Work Life Balance OF Women IN

Public AND Private Banks IN Punjab

A THESIS
SUBMITTED TO THE HIMACHAL PRADESH UNIVERSITY, SHIMLA
FOR THE AWARD OF THE DEGREE OF

DOCTOR OF PHILOSOPHY
IN
COMMERCE
2016

Supervised by: Submitted by:

Dr. Arti Pandit Dhawan Anu Maher

Associate Professor Research Scholar
Department of Commerce
Himachal Pradesh University
Centre for Evening Studies
Shimla

DEPARTMENT OF COMMERCE
HIMACHAL PRADESH UNIVERSITY
SUMMER HILL, SHIMLA – 171005 (INDIA)
 DEPARTMENT OF COMMERCE
HIMACHAL PRADESH UNIVERSITY
CENTRE FOR EVENING STUDIES
Dr. Arti Pandit Dhawan SHIMLA-171001
Associate Professor

DATED: ……………….

Certificate

This is to certify that the thesis entitled “Work Life Balance of Women in

Public and Private Banks in Punjab” submitted by Ms. Anu Maher has been

completed under my supervision.

The data reported in the thesis are genuine. It represents her original work and

the thesis is worthy of consideration for the award of degree of Doctor of Philosophy

in Commerce.

(Dr. Arti Pandit Dhawan)

 Dedicated
to
My Loving Parents
 PREFACE

With the growth of service sector, ample employment opportunities have

become possible. It became easy to get oneself employment. But along with it,
the economic status of people have also enhanced. Now people are working
more, working under pressure, working under stress to make both ends meet.
A new concept of work life balance has now become a topic to ponder for
corporate world and a research theme for academicians too. Everyone talks
about the importance of achieving the elusive work/life balance.
In today’s fast-paced place of work, most of the workers are counselled
to do more, quicker, and with less funds. There seems to be extra burden to be
efficacious—whatever that means—than ever before. While doing the task of
two or three people at workplace, workers are anticipated to be model parents
and have a gratifying personal life in which they back perfect children, enjoy
their hobbies, undertake in the community, and take outstanding care of their
bodies, spirits, and minds. But while the mission for balance is a delightful goal,
it’s just not a genuine goal for most people. Instead, it has converted one more
“to-do” on an ever-expanding, guilt-inducing list.
The problem has been even worse in case of those women who are
working in the service sector. They are expected to play dual role of a
successful employee as well as good wife, mother and sometimes caretaker of
aged people too. This has made the problem of work life balance even deeper
and dangerous for such women. They are doing jobs and so sharing financial
responsibilities of the family along with their life partners. But ironically, their
household duties have not been spared.
With the same theme, this study has been undertaken. It has been a
survey of women employees working at various public and private sector banks
of Punjab. A sample of 197 women employees of private sector banks and 213
women employees of public sector banks was selected. A scaled questionnaire
(see appendix-I) was prepared and administered. The results have been
discussed in the chapters. Outline of this research study is as follows.
Chapter-I deals with basic introduction of work life balance. It further
elaborates the problem of work life balancing in service sector. Various

ii
definitions of work life balance have been provided in this chapter. Finally, the
theoretical background of work life balance for women has been discussed. It
has been explained as to how work life balance has been the alarming issue
for the women employees in service sector.
Chapter-II deals with review of literature. Various empirical studies in the
field of work life balance, and impact of work life balance on the perceived level
of job satisfaction have been arranged in chronological order. Thereafter,
research gap has been provided. Research gap has shown that there are ample
number of studies in reference to work life balance and job satisfaction.
However, the Punjab area geographically has not been explored yet.
Chapter-III deals with the statement of problem, objectives, hypotheses,
and research design. It has been discussed that major objectives were to
examine work life balance of women employees, comparison of women in
public and private sector banks, and finally impact assessment of work life
balance on the job satisfaction. Sample included 197 women employees from
private sector banks and 213 women employees from public sector banks.
Arithmetic mean and standard deviation were calculated. Hypotheses testing
was done with the help of Analysis of Variance (ANOVA). Impact has been
examined with the help of stepwise regression analysis.
Chapter-IV and Chapter-V are related to data analysis and discussion of
results. Chapter-V has been drafted to cover work life balance with the help of
arithmetic mean and standard deviation. Comparison of women employees of
public and private sector banks has been made with the help of ANOVA.
Chapter-V is related to stepwise regression analysis. In this chapter, job
satisfaction has been analyzed as dependent on multiple factors of work life
balance.
Finally, Chapter-VI has been designed to show a summary of the
research. Findings of the survey have been provided in this chapter. Towards
the end of this chapter, conclusion has been provided. The research has ended
with few suggestions which have been provided towards the end of this chapter.
In the end, bibliography has been provided. Appendix attached at the end
provides questionnaire that has been used as research instrument to conduct
the required survey.

iii
 Acknowledgement

From the inner core of my soul, I am obliged to whom should be propitiate

without oblation other than the one i.e. “GOD ALMIGHTY” due to whose
compassion, I have the privilege to conduct the present challenging research work
under kind and erudite, affectionate and lettered guide Dr. Arti Pandit Dhawan,
Associate Professor in Commerce, HPU, Centre for Evening Studies-Shimla, because
of whose able, sincere, patient, active and worthy guidance and continuous
encouragement. I am at this juncture of my academic life. Despite of her busy schedule,
she has never felt paucity of time for my work.

I am very much indebted to Dr. Davinder Sharma, Professor & Chairman,

Department of Commerce, Himachal Pradesh University, Shimla. Who helped me
during the course of the present work.

I acknowledge with a deep sense of gratitude and appreciation to the faculty

members-department of commerce for their valuable comments and guidance during
the course of study.

I own a special debt of gratitude to all those people who have provided the
valuable information during the field visits. They are too numerous to mention
individually, but I sincerely thank them all.

I am deeply thankful to Dr. Kapil Dev assistant professor, GGDSD College,

Chandigarh for imparting, expertise, co-operation and encouragement to complete the
work smoothly. His track on the progress of my research work has been content
inspiration to work hard. Words seems to be too inadequate while expressing my deep
sense of gratitude to Dr. S.S. Narta, Dr. Kulbhushan Chandel, Dr. Randhir Ranta
for their benevolent guidance, hortative suggestions, instinctive helps and
encouragement during the entire course of present investigation.

I extended my whole hearted thanks to Dr. P. Parihar, Dy. Inspector General

Central industrial security force, Recruit Training Centre Barwaha (M.P) & Smt.

iv
Sachita Parihar for being the pillar of my strength during ups and downs of my
research.

My deepest gratitude goes to my family for their unflagging love and support
throughout my life. Without their help, this work could not have been possible. It the
boundless love of my father Sh. Ashok Kumar and my mother Smt. Bimla Devi which
constantly inspired me to more ahead.

I am deeply obliged to my elder brother Mr. Pardeep Kumar, My Bhabi Jiwan,

my younger brother Mandeep Kumar & my friends Sheru, Badal, Neet and Ritu for
always inspiring and cheering me during the difficult phase of my research work.
Contribution of my family members during the research work is unmatched,
unparalleled and indescribable.

It would be injustice on my part if I do not acknowledge my gratitude and

thanks to the person who has made the script presentable. I acknowledge my special
thanks to Mr. Satinder Kumar super computer Hoshiarpur for immaculately typing
& giving final shape to this thesis.

Anu Maher

v
 TABLE OF CONTENTS

CHAPTER NO. TITLE PAGE NO.

Certificate i

Preface ii-iii

Acknowledgements iv-v

List of Tables x-xiii

List of Figures xiv

I INTRODUCTION TO WORK LIFE 1-28

BALANCE FOR WOMEN

1.1 Introduction 1

1.2 Work Life Balance In General 5

1.3 Historical Background / Evolution Of 6

The Concept Of Work Life Balance

1.4 Work Life Conflict 9

1.5 Work Life Conflict And Women 10

Employees

1.6 Work Life Balance – Conceptual 10

Backgrounds

1.7 Work Life Pyramid 12

1.8 Models of Work Life Balance 13

1.9 Women at Workplace 16

1.10 Work Life Balance and Women at 16

Workplace

1.11 Indian Scenario of Service Sector 17

1.12 Human Resource Management in 18

Banking

1.13 Women Issues in Banking 20

1.14 Management of Women Worklife in 21

New Generation Banks

vi
 1.15 Conclusion 22

References 23

II REVIEW OF LITERATURE 29-97

2.1 Introduction 29

2.2 Review of literature 29

2.3 Research Gap 63

2.4 Table of Review of Literature 65

References 86

III RESEARCH METHODOLOGY 98-126

3.1 Statement of the Problem 98

3.2 Need of the Study 98

3.3 Objectives of the Study 99

3.4 Scope of the Study 100

3.5 Hypotheses of the Study 100

3.6 Research Methodology 100

3.7 Sampling 101

3.8 Tools of Analysis 101

3.9 Response Rate of Sample 105

3.10 Reliability Analysis – Cronbach Alpha 106

3.11 Sample Description 108

References 126

IV WORK ENVIRONMENT AND 127-176

PERCEPTIONS OF WOMEN EMPLOYEES

4.1 Job Demands 127

4.2 Job Autonomy 129

4.3 Job Involvement 132

4.4 Job Timings 134

vii
 4.5 Job Security 136

4.6 Job Stress 138

4.7 Household Demands 140

4.8 Family Support 143

4.9 Family to Work Spillover (Conflict) 145

4.10 Attitude towards Gender Role 147

4.11 Personal Financial Strain 149

4.12 Life Satisfaction 151

4.13 Work to Family Role Spillover 153

4.14 Support from Colleagues 155

4.15 Support from Seniors 157

4.16 Organizational Work Life Support 159

4.17 Opportunity for Advancement 161

4.18 Organizational Communication 163

4.19 Organizational Commitment 165

4.20 General Working Conditions 167

4.21 Pay and Promotion 169

4.22 Work Relationships 171

4.23 Use of Skill and Abilities 173

4.24 Work Activities 174

4.25 Conclusion 176

V IMPACT OF WORK LIFE BALANCE ON 177-200

JOB SATISFACTION

5.1 Description of Stepwise Multiple 177

Linear Regression Analysis

5.2 Regression Analysis in relation to 178

General Working Conditions

viii
 5.3 Regression Analysis in relation to Pay 184
and Promotion

5.4 Regression Analysis in relation to 188

Work relationships

5.5 Regression Analysis in relation to Use 191

of Skills and Abilities

5.6 Regression Analysis in relation to 195

Work Activities

5.7 Conclusion 200

VI CONCLUSION, FINDINGS & 201-220

SUGGESTIONS

6.1 Conclusion 201

6.2 Findings and Suggestions 208

BIBLIOGRAPHY 221-233

ANNEXURES

Questionnaire

Research Paper-I

Research Paper-II

ix
 LIST OF TABLES

TABLE TITLE PAGE

NO. NO.

1.1 Classification of Work Life Conflict 9

3.1 Response Rate 106

3.2 Reliability Analysis of Work Life Balancing 107

3.3 Reliability analysis of Satisfaction from Workplace 108

3.4 Bank & Age of Respondents 109

3.5 Bank & Marital Status 110

3.6 Bank & Educational Qualification 111

3.7 Bank & Role in Bank 112

3.8 Bank & Length of Service 113

3.9 Bank & Years of Experience 114

3.10 Bank & Monthly Income 116

3.11 Bank & Household Income 118

3.12 Bank & Spouse Employment Status 120

3.13 Bank & Type of Family 121

3.14 Bank & Children 122

3.15 Bank & No. of Children 123

3.16 Bank & Responsibility of own Parents 124

3.17 Bank & Responsibility of Spouse's Parents 125

4.1 Job Demands at Workplace 128

4.2 Job Demands and Banks 129

4.3 Job Autonomy at Workplace 130

4.4 Job Autonomy and Banks 131

4.5 Job Involvement 132

x
4.6 Job Involvement and Banks 133

4.7 Job Timings 135

4.8 Job Timings and Banks 136

4.9 Job Security 137

4.10 Job Security and Banks 138

4.11 Job Stress 139

4.12 Job Stress and Banks 140

4.13 Household Demands 142

4.14 Household Demands and Banks 143

4.15 Family Support 144

4.16 Family Support and Banks 145

4.17 Family to Work Spillover 146

4.18 Family to Work Spillover and Banks 147

4.19 Attitude towards Gender Role 148

4.20 Attitude towards Gender Role and Banks 149

4.21 Personal Financial Strain 150

4.22 Personal Financial Strain and Banks 151

4.23 Life Satisfaction 152

4.24 Life Satisfaction and Banks 153

4.25 Work to Family Role Spillover 154

4.26 Work to Family Role Spillover and Banks 155

4.27 Support from Colleagues 157

4.28 Support from Colleagues and Banks 157

4.29 Support from Seniors 158

4.30 Support from Seniors and Banks 158

4.31 Organizational Work Life Support 160

4.32 Organizational Work Life Support and Banks 161

xi
4.33 Opportunity for Advancement 162

4.34 Opportunity for Advancement and Banks 163

4.35 Organizational Communication 164

4.36 Organizational Communication and Banks 164

4.37 Organizational Commitment 166

4.38 Organizational Commitment and Banks 167

4.39 General Working Conditions 168

4.40 General Working Conditions and Banks 169

4.41 Pay and Promotion 170

4.42 Pay and Promotion and Banks 171

4.43 Work Relationships 171

4.44 Work Relationships and Banks 172

4.45 Use of Skills and Abilities 173

4.46 Use of Skills and Abilities and Banks 174

4.47 Work Activities 175

4.48 Work Activities and Banks 176

5.1 Model Summary – Satisfaction from General Working 179

Conditions

5.2 ANOVA - – Satisfaction from General Working 181

Conditions

5.3 Coefficients – Satisfaction from General Working 182

Conditions

5.4 t-test on Coefficientsa– Satisfaction from General 183

Working Conditions

5.5 Model Summary for Pay and Promotions 184

5.6 ANOVA for Satisfaction from Pay and Promotions 185

5.7 Coefficients for Satisfaction from Pay and Promotions 186

5.8 T-test for Coefficients for Satisfaction from Pay and 187
Promotions

xii
5.9 Model Summary for Satisfaction from Work 188
Relationships

5.10 ANOVA for Satisfaction from Work Relationships 189

5.11 Coefficients for Satisfaction from Work Relationships 190

5.12 T-test for Coefficients for Satisfaction from Work 191

Relationships

5.13 Model Summary for Satisfaction from Use of Skills 192

and Abilities

5.14 ANOVA for Satisfaction from Use of Skills and 193

Abilities

5.15 Coefficients for Satisfaction from Use of Skills and 194

Abilities

5.16 T-test for Coefficients for Satisfaction from Use of 195

Skills and Abilities

5.17 Model Summary for Satisfaction from Work activities 196

5.18 ANOVA for Satisfaction from Work Activities 197

5.19 Coefficients for Satisfaction from Work Activities 198

5.20 T-test for Coefficients for Satisfaction from Work 199

Activities

xiii
 LIST OF FIGURES

FIGURE NO. TITLE PAGE NO.

