and Management. (Signature) Khwaab Grover ACKNOWLEDGEMENT 4 . Fellowship or other similar titles. a Student of BBA 2010-13 Batch. Diploma. Khwaab Grover. Ludhiana hereby declare that the project on the topic “WORK LIFE BALANCE” is my original work and that it has not previously formed the basis for the award of any other Degree.

guidance. inspiration and continuous encouragement and motivation enabled me to complete this research work. the office staff and employees of my college for their kind cooperation and guidance. cooperation. Dr. L. etc but first of all I’d like to salute and hats off to the supreme power. her caring attitude. Last but not the least I would like to thanks all the faculty members. Without his grace this wouldn’t have come to be today’s reality. I express my profound gratitude to my esteemed. Puja Jain (Faculty Member-SACCM) as without her suggestion the project would not have materialized of. The keen interest shown by her. THE ALMIGHTY GOD who created such helpful atmosphere. (Signature) Khwaab Grover LIST OF FIGURES AND TABLES 5 . Behl (SACCM). My acknowledgement debt will be incomplete if I fail to give sincere thank to my Mrs.My heartfelt thanks to my parents who have given me the opportunity to be in such a professional course. Lots of people have done things to do with discussion. . unswerving and erudite principal. R.Acknowledging debt is not easy to me as nothing gets done by one person and I am indebted to many people. for making me fortunate enough to get the opportunity to work on this project.

1. TITLE OF THE FIGURE Number of hours or work in a week Working outside usual working hours Ranking in order of the level of importance attached while looking for a job Level of satisfaction with the job Currently living with spouse or partner Living with children at home Providing regular care to someone Policy for work life balance in an organization Work life balance initiatives in an organization Suggestions by respondents for work life balance Items and aspects hinder in balancing work and family commitments Items and aspects helpful in balancing work and family commitments Items and aspects hinder in balancing work and family commitments Number of hours spend for work out Family responsibilities interfere with performance on job NO. 10. 8. EXECUTIVE SUMMARY Views of work-life balance • While most respondents could relate to the issue of work-life balance it was clearly not an issue that people reflected on. 7. 5. 4. 15. 11. 12. 14. 2. 13. unless prompted. 6.PAGE FIGURE NO. 3. Managing the different aspects of their lives was considered complex and assessment of 6 . 9.

work-life balance was seen to require stepping back and viewing your life objectively. Many in this position felt trapped and unable to see how their circumstances would improve or how they could get ahead in life. Most noted that it was easy to get caught up in the day-to-day details of living and for life to become out of balance without realising it. • Even though respondents from different socio-economic backgrounds could relate to the issue of work-life balance. while employees own rating of their work-life balance was more inline with that stated by 7 . the reasons work and life became out of balance were fundamentally different. Imbalance towards the working part of their life was often considered necessary to generate an income that just covered immediate outgoings. • Most felt that people would not seriously look to address work-life imbalance issues in their life until some crisis or event spurred them into action. although there was evidence of some disconnection between perceptions of work-life balance of the employee by employers. Most employers felt that the work-life balance of employees was better than their own. For many from higher socio-economic backgrounds work-life imbalance was a price they were willing to pay to achieve certain life goals – the fact that work and life was out of balance was considered a matter of choice. „ Current work-life balance • Most participants claimed that their work and life was out of balance. For many from a lower-socio economic background work-life imbalance was often seen to be forced upon them. It was an issue that both employers and employees could personally relate to.

8 . • There were numerous stories recounted of the impact work-life imbalance had on an individual’s personal life.employers for themselves • While paid work was clearly a key contributor to any imbalance between work and life. although for most there were a number of important issues relating to the impact on the workplace such as deterioration of work relationships. Participants tended to focus more intensely on the impacts outside the workplace. increased mistakes. lower quality work and decreased job satisfaction. there were also many factors outside the workplace that were also seen to impact on work-life balance.

9 . INTRODUCTION TO PROJECT INTRODUCTION The role of employment and the place of work have changed throughout the world due to economic conditions and social demands. Organizations need to attract and retain valued employees.Chapter 1. whilst for employees. Work life balance is an issue increasingly recognized for strategic importance to organizations and of significant importance to employees. it is the balancing responsibilities at work and at home.

The best work life balance could be one in which important areas of an individuals life don’t have to be neglected in favour of work related duties and goals. 2008). Towers Perrin. Why should organizations implement work life balance – is it a critical business criteria or just “the right thing to do”? Nowadays. workplaces must provide flexibility in the workplace itself. showed a positive relationship between employee engagement and sales growth. most companies do agree that engaged employees – those willing to ‘go the extra mile’ – can have a very strong effect on the success of a business and so are seeking effective techniques that will allow them to build engagement. One of the means to help provide personal and professional goals is work life benefits and programs. structure of jobs. and in the way employees perform their work. renewed interest in personal lives and family values and an ageing workforce are factors which contribute to the survival of organization. Many trends in workforce demographic and society in general. The concept of work-life balance according to Manfredi and Holliday (2004) is based on the notion that paid work and personal life should be seen less as competing priorities than as complimentary elements of a full life. have impacted on business and the labour market.000 employees across dozens of companies. looking at over 35. Global competition. lower cost of goods sold. 2008) especially as credible evidence points toward an engagement-profit linkage (Czarnowsky. and the right balance today will probably the different tomorrow. 10 .Work life balance does not mean an equal balance. and reduced turnover. A changing and growing workforce has employers looking for more work life balance opportunities when it comes to choices of an employee. Employee engagement has generated a great deal of interest in recent years as a widely used term in organizations and consulting firms (Macey & Schneider. customer focus. The way to achieve this is to adopt an approach that is conceptualized as a two way process involving a consideration of the needs of employees as well as those of employers.

creativity and ideas. work-role fit). One might think that the economic downturn and the job insecurity it brings would translate into increased employee job focus and engagement. and to work for an organization with a reputation as a good employer. different generations. Many businesses are concerned about increasing employee engagement during this time of financial uncertainty. Further. safety (supportive manager and co-workers) and availability (resources available) are more likely to have engaged employees. it outlines the implementation of work-life balance policies & practices adopted industries for developing employee engagement. H?R can better understand the challenges of increased diversity in the organization’s workforce (e. moiré females0 and work toward designing and I implementing work-life balance policies and practices to engage diverse employee groups. This paper explores the notion of Employee Engagement and also some of the rhetorical assumptions associated with workplace culture.. Research shows that organizations that provide a workplace culture with the psychological conditions of meaningfulness (job enrichment. Work-life balance is increasingly important forengagement and affects retention.g. 11 . as well as by recognizing individual differences within these groups. By being aware of the unique needs of diverse groups. senior management interest in employee wellbeing.In today’s knowledge economy employees today are looking for: opportunities to learn and improve their skills and to have an open valve for imagination.

managers at Eli Lilly begin their job in the company with a clear understanding of what the company expects. But this is not enough. Such articulation can be done through the company’s vision and mission statements. The top management of the company must clearly communicate its eagerness and willingness to restructure the work schedules in such a manner that it can balance the work and life of the employees. They undergo a weeklong program. called Supervisor School that blends the business case for work life initiatives. There is a need to clearly chalk out the connection between maintaining this flexibility and the corporate objectives. The employees must understand that their organisation also keeps in mind the value of their life and personal relationship. Thus.Creating Institutional Support Mechanisms The first and the foremost requirement is to create conditions that will provide organisational support towards maintaining the flexibility of work and life of the employees. the management ensures that the flexibility in work is linked with the objectives of the organisation. What is needed is to ensure and communicate the support of the senior management. For instance. This will require clear articulation from the company that it values the personal lives of its employees. 12 . HR policies and other organisational regulations that allow the employees to maintain a good mix of personal lives with their career. These entail the propagation of the culture of work flexibility.