1.1 The Evolution of Work Life Balance 8

1.2 Work Life Pyramid 13

3.1 Age of the Respondents 109

3.2 Marital Status of Respondents 110

3.3 Educational Qualification of Respondents 111

3.4 Role of Respondents in the Bank 112

3.5 Length of Service of Respondents 113

3.6 Years of Experience of Respondents 114

3.7 Monthly Individual Income of respondents 117

3.8 Monthly Household Income of Respondents 119

3.9 Employment Status of Spouse of 121

Respondents

3.10 Type of Family of Respondents 122

3.11 Number of Children of Respondents 123

3.12 Responsibility of Own Parents for 124

Respondents

3.13 Responsibility of Spouse’s Parents for 125

Respondents

xiv
 Chapter-
Chapter-I
Introduction to Work Life
Balance for Women
 CHAPTER-I
INTRODUCTION TO WORK LIFE BALANCE FOR WOMEN

1.1 INTRODUCTION

Changes in the social, political and economic fabric of societies have

influenced and continue to influence both the nature of employment and its
relationship to life outside work. Work-life balance has emerged as a hot topic
in recent years– fuelled in part by changing trends in women’s social roles.
Whilst labor market participation has increased for women of all ages, women
continue to shoulder the main responsibility for organizing and undertaking
unpaid caring work (Anitha & Maheshwari, 2014)1. Changing employment
patterns together with changes in the demographic structure of the workforce
have resulted in a different reality for the 21st century. Instead of trying to
manage copious amounts of leisure time, many employees are instead trying
to juggle numerous responsibilities with the increased, intensified demands of
work (Poomagal et. al., 2014)2. Such reality, and in particular, transformations
in the structure of both the workplace and the workforce imply that work
practices and employers’ expectations must change accordingly. The
traditional assumption that employees should be willing and able to make work
their top priority in life is no longer tenable.

Globalization, new technologies and business restructuring are

challenging the long established patterns of paid work while imposing new
burdens on families, individuals and households. Until quite recently it was
widely assumed, particularly in and concerning the richer countries, that
working hours were steadily reducing, the amount of leisure time increasing and
that these trends would continue. Many people looked forward to a golden age
of leisure (WTO, 1999)3. The changing economic conditions and social
demands have changed the nature of work throughout the world. The concept
of Work life balance is becoming more and more relevant in an ever dynamic
working environment.

The expression “work-life balance” was first used in the late 1970s to
describe the balance between an individual’s work and personal life in America.

1
4The reasons for the introduction of the concept was the American employees
were working towards the achievements of corporate goals and could not able
to concentrate their time on their life activities such as family, self care, social
get together, etc. In general, Organizational work for getting salary and relaxing
at home alone do not fulfill one’s life. In general every man has two types of
activities. They are work activity and life activity. Work activity consists of
performing work itself and career growth. On the other hand, life activity
consists of self care, family care, participating in Religious/Spiritual and
community activities (Gowsiya & Das, 2015)5. Self care includes doing
exercise, Yoga and Meditations, engaging in Hobbies. Family care comprises
of spouse care, children care, elder/dependent care, maintaining good
relationship with friends and relatives and also among the members of the
family. However, a few women engage themselves in self employment to
manage their work and family needs (OECD, 2012)6. This happens for married
woman following their child/children birth. In the present scenario, the
organisations have started caring about the well being of the employees which
insists in the implementation of work life balance policies. In this research, work
life balance of woman employees is measured. Then their expectations and
satisfactory levels are examined. In recent years, the term “work-life balance”
is replaced with the word “work-family balance”

Work life and personal life are the two sides of the same coin.
Traditionally creating and managing a balance between the work-life was
considered to be a woman’s issue (Kumar & Mohd., 2014)7. But increasing work
pressures, globalization and technological advancement have made it an issue
with both the sexes, all professionals working across all levels and all industries
throughout the world. The technological developments like e-mail, text
messaging and cell phones which were thought of as tools to connect them to
their work being away from their workplace, have actually integrated their
personal and professional lives (Sivakumar & Sarkar, 2013)8. Now
professionals find themselves working even when they are on vacations. Work
life and personal life are inter-connected and interdependent. Spending more
time in office, dealing with clients and the pressures of job can interfere and
affect the personal life, sometimes making it impossible to even complete the

2
household chores. On the other hand, personal life can also be demanding if
you have a kid or aging parents, financial problems or even problems in the life
of a dear relative. It can lead to absenteeism from work, creating stress and
lack of concentration at work.

Many a times, successful people, in the quest for reaching the top, work
so hard, that they miss out on the real pleasures of life (Negi & Singh, 2012)9.
While it is absolutely great to have a flourishing career, it is equally imperative
to have a life outside work. Work-personal life conflict occurs when the burden,
obligations and responsibilities of work and family roles become incompatible.
Obligation of one can force an individual to neglect the other. The ever-
increasing working hours leave the individuals with less time for themselves
and to pursue his hobbies or leisure activities. This hinders the growth of the
person as an individual in terms of his personal and spiritual growth.
Professionals working in the multi-national corporate such as BPO industry,
doctors and nurses IT, banking industry professionals are the few examples
who are facing the brunt of the hazard constantly (Rao, 2016)10.

A decade back, employees used to have fixed working hours. The

boundary between the work and home has disappeared with time. With
globalization people working across countries are realizing that the concept of
fixed working hours is fading away. The technological blessings like e-mail, text
messaging and cell phones which were thought of as tools to connect them to
their work being away from their workplace, have actually integrated their
personal and professional lives. Now professionals find themselves working
even when they are on vacations. The ever-increasing working hours leave the
individuals with less time for themselves and to pursue his hobbies or leisure
activities. This hinders the growth of the person as an individual in terms of his
personal and spiritual growth.

Professionals working in the banking industry are facing the brunt of the
hazard constantly (Bishayee, 2012)11. There are a number of highly contentious
issues associated with flexible working. For example, government policy may
favour a reduction in the legal restrictions on the hiring and dismissal of workers,
which would most certainly increase flexibility. However, this could have
significant, often harmful, consequences for many groups and individuals. This

3
is a key issue for many developing and advanced economies. Many countries
have a legally enforceable minimum wage, but the consequences may be
higher unemployment levels among Low-skilled, particularly young, people. In
many countries governments are considering age discrimination legislation, in
particular to prevent discrimination in the employment of older people. Although
it is recognized that government has a role to play, the impact of often
unintentional consequences of government intervention, can be damaging.
Getting it ‘right’ is rarely straightforward (Brooks, 2009)12. It is evident that this
real or perceived need for flexibility is increasingly influencing employment
conditions. Within organizations, people are both the most vital and the most
costly resource. Traditionally, however, people have often been seen, rightly or
wrongly, as being prone to inflexibility and inertia. As a consequence many
organizations have sought to achieve greater flexibility in employment
conditions in recent decades. Both employers and employees lead the trend,
with governments often regulating, sometimes supporting, and developments
via legislation. That said, ‘flexibility’ often means different things to individuals
as opposed to business.

The corporate world of today is exceedingly demanding. Today the

deadlines are getting tighter and an individual’s job is not only to match that
deadline but also to give quality output. Due to this work pressure, it becomes
exceedingly difficult to maintain a family life (Anitha & Sarika, 2009)13. It
becomes very difficult to have the engagement of mind with the engagement of
body. In every individual’s life there are four stakeholders- own personality, job,
family and society.
Thus, it is assumed that work-life balance can bring a huge
transformation at the organizational and individual levels. It helps an
organization to inherently build a strong value system, which is attributed to the
work life balance. This will help people realize what they want to do, which in
turn will lead to stronger organizations based on stronger values, orientations
and ethics. There is no ‘one size fits all’ pattern of work-life balance practices.
It is important for employers to offer practices that appeal to all employees.
Employers may incur additional costs in adopting policies to support work-life
balance, including increased managerial workloads. Such costs are however

4
generally outweighed by the gains in achieving strategic objectives
(Clutterbuck, 2003)14:

• Increased flexibility and customer service, for example to cover for

absence and holidays

• Raised morale, motivation, commitment and engagement

• Reduced absenteeism

• Improved recruitment and retention of a diverse workforce

• Wanting to become an ‘employer of choice’

• Meeting legal requirements.

1.2 WORK LIFE BALANCE IN GENERAL

Work-life balance is used to describe the equilibrium between

responsibilities at work and responsibilities outside paid work; having a work-
life balance means that this equilibrium is in the right position for the individual
concerned. For some people it means spending more time in paid work and
less time at home, while for others it means ensuring that paid work does not
infringe on time needed for other responsibilities. It is about managing our work
commitments with career goals, and our responsibilities at home and the wider
community. Work life and personal life are inter-connected and interdependent.

Work-life balance has always been a concern of those interested in the

quality of working life and its relation to broader quality of life (Noor, 2011)15.
The term ‘work-life balance’ is much contested in itself. Attempting to clarify its
meaning prompts a further problem: ‘what constitutes ‘good’ work-life balance?
This section will summarize some of the problems surrounding both of these
issues, before providing a number of frameworks that have been developed
from a number of different perspectives.

The role of work has changed throughout the world due to economic
conditions and social demands. Originally, work was a matter of necessity and
survival. Throughout the years, the role of “work” has evolved and the
composition of the workforce has changed. Changes in the social, political and
economic fabric of societies have influenced and continue to influence both the
nature of employment and its relationship to life outside work. Today, work still

5
is a necessity but it should be a source of personal satisfaction as well. One of
the vehicles to help provide attainment of personal and professional goals is
work-life benefits and programs.

Finally, the section will provide an overview of outlining a range of

possible work-life balance arrangements and differentiating between those that
are legislated for and those that are non-statutory.

1.3 HISTORICAL BACKGROUND / EVOLUTION OF THE CONCEPT OF

WORK LIFE BALANCE

The work-leisure dichotomy was invented in the mid 1800s, as a result

of industrial capitalism (Nadatayeb, 2014)16. In anthropology, a definition of
happiness is to have as little separation as possible "between your work and
your play." The expression "Work–life balance" was first used in the United
Kingdom in the late 1970s to describe the balance between an individual's work
and personal life. In the United States, this phrase was first used in 1986.

The history of work-life balance begins in the latter half of the 19th
century when reformers successfully campaigned against long factory hours
and were able to demonstrate that reductions in working hours had no impact
upon levels of output. During the early part of the 20th century the campaign to
reduce working hours continued through a series of pioneering studies that
demonstrated the relationship between time spent at work and the level of
output was a complex one. These studies also took account of the importance
of motivation and morale, fatigue, concentration, and attention to reveal that
there were conditions under which a reduction in working time led to increased
production, and there were optimum arrangements for the length of working
time and intervals for rest pauses, in particular circumstances (Hogarth et. al.,
2003)17.

During the 1960s and 1970s, though the term work-life balance had yet
to be coined, a number of factors can be identified that eventually gave rise to
the current policy mix. These included:

1 Health and safety at work;

2 International competitiveness; equality; and

3 The flexible labour market.

6
 During the 1960s the debate was very much about the extent to which
paid overtime was “manufactured”, as explained below. The analysis focused
upon informal work group organization and the joint regulation of working
practices, within a framework of collective bargaining. The approach was at the
heart of the report of the Royal Commission on Trades Unions and Employers
Associations in the late 1960s18. The analysis built on the productivity
bargaining experiences of the previous decade. Productivity bargaining
recognized that groups of manual workers often exercised unilateral informal
control over many aspects of their working practices. Case after case revealed
that the control included the regulation of working hours where overtime was
paid at premium rates. Long overtime hours were often not necessary but
“manufactured” to boost earnings. The consequence was a low productivity
culture, associated with low hourly rates of pay and long hours of work. The
answer was to negotiate new productivity packages, which included major
changes in work organization and working practices – including flexible patterns
of work organization – increasing basic rates of pay and curtailing overtime
working.

The 1970s proved to be a turning point brought about by a wide range

of factors, such as increased international competition, changes in technology,
new forms of organization, increased female participation, as well as changing
and more diverse working-time needs of individuals. It was during the 1970s
that regulation also began to recognize the importance of equality with the
introduction of the Equal Pay Act 1970 and the Sex Discrimination Act 1975. It
is argued that long working hours among men in the child rearing years have
disadvantaged women in two ways: they have made it less possible for men to
share in childcare and home building, leaving the onus upon women to carry
those responsibilities; they have made it less possible for women to compete
for more senior jobs if a major criterion for promotion is commitment to the job,
as demonstrated by long hours at work (Poduval & Poduval, 2009)19.

During the 1980s the political focus was very much upon liberalizing the
economy, including the labour market. At the heart of labour market reform was
the introduction of more flexible patterns of work – frequently referred to as
“atypical forms of employment” (increased temporary/fixed-term employment,

7
etc.). This took place at a time of a major structural shift in the labour market
with employment moving from the production to the service sector, which
tended to favour female employment at the time.

Figure 1.1: The Evolution of Work Life Balance

The introduction of more flexible forms of work was an important strand

in improving labour supply because it potentially allowed groups of individuals
otherwise unable to enter the labour market the opportunity to do so. It was

8
only during the 1990s, especially the latter half of the decade that Government
began to play a more interventionist role to give employees (and potential
employees) certain rights with respect to establishing a work-life balance that
suited them (Hogarth, 2003)20. Most people think of only one notion relating
work and life: the work-life balance notion. We need to know that the
relationship has been evolving over time. Here’s a picture of this evolution.

1.4 WORK LIFE CONFLICT

There occurs conflict between life inside and work outside .This is
mentioned in table-1 below.

Table-1.1
Classification of Work Life Conflict
Type of Work Meaning Example
Life Conflict
Role Role overload occurs when Overloaded people
Overload an individual has too much to constantly feel rushed and
do and too little time to do it. "time crunched".
Work Work interferes with family Where long hours in paid
interferes occurs when work demands work prevent a parent from
with family and responsibilities make it attending child's sporting
more difficult to fulfill family event.
role responsibilities. Where preoccupation with
work prevents someone
from enjoying family time.
Where work stresses spill
over into the home and
increase conflict with the
family.
Family Family interferes with work A child's illness prevents
interferes occurs when family attendance at work. Conflict
with work demands and at home makes
responsibilities make it concentration at work
more difficult to fulfill difficult.
responsibilities at work.
Caregiver Caregiver strain occurs The need to help parents
Strain when an employee bath, dress etc., imposes
experiences physical, physical strain on many.
financial or emotional strain Watching loved ones
which can be attributed to mental health deteriorating
the need to provide care or can emotionally overwhelm
assistance to an elderly the caregiver.
dependent.

9
1.5 WORK LIFE CONFLICT AND WOMEN EMPLOYEES

Women have to perform several roles in their families and work place.
These roles include being a spouse, caretaker and parent; managing daily
household chores; and providing services to the community and society.
Women also must take care of their own health and other personal activities,
which are often neglected because of role overload as well as time limitations
(Malathi & Rajeshwari, 2010)21. All of these situations lead to the absence of
Work Life Balance and manifestation of many Work Life Balance issues. The
demands originating from the work and personal life of women are quite often
mutually exclusive, rendering it very difficult to strike a balance between the
role demands.

1.6 WORK LIFE BALANCE – CONCEPTUAL BACKGROUNDS

The term ‘work–life balance’ is most frequently used to describe the

equilibrium between responsibilities at work and responsibilities outside paid
work; having a work–life balance means that this equilibrium is in the right
position for the individual concerned. There is no one-size-fits-all definition for
work–life balance. For some people it means spending more time in paid work
and less time at home, while for others it means ensuring that work in running
the business does not encroach on time needed for other responsibilities
(Visser & Williams, 2008)22.

People have always integrated the different parts of their lives and work-
life balance has long been of concern to those interested in the quality of
working life and its relation to the broader quality of life (Guest, 2001)23.

Much confusion and ambiguity surrounds the understanding and

definition of the term work-life balance. Even those who don’t have multiple,
externally-imposed obligations may feel they lack work-life balance if they have
a wide range of other interests they want to pursue.

Work-life balance is a form of metaphor; but a metaphor of what? In the

English language “balance” is a complex word with a variety of meanings. As a
noun, a balance is a set of scales, a weighing apparatus; it is also the regulating
gear in clocks. If we use the scales, then balance occurs when there is “an
equal distribution of weight or amount” but this presents problems for work-life

10
balance since both sides may be very heavy or very light (Johnson, 2015)24.
Furthermore, the type of work-life balance sought by many may not imply equal
weight on both sides. However balance also has a physical and psychological
meaning as “stability of body or mind” so that suicide is sometimes officially
recorded as taking one’s life “while the balance of the mind was disturbed”.

Work-life balance is a broad concept including proper prioritizing

between career and ambition on one hand, compared with pleasure, leisure,
family and spiritual development on the other (Das, S.C., 2015)25. Work/Life
Balance is a state of equilibrium in which the demands of both a person’s job
and personal life are equal.

Work-life balance is a concept that supports the efforts of employees to

split their time and energy between work and the other important aspects of
their lives. Work-life balance is a daily effort to make time for family, friends,
community participation, spirituality, personal growth, self care, and other
personal activities, in addition to the demands of the workplace. Work Life
Balance consists of the implementation of working arrangements and policies,
which assist workers in combining employment with other aspects of their lives
(Rossi, 2006)26.

Work–life balance is a broad concept including proper prioritizing

between "work" (career and ambition) on the one hand and "life" (Health,
pleasure, leisure, family and spiritual development) on the other (Das, S.C.,
2015)27.

The secret to work-life balance will differ depending on your field of work,
family structure and finances. But some work-life balance principles are
universal: saying no, prioritizing, banishing guilt.

Work life imbalance also comes with a different social perspective- How
to address the work - life imbalance in the lives of the women work force. The
society over the years has recognized women's need to legal and financial
independence. Women work force now constitutes a significant percentage of
the total work force in any organization today. Work-life balance is a concern
not just for women, but also for men who are tired of missing out on the rest of
life.

11
 The concept of work-life balance is based on the notion that paid work
and personal life should be seen less as competing priorities than as
complementary elements of a full life. 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 (Chavda
& Gaur, 2013)28.

In much of the debate about work-life balance, there is a loose use of

language. Ideally, we should define work and life carefully. On the other hand,
it is partly the blurring of the distinctions and the borders between them that has
stimulated interest in the topic. In simple terms, “work” is normally conceived of
in this context as including paid employment while “life” includes activities
outside work (Singh, 2014)29.

1.7 WORK LIFE PYRAMID

SELF: One cannot exist in harmony without the other and it all starts with
the self. This is the foundation of any woman’s legacy. ‘Who am I?’ ‘Why do I
do what I want to do?’ are the guiding questions to the journey as a person,
daughter, sister, wife, mother, friend. It is not about the destination and all about
the journey. The self is the whole package of spirituality, health, personal
grooming and education. The sense of well being then reflects on every facet
of life – family and work. The secret is to put your own oxygen mask on first to
be empowered to support and nurture the people around you. Happy, healthy
women make great role models for their families and the resulting support
drives them to be successful employees (Gest, 2016)30. It is like a stack of
building blocks forming a pyramid.

FAMILY: It’s an interesting to note that majority of women employees

are married; obviously pointing to a trend that financial and emotional support
is required not only to ensure success, but also to provide meaning to life.
Strong family relationships are the foundation for most career women and they
form great role models for their children and social network. All relationships
need nurturing with time, love and a constant effort to fulfill needs and
expectations. Happy healthy individuals have happy and healthy relationships
and this then spills over into their work.

12
 WORK : “When you’re passionate about what you do, would rather give
their business to you than to your competitor,” explains Richard Nelson Bolles,
author of the bestselling book ‘What Color is Your Parachute?’

Figure-1.2: Work Life Pyramid

(Adopted from http://www.poonamsagar.com/people/its-a-juggling-act-work-

life-balance-for-women)

COMMUNITY: Once they move beyond the self and family, women
employees find that their playing field encompasses the community and they
have the power to make a difference and leave a legacy of positive change in
the word. In following their passion and purpose in life they touch the lives
around themselves through contribution and effective giving to become social
activist.

1.8 MODELS OF WORK LIFE BALANCE

There are typically 5 models used to explain relationship between work

and life outside work (Duxbury & Higgins, 2001)31.

1. Segmentation Model : The segmentation model hypothesizes that

work and non-work are two distinct domains of life that are lived quite
separately and have no influence on each other. This appears to be
offered as a theoretical possibility rather than a model with empirical
support.

13
2. Spillover Model : In the context of work-life balance, spillover refers to
positive or negative effects of an individual's working life on their
personal life or family life and vice versa. The spillover model
hypothesizes that one world can influence the other in either a positive
or negative way. There is, of course, ample research to support this but
as a proposition it is specified in such a general way as to have little
value. We therefore need more detailed propositions about the nature,
causes and consequences of spillover.

3. Compensation Model : The compensation model which proposes that

what may be lacking in one sphere, in terms of demands or satisfactions
can be made up in the other. For example work may be routine and
undemanding but this is compensated for by a major role in local
community activities outside work

4. Instrumental Model : The instrumental model whereby activities in one

sphere facilitate success in the other. The traditional example is the
instrumental worker who will seek to maximize earnings, even at the
price of undertaking a routine job and working long hours, to allow the
purchase of a home or a car for a young family

5. Conflict Model : The conflict model which proposes that with high levels
of demand in all spheres of life, some difficult choices have to be made
and some conflicts and possibly some significant overload on an
individual occur.

Work life and personal life are the two sides of the same coin. People
have to make tough choice even when their work and personal life is nowhere
close to equilibrium. The changes in the economic and social environment of
the society have influenced the nature of employment throughout the world.
Work Life Balance is an emerging concept in HR in the content of modern
organizations. General perception of the top management of this Banking
sector is women are better qualified, hard and more committed toward the
achievement of goals. They are more diligent towards their duty and chances
for occurance of corruption and fraudulent activities are nil or very less. Women
also prefer to bank employment because of regular working hours, stability,

14
secured work environment, lesser time to travel. Work life and personal life are
interconnected and interdependent (Ahmed, 1998)32. Work Life Balance has
been defined in various ways by different scholars. Work Life Balance does not
mean equal balance between personal life and work life. It refers to individual’s
ability to balance and maintain equilibrium state of work and work commitments
and responsibilities. Work-life balance is generally refers to an equilibrium
between the amount of time and effort allocated to work and personal activities
for maintaining an overall sense of harmony in life (Bhargava, 2009)33.

Work life balance is one of the emerging issues in the environment of

Indian Employment. In the olden days, Men were the breadwinners women
were taking care of all types of household works. Now-a-days, the financial
commitments, society norms have made women to enter into paid employment
(Chandra, 2010)34. The male as well as Female are having two domains in their
lifetime. They are Organisational work and Personal life domain. Both domains
are equally important and they are inter related and also inter dependent. Each
domain requires the duties and responsibilities to be fulfilled. Men perform
lesser amount of life activities than women and hence balancing of two domains
is more significant for women than men.

Research has found, not surprisingly, that women spend more time
working in the household than men (Brough & Kelling, 200235; Hochschild,
199736; Skitmore & Ahmad, 200337). Women are still largely responsible for
maintaining the household, through tasks which include doing the laundry,
shopping, food preparation and paying bills while spending 40 hours a week in
the workplace (O‟Kelly, 2002)38. According to Hochschild (1997)39, men
accomplish one-third of daily home activities; women perform two-thirds. The
work itself is demanding by nature comprised of high commitment deadlines or
stipulated time schedules, sincerity, dedications. On the other hand, personal
life requires elder care, children care, spouse care, fulfillment household
responsibilities. In this scenario, Women are facing more conflicts of work and
life than men. Moreover, women are the primary caretakers of the family.

The transformations in the structure of both the workplace and the

workforce imply that work practices and employers’ expectations must change

15
accordingly. The traditional assumption that employees should be willing and
able to make work their top priority in life is no longer tenable. It is in this context
that the notion of ‘work-life balance’ has come to the fore in policy debates.
Work life balance is a global topic of growing importance and frequent
discussion. The reality is that most of us are facing increasing competition for
our time and energy. In today’s fast-paced world, how can we have a satisfying
work experience and a healthy personal life?

1.9 WOMEN AT WORKPLACE

In India, it is taken for granted that economic activities are exclusively

the prerogative of males while domestic work, child bearing and child rearing
are the sole occupations of women. Historically, women in India have not
enjoyed a good status in workplace settings whether in managerial or operative
roles (Budhwar et. al., 2005)40. Since times immemorial, women have been
burdened with work of all sorts all through their lives. From reproduction to all
household chores and outside, their role as worker is significant, unique and
burdensome. But they are discriminated and exploited all over.

But today scenario is changing. Now female workers carry not only the
load of domestic work but also carry a significant part of the load of economic
activity (Kumaraswamy & Ashwini, 2015)41. Their contribution to economic
activity is in fact on the higher side than what is revealed by the different Indian
Censuses. Liberalization of the Indian economy has created considerable
employment opportunities for those, including women, who possess
marketable skills and talent. Today women form an important part of the Indian
Workforce.