It is also necessary to evaluate such systems of flexibility from time to time. Flexible work patterns must become a part of organisational initiatives. To keep pace with the changing patterns of work and life of employees. This can be done through sharing successful models of work schedules and real life case studies. Essentially this will require employees to become cross functional. Thus. which the organisation may have. This may even require a new look towards HR manual. Practising What You Preach Above all. Otherwise. Organisations must make sure that there are proper organisational systems of work design that allows employees to have flexible time. This will require the creation of a networked environment that can provide a ‘back up’ system to support work relationship. the role of HR department needs to be revisited and made more expansive and supportive towards organisational and individual needs. Sustain It 13 . the organisations need to execute their flexible work schedules. the organisations can arrange special training programs that will inform the employees about the new working trends. which might create new dimensions of the problem in the work life patterns. so that a temporary emergency or a shortfall in one department can be met by other departments.Providing Managerial Support Only lip service towards work life balance will not suffice. stagnancy will creep into the work schedules.

14 . which seems to become the focus of many organisations. it is very necessary that it sustains it over a long period of time. What important is the long-term and not the short-term. Several researchers have shown that a balanced work-life creates greater employee productivity.Once the organisation follows and internalises the practice of flexible work schedules for its employees. the focus and purpose of creating balanced work life should be maintained at any cost. Such sustainability can e brought about by clear demarcations of accountability and means to measure it. So. though it may apparently seem that employees are having more leisure. This will also call for review and evaluation of the current work environment and make modifications in the schedules accordingly. the effect of a balanced work-life will show up positively in the bottom line of the company. In other words.

in our demanding lives many people struggle to balance work and the responsibilities of caring for children. employees and government want to maximise participation in the workforce. Strategies to achieve balance will differ between organisations. taking care of their own health or participating in sport and recreation. Work-life balance is about helping staff to maintain healthy. WHAT IS WORK LIFE BALANCE Work life balance describes the relationship between your work and the commitments in the rest of your life.DEFINATION A work-life balance definition and associated principles have been developed to provide a common framework within which individual agencies can develop their own policies. Employers. partly depending on their function. and how they impact on one another. family members with a disability or elderly parents. There is no ideal work life balance. For other workers it's often difficult to find time outside work for study. and their workforce profile. They alert current and prospective public servants to the reasonable expectations they can have of their work environment. 15 . Overall quality of life improves and businesses also benefit from employees' higher morale and commitment. everyone is different and the 'right' balance may alter over time as families grow older and personal commitments change. rewarding lifestyles that will in turn lead to improvements in productivity and performance. volunteering. However. Having options about how work is organised makes managing work and life demands possible by allowing employees to work in non-traditional work patterns and locations that better fit their personal commitments. the types of work roles they offer.

Your business won’t go under if you don’t get that one client-pick yourself up and look for the next client. Embrace delegation. Once you let people in. Blew it on a big marketing campaign? Learn from your mistakes and implement what you learn for next time.' HOW TO ACHIEVE IT Stop beating yourself up. The scales may be tipped in the direction of business. when in reality. quit fooling yourself that you can ever achieve an equal personal life and work balance. Also. No. both sides will stop feeling isolated. Plus. Employers who provide flexible work options immediately gain a competitive edge in the labour market by becoming 'employers of choice. stop trying to achieve the un-achievable.For employers the capacity to negotiate flexible work arrangements provides an antidote to loss of skills and experience and the high cost of recruitment and retention in a competitive labour market. or have your spouse set up some appointments for you. You’re an entrepreneur and motivated by success. sharing the ups and downs of entrepreneurship can bring you closer and allow you to spend more time with them. you don’t have to look over every piece of paper that comes through your office. and then let it go! Share. That’s their job and why you hired them. deadlines and goals. By that I mean. Start by setting realistic goals. It makes you a driven person. and you don’t need to follow up on every sales call your employees make. Set up a delegation plan with the specific skillsets needed. WHAT DOES IT APPLY TO 16 . the best people for the jobs. but that doesn’t make you a bad person. Need extra help in the office? Bring your kids in to help. Part of the problem with work-life balance is that entrepreneurs think they need to shield their friends and family from the problems of the business. you never know when someone has an idea you haven’t thought of that could help your business grow.

Employees in the same workplace have different start. WORK LIFE BALANCE ISSUES We value your feedback on the information on this page How useful was the information? * Not at all useful Not useful Neutral Useful Very useful 17 . The annual hours are usually split into 'set shifts' and 'reserve shifts' which are worked as the demand dictates Compressed working hours. an employee might start work later and finish early in order to take care of children after school flexi-time. Typically. a five-day working week is compressed into four days Shift-working.part-time working. For example. Employees work their total agreed hours over fewer working days – for example. Shift-work is widespread in industries which must run on a 24-hour cycle. New technology makes communication with office and customers possible by telephone. such as newspaper production. An employee on a permanent contract takes paid or unpaid leave during school holidays Staggered hours. utilities and hospital and emergency services. Employees may be required to work within essential periods but outside 'core times' they often get flexibility in how they work their hours Job-sharing. fax and email from home. car or other remote locations term-time working. finish and break times – often as a way of covering longer opening hours Annual hours. two employees share the work normally done by one employee Working from home. This is a system which calculates the hours an employee works over a whole year.