1.10 WORK LIFE BALANCE AND WOMEN AT WORKPLACE

Women work force now constitutes a significant percentage of the total

work force in any organization today. With major changes in the nature of work
and work arrangements, including the increasing numbers of women
participating in the paid work force, changes in women’s career expectations,
the decline of the family wage, the disappearance of the job for life and changes
in family formation, the relationship between families and labour market
participation has come under considerable scrutiny (Quick et. al., (2006)42.

16
 The pressure of career and family hits women at the mid-level especially
hard. Mid-level career women face more challenges when balancing work and
life, leading to more difficulty in career growth. The difficulty stems from the fact
that there is a double push on these career women as they are forced to
compete between two competing ideals: of mother and devoted worker .

Attracting and retaining women in the workforce is important for a variety

of reasons. Care, concern and curiosity are the natural attributes of a woman
which are further reinforced by additional characteristics like empathy, flexibility
and persistence (Joshi, 2002)43. For many female, the work life balance is one
of life’s greatest challenges. While men often feel conflicted between workplace
and fatherhood demands as well, women usually suffer from more than their
fair share of the burden of balancing family and work life.

1.11 INDIAN SCENARIO OF SERVICE SECTOR

The service sector is defined in a variety of ways, but for the purposes
of this thesis, we use the term in its broadest sense to mean non-agricultural
and non-manufacturing work. Services or the "tertiary sector" of the economy
covers a wide gamut of activities like trading, banking & finance, infotainment,
real estate, transportation, security, management & technical consultancy
among several others.

In the last two decades India’s economy has opened up, favoring trade
and commerce. Trade (exports plus imports) as percentage of GDP has
increased from around 15 in 1980-81 to about 34 by 2005-06 Between 1978-
2004, the service sector share in total employment increased by 9%points,but
its share in the country’s value added grew by 18%. (Maarten van Klaveren,
Kea Tijdens, 2010)44

In India, the national income classification given by Central Statistical

Organization is followed. In the National Income Accounting in India, service
sector includes the following:

1. Trade, hotels and restaurants (THR)

1.1 Trade

1.2 Hotels and restaurants

17
2. Transport, storage and communication

2.1 Railways

2.2 Transport by other means

2.3 Storage

2.4 Communication

3. Financing, Insurance, Real Estate and Business Services

3.1 Banking and Insurance

3.2 Real Estate, Ownership of Dwellings and Business Services

4. Community, Social and Personal services

4.1 Public Administration and defense (PA & D)

4.2 Other services

One of the major drivers of service sector growth in the post globalization
era in India is the IT and ITES sector. That is why NASSCOM (2005)45 says
that, “The IT and BPO industries can become major growth engines for India,
as oil is for Saudi Arabia and electronics and engineering are for Taiwan. Saudi
Arabia’s oil exports accounted for 46% of GDP in 2004; Taiwan’s electronics
and engineering exports accounted for 17% of GDP in the same year. ….
India’s IT and BPO industries could account for 13-15% of India’s GDP by 2017”
(NASSCOM, 2010)46.

“Among fast growing developing countries, India is distinctive for the role
of the service sector. Where earlier developers grew on the basis of exports of
labour intensive manufactures, India has concentrated on services. Although
there are other emerging markets where the share of services in GDP exceeds
the share of manufacturing, India stands out for the size and dynamism of its
service sector.” (Barry & Poonam, 2010)47.

1.12 HUMAN RESOURCE MANAGEMENT IN BANKING

Human resource management is more significant for banks because

banking is a service industry. The success of the banking business depends
upon two key challenges tackled by the banks such as the management of

18
people and management of risks. The banks have to distinguish themselves
from other banks in the competitive world in order to get high level of customer
satisfaction. The other challenges faced by most of the banks are

a) Proper Planning

b) Acquiring the right person for the right job

c) Retaining the employees

d) Handling of Manpower

Human Resources are the primary asset for all industries. In the same
way, banks have strong, dynamic employees which identify the opportunities
for growth and develop the banking industry along with fulfilling diverse career
opportunities for them. In the past few years, there are more changes taking
place in many banks concerning HR. Banking follows empowered HR model,
and the model provides strategic advisory and transactional services (Noor &
Maad, 2010)48. The various services are payroll reward and compensation
benefits recruitment, learning and development career management,
organizational design and employee relations. The primary emphasis is given
for integrating Human Resource strategies. The Human Resources
Development (HRD) is considered as the core function of banking industry.
HRD facilitates the employees‟ performance improvement, and it is measured
both in terms of financial industries of operational efficiency and in terms of
quality of financial services. In determining the competitiveness of the financial
sector, human capital plays a significant role with the skills, attitudes and
knowledge as the factors. The banking industry is well known for service
industry and rendering services to customers depend upon the ability of the
banks which in turn is purely based on the quality of human resources.

Banks provide locker facilities, store sensitive and personal information

about their customers. The bank employees from Manager to clerical staff must
have a higher level of integrity and trustworthiness than the employees in most
other industries (Parasuraman, 2002)49. Thus the role of HR is more crucial in
banking sector.

19
1.13 WOMEN ISSUES IN BANKING

The female employees have to work at both places, office as well as

home they perform dual career and thus the female employees are suffering
from physical ache and discomfort in the workplace. They exercise fatigue at
their earlier age itself. The pregnant women who work with the computers are
affected by the radiation of the computers. The woman employees face high
psychological pressure and problems by dry air, noise and lighting. The nature
of bank jobs creates severe physical problems like headache, backache, pain
in fingers, wrists necks and shoulders. Because of these reasons woman
employees forego their promotion opportunities inspire of having qualified
themselves with the officer cadre exams. Woman working in managerial cadre
have more responsibilities and hence they are required to work after their
normal working hours (Rajadhyaksha et. al., 2000)50. But they have to take care
of babies (if any), small children, dependents and spouse. This creates adverse
effect on the psychological heath of the woman employees. Transportation is
another problem for women employees. They need to travel around one hour
in case of banks located at distant places. This leads to physical strain and
fatigue for them. During hectic work schedule and heavy workload periods,
official meeting, inspection, new assignment the women employees face more
challenges to strike work life harmony. The women employees find difficult to
take up leadership roles in their path. The inability to bear separation from the
family, natural love and affection difficulty of better judgment and quick decision
making required in higher posts make them to think about their desire to climb
up the career ladder.

Women are offered more prospects for jobs. However, the women are
facing some common problems during the course of their careers (Netemayer
et. al, 1996)51. These include workload, performance of dual role, and sexual
harassment in the workplace, domination of men and refusal of infrastructure
facilities. Generally, promotions are tied up with transfers and working for late
hours. Due to the significance of this industry, it is necessary to evaluate the
work life balance of women employees in this sector.

20
1.14 MANAGEMENT OF WOMEN WORKLIFE IN NEW GENERATION
BANKS

Both Private Sector and Public Sector banks adopt similar strategies to
render service to customers and also to satisfy them at the maximum possible
level. They have developed the concept of direct selling to customers by their
agents for credit products.

The new generation private banks started their organizations in the year
1993. In that time, the financial market was dominated by the state-owned
banks, nationalized banks and foreign banks. The new generation Private
Sector banks had to put more effort to compete against the established banks.
The foreign banks widen their banking industry by innovative products and with
customer focused approach. Today, those banks have a market share of 20
percent in deposits and advances and they have successfully capitalized on the
growth of Indian Economy (Whittard & Burgess, 2007)52. This development can
be easily understood from the establishment of ATMS. The banks have more
number of ATMS today and they extend their service by mobile banking, phone
banking and internet banking. In 1990, in India, there were around 100 ATMS.
But now we have the ATMS in terms of thousands. In this scenario, the growth
of new generation banks is possible only by the hardworking employees. They
are required to spend their time efficiently and hence managing their personal
life along with their organizational work is a challenge for them.

The management of good quality of work life provides physical health,

work and life satisfaction for the employees. In the domestic life, woman is the
primary care taker of the family. In addition to that women have to take care of
their organizational work if they are employed. The women employees in new
generation banks are well qualified and well compensated for their work. They
are required to perform dual role and in both places, they have more
responsibilities to be fulfilled. In their personal life their income is utilized to
modernize their house, especially kitchen to complete their household work
quickly. In organization life, modern technology with computerization makes
their work easier. However, the management of quality of work life is influenced
by the key elements like work schedules, work redesign, team building,
professional development, job security, job satisfaction, better reward system.

21
1.15 CONCLUSION

By the end of this chapter, we may conclude that over the period, the
business growth has become rapid. Work life is becoming challenging day by
day. Since joint families are now gone, it becomes immensely important to give
time to family. This is the area where women face problems and even conflicts.
Work life balancing has so emerged as an area which now needs a lot of
research. Particularly, for women employees, it has been a need of the hour to
strike a fine balance between work and family life.

22
 REFERENCES

1. Anitha K.& Maheshwari, Uma (2014), Work Life Balance Among Women
Bankers- A Conceptual, Theoretical And Literature Framework, Global
Journal for Research Analysis, Volume-3, Issue-12, p. 126.

2. Poomagal J., R.Velu Raj and A. Ananda Kumar (2014), Work-life

Balance of Employees (A Study conducted at Lenovo India Ltd in Union
Territory of Puducherry State), Golden Research Thoughts, Volume 4,
Issue 6, p. 2.

3. World Tourism Organization (1999), Changes in Leisure Time: The

Impact on Tourism, Report Published by World Tourism Organization,
Madrid, Spain, p. 3.

4. Cuddy, A., Fiske, S. & Glick, P. (2004). When professionals become

mothers, warmth doesn't cut the ice. Journal of Social Issues, Volume.
60, Issue. 4, pp. 701-718.

5. Gowsiya Shaik & Dr. V. Tulasi Das, (2015), Work-Life Conflicts of

Women Software Professionals: An Empirical Study, International
Journal of Organizational Behaviour & Management Perspectives,
Volume 4, Number 2, p. 1778.

6. OECD Report (2012), Gender Equality In Education, Employment and

Entrepreneurship: Final Report to the MCM 2012, Meeting of the OECD
Council at Ministerial Level Paris, 23-24 May 2012.

7. Kumar, M.M. & Mohd., Khyser (2014), Work Life Balance: The HR
Perspective, Asia Pacific Journal of Research Vol: I Issue XIV, p. 15.

8. Sivakumar, A. & Sarkar, S.T. (2013), International Journal of Mainstream

Social Science: Vol.3, No.1, p. 23.

9. Negi, S. & Singh, P. (2012), Work Life Balance for Banking Employees:
A Comparative Study, International Journal of Research in Commerce,
Economics & Management, Volume No. 2, Issue No. 6, p. 115.

10. Rao, P.V. (2016), Work-Life Balance in Service Sector (Special

Reference to Public and Private Sectors in Guntur Dist), International

23
 Journal of Research and Development - A Management Review,
Volume-5, Issue–3, p. 69.

11. Bishayee, P. (2012), Job -Stress of Faculty Members in Private

Professional Colleges Located in NCR, Delhi, International Journal of
Research in Commerce, Economics & Management, Volume No. 2,
Issue No. 6, p. 39.

12. Brooks, M. (2009), Globalisation, challenges and changes, The

International Business Environment, Pearson India Publications, Ed. 1,
Ch. 9, p. 310.

13. Anitha K. & Sarika, T. (2009), Work Life Balance among Women
Bankers- A Conceptual, Theoretical and Literature Framework, Global
Journal for Research Analysis, Volume-3, Issue-12, p. 149.

14. Clutterbuck, H. (2003), Managing Work-life Balance: A Guide for HR in

Achieving Organisational and Individual Change, CIPD Publishing, Ed.
1, p. 113.

15. Noor, K.M. (2011), Work-Life Balance and Intention to Leave among
Academics in Malaysian Public Higher Education Institutions,
International Journal of Business and Social Science, Vol. 2, No. 11, p.
241.

16. Nadatayeb, H. (2014), Institutional Forms and Urban Logics, accessed

on 24-03-2015 from https://ads9rca. wordpress.com/2014/11/16/labor-
leisure-dichoto my/

17. T. Hogarth, W.W. Daniel, A.P. Dickerson, D. Campbell, M.

Wintherbotham, D. Vivian (2003), The business context to long hours
working, Employment Relations Research Series No.23, Department of
Trade and Industry, United Kingdom, p. 268.

18. Royal Commission on Trade Unions and Employers Association, (1968),

Report of the Royal Commission on Trade Unions and Employers
Association (Donovan)". Relations Industrielles/Industrial Relations.
Laval University. 23 (4): pp. 686–698.

24
19. Poduval, J., & Poduval, M. (2009). Working Mothers: How Much
Working, How Much Mothers, And Where Is The Womanhood? Mens
Sana Monographs, 7(1), pp. 63–79.

20. T. Hogarth, W.W. Daniel, A.P. Dickerson, D. Campbell, M.

Wintherbotham, D. Vivian (2003), The business context to long hours
working, Employment Relations Research Series No.23, Department of
Trade and Industry, United Kingdom, p. 268.

21. Malathi, P. & Rajeshwari, V. (2010), Predictors of Work Life Balance

Issues and the Implementation of Quality of Work Life Programmes
amoung Nurses, IOSR Journal of Humanities and Social Science (IOSR-
JHSS), pp. 47-49.

22. Visser, F. & Williams, L. (2008), Work-life balance: Rhetoric versus

reality? An independent report commissioned by UNISON, available at
http://library.bsl.org.au /jspui/bitstream/1/799/1/Work-life%20balance.pdf

23. Guest, D. (2001), Perspectives on the Study of Work-Life Balance, A

Discussion Paper Prepared for the 2001 ENOP Symposium, available at
http://pendientedemigracion.ucm.es/info/Psyap/enop/guest.htm

24. Johnson, S. (2015), Importance of work life balance in the workplace,

available at https://www.linkedin.com/ pulse/importance-work-life-
balance-workplace-stacey-m-johnson

25. Das, S.C. (2015), Segmenting Work Life Balance Practices of

Employees in Indian Insurance Industry: A Two-step Cluster Analysis,
Pacific Business Review International Volume 8, Issue 3, p. 14.

26. Rossi, G. (2006), Family and Work in Ireland, Edited book: Reconciling
Family and Work: New Challenges for Social Policies in Europe, Franco
Angeli Publications, p. 215.

27. Das, S.C. (2015), Segmenting Work Life Balance Practices of

Employees in Indian Insurance Industry: A Two-step Cluster Analysis,
Pacific Business Review International Volume 8, Issue 3, p. 16.

25
28. Chavda, Chhaya & Gaur, Ashok (2013), A Conceptual Study of Work
Life Balance Among Employees, International Journal for Research, in
Management and Pharmacy, Vol. 2, Issue 7, p. 15.

29. Singh, S. (2014), Measuring Work-life Balance in India, International

Journal of Advance Research in Computer Science and Management
Studies, Volume 2, Issue 5, p. 238.

30. Gest (2016), Smart Women: Driving internal change through innovation,
available at http://www.sbn online.com/article/smart-women-driving-
internal-change-innovation/

31. Duxbury, L. E. and C. A. Higgins, (2001), Work-Life Balance in the New

Millennium: Where Are We? Where Do We Need to Go?, Work Network,
Canadian Policy Research Networks, Inc.

32. Ahmad, A. (1998), Gender Differences in the Boundary Permeability

between Work and Family Roles, Pertanika Journal of Social Sciences
and Humanity, Vol. 6(1), pp. 43-49.

33. Bhargava, S. and R. Baral, (2009), Antecedents and Consequences of

Work-Family Enrichment among Indian Managers, Psychological
Studies, Vol. 54, pp. 213-225.

34. Chandra, V. (2010) Women and Work-Family Interface: Indian Context,

Journal of Asia Pacific Studies, Vol. 1(2), pp. 235-258.

35. Brough, P., & Kelling, A. (2002). Women, work & well being: The
influence of work-family and family-work conflict. New Zealand Journal
of Psychology, 31(1), pp. 29-38.

36. Hochschild, A. R. (1997). The time bind: When work becomes home and
home becomes work. New York: Metropolitan Books. p. 756.

37. Skitmore, M., & Ahmad, S. (2003). Work-family conflict: a survey of

Singaporean workers. Singapore Management Review, 25(1), pp. 35-
52.

38. O’Kelly, M. (2002). Work, women and their beliefs. Behavior Change, 19
(1), pp. 12-21.

26
39. Hochschild, A. R. (1997). The time bind: When work becomes home and
home becomes work. New York: Metropolitan Books. p. 364.

40. Budhwar, Pawan S., Debi S. Saini, and Jyotsna Bhatnagar (2005),
Women in Management in the New Economic Environment: The Case
of India, Asia Pacific Business Review Vol. 11, Iss. 2, p. 156.

41. Kumaraswamy, L. & Ashwini, F. (2015), Challenges In Work Life

Balance Of Married Working Women– A Study In Selected Indian Banks
In Karnataka, Global Journal For Research Analysis, Vol 4, No 6, p. 218.

42. Quick, J., Saleh, K. J., Sime, W. E., Martin, W., Cooper, C. L., & Mont,
M. A. (2006). Stress management skills for strong leadership: Is it worth
dying for? The Journal of Bone & Joint Surgery, 88(1), pp. 217-225.

43. Joshi, S., Leichne, J., Mealnson, K., Pruna, C., Sager, N., Story, C., &
Williams, K. (2002). A case of social responsibility or competitive
advantage? Atlanta: Georgia Institute of Technology. Retrieved
December 15, 2015 from www. worklifebalance.com.

44. Maarten van Klaveren, Kea Tijdens, Melanie Hughie-Williams and Nuria
Ramos (2010), An overview of women’s work and employment in India,
Decisions for Life Country Report, p. 13.

45. NASSCOM (2005). “Extending India’s Leadership of the Global IT and

BPO Industries”, NASSCOM-McKinsey Report 2005

46. NASSCOM-KPMG Study (2010).“Choosing a Location for Offshore

Operations in India” p. 549.

47. Barry, P. & Poonam, G. (2010), The Service Sector as India’s Road to
Economic Growth?, Indian Council For Research On International
Economic Relations, p. 451.

48. S. Noor, and N. Maad, ‘Examining the Relationship between Work Life
Conflict, Stress And Turnover Intentions among Marketing Executives in
Pakistan’, International Journal of Business and Management, 2008,
Vol. 3(11), pp. 95-96.

27
49. Parasuraman, and J. H. Greenhaus, (2002), Toward reducing some
critical gaps in work-family research, Human Resource Management
Review, Vol. 12, pp. 299-312.

50. Rajadhyaksha, and S. Velgach, (2000), ‘Gender, Gender Role Ideology

and Work Family Conflcit in India’, AOM Papers,
http://www.workfamilyconflict.ca/cms/documents/38/GRI_paper-
AOM2009.pdf accessed 7 November 2015.

51. Netemeyer, R. G., J. S. Boles, and R. McMurrian, (1996), Development

and validation of work-family conflict and family-work conflict scales,
Journal of Applied Psychology, Vol. 81(4), pp. 400-410.

52. Whittard, J. & Burgess, J. (2007). Working-time flexibility and full-time

work in a retail banking organisation. Labour & Industry, 17(3), pp. 119-
141.

28
 Chapter-
Chapter-II
Review of Literature
 CHAPTER-II
REVIEW OF LITERATURE

2.1 INTRODUCTION

Work life balance brings greater effectiveness to all aspects of life.

Employees work better when they do make time for family and personal
interests. Thus the issue has become pertinent not only in India but has become
major issue of concern for all kinds of industry worldwide. Lot of work has been
done researchers in order to explore the ways to maintain the proportionate
balance between work and life. The literature review on Work-life Balance has
been framed up in view of its gained popularity with the major aim to have
prosperity of society and the realization of fulfilling lives for its employees by
supporting the growth of every employee and the further development of the
companies. The literature identifies its effect on various quality life conditions
i.e. Job Satisfaction, Work Stress, Career Growth, Turnover, Absenteeism,
Appreciation and competitive environment in context with Work-life Balance
and its practices/policies.

2.2 REVIEW OF LITERATURE

In this research, an endeavor has been made to provide an overview of

various aspects of Work-Life Balance through the review of existing literature.
The sources referred include various journals, books, doctoral thesis, working
papers, reports, magazines, internet sites, newspapers etc. and has been
reflected as references at the end. Some of the research reviews are as follows:

Miller (1978)1 emphasized that earlier the work life used to begin at age
16 and end at age 70 and now begins at 20 and ends at 62 for most of the
working personals. However, restrained effects of the increase in average
length of life over the last 80 years may be associated with certain changes in
work- life history as more people reach the older ages with their health to permit
them to enjoy leisure and image of the retirement years. In-spite of that
changing view of marriage like relationships also affects work-life balance as
many women are no longer expecting lifelong partners, and consequently they
stress the importance of acquiring skills and qualifications.

29
 Pleck et al. (1980)2 in a survey study of workers found that substantial
minority of workers living in families experienced conflict between work and
family life. Parents reported more conflict than other couples. Specific working
conditions, such as excessive hours at work, scheduling and physically or
psychologically demanding were associated with experiencing work family
conflict, which in turn was related to diminished job satisfaction and
contentment with life in general.

Greenhaus et al. (1989)3 examined different types of work domain

pressures as sources of work family conflict among two career couples. The
results showed that work role stressors (role conflict and role ambiguity)
accounted for a significant portion of the variance in time based and strain
based conflict for both men and women. The task characteristics (autonomy
and complexity) were found to be associated with work family conflict and were
somewhat stronger for women than for men. Work schedule characteristics
were found to be generally unrelated to work family conflict. Among women, it
did not explain significant portion of variance in either time based or strain
based conflict and among men, it was related to only strain based conflict.

Loerch et al. (1989)4 examined the relationships among family domain

variables and three sources of work family conflict (time, strain and behaviour
based) for both men and women. Family domain variables examined included
time based (number of children, spouse work hours per week, couple’s
employment status) strain based (conflict within family, spouse support, quality
of experience in spouse or parent role) and behaviour based antecedents,
family intrusions (parental, marital, home responsibilities) and role involvement.
The results indicated that the time based antecedents (number of children,
spouse work hours, couple’s employment status) were not significantly related
to any form of work family conflict for men or women. Strain based antecedent,
conflict within family, was found to have a positive relationship with work family
conflict. However, the negative relationship of other strain based antecedents
(spouse support, quality of spouse and parental experiences) and work family
conflict was not supported. The behaviour based antecedent, role congruity,
was not significantly related to any form of work family conflict. The variable of
role involvement significantly predicted only the time based conflict for men.

30
 Gutek et al. (1991)5 indicated that women reported more work
interference in family than men, despite spending about same number of hours
in paid work as men. Although women spent more hours in family work than
men, they reported the same level of family interference in work. They
conducted the study using two separate samples of employed people with
families, a systematically selected sample of psychologists and a volunteer
sample of managers. The findings indicated that the two types of perceived
work family conflict (work interference with family and family interference with
work) were clearly separable and relatively independent of each other. The
people perceived less family interference with work than work interference with
family.

Higgins and Duxbury (1992)6 examined the differences in the

antecedents and consequences of work family conflict - for two groups of career
oriented men: those with a homemaker wife (137, traditional career men) and
those with a spouse in a career oriented job (136, dual career men). It was
found that maternal career employment status had a significant effect on the
antecedents of work-family conflict. Dual career men experienced greater work-
family conflict due to conflict within the work domain as compared to traditional
career men. As the work environment did not provide the increased flexibility
needed by dual career men to balance the increased role demands, these men
were less able to cope up with work conflict as compared to traditional career
men. However, the maternal career employment status was not found to have
any impact on the extent to which work family conflict lowered quality of work
life or quality of family life.

Aryee (1992)7 examined the impact of five antecedent sets of work and
family domain variables on three types of work-family conflict (job-spouse, job-
parent and job-homemaker) and the impact of these types of work family
conflict on well being and work outcome measures. Antecedents studied
included life role salience, family stressors (parental demands, responsibility for
household chores, lack of spouse support), work stressors (task variety, task
complexity, task autonomy, role conflict, role overload, role ambiguity) and work
schedule stressors (hours worked per week, work schedule inflexibility).
Results indicated that married professional women in the study experienced

31
moderate amounts of each type of work-family conflict. It was found that
number of hours worked per week rather than work schedule flexibility affects
work family conflict. Role stressors explained the most variance in job spouse
and job-homemaker conflicts while task characteristics explained the most
variance in job-parent conflict. Task autonomy emerged as a negative and
significant predictor of all three types of conflict. Task variety was positively and
significantly related to job-parent and job-homemaker conflicts. Spouse support
showed a significant negative relation with job-spouse conflict and parental
demands were significantly positively related to job parent conflict. However,
household responsibility was not found to be related to any type of conflict. The
three types of work-family conflict explained only modest amount of the
variance in the well-being and work outcome measures.

Frone et al. (1992)8 in a study of randomly drawn sample of 631

employed adults (278 men and 353 women) also found that work to family
conflict is more prevalent than family to work conflict, suggesting that family
boundaries are more permeable to work demands than are work boundaries to
family demands.

Higgins et al. (1994)9 examined the impact of gender and life cycle
stage on three components of work family conflict (i.e. role overload,
interference from work to family and interference from family to work). The
results indicated significant differences for gender and life cycle. Women
reported experiencing significantly greater role overload than men. Again
women were found to experience greater work to family interference than men.
Interference was highest when the children were young, and lowest in families
with older children. Further, women reported significantly higher levels of family
interference with work than men in early years, but interferences levels were
comparable to men’s in the third life cycle stage (i.e. children 10 to 18 years).

Kossek et al. (1994)10 forwarded three reasons for provision of

employer sponsored child care. It was argued that child care problems
interfering with work efficiency could be eliminated by provision of child care
programmes and it enhanced management’s control over the workforce.
Another reason was to follow the actions of other successful organizations and
give a signal that the organization is progressive and cares about employees’

32
needs. Yet another reason was the coercive pressures from the government or
society.

Williams and Alliger (1994)11 found that spillover of unpleasant moods

occur both from work to family settings and from family to work though evidence
for the spillover of pleasant moods was weak. Both family to work and work to
family spillovers were stronger for women than men. Further, it was found that
extent to which work interfered with family for a given day was found to be
positively related to self- reported job involvement for that day. Extent to which
family interfered with work on a given day was found to be positively related to
distress in family roles during the day, family intrusion into work during the day
and self-reported family involvement for that day.