The challenge before banks is to create such value by differentiating themselves from competition on the one hand. This places it on a completely different platform from any other industry. including regulated utilities.How easy was it to find the information? * Not at all easy Not easy Neutral Easy Very easy Overall. However. while 18 . A fair amount of research. While its criticality for the economy is undisputed. in every economy. shareholder value creation has assumed importance along with the other traditional objectives these banks (especially nationalised banks) were set up for. it is this criticality that also makes it vulnerable to failure. albeit in different degrees. This is the reason the banking industry is regulated. has gone into determining the factors that affect bank performance. how satisfied are you with the information? * Very dissatisfied Dissatisfied Neutral Satisfied Very satisfied INTRODUCTION OF BANKS The banking industry in any economy provides its financial backbone. both international and Indian. With more and more banks in India getting listed in the stock markets. the relationship between performance and stock returns has not received much attention.

foreign banks were included. measured by the return on assets (ROA) and operating profit (OPR). However. They do not enjoy the freedom firms in most other industries do with regard to business strategy formulation and/or policy making. which omitted new public banks in the analysis. for the Indian banking industry. it makes sense to look at what exactly banks need to concentrate on in order to create an impact in the stock market. Sarkar and Bhaumik1 looked at how ownership impacted performance. specializing in Finance. They looked at data for the years 1994 and 1995. IIM Bangalore. Sarkar. Hence.working within the regulatory boundaries on the other. An attempt is made in this paper to delineate the items of published information that have an impact on stock performance from those that do not. The study is restricted to information appearing in the annual accounts of the banks. Punjab National Bank Type Traded as Public BSE: 532461 NSE: PNB 19 . The present study looks at another Veena S Iyer is a fourth year student in the Fellow Programme.

86 billion (US$7.in Revenue Net income Total assets Owner(s) Employees Website Punjab National Bank (PNB) is an Indian financial services company based in New Delhi.Industry Founded Founder(s) Banking.59 billion) (2012) 50.25 billion (US$914.704 trillion (US$85. India.corporate banking. Financial services 1895 Lala Lajpat Rai Headquarters New Delhi.pnbindia.mortgage loans.127 (2012) www.61 billion) (2012) Government of India 62.public equity. consumer banking. finance and insurance.55 million) (2012) 4. India Key people Products K R Kamath (Chairman & MD) Credit cards. investment banking. It was founded in 1894 20 . PNB is the third largest bank in India by assets. public banking. wealth management 416.

as well as branches in Hong Kong. and Shanghai. India Area served Key people Worldwide Arun Kaul (Chairman and Managing Director) Consumer banking. PNB has a banking subsidiary in the UK. UCO Bank Type Traded as Public NSE: UCOBANK&section=7 UCOBANK BSE: 532505 Banking. It serves over 37 million customers.byLala Lajpat Rai and is currently the second largest state-owned commercial bank in India ahead of Bank of Baroda with about 5000 branches across 764 cities. finance and 21 Products . The bank has been ranked 248th biggest bank in the world by the Bankers' Almanac. corporate banking. Dubai and Kabul. West Bengal. Oslo. The bank's total assets for financial year 2007 was about US$60 billion. Financial services 6 January 1943 Industry Founded Headquarters Kolkata. Dubai. and representative offices in Almaty.

The Bank was started with Kolkata as its Head Office with an issued capital of Rs 2 crore and a Paid-up capital of Rs 1 crore. and the United Commercial Bank Limited was incorporated to give shape to that idea. in 1985. formerly United Commercial Bank. with four overseas branches two each in Singapore and Hong Kong. Ghanshyam Das Birla. public banking. by an act of Indian Parliament as a bank in Bangladesh existed with the name “United Commercial Bank” which caused confusion in the international banking arena. It has a turnover of around Rs 14.000 (2012) www. 22 . established in 1943 in Kolkata. was nationalized on 19 July 1969 by the Government of India. is one of the oldest and major commercial bank of India. had conceived the idea of organizing a commercial bank with Indian capital and management. wealth management Profit Owner(s) Employees Website Rs. during the Quit India movement of 1942. Its name was changed to UCO Bank. an eminent Indian industrialist.ucobank. mortgage loans.insurance. Mr Arun Kaul is currently the Chairman and Managing director of UCO Bank. The Bank has 41 Zonal Offices spread all over India. As of 6 January 2013 the bank had 2550 Service Units spread all over India. along with 13 major commercial banks of India.000 crores.1109 Crores (2012) Government of India 23.investment banking. The bank.com Uco Bank.

investment banking. wealth management US$ 36. corporate banking. India Area served Key people Worldwide Pratip Chaudhuri (Chairman) Credit cards.finance and insurance.State Bank of India Type Traded as Public NSE: SBIN BSE: 500112 LSE: SBID BSE SENSEX Constituent Banking. Consumer banking. public banking.950 billion (2012)[1] Products Revenue 23 . Maharashtra. mortgage loans. Financial services 1 July 1955 Industry Founded Headquarters Mumbai.

The bank traces its ancestry to British India. In 2008. It is a state-owned corporation with its headquarters in Mumbai. SBI has 14 regional hubs and 57 Zonal Offices that are located at important cities throughout the country.Profit Total assets Total equity Owner(s) Employees Website US$ 3. Bank of Madras merged into the other two presidency banks— Bank of Calcutta and Bank of Bombay—to form the Imperial Bank of India.119 branches.202 billion (2012)[1] US$ 359. making it the oldest commercial bank in theIndian Subcontinent. The Government of India nationalised the Imperial Bank of India in 1955. SBI has been ranked 285th in the Fortune Global 500 rankings of the world's biggest corporations for the year 2012. through the Imperial Bank of India.co. Maharashtra. and renamed it the State Bank of India.[3] 24 . which in turn became the State Bank of India.854 billion (2012)[1] Government of India 292. including 157 foreign offices in 32 countries across the globe making it the largest banking and financial services company in India.sbi. SBI is a regional banking behemoth and has 20% market share in deposits and loans among Indian commercial banks. the government took over the stake held by the Reserve Bank of India.[1] SBI provides a range of banking products through its network of branches in India and overseas. to the founding in 1806 of the Bank of Calcutta.in State Bank of India (SBI) is a banking and financial services company based in India.215 (2012)[1] www. it had assets of US$360 billion and 14.237 billion (2012)[1] US$ 20. with the Reserve Bank of India taking a 60% stake. including products aimed at non-resident Indians (NRIs). As of March 2012.

India 2500 branches (2012)[1] Industry Founded Headquarters Number of locations Key people • Shubhalakshmi Panse (Chairman& MD) T.The State Bank of India was named the 29th most reputed company in the world according to Forbes 2009 rankings[4] and was the only bank featured in the "top 10 brands of India" list in an annual survey conducted by Brand Finance and The Economic Times in 2010.R Chawla (Executive Director) Finance and insurance Consumer banking Corporate banking 25 • Services • • • . Allahabad Bank Type Traded as Public BSE: 532480. NSE: ALBK Banking. Financial services 1865 Kolkata.