Osterman (1995)12 explained variation across firms in the

implementation of work/family programmes by examining how these are related
to the employment strategy of organizations. The data was collected from an
original survey of American Private Sector establishments and its labour force.
The survey collected data on the presence or absence of a variety of
work/family programmes, as well as on a broad range of characteristics of the
establishment and its labour force. It was found that organizations whose core
employees were professional or technical workers were significantly more likely
to provide work/family programmes than the organizations with service workers
or blue collar employees. The results also showed that the firms that wanted to
implement high performance or high commitment work systems were more
likely to adopt work/family programmes.

Thomas and Ganster (1995)13 examined the direct and indirect effects
of organizational policies and practices that are supportive of family
responsibilities on work family conflict and psychological, physical and
behavioural measures of strain. Data was collected from 398 health care
professionals who represented all acute health care facilities. The results of the
study suggested that family supportive work policies and practices produce
significant benefits in terms of employees attitudes and well being. Supportive
practices, flexible scheduling and supportive supervisors, were found to have
direct positive effects on employee perception of control over work and family
matters. Control perceptions in turn, were associated with lower levels of work

33
family conflict, job dissatisfaction, depression, somatic complaints and blood
cholesterol.

Kirchmeyer (1995)14 identified three types of organizational responses

to non-work (separation, integration, respect) and used the data collected from
221 managers, active in multiple domains, to assess the effectiveness of these
organizational responses. “Separation” was a response where employers were
concerned mainly with workers’ fulfilling their work responsibilities, and viewed
workers’ non work lives as solely the concern of workers themselves. In the
case of “integration” response, employers treated work and non-work as related
worlds that affected one another, and acted to reduce the gap between them in
an effort to help workers manage their multiple domains. “Respect” referred to
the employer acknowledging and valuing the non-work participation of workers,
and committing to support it. The effectiveness of these responses was
assessed in terms of their ability to reduce the negative spillover from non-work,
and to enhance both organizational commitment and the positive side of
spillover. Integration and respect responses revealed positive correlations with
organizational commitment, whereas separation response showed a negative
correlation. It was found that the type that enhanced the flexibility of the work-
non work boundary and involved the employer in providing resources for
workers to fulfill non-work responsibilities themselves proved most effective.

Adams et al. (1996)15 found that relationships between work and family
can have an important effect on job and life satisfaction and the level of
involvement the worker assigns to work and family roles is associated with this
relationship. They examined the effects of three types of work family conflict -
role overload (having too much to do), work to family interference and family to
work interference on the organizational performance and quality of life of
employees. It was found that work-life conflict had a negative impact on
organizational performance and on employees. Employees who are overloaded
or whose work interfered with family (vice-versa) were highly stressed,
experienced burnout, expressed dissatisfaction with life, and were in poor
mental/ physical health.

Aryee and Luk (1996)16 in a study of 207 dual earner couples in Hong
Kong found that men significantly identified more with the work role, had more

34
experience in the workforce, and perceived more spouse support. In contrast,
women significantly, identified more with the family role, had main responsibility
for childcare, spent more time per week with the children and perceived more
need for family responsive policies. In addition, the results revealed that women
balance their work and family identity by trading off one for the other. In contrast,
men are able to simultaneously identify with work and family roles.

Eagle et al. (1997)17 found that work and family boundaries were
asymmetrically permeable with work to family conflict being significantly more
prevalent than family to work conflict. In a study of Taiwanese managers, he
found that very few Taiwanese managers had difficulty balancing work and
personal lives and work interfered with personal life more frequently than
personal life did with the work.

Frone et al. (1997)18 developed and tested an integrative model of work

family interface using a sample of 372 employed adults who were married
and/or parents, the findings supported the indirect reciprocal relation between
work to family and family to work conflict. Family to work conflict was found to
have indirect influence on work to family conflict via work distress and work
overload. Work to family conflict had indirect impact on family to work conflict
via increased parental overload.

Spector (1997)19 emphasized that Job Satisfaction is the degree with

which people like their jobs where some people enjoy work and find it to be a
central part of life and others hate to work and do so only because they must.
In other terms, Job satisfaction simply means that how people feel about their
jobs and different aspects of their jobs. It is the extent to which people like
(satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed,
job satisfaction is an attitudinal variable. In the past, job satisfaction was
approached by some researchers from the perspective of need fulfilment
means whether the job met the employee‘s physical and psychological needs
or not. However, this approach has been de-emphasized because today most
of the researchers tend to focus attention on cognitive processes rather on
underlying needs. The attitudinal perspective has become the predominant one
in the study of Job Satisfaction.

35
 Loscocoo (1997)20 examined how people with considerable control over
their work lives construct and experience work family connections. The data
was collected through in-depth interviews of 30 self employed people. The
results showed that self employed people had considerable control over their
work lives and this helped them to curb the intrusion of work into family life.
However, women emphasized the importance of flexibility more than men.

Kossek and Ozeki (1998)21 in their meta-analytical study examined the

relationship among work-family (w-f) conflict, policies, and job and life
satisfaction. The results showed that there was a negative relationship between
all types of w-f conflict and job and life satisfaction. This relationship was
stronger for work to family conflict as compared to family to work conflict. Slight
gender differences were found, with the relationship appearing to be stronger
for women. Review further showed that research on w-f policies had been
disconnected from studies on individuals’ experiences with w-f conflict and
future research needed to be aimed at studying w-f policy variables that affect
work to family and family to work conflict and other job and non-job outcomes.

Galinsky and Johnson (1998)22 found that having a larger proportion

of top executive positions filled by women was associated with greater provision
of work life balance policies. They also found that companies with a larger
proportion of women in them workforce were more likely to invest in policies
such as job sharing, part time work, flexible time off policies and child care. It
was further observed that companies employing greater proportion of hourly
workers, people who are generally concentrated in lower paid jobs, were least
likely to offer work life balance policies.

Milliken et al. (1998)23 explored why organizations vary in the degree to

which they adopt policies designed to help employees manage their work and
family lives. The data was collected from 175 human resources executives of
companies throughout United States. It was found that organizations were more
likely to offer benefits when work and family issues were salient to senior human
resource staff and were thought to impact the organizations performance. It
was further found that the percentage of women in an organization’s workforce
did not explain the variance in work-family responsiveness. Again, the presence
of women or people having experience with elder care or dual career families,

36
in the top management was also found not to have any significant effects on
the company’s work-family responsiveness.

Newman and Mathews (1999)24 in a survey of 14 government

departments examined the utilization of family friendly workplace policies within
the US federal government and concluded that a number of barriers affected
the overall implementation of such policies. The findings indicated that policies
such as part time work, flexible work schedules and compressed work hours
remain underutilized due to mistrust by management, workaholic culture,
limited communication and training, stretching scarce resources and an
incompatibility with the job design.

Carlson (1999)25 determined how dispositional and situational factors

differentially affect the three forms (time, strain and behaviour based) of work
family conflict, and also considered the impact of dispositional variables on work
family conflict beyond situational factors. The sample consisted of 225
individuals who were employed full time and worked for a variety of
organizations. 142 (63%) were females and 83 (37%) were males. The results
showed that dispositional variables do play a role above and beyond situational
variables in determining the level of experienced work family conflict. Negative
affectivity was found to be the most highly related variable with time based
conflict. It was also significantly related to strain based conflict. From the work
domain, the variable of role conflict was found to be related to strain based
conflict. Further, work and family role conflict, Type A, and negative affectivity
were found to be significantly related to behaviour based conflict.

Milkie and Peltola (1999)26 found that women and men report similar
levels of success in balancing work and family and kinds of work family
tradeoffs. However, the tradeoffs reported by respondents were gendered.
Longer working hours – negatively affected men’s sense of balance, but did so
only marginally for women. For women who worked full time, work hours did
not affect balance. It was also found that young children in the household had
a negative impact on success in balancing paid work and family life for
employed women but not for employed men. Again, sacrifices made at work
affected men more than women whereas scarifies made in the family affected
women more than men.

37
 Aryee et al. (1999a)27 examined the cross cultural generalizability of
model of work family interface given by Frone et al (1992b). The sample
comprised of 320 respondents (91 women, 229 men) from six organizations in
Hong Kong. The results showed a positive reciprocal relationship and a
negative covariation between work-family and family- work conflict in both the
samples. However, it was found that as compared to US employees, work-
family conflict more strongly influenced family-work conflict in the case of Hong
Kong employees. Again, in the case of US sample, employee’s family
involvement significantly influenced family-work conflict, while this relationship
was not significant in the case of Hong Kong sample.

Aryee et al. (1999b)28 examined the relationship between role stressors,

interrole conflict, and well-being and the moderating influences of spousal
support and coping behaviours among a sample of Hong Kong Chinese
employed parents in dual-earner families (N=243) and found that role stressors
(work overload and parental overload) and spousal support set significantly
explained the variance in both work family conflict (WFC) and family work
conflict (FWC). Spousal support was found to be a negative predictor of WFC
while parental overload was a positive predictor. Spousal support was found to
moderate the effect of parental overload on FWC. FWC was negatively related
to job and life satisfaction, but neither WFC nor FWC was related to family
satisfaction.

Perry-Smith and Blum (2000)29 undertook a study of 527 US firms and

found that organizations with more extensive work family policies had higher
firm-level performance. It was further found that the relationship between work
family policies and firm performance was stranger for older firms and for the
firms employing greater proportions of women.

Konrad and Mangel (2000)30 examined the adoption of work life

programmes and the impact of work life programmes on firm productivity. The
findings suggested that the productivity impact of work life programmes
depended on the type of workers employed by the firm. It was found that firms
employing higher percentage of professionals and higher percentage of women
showed a stronger relationship between the provision of extensive work life
benefits and productivity.

38
 Carlson and Kacmar (2000)31 found that work centrality did make a
difference to the way work-family conflict was experienced. It was found that
when work was highly central to the individual, antecedents from the family
domain had a significant impact on family interference with work and when
family was valued more, the work domain antecedents had a greater impact on
work interference with family.

Grzywacz and Marks (2000)32 developed an expanded

conceptualization of the work family interface and identified significant
correlates of multiple dimensions of work family spillover. The study used the
data from employed adults participating in the National Survey of Midlife
Development in the United States (N = 1,986). The findings showed that work
and family factors that facilitated development (decision latitude, family support)
were associated with less negative and more positive spillover between work
and family. On the other hand, work and family barriers (job pressure, family
disagreements) were associated with more negative spillover and less positive
spillover between work and family. Negative spillover between work and family
(work to family and family to work) shared some correlates, such as pressure
at work, and spouse disagreement. However, spouse affectual support was an
important correlate of negative spillover from family to work but not negative
spillover from work to family. Similarly, decision latitude was strongly associated
with both positive spillover from work to family and family to work, whereas
spouse affectual support was a strong correlate of positive spillover from family
to work but unassociated with positive spillover from work to family.

Kim and Ling (2001)33 studied the sources and types of work family
conflict among 102 married Singapore women entrepreneurs. The antecedents
studied included work hours, work schedule inflexibility, work stressors, number
and age of children and family support. The outcomes studied included job
satisfaction, life satisfaction and marital satisfaction. Results indicated that
number of hours worked, work stressors (role conflict and worries about
financial health of business) and work schedule inflexibility were positively
related to work-family conflict. Spouse emotional and attitude support was
found to have a significant negative relation with work family conflict. The

39
outcome variables job satisfaction, marital satisfaction and life satisfaction were
found to be negatively correlated to work-family conflict.

Dex and Scheibl (2001)34 in a study of ten small and medium-sized

enterprises and four large organizations reported the reasons/motives for
introducing flexible working arrangements. These included the need to keep
abreast of legislation, business benefits and considerations of employee well-
being. It was found that the motives varied by the type of arrangements as well
as by the size of the organization and the way employee relations were
structured.

Singh (2001)35 in his qualitative study used ‘work/life border theory’ to

explore how British and Swedish managers dealt with competing commitments.
A sample of 35 managers (18 Swedish, 17 British ; 18 males and 17 females)
ranging from directors to project managers, aged between 28 to 59 years, was
taken and semi-structured interviews were held on site in UK and Sweden. The
study showed a tension between managers’ own needs for more balanced work
lives and corporate attitudes to balance - seekers and career choices. Findings
suggested that four kinds of strategies were used by the managers for
maintaining work life balance. These included accommodating family terms,
negotiating with the family, accommodating the organization and staggering
commitments. The study showed that managers enact their work life balance
strategies with both their employer and their family, particularly their partner,
who also enacts boundaries between home and employer, so there are four
parties to the negotiation or accommodation of needs. Some managers use
their own views as reference points for dealing with subordinates’ need for work
life balance.

Hill et al. (2001)36 examined the perceived influence of job flexibility in

the timing (flex time) and location of work (flexplace) on work family balance.
Data was taken from a 1996 International Business Machines (IBM) work and
life issues survey in United States (n= 6,451). The results indicated that paid
work hours was strongly and negatively correlated and perceived flexibility was
strongly and positively correlated with work family balance. It was also found
that employees with perceived flexibility in timing and location of work could
work longer hours before work family balance became difficult.

40
 Saltzstein et al. (2001)37 used 1991 surveys of Federal Government
Employees to test a theoretical framework regarding the relationships between
work and family demands, family friendly policies, satisfaction with work family
balance and job satisfaction for diverse groups of employees with different
personal and family needs. The findings indicated that a variety of family
friendly policies and practices were used to varying degrees by these diverse
groups of employees. Further, the job related factors (job demands, job
involvement) were found to be the most significant determinants of satisfaction
with work family balance and job satisfaction. In addition, it was found that
organizational understanding had more impact on both satisfaction with work
family balance and job satisfaction than all family friendly policies. Reliance on
flexible scheduling was found to have no significant impact on work family
balance or job satisfaction for most of sub population groups.