00 billion (US$91 million) (2012)[2] allahabadbank. has its head-quarters in Kolkata is the oldest joint stock bank in India. BSE: 532480 which began operations in 1865.in Allahabad Bank NSE: ALBK.22 billion (US$3. The bank has a branch in Hong Kong and a representative office in Shenzen. Impacts of work-life imbalance on their life outside work are discussed following. Relationships In nearly all groups there were a few respondents that claimed to have problems with their relationship with their partner due to work encroaching into personal time.06 billion)(2012)[2] 37. most participants tended to focus on impacts outside the workplace. Pressure from family members often meant there was an element of guilt associated with an imbalance in favour of work.Revenue Operating income Net income Total equity Website 168. The bank was founded in Allahabad in 1865 and as of 31 March 2012 now has over 2500 branches throughout India. IMPACTS OF WORK-LIFE IMBALANCE Impacts outside work When discussing the impacts of work-life imbalance.70 billion (US$686.[1] The Chairman and Managing Director of the bank is Shubhalakshmi Panse.67 billion (US$339. A 26 . These seemed to be the areas where most participants felt they were missing out and were coming under significant pressure from others.79 million)(2012)[2] 5.14 million)(2012)[2] 18.

Others claimed to have or had health problems which they associated with overwork. there was a point where employees felt that overwork would impact on the level of job satisfaction an employee could gain from their job. Some claimed to be irritable or more likely to get into arguments with colleagues when under pressure Mistakes If a person’s work-life balance was poor.number stated that their relationships had ended in divorce or counselling had been required to mend relationships. Health Physical health was seen as an area affected by poor work-life balance. Many employees in the groups claimed to have either personally experienced or witnessed incidents where accidents had occurred due to work pressure. relationships with work colleagues were also seen to be affected by poor work-life balance. it was seen as likely to lead to mistakes on the job. 27 . IMPACTS AT WORK Relationships Much like relationships outside work. Job satisfaction While some derived satisfaction from working hard. Some groups had respondents that attributed a colleagues or family member’s death to work pressure.

intellectual. Objectives of the study:  To know whether work-life balance / imbalance have an impact on the learning effectiveness of the students  To analyze whether the anxiety of getting a job (i. friends and leisure activities in the pursuit of corporate / work goals. The neglect of one or more areas. or anchor points. may threaten the vitality of the whole. spiritual and physical – between key areas of importance.e. as they opted to neglect family. there has been a dramatic increase in the amount of research devoted to understanding the linkages between work and family and/or personal life. A balanced life is one where we spread our energy and effort . 28 . The term ‘Work-life Balance’ was first coined in 1986 in reaction to the unhealthy choices that many Americans were making in favour of the work place.emotional.NEED AND OBJECTIVE OF THE STUDY NEED OF THE STUDY In the last few decades. imaginative. perceived employability) affects their learning effectiveness / performance of the students  To evaluate whether family expectations / dependency have an impact on the learning effectiveness / performance of the students.

CHAPTER-2 REVIEW OF LITERATURE 29 .

Voydanoff. & Lcenogle (1997). (2005). for instance should require spending less time working. However. (1997). (1997). a systematically selected sample of psychologists and a volunteer sample of managers. & Markel. The above situation becomes grimmer when according to some writers irrespective of the antecedents of the work-life and life-work conflicts. This work-life conflict can originate in the home or in the work environment (Frone. Gutek et al. 2002) since work schedules tend to be less flexible than personal schedules Eagle. Consequently Greenhaus & Parasuraman (1999) found work is more likely the cause of work-to-life conflicts. (1997) developed and tested an integrative model of work family interface using a sample of 372 employed adults who were married and/or parents. (1991) conducted a study using two separate samples of employed people with families. (1992a). (1997). Wesley and Muthuswamy (2005). Some researchers like Gutek et al. Work-life conflict is often the result of having too many things to do and too little time in which to do them (Greenhaus & Beutell. Hsieh et al. Frone et al. when Frone et al. Williams and Alliger (1994). (1991). 1985. 1997).Work-Life Conflicts Work-life conflicts exist when the line separating the work and personal/family activities becomes diffused and blur. Changes in one almost always affect the other. 1997). Work and life can not be treated as separate domains. Hammer et al. an increase in one typically leads to an increase in the other (Frone et al. Yardley. Spending more time with family. Frone et al. the findings supported the 30 . Miles. The findings indicated that the two types of perceived less family interference with work than work interference with family. Kinnunen and Mauno (2007) and Rajadhyaksha and Ramadoss (2010) have focused on assessing work family conflict/ work life balance among employees in various settings and also identified the direction of spillovers. Eagle et al.

Rajadhyaksha and Ramadoss (2010) tested the model given by Frone et al. Hammer et al. 31 . Work to family conflict had indirect impact on family to work conflict via increased parental overload.indirect reciprocal relation between work to family and family to work conflict. (1997) collected the data from 399 dual-earner couples and found that work family conflict had strong crossover effects for both males and females. indicating that individual’s level of work family conflict was a significant predictor of their partner’s level of work family conflict. Family to work conflict was found to have indirect influence on work to family conflict via work distress and work overload. (1997) on a sample of 405 women in India and found that Indian data moderately supported within and cross domain relationship hypothesized in the model.

CHAPTER.3 RESEARCH METHODOLOGY 32 .

RESEARCH INSTRUMENT:

A questionnaire was developed on the basis of foregoing review of literature. The questionnaire consisted of includes 14 closed ended questions and 1 open ended question. Out of 14 questions there are 2 questions which have further sub parts. A five-point likert -type scale ranging from extremely dissatisfied (1) to extremely satisfied (5) was related to some of the identified selection attributes.

DATA COLLECTION:

The data was collected from the public banks of Ludhiana. The respondents were employees who work in public sector banks and were willing to respond to the questions. The employees were currently working and thus were able to generate an appropriate response. The survey was conducted from 4 selected public banks in Ludhiana, Punjab. 1) SBI BANK 2) UCO BANK 3) PUNJAB NATIONAL BANK 4) ALLAHABAD BANK 25 respondents were taken from each bank. Secondary data used in the study was collected from the internet.

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SAMPLE SIZE:

The target population of the study included employees who work in public sector banks. The method used for data collection was Convenience Sampling as this method seemed acceptable and appropriate. A total of 100 employees were taken as sample.

SCOPE OF THE STUDY:
This study will facilitate in understanding the employee’s satisfaction towards their jobs. This study is confined to 4 banks i.e SBI BANK, UCO BANK, PNB BANK, AND ALLAHABAD BANK. BANK in Ludhiana district. Thus the degree of reliability cannot be taken to be always accurate. There are certain constraints of this study: a) b) c) The size of sample is small. The study is limited to Ludhiana district. The period of study is limited.

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DATA ANALYSIS & INTERPRETATION

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1. How many hours in a week do you normally work ?

Table no. 1 Standard hours Percentage of employees 20-30 2% 30-40 40% 40-50 38% 50&above 20%

Graph no. 1

Table no. 2

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Paid overtime Percentage of employees

2-4 8%

4-6 25%

6-8 60%%

8&above 7%

Graph no. 2

paidov ertim e
60% 40% 20%
paidovertime

0% 2-4 hrs 4-6 hrs

6-8 hrs

8& above

Table no. 3 Extra hours without pay Percentage of employees 0-5 10% 5-10 20% 10-15 25% 15-20 45%

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3 exrtahourswithout pay 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 0-5 hrs 5-10 hrs 10-15 hrs 15-20hrs exrta hours without pay INTERPRETATION: 38 .Graph no.

Do you normally work any hours outside the “usual” working week? ( Early mornings before 8am. While there are 25% of employees who work 10-15 hrs overtime without any extra payment. evenings after 5pm or weekend work) 40% YES 60% NO 60 50 40 30 20 10 0 YES NO 39 . There are more than 60% who work 6-8 hrs as paid overtime.The above tables and graphs shows that there are 38% employees who work 40-50 hrs in a week as their standard time. 2.

3. 40 . Rank the factors listed below in the order of importance attached to them while looking for a job? Ranks Salary / wages Holidays Career development process Flexible working hours Training opportunity Location of work place Interest for the job Leave arrangement Job security Friendly environment 1 13% 17% 8% 2 2% 1% 15% 3 4% 12% 5% 4 21% 10% 12% 5 10% 6% 7% 6 11% 14% 13% 7 5% 7% 14% 8 12% 13% 6% 9 14% 4% 3% 10 8% 16% 17% 12% 3% 14% 8% 23% 7% 13% 5% 13% 12% 16% 4% 2% 15% 15% 10% 11% 8% 25% 13% 6% 13% 25% 2% 6% 7% 9% 10% 3% 11% 5% 13% 6% 13 12% 12% 5% 8% 10% 7% 8% 6% 12% 7% 10% 12% 10% 1% 21% 3% 10% 25% 12% 11% 4% 23% 3% 2% 6% 3% 11% 12% 13% 9% 5% 13% 18% 7% 1% 10% INTERPRETATION: The above table shows that there is a mixed response from the respondents related to the level of importance attached to them while looking for a job.INTERPRETATION: The above figure shows that 40% of the respondents work outside usual working week and 60% of the respondents do not work outside usual working hours.

Very satisfied b. how satisfied would you say you are with your job ? a. Satisfied c. Overall . It shows that 46% of the respondents are very satisfied . 40% of the 41 . of personssatisfiedwith their job 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% very satisfied satisfied quite satisfied not satisfied INTERPRETATION: The Figure shows satisfaction of the employees regarding the types of jobs at the public sector banks.4. Quite satisfied d. Not satisfied no.

respondents are satisfied. 5. of personsliv with their spouse or ing partner 100% 80% 60% 40% 20% 0% YES NO INTERPRETATION: The above picture shows that 92% of the public bank employees are living with their partner while only 8% of the employees are not living with their partners. 12% of the employees are quite satisfied while 2% of the employees are not satisfied. Are you currently living with a spouse or partner ? 92% YES 8% NO no. 42 .

6. 78% YES 22% NO 43 . Do you have any children living at home with you? If yes how many.

no. 44 . of personshavingchildren at hom e 80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No INTERPRETATION: The above figure shows that 78% of the respondents are having children at home while 22% of the employees do not have children at home.

of respondents who provideanyreg ular careto som eone 70% 60% 50% 40% 30% 20% 10% 0% YES NO INTERPRETATION: The above figure depicts that 35% of the respondents are providing some sort of regular care or help for any sick or disabled person while 65% of the respondents do not do so. Does your organization have policy for “work life balance”? 45 . or provide any regular care or help for any sick .7. elderly or disabled adults ? 35% YES 65% NO no. The help can be in the form of money or in kind. 8. Do you look after .

Which of the following work life balance initiatives are in place in the organization? 46 . which means that their organization looks into the interest of their employees. While 20% of the respondents feel that their organization does not have policy for work life balance . 9.80% YES 20% NO if org anisationshave policyfor "worklife balance" 80% 60% 40% 20% 0% yes no INTERPRETATION: The above figure depicts that 80% of the respondents feel that the organization in which they are working have a policy of work life balance .

Or getting tea/coffee with friends Work life balance initiatives in an organization Organizes recreational activities occasionally Celebrates occasions like birthdays and anniversary Encourages the involvement of my family members in work achievement award functions. Invests in transportation facilities to reduce difficulty faced by employees in community. listening music. Provides support for child care. Yearly master health check up Provides gym . listening music. medical coverage with parents.a) Organizes recreational activities occasionally b) Celebrates occasions like birthdays and anniversary c) Encourages the involvement of my family members in work achievement award functions d) Yearly master health check up e) Provides gym . Or getting tea/coffee with friends. Provides casual spaces for chatting. Percentage 22% 35% 1% 5% 1% 10% 5% 1% 47 . medical coverage with parents f) Provides support for child care g) Invests in transportation facilities to reduce difficulty faced by employees in community h) Provides casual spaces for chatting.

1% response is given to the provision of casual spaces for relaxing and also the provision of gym facilities in banks.e. family involvement in work achievement award functions i.e.e. 35% of the public banks celebrate occasions like birthdays and anniversary in the banks amongst the employees. Then very less percent is given to the initiatives like transport facilities . The table depicts that more than half of the organizations i. and 1% respectively. medical provision of child care INTERPRETATION: The above table shows us the clear picture of the various levels of initiatives by the organizations for the work life balance of the employee working with the organizations. health check ups . 5%. While there are few work life balance initiatives which are not followed by any of the public banks. 5%. providing support for child care .initiativesbyorg anisations recreational activities celebrations invovement of family health chech up gym. 22% which organizes recreational activities for their employees as an initiative for work life balance. There are some banks i. 10%. 48 .

11Which of the following hinder you in balancing your work and family commitments? a) Long working hours b) Compulsory overtime c) Shift work d) Meetings/training after office hours e) Other. specify 49 .10. Do you have any suggestions about “ work life balance” ? No respondents had given any suggestions for improving work life balance.

e. 25% of the respondents feel that compulsory overtime in the organizations is responsible for the hindrance in balancing their work life balance. 65% feel that long working hours in the organization hinders in balancing their work and family commitments. The respondents feel that the working hours is pretty long that they are unable to balance their lives.Items and aspects hinder in balancing work and family commitments Long working hours Compulsory overtime Shift work Meetings/training after office hours Others Percentage 65% 25% 5% 5% 0% Item andaspectshinder in balancingwork s andfam com itm ily m ents 80% 60% 40% 20% 0% Items and aspects hinder in… Items and aspects hinder in balancingwork and family commitments INTERPRETATION: The above table shows that maximum number of respondent i. 50 .