Martins (2002)38 examined the moderating effects of individual

differences (gender, age, marital status, parental status) and sources of support
(coworkers, community, financial resources) o the negative relationship
between work-family conflict and corner satisfaction. Data was collected form
975 managers and professionals from over 100 companies in over 26 industries
and from various functional backgrounds. The results indicated that career
satisfaction of women and that of elder individuals of both genders was most
adversely affected by work-family conflict. Whereas women’s career
satisfaction was negatively affected by work-family conflict throughout their
lines, men showed such adverse effects only later in career. It was also found
that relationship was stronger for individuals who were in the minority gender in
their work-groups, but it was weaker for those who had strong community ties.

Swiercz (2002)39 found that cognitive intrusion of work results in lower

job satisfaction, less happiness, a greater incidence of work/life conflict, and
more frequent burnout. It was also found that the experience of intrusion
transcends demographics and personality, and is rooted instead in the design
of the job and the organization culture of the employer.

Lacy (2002)40 conducted a job market survey of 300 job seekers in the
New York area and found that 75% of the respondents reported that work stress
had an impact on their decision to look for a new job. It was also found that

41
there was a general presumption among employees that working long hours is
important for career advancement. This notion, and the pay and promotion
policies that supported it, undermined the attempts to promote work life
balance.

Grzywacz and Bass (2003)41 studied the effects of work family conflict
and work family facilitation on mental health among working adults. The higher
levels of both work to family and family to work conflict were found to be
associated with poor mental health. The results also showed the repeated
protective effects of work family facilitation, particularly family to work
facilitation. The work family facilitation contributed to “work family fit” by
eliminating or offsetting the negative potential of work family conflict. Hence it
was suggested that work family fit is more than the absence of conflict.

Schieman et al. (2003)42 undertook a study with three aims: (a) to test
if home to work conflict is associated with symptoms of anxiety and depression
among women and men (b) to determine if those effects are moderated by work
qualities such as autonomy, routinization and nexiousness; and (c) to explore
variation among those patterns by gender. The data was collected through face
to face interviews of 1393 adult residents of metropolitan Toronto. The results
showed that positive relationship between home to work conflict and both
anxiety and depression were stronger when job autonomy was higher, although
the effects were somewhat stronger for men. It was further found that positive
relationship between home to work conflict and anxiety was significantly
stronger when women occupied jobs with greater routinization.

Fisher-McAuley et al. (2003)43 examined the relation between

employees’ beliefs about having a balance between work and personal life, and
the feeling of job stress, job satisfaction, and reasons why one might quit his/her
job. The data was collected from two independent, heterogeneous samples of
employees. The first sample comprised of 603 fitness professionals while the
second consisted of 545 managers employed in a variety of organizations
spanning many industries and functional departments. The findings indicated
that having a lack of work/life balance was an occupational stressor that leads

42
to strains, including feeling of overall work strain, job dissatisfaction, non work
related reasons for leaving and turnover intentions.

White et al. (2003)44 analyzed the effect of selected high-performance

practices (appraisal systems, group-working practices, performance related
pay) and working hours on work-life balance. The data was collected from two
representative surveys of the employed and self employed in Great Britain,
aged between 20-60 years. The samples were 2132 in Working in Britain (WIB)
2000 Survey and 3458 in Employment in Britain (EIB) 1992 Survey. The results
showed that negative job-to-home spillover increased with additional hours
worked and to a similar degree for both men and women. High performance
practices were also found to be a source of negative spillover. It was further
found that taking part in a flexible hour system significantly reduced negative
spillover for women but not for men. Working from financial necessity was found
to be significantly linked to negative spillover for women. Dual earners reported
less negative spillover than those in single earner situations.

Hyman et al. (2003)45 examined the evidence for extensions of work into
household and family life in two growing employment sectors: call centres and
software development. Sample consisted of 1131 respondents. Extensions
were identified as tangible, such as unpaid overtime, or intangible, such as
exhaustion and stress. The study found that organizational pressures combined
with lack of work centrality result in work intruding into non-work areas of
employee lives, though intrusions manifest themselves in different ways
according to the type of work, levels of the worker autonomy and organizational
support.

Frye and Breaugh (2004)46 found that the number of work hours, the
use of family- friendly policies, and reporting to a supportive supervisors were
predictive of work-family conflict. Family friendly policies and reporting to a
supportive supervisor were found to have negative correlation with work-family
conflict whereas hours worked was positively related .With regard to family-
work conflict, reporting to a supportive supervisor was predictive of such conflict
and was negatively related to such conflict.

43
 Crosbie and Moore (2004)47 studied working from home and work life
balance. Data was collected through interviews and focus group discussions.
70% of those who took part were females. All of them carried out paid work at
home for 20 hours or more per week. The study concluded that home working
was not panacea for modern working life. Personality skills and aspirations
should be given careful consideration by those who are thinking of working from
home. Those who have tendency to work long hours outside the home might
find that home life is even further marginalized by work life.

Maxwell and McDougall (2004)48 conducted seven case studies (five

in Public Sector and two in voluntary sector) and found that parental leave,
study leave, flexitime, part time working, job sharing, emergency leave, and
extra maternity leave were the most frequently accruing forms of flexibility
offered by these case study organizations. Further, two rationales for
introducing work life balance were found to be consistent across all the case
studies. First was to improve the recruitment of the best people and second
was to improve retention of staff.

Breaugh et al. (2004)49 tested a model of antecedents (use of family

friendly policies, supervisors support, number of hours worked, having child
care responsibility) and consequences (job and family satisfaction) of work-
family conflict and family-work conflict. It was found that the number of work
hours, the use of family-friendly policies and reporting to a supportive
supervisor were predictive of work-family conflict. Family friendly policies and
reporting to a supportive supervisor were found to have negative correlation
with work-family conflict whereas hours worked was positively related .With
regard to family-work conflict, having child care responsibility and reporting to
a supportive supervisor were predictive of such conflict. Child care
responsibility showed a positive relation, while reporting to a supportive
supervisor was negatively related to such conflict. The study also found that
work family conflict was predictive of job satisfaction and family satisfaction.
However, family work conflict predicted neither job satisfaction nor family
satisfaction.

Keene and Quadagno (2004)50 examined two issues, the relationships

of work characteristics, family characteristics, and work family spillover to

44
perception of work family balance and models of ‘gender difference’ vs. ‘gender
similarity’ using 1996 General Social Survey (GSS), and 1992 National Study
of the Changing Work Force (NSCW). The GSS analysis demonstrated that
work demands such as the number of hours worked per week and work
spillover into family life were the most salient predictors of feelings of imbalance
for women and men, lending support to gender similarity model. The NSCW
results supported gender difference model and indicated that when family
demands reduced work quality, there was a decreased likelihood of perceived
balance. However, men and women balance in gendered ways. Women
reported more balance when they gave priority to family, men reported less
balance when they had no personal time for themselves due to work and more
balance when they made scheduling changes due to family.

Voydanoff (2004)51 used a differential salience-comparable salience

approach to examine the effects of work demands and resources on work to
family conflict and facilitation. The data was obtained from the 1997 National
Study of Changing Workforce (NSCW) and consisted of 1,938 employed adults
living with a family member. The model includes within domain work demands
and resources and boundary spanning resources as sources of work to family
conflict and facilitation. The results showed that time based demands (work
hours and extra work without notice) and strain based demands (job insecurity
and time pressure) are positively associated with work to family conflict. It was
found that enabling resources (autonomy and learning opportunities) and
psychological rewards (respect and meaningful work) were positively related to
work to family facilitation. These resources (except learning opportunities)
showed negative relation with work to family conflict. Time based family support
policies (parental leave and time off for family) and work family organizational
support (supportive work family culture and supervisor work family support)
showed negative association with conflict, and positive relationship to work to
family facilitation.

Hyman and Summers (2004)52 classified seven major problems which

are associated with current practices over work-life balance these are
unevenness of adoption across different sectors and organizations, lack of
formalization of policies at organizational level, restricted employee voice over

45
the introduction and implementation of policies, policies are primarily to meet
business needs rather than those of employees, there is no evidence of
reduction in working hours, tangible and intangible work intrusions into
domestic life, domestic responsibilities are still conducted primarily by women
irrespective of their employment status.

Hyman and Summers (2004)53 examined major problems with work life
policies in UK and found that policies were unevenly distributed and small
organizations were less likely to have these work life policies. Another problem
was that the policies were informal and unwritten and were under the direct
control of line managers who were untrained and did not understand work life
balance issues. Yet another problem was that employees had no say in
establishment or implementation of the policies. Lastly, the policies were
introduced primarily to meet business needs rather than the needs of the
employees and there was no evidence of reduction in working hours.

Doherty (2004)54 used evidence from a piece of action research

conducted in the UK hospitality industry to explore the effectiveness of work life
balance initiatives in helping women progress to senior management. She
explored the main barriers to women progression. Results highlighted the long
hours associated with managerial roles as a major problem. It was found that
the business case which underpins diversity management and a voluntary
approach to work life balance may only deliver positive benefits to women when
the labour market is tight, and even then, the benefits to women in management
are far from demonstrated.

Coughlan (2005)55 studied and identified different work life

arrangements. These included: parental leave, paternity leave, maternity leave,
adoption leave, sabbaticals, flexible work timings, job sharing, job splitting, flexi
time, compressed working week, annual hours system, banking of hours,
telecommuting, supervisory training in work family sensitivity, on site day care,
emergency child care, elder care arrangements.

Cieri et al. (2005)56 explored the range and usage of work life balance
strategies in Australian organizations and identified the barriers to those
strategies. The study was based on three surveys conducted in 1997, 1998 and

46
2000. The most frequently cited work life balance strategies across all the three
surveys were part time work, study leave, flexible starting and finishing times,
working from home on ad hoc basis and job sharing. The results showed that
50% of the organizations had less than 20% of their employees using work life
balance strategies that were available and only 6% of organizations had more
than 80% of their employees using work life balance strategies. The factors
which created major difficulties for development and implementation of work life
balance strategies were found to be increased work demand that
overshadowed personal needs, focus on programmes rather than on culture
change, insufficient involvement of and communication with senior
management, not getting the line managers involved in effective
implementation and lack of communication to staff.

Butler et al. (2005)57 surveyed parents employed in non-professional

occupations for 14 days about their job characteristics and work family conflict.
Results showed that there was significant daily variation in work to family
conflict (WFC) and work to family facilitation (WFF) that was predictable from
daily job characteristics. Greater daily demands were associated with increase
in daily levels of WFC and higher levels of daily control at work were associated
with decrease in daily levels of WFC. Daily skill level used at work were not
related to daily WFC. It was further seen that greater demands at work were
associated with decrease in daily levels of WFF and greater daily control and
skill level at work were associated with increase in daily levels of WFF.

Drew and Murtagh (2005)58 examined the experience and attitude of

female and male senior managers towards work life balance. The study was
undertaken a major Irish organization, for which work life balance was a
strategic corporate objective. The finding of the study was that greatest obstacle
to achieving work life balance was the “Long hours” culture, in which availing
oneself of flexible option (e.g. flextime/ working from home) is incompatible with
holiday a senior management post. Many of senior men could delegate
family/caring activities to their wives, which was not possible for majority of
women in senior positions. Hence men sought work life balance to resolve,
commuting/ work time issues. Both men and women in senior management

47
recognized that their own careers would be seriously jeopardized by taking up
work life balance arrangements.

Wesley and Muthuswamy (2005)59 in a study of 230 teachers in an

engineering college in Coimbatore, India, found that work to family conflict was
more prevalent than family to work conflict, thus indicating that permeability of
work into family was more than permeability of family into work.

Hsieh et al. (2005)60 investigated the perspective of Taiwan hotel

managers regarding work-personal life balance and its relationship to various
demographic variables, such as gender and marital status, and did not find any
significant differences between male and female managers, nor there any
significant differences between married and unmarried male/female managers.

Luk and Shaffer (2005)61 developed and tested an expanded model of

the work family interface that considered both within and across domain
influences on conflict emanating from the work and family domains. The results
of the study on 248 couples with children showed that work domain stressors,
i.e., time commitment to work and work role expectations were significant
positive predictors of work interference with family (WIF). Work role
expectations were found to be a significant negative predictor of family
interference with work (FIW) whereas no significant effects were found for work
time commitment. Family domain stressor, i.e., family role expectation, was
found to be a negative predictor of WIF whereas parental demand was found
to be a positive predictor of both WIF and FIW. No significant effects were found
for family time commitment on WIF or FIW and for family role expectation on
FIW. The direct effects of work domain support, such as family-friendly policies
and supervisor support, and family domain support, such as domestic helper
support, on WIF and FIW were not substantiated. Rather family friendly policies
were found to be positive predictor of FIW.

Sandhu and Mehta (2006)62 in a study 271 women working in service

sector in Punjab found that gender role attitude and spillover between work and
family role was the most important factor that affected the career of their
women. It was also found that nature of organization and education and a
significant impact on work life conflict.