15% 75% 3% 4% 3% 0% 51 . Items and aspects helpful in balancing Percentage work and family commitments Working from home Technology like cell phones/laptops Being able to bring Children to work on occasions Support from colleagues at work Support from family members Others. specify___________. specify___________. 12 Which of the following help you to balance your work and family commitments? a) Working from home b) Technology like cell phones/laptops c) Being able to bring Children to work on occasions d) Support from colleagues at work e) Support from family members f) Others.Whereas very less number of respondents feel that shift work and meetings/training after office hours makes it difficult to balance their lives i. only 5% and 5% respectively.e.

Very less number of respondents think that support from collegues and the support from family members help them reduce their works. They are 4% and 3% respcetiely. 52 . The maxmum number if respondents i.e. 75% feel that the latest technology like cell phones / laptops are being quite useful in helping them in balancing work and lamily commitments. 15% of the respondents believe that working some part of their office taks from home help them balancing their commitments.Item andaspectshelpful in balancingwork s andfam com itm ily m ents Items and aspects helpful in balancing work and familycommitments 75% 15% 3% Workingfromhome Technologylike cell phones/laptops 4% Beingable to bring Children to work on occasions Support from colleaguesat work INTERPRETATION: The abobe table shows that there are various ways through which its being helpul for the employees in balancing there work and family commitments.

specify___________ Percentage 23% 20% 40% 12% 5% 0% 53 . Which of the following hinder you in balancing your work and family commitments? a) Technology such as laptops/cell phones b) Frequently traveling away from home c) Negative attitude of peers and colleagues at work place d) Negative attitude of supervisors e) Negative attitude of family members c) Others. specify___________ Items and aspects hinder in balancing work and family commitments Technology such as laptops/cell phones Frequently traveling away from home Negative attitude of peers and colleagues at work place Negative attitude of supervisors Negative attitude of family members Others.13.

Whereas only 5% of the respondents feel that the negative attitude of family members make it difficult to balance their work and family commitmnets.e. 40% believe that the negative attitude of peers and colleagues at work plce is the biggest hindrance in balancing their work and family commitments.Item andaspectshinder in balancingwork s andfam com itm ily m ents 40% 30% 20% 10% 0% Items and aspects hinder in balancingwork and family commitments INTERPRETATION: The above table shows that there are various reasons that hinder the respondents in balancing their work and family commitments. While 23% and 20% of the respondents feel that technology such as laptpos/ cell phones and frequently travelling away from home is a cause of hindrance in balancing their work and family commitments respectively. 54 . 12% of the respondents feel that negative attitude of superiors creates the imbalance in their work and family commitments. The maximum number of respondents i.

14. How many hours do you spend time for working out? a) less than half an hour b) half an hour c) half an hour to one hour d) more than 1 hour e) no work out Number of hours spend for work out Less than half an hour Half an hour Half an hour to one hour More than 1 hour No work out Percentage of employees 18% 25% 6% 5% 46% 55 .

abc 18% 46% 25% less than half an hour half an hour half an hour to one hour more than 1 hour 5% 6% no work out 56 .

They are as follows: Table no.INTERPRETATION: The above pie cahrt dipicts that more than half of the respondents i. 15. 1 Statement Family matters reduce the time you can devote to your job Strongly Agree 14% Agree 54% Neutral 13% Disagree 6% Strongly Disagree 13% Graph no. 1 57 . There are only 5% of the respondents who spend more than 1 hour for work out. as they believe that no time is left for such activities and some other reasons. 25% of the respondents spend about half an hour in some sort of wort . 18% spent about less than half an hour while only 6% spend from half an hour to one hour .e 46% do not spend there time in working out. To what extent does your family life and family responsibilities interfere with your performance on your job in any of the following ways? This question is futher divided into 10 sub questions.

2 Strongly Statement Agree Family worries or problems 11% distract you from your work Graph no. 2 50% 33% 5% 1% Agree Neutral Disagree Disagree Strongly 58 . They believe they can easily balance their lives.60% 50% 40% 30% 20% 10% 0% 54% 14% 13% 6% strongly agree agree 13% neutral disagree strongly disagree Familymatters reduce the time one can devote to a job INTERPRETATION: The above graph dipicts that 54% of the public bank employees feels that their family matters reduce the time they can devote to their jobs. While on the extreme side 13% of the employees strongly disagree with the statement. Table no.

Their family worries do not effect their work . 4% 6% 80% 6% 4% Strongly Agree Neutral Disagree Disagree 59 . While on the extreme side there is only 1% of the employees strongly disagree with the statement. They believe they can easily balance their lives. Table no.F ilyworriesor problem distract one from am s work Familyworries or problems distract one from work 50% 11% 33% 5% strongly agree agree 1% neutral disagree strongly disagree INTERPRETATION: The above graph dipicts that 50% of the public bank employees feels that their family worries or problems distract them from their work . 3. 3 Strongly Statement Agree Family activities stop you getting the amount of sleep you need to do your job well Graph no.

F ilyactiv am ities stop one g ettingthe am ount of sleep one need to do job well strongly agree agree neutral disragee strongly disagree INTERPRETATION: The above table and graph shows that the majority of the employees of public banks are neutral in responding the statement that family activities stop them in getting the amount of sleep they need to do the job well. Table no. The majority feels that they do not have any idea regarding the answer of the statement. 4 5% 5% 79% 4% 7% Strongly Agree Neutral Disagree Disagree 60 . 4 Strongly Statement Agree Family obligations reduce the time you need to relax or be by yourself Graph no.

5 Strongly Statement Agree Your job reduces the amount of time you can spend with the family. Graph no. 5 32% 31% 11% 22% 6% Strongly Agree Neutral Disagree Disagree 61 . The majority feels that they do not have any idea regarding the answer of the statement.. Table no.F ilyoblig am ationsreducethe tim you need e torelaxor beby yourself Familyobligations reduce the time you need to relax or be by yourself 79% 5% 5% 4% neutral agree 7% strongly agree agree strongly disagree INTERPRETATION: The above table and graph shows that the majority of the employees of public banks are neutral in responding the statement that family obligations reduce the time one needs to relax or be by oneself.

Table no.job reducesthe am ountof tim one can e spendwith the fam ily 6% 22% 31% strongly agree agree neutral 11% 30% disagree strongly disagree INTERPRETATION: The above table and graph shows that the majority of the employees of public banks agree to the statement that their job reduces the amount of time one can spend with the family. 6 62 . 6 Strongly Statement Agree Problems at work make you irritable at home 42% 18% 23% 16% Strongly Agree Neutral Disagree Disagree 1% Graph no. While 22% of the bank employees feels that they disagree with the above statement.

7 63 . while on the extreme side there are 16% of the employees who disagrees with the statement. Which means that the majority goes in favour of the statement. Graph no. 7 Strongly Statement Agree Your work involves a lot 11% 15% 38% 36% 0% Strongly Agree Neutral Disagree Disagree of time away from home.Problem at workm eyou irritableat hom s ak e Problems at work make you irritable at home 42% 18% 23% 16% 1% neutral disagree strongly disagree strongly agree agree INTERPRETATION: The above table and graph shows that the majority of the employees of public banks strongly agrees with the statement that the problems at work sometimes make them irritable at home. Table no.

Y workinvolvesalot of tim awayfrom our e hom e 0% 11% strongly agree 36% 15% agree neutral disagree strongly disagree 38% INTERPRETATION: The above table and graph shows that majority of the respondents i. Table no. That means that majority has to move unvoluntarily away from home for work pupose. While there is very less percent of the employees who feel that they do not need to move to places away from home for work purposes. Agree Neutral Disagree Disagree Strongly 3% 10% 45% 35% 7% 64 . 8 Strongly Statement Agree Your job takes up so much energy you don’t feel up to do things that need attention at home. 36% feels that their work involves alot of time away from home .e.

45% is neutaral towards the statement that their jobs take up so much eneery that they don’t feel up to do things that need attention at home . 45% 35% 3% 10% 7% strongly agree agree neutral disagree strongly disagree INTERPRETATION: The graph and the table above shows that majority of the bank employees i.e. job takes up so much energy you don’t feel up to do things that need attention at home. Table no. while very small percent feels that they strongly agrees to the above statement whereas only 7% strongly disagrees to the above statement. 9 Strongly Statement Agree Employees are expected to put their jobs before family and personal matter.Graph no. 8 jobtak up so m es uch energ you don’t feel up y todo thing that need attention at hom s e. Strongly Agree Neutral Disagree Disagree 88% 5% 2% 4% 1% 65 .

10 Strongly Statement Agree Work life balance policies applied in same way at all alevels of managemant in your organisation or it covers all levels in hierarchy. Table no. While very less percent o respondents disagreees with the statement.Graph no. 29% 22% 19% 13% Strongly Agree Neutral Disagree Disagree 7% Graph no. 9 Em ployeesareexpected to put their jobs beforefam and personal m ily atter strongly agree agree neutral disagree strongly disagree 5% 2% 4% 1% 88% INTERPRETATION: The above table and graph shows that 88% of the public bank employees strongly agrees to the statement that they ate expected to put their jobs before their family and personal matter. 10 66 .

11 Strongly Statement Agree You take special initiatives to manage your diet 70% 17% 2% 9% Strongly Agree Neutral Disagree Disagree 2% Graph no. 11 67 .e 29% believes that the work life balance policies are applied in the same way at all the levels of management In their organisations or it covers all levels in hierarchy. Table no.W life ba nce policies a ork la pplied in s m wa at a e y a a ll levelsof m nag a in your org nis tion or it a em nt a a coversa levelsin hierarchy ll strongly agree agree neutral disagree strongly disagree 17% 13% 29% 19% 22% INTERPRETATION: The above table and graph shows that the majority of respondents i.

12 Strongly Statement Agree You suffer from stress related diseases 1% 3% 4% 86% Strongly Agree Neutral Disagree Disagree 6% Graph no.special initiatives to m anag diet e special initiatives to manage diet 70% 17% 2% strongly agree agree 9% 2% neutral disagree strongly disagree INTERPRETATION: The above table and graph shows that 70% of the respondents strongly agree to the point that they take special initiatives s to manage their diet. 12 68 . Which means that they are quite balanced with their routine . Table no. while there are only 17% of the respondents who do not take any sort of initiative to manage their deit.

While only 3% agrees to the statement. 69 . e majority of the respondents disagrees from the statement that they suffer from stress related diseases.sufferfromstressrelated diseases strongly agree agree neutral disagree strongly disagree INTERPRETATION: The above table and graph depicts that 86% i.

• It is analysed from the study that long working hours has been considered as the biggest hindrance in balancing the work and family commitments. 65% of the employees are suffering from long working hours. I have found out that 60% of the employees normally work outside the usual working hours. 70 .RESEARCH FINDINGS • In this study. • In this study we have found that 25% of the employees feel that the copulsary overtime is the biggest hindrance in balancing their work and familt commitments.

yearly master health check ups provision of support for child care . • The analyses of the study shows that 80% of the organisations do have certain policies for work life balance. 92% of the respondents are living with their spouse or partner and only 8% of the respondents are living alone.• This study reveals that overall 40% of the employees are stisfied with their jobs while 46% of the employees are highly satisfied with their jobs 14% of the employees are the ones who are less satisfied . • The study shows that most of the organisations i. • In this study we have found that 40% of the employees feel that negative attitude of peers and colleagues at work place is a cause of imbalance of work and family commitments. So they need to devote proper time with their children as well. 35% of them use initiatives like celebrating occassions like birthdays and anniversary to increase the interpersonal relations within the collegues . Which means that allmost evey employee needs to give time to his/her family. 71 . and investing in transport facilities etc. In addition to it there are 22% of the organisations which organises recreational activities occassionally to boost up the morale of the employees. • According to my study. • The study also reveals that more than 50% of the employees working in public banks do not have children at home while very less percentage of the employees have children at home. Whereas very less percent of response is given to other innitiatives like involvement of family members in work achievement award functions. • The study clearly reveals that techonology like cell phones or laptops has been of great help in balancing work and family commitments.e. While 20% of the organizations do not have such policies.

• It is analysed that more than half of the employees i. 46% do not spend any time of the day in working out.e. There is only 5% of the employees who actually spend more than 1 hour for working out. CHAPTER-5 Suggestions 72 .

73 . • A majority of respondents feel that they should not make them work very long hours. • According to the study the majority of the respondents feel that they should be made able to bring children to work . • According to the majority of opinions from the respondents surveyed for this study it is suggested that every bank must take some initiative for work life balance for a healthy working environment. It has become a biggest hindrance in balancing their lives. so that they do not have family worries with them at work. Working time should b limited.• • According to the majority of opinions from the respondents surveyed for this study it is suggested that overtime should not be made compulsory.

• According to the majority of opinions from the respondents surveyed for this study it is suggested that every bank must organize various workshops orientation programs . • According to the study it is suggested that every organization should provide latest technologies like cell phones . involvement of family members in work achievement award functions etc. so its is suggested that such work life policies should be followed up by every organization for a healthy working environment. • From the study above it is found that very less organizations follow various policies like yearly health check ups . according to the study traveling should be made done only from the volunteers. So .• A majority of respondents feel that frequently traveling away from home is a biggest hindrance in balancing their work and family commitments. seminars on soft skill or development interventions focused on personality development and psychology related interpersonal relations should be helped to improve. 74 . to help the employees work better even sitting at home. laptops etc. recreational activities.

Chapter.6 LIMITATIONS 75 .

6. 5. People were hesitating to give answers of the questions during the study. The period of study is limited. 2. Only four main banks were taken into consideration for study. 3. The size of sample is small. 4.OF THE STUDY 1. There was a problem of non-cooperation from respondents. 76 . The study is conducted in a limited area(Ludhiana).