48
 Powell and Greenhaus (2006)63 examined how individuals manage
incidents of work-family conflict that pose difficult choices for them. The study
examines two interrelated processes: a) the actions that individuals take to
avoid conflict in such incidents; and b) the choices they make when the conflict
cannot be avoided. First, they may try to mobilize tangible support from a role
sender in either the work or family domain to reschedule one of the activities. If
successful, this strategy avoids work– family conflict by enabling individuals to
participate fully in both activities. If support mobilization is unsuccessful or not
attempted, individuals decide whether to participate partially in some
combination of both activities or to participate solely in either the work or family
activity. It was found that individuals use multiple cues in deciding how to
respond to situations of potential work family conflict.

Waters and Bardoel (2006)64 used qualitative data gathered from

focused group interviews from 76 participants (56 women, 20 men) to
investigate the factors that influenced employees decision to use or not to use
work family policies in an Australian University. A number of barriers that limited
the use of work family policies were identified and included, lack of
communication about the policies, high work loads, management attitude,
career repercussions, influence of peer and administrative processes. The
study highlighted that organizational commitment to an environment that
supports work and family is not merely about providing policies but about
creating a work place culture that supports and encourages the use of policies.

Ken Roberts (2007)65 tried to consider why work-life balance has

become a major issue, and the likely outcomes of the widespread
dissatisfaction with current work schedules. Working time has not lengthened
and complaints about time pressure are unrelated to hours actually worked.
The sources of the widespread dissatisfaction with current work schedules will
lie in a combination of other trends – increase labor market participation by
women, work intensification, the spread of feelings of job insecurity, more work
being done at odd hours, the spread of new information and communication
technologies, free time increasing more slowly than spending power and
aspirations, and relatively long hour becoming most common among
employees (and the self-employed) in higher status jobs. An outcome is unlikely

49
to be a general downward trend in hours worked on account of the substantial
opportunity costs that would often be incurred by employees, and because
some (mainly middle class) employees have access to a number of effective
coping strategies.

Forsyth and Polzer-Debruyne (2007)66 conducted a survey of 1187

employees of organizations in New Zealand and found that employees
perception that employers were providing support for work life balance,
improved their job satisfaction and reduced work pressures. This, in turn,
reduced their intentions to leave. The study provided evidence that initiatives
which staff interprets as supporting their work life balance can have
consequences for the organization, staff turnover is likely to reduce as a
consequence of reduced intention to leave.

Kinnunen and Mauno (2007)67 collected data from a sample of 501

employees working in four organizations, i.e., municipal and social healthcare,
manufacturing for exports, a bank and a supermarket. The results indicated that
interference from work to family was more prevalent than interference from
family to work among both sexes. However, there were no gender differences
in experiencing either work to family or family to work conflict. The findings of
the studies reported above suggest that work to family conflict is more frequent
than family to work conflict.

Grzywacz et al. (2007)68 attempted to expand the understanding of how

culture contributes to the occurrence and consequences of work to family
conflict. The study evaluated predictions drawn from emerging models
emphasizing the influence of cultural characteristics, such as collectivism and
gender ideology on work family conflict. It was found that immigrant Latinos
reported infrequent work and family conflict. The findings were consistent with
earlier research that individuals from more collectivist cultures experience fewer
conflict between work and family, as in these cultures, work and family are
viewed as more integrated. Results also indicated that the level of work to family
conflict differed with gender.

Kinnunen and Mauno (2007)69 examined the prevalence, antecedents

and consequences of work family conflict. Family domain variables (presence

50
of children and employment status of spouse) mainly explained the family to
work conflict and explained 9% of variance for men and 22% for women. Work
domain variables (full time job, poor leadership relations and low levels of job
security) were found to be the best predictors of work to family conflict, but only
for women. Family to work conflict was found to have negative consequences
on family well being, and work to family conflict on the well being at home as
well as at work.

Grzywacz et al. (2007)70 found that both the level and the antecedents
of work to family conflict differed by gender. Greater physical workload as well
as more frequent awkward postures and repetitive movements were correlated
with greater work to family conflict among women. For men, greater skill variety
and greater psychological demands were correlated with more work to family
conflict.

Pal and Saksvik (2008)71 in a cross cultural study of 27 doctors and 328
nurses from Norway and 111 doctors and 136 nurses from India, found that
predictors of job stress were different for doctors and nurses in India and
Norway. In the case of Norwegian nurses, work family conflict was one of the
predictors of job stress while in the case of Indian nurses high family work
conflict was one of the predictors of job stress.

Fuß et al. (2008)72 investigated predictors for work interfering with family
conflict (WIF) which are located within the psychological work environment or
work organization of hospital physicians (N= 296). The results indicated that
the positive predictors of WIF conflicts were the scales of quantitative demands
(p<.01), number of days gone to work despite own illness (p<.01) and the
frequency of postponing planned vacations and due to changes on the duty
roster (p<.01). The results also indicated that high values of WIF were
significantly correlated with high value of intention to leave, personal burnout
and behavioural and cognitive stress symptoms. Negative relationships were
found between WIF and life satisfaction, general health status and work ability.

Macky and Boxall (2008)73 reported that employees working longer

hours are slightly more likely to report a greater imbalance in the work life
relationship. The five high involvement variables (i.e. power to make decision

51
and act autonomously, information provision, rewards, knowledge of the job
and team working) were found to be negatively correlated to work life
imbalance. It was also found that increasing the availability of work life balance
policies for employees did not improve the relationships when pressure to work
longer hours was higher, and employees felt greater work life imbalance.

Haar and Bardoel (2008)74 used structural equation modelling to test

positive spillover on 420 Australian Public and Private Sector employees. They
found work family positive spillover was negatively associated with
psychological distress and turnover intentions, while family work positive
spillover was negatively associated with psychological distress, and positively
associated with family satisfaction. The domain specific positive spillover was
found to have the strongest effects on outcomes associated with the same
domain (e.g. work family spillover to turnover intentions and family work
spillover to family satisfaction).

Bagger et al. (2008)75 examined the interactive effects of family identity

salience, family interference with work and gender on two outcome variables-
job satisfaction and job distress. Data was obtained from 160 employees at a
small national architectural firm. The results suggested that family identity
salience acts as a buffer between family interference with work and job
satisfaction and job distress. It was found that increase in family interference
with work was related to more job distress and less job satisfaction, but only for
those who were low on family identity salience. It was further seen that the
buffering effect of family identity salience on the negative aspect of family
interference with work on job satisfaction was stronger for women than for men.

Mayo et al. (2008)76 focused on the effects of three forms of managerial

work demands – time spent at work, travel and number of subordinates, on the
involvement of both partners in household labour activities. They also tested
the interactive effects of two organizational practices, time flexibility and task
autonomy, with three forms of managerial workloads, to predict the division of
household labour between spouses. It was found that as time demands
increased, managers with low time flexibility contributed less than their spouses
in household work than managers with high time flexibility. Further it was also
found that as travel demands increased, managers with low task autonomy

52
were less engaged than their spouses in household work than managers with
high task autonomy. Thus, it appeared that high control over time and tasks can
help achieve a good work family balance among managers.

Schieman and Glavin (2008)77 examined the effects of schedule control

and job autonomy on two forms of work home role blurring: receiving work
related contact outside of normal work hours and bringing work home. It was
found that schedule control and job autonomy were associated more positively
with work home role blurring in the form receiving work related contact, and
these patterns were much stronger for men. Schedule control was associated
positively with bringing work home among men only, whereas job autonomy
was associated positively with bringing work home, similarly for men and
women. It was also found that schedule control and job autonomy are
negatively associated with work to home conflict. However, the negative effects
of schedule control and job autonomy were slightly correlated by their positive
associations with work home role blurring. In analysis of interaction effects, it
was observed that positive association between receiving work related contact
and work to home conflict was positive and significant among workers who had
lower levels of job autonomy. Further, bringing work home was associated
positively with work to home conflict among individuals who reported more
schedule control.

Sjöberg (2008)78 in a study of 153 respondents (94 men and 59 women)

hypothesized emotional intelligence to be a factor in successful life adjustment,
including the successful achievement of a well balanced life. It was found that
both the dimensions of balance, i.e., family/leisure interference with work and
work interference with family/leisure were strongly negatively correlated to
emotional intelligence. Results, thus, showed that high emotional intelligence
was associated with a better balance of life and work.

Bardoel et al. (2008)79 identified the major themes and research

methods that have dominated work life research in Australia and New Zealand
between the period 2004-07. The identified themes were grouped in eight
categories, i.e., organization approaches to work life and work family issues,
work characteristics, occupations/industries, government policy and legislation,
health outcome issues related to work life, family structure and children, gender

53
and other additional themes. With regard to the research methods, out of the
total 86 papers examined, 73% of the papers were empirical while 27% were
conceptual. Majority of the empirical papers used quantitative methodology. As
many as 51% used survey method for data collection while the remaining 49%
were fairly split among case studies, focus group and interviews. Out of 63
empirical papers, 20 were classified priori with variables identified and
relationships proposed before any theory was apparent. The remaining 43
articles were classified as post hoc as there were no specific relationships
proposed before data collection and analysis.

Hanson (2008)80 the researchers have investigated the job

engagement, job strain, burnout, work-home interference and job stress factors
among 216 Belgian veterinary surgeons. Rural practice was compared to small
animal and mixed activity. The mean job strain and job engagement level in
veterinary surgeons was not higher than what they found in other working
populations. However, 15.6 % of the groups were found to be suffering from
high burnout. Rural practitioners had a lower level of job engagement than small
animal veterinary surgeons. These small animal practitioners had a lower level
of job strain than the mixed practitioners. The level of burnout did not differ
significantly across the three types of activity. In comparison to other Belgian
and Dutch workers, veterinary surgeons perceived more negative work home
interference. Bovine and mixed practitioners were the most concerned with this
problem. The two most important sources of stress reported by bovine
practitioners were relations to farmers and working time management (including
emergencies and availability).

Dyne et al. (2009)81 developed a cross level model specifying facilitating

work practices that enhance group processes and effectiveness. The model
proposed that work practices that support work life flexibility: collaborative time
management, redefinition of work contributions, proactive availability and
strategic self presentation enhance overall awareness of others need in the
group and overall caring about group goals, reduce process losses and
enhance group level organization citizenship behaviour (OCB).

Bhargava and Baral (2009)82 examined the antecedents and outcomes

of work family enrichment. The sample comprised of 245 employees from

54
manufacturing and information technology sector in India. It was found that core
self-evaluations, family support and supervisor support were positively related
to family-to-work enrichment whereas job characteristics (autonomy, skill
variety, task identity, task significance) were positively related to work- to- family
enrichment. Further, both family-to-work enrichment and work-to-family
enrichment were found to be positively related to job satisfaction, affective
commitment and organizational citizenship behaviour. However, only family-to-
work enrichment was found to be related to family satisfaction.

Muhammadi Sabra Nadeem (2009)83 aimed to explore the relationship

between work life conflict and job satisfaction in Pakistan. We found that job
satisfaction is significantly negatively correlated with work to family interference
and family to work interference. Job satisfaction is also found to be negatively
related with stress in our research. However, the correlation of workload is
positive and insignificant which shows that workload does not affect the job
satisfaction of the employees in Pakistan. The policy alternative should be that
a supportive management is required to minimize the conflict between work and
family. Top management should realize the importance of work life balance and
its adverse affect on job satisfaction.

Rajadhyaksha and Velgach (2009)84 also found that women

experienced significantly higher family interference with work as compared to
men. However there were no significant differences between men and women
in the experience of work interference with family.

Steiber (2009)85 found that time-based work demands were strongly

associated with the experience of work-family conflict both among women and
men. Long working hours, working non-day schedules or at weekends and
having to work overtime at short notice (‘unpredictable work hours’) showed an
aggravating effect on conflict, with long and unsocial hours being more strongly
related to time based conflict than to strain based conflict. Strain-based work
demands were also found to be instrumental in the creation of conflict. The
more people felt that they have to work hard in their jobs (‘work pressure’), the
higher was their perceived level of conflict. It was also found that a high degree
of control over how one’s daily work is organised (‘job autonomy’) helped
people to better co-ordinate the time demands of their work and family roles,

55
though such an effect was found only for women. Further, a higher level of job
skill was found to increase women’s and men’s feeling that their job prevented
them from giving more time to their partners and families (time based conflict),
and was also related to strain based conflict, i.e., the feeling that one is often
too tired after work to engage in non-work activities.

Alam et al. (2009)86 explored the correlation between working hours and
work family imbalance, for three focused groups, namely, teaching
professionals and two groups from corporate houses. It was found that
respondents working for 5-7 hours a day did not consider working hours as a
factor to affect work and family balance. On the other hand, women managers
in corporate sector, having long working hours (9-10 hours a day) agreed that
time was a crucial factor for work family imbalance. The study approved the
association between working hour and work family conflict. 99 per cent of
women managers reported to have work family conflict because of 9 -10 hours
work everyday. While only 20 per cent involved in teaching reported so.

Baral (2010)87 in a study of 485 employees working in varied

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

Susi. S and Jawaharrani. K (2010)88 suggested that a changing

economy and an aging workforce can join together to create an employment
environment where competent employees who are unhappy in their current
situations are motivated to find a new place to "hang their hats". A highly
engaged workforce is 50 % more productive than an unengaged workforce. The
majority of HR professionals (78 %) feel employee engagement is important or
extremely important to business success. Employee engagement is
increasingly viewed as a “win-win” strategy for companies, employees, and
their communities alike. In addition, work/life balance is increasingly important
for engagement and affects retention. This paper will examine