Chapter -7 CONCLUSION 77 .

Work life balance is one of the most talked about topics now. if not giving time at home are achieving something in the work life . It is revealed from the study that employees of public sector banks believe that the long working hours is the biggest hindrance in balancing their work and family commitments. This way their families also feels good that their family member. this is highly helpful in boosting up the morale of the employees. 78 . This means those employees are not able to fulfill family commitments timely. There are quite many organizations which take initiatives like celebrating occasions like birthdays and anniversaries . Organized banks have the policy for work life balance.Over the last few years. They take initiatives to balance the lives of their employees while there are few banks which do not have any policy for balancing the work and life commitments of their bank employees. banking has become one of the fastest growing sectors in the Indian economy. While there can b other initiatives like involvement of family members in work achievement functions. There are around 70% of public bank employees who work outside usual working hours.

Various initiatives should be taken to help the employees to do well in the public sector. They do not have time for work out or to spend time for themselves. CHAPTER-8 REFERENCES 79 .While they believe that technology like cell phones and laptops have helped a lot in achieving in the balance in their lives. Which is a serious matter to look into. In brief . the study reveals that policies for work life balance of the employees is crucial for the growth of the banking sector. Employees do not have time for their work out.

(1997). London: CIPD 10. (1994). The Psychological Contract in the Public Sector. J. Marketing Research by Naresh Malhotra.indiabanking. Guest. 6. Annual report of ICICI bank. 9. J. “The Great Indian Bank Story” report 2010 by Earnst & Young. www. 12. Handy. . Haworth. Work. D.com for articles on banking development 7. www. 5. Seth. 4. London: Routlege. (1997).3isite. 3. Leisure and Well-Being.org/wiki/Work%E2%80%93life_balance 80 . “India banking” report 2011 by Jones Lang LaSelle Meghraj. Statistics for Management by Levin and Rubin. 7th Edition. The Empty Raincoat. Leisure and Well-Being. http://en. C. 8. N. Employees Relationship Management by J. and Conway. (2000). 3rd Edition. Haworth.wikipedia.1. London: Hutchinson 11. Work. 13.com for technical terms of banking. 2. London: Routlege.

com/23%5B1%5D. http://www.%20Arooj.in/books? id=jbmVofYDJRQC&pg=PA8&dq=concept+of+work+life+balance&hl=en&sa= X&ei=R-EgUcqOorUrQf1moGwCg&ved=0CDMQ6AEwAA#v=onepage&q=concept%20of %20work%20life%20balance&f=false 15.ac.co. http://www.pdf 81 .google.pdf 17.in/books? id=uHjHvBwKh1MC&pg=PA1&dq=concept+of+work+life+balance&hl=en&sa =X&ei=R-EgUcqOorUrQf1moGwCg&ved=0CDgQ6AEwAQ#v=onepage&q=concept%20of %20work%20life%20balance&f=false 16.uk/__data/assets/file/0005/90806/phdSimp2011IbiyinkaOjo .co.google.bizresearchpapers. http://books. http://books.14.brunel.

CHAPTER-9 ANNEXURE 82 .

QUESTIONNAIRE 83 .

I am doing a project on Work Life Balance of the employees at public banks. Doing BBA at Sri Aurobindo College Of Commerce And Management. As a part of my curriculum. evenings after 5pm or weekend work) 84 . Do you normally work any hours outside the ‘usual’ working week? (Early mornings before 8am. 1. I would be obliged if you co-operate with me in filling the questionnaire. I would like to gather some information from you. 2. Extra hours without pay Hrs. Paid overtime Hrs. the information gathered will be strictly confidential.Dear respondent I am Khwaab Grover. Since the questionnaire is being used for academic purpose. For the completion of my project. How many hours in a week do you normally work?(Please write in space provided against each category) Standard hours Hrs.

. …… …… Location of the work …… Interest for the job …… Leave arrangement . Career development prospect …....… Holidays ….Rank the factors listed below in the order of importance attached to them while looking for a job? (Rank 1-most important and 10-least important) Salary/ wages place . Do you have any children living at home with you? If yes how many. 85 .Yes No 3. Training opportunity …. how satisfied would you say you are with your job? Very satisfied Satisfied Quite satisfied Not Satisfied 5. Flexible working hours …... Yes Are you currently living with a spouse or partner? No 6.. Overall.… Job security Friendly environment 4..

Which of the following hinder you in balancing your work and family commitments? a) Long working hours b) Compulsory overtime 86 . Yes Does your organization have policy for “work life balance? No Don't Know 9. Which of the following work life balance initiatives are in place in your organization? Organizes recreational activities occasionally Celebrates occasions like birthdays and anniversary Encourages the involvement of my family members in work achievement award functions Yearly master health check up Provides gym. or provide any regular care or help for any sick.Yes No No. elderly or disabled adults? Yes No 8. listening music. or getting tea/coffee with friends 10. Do you look after. of Children 7. medical coverage with parents Provides support for child care Invests in transportation facilities to reduce difficulty faced by employees in community Provides casual spaces for chatting. Do you have any suggestion about ‘work life balance’? 11.

Which of the following hinder you in balancing your work and family commitments? a) Technology such as laptops/cell phones b) Frequently traveling away from home c) Negative attitude of peers and colleagues at work place d) Negative attitude of supervisors e) Negative attitude of family members c) Others. specify___________ 14. specify_________________ 12. Which of the following help you balance your work and family commitments? a) Working from home b) Technology like cell phones/laptops c) Being able to bring Children to work on occasions d) Support from colleagues at work e) Support from family members f) Others. 13. specify___________.c) Shift work d) meetings/training after office hours e) Others. How many hours do you spend time for working out? a) less than half an hour b) half an hour 87 .

To what extent does your family life and family responsibilities interfere with your performance on your job in any of the following ways? Statement Family matters reduce the time you can devote to your job Family worries or problems distract you from your work Family activities stop you getting the amount of sleep you need to do your job well Family obligations reduce the time you need to relax or be by yourself Your job reduces the amount of time you can spend with the family Problems at work make you irritable at home. Your work involves a lot of time away from home Your job takes up so much energy you don’t feel up to doing things that need attention at home Strongly Agree Agree Neutra l Disagree Strongly Disagree 88 .c) half an hour to one hour d) more than 1 hour e) no work out 15.

89 . 30-40 male / female married/unmarried 40-50 50-60 above 60 Nature of organization: public sector/ public sector Nature of business: banking/insurance etc.16. Employees are expected to put their jobs before family and personal matter Work life balance policies applied in same way at all levels of management in your organization or it covers all levels in hierarchy. You take special initiatives to manage my diet You suffer from stress-related disease Personal profile: Name: Age : 20-30 Gender: Marital status: E-mail: Work experience in years: …………….

90 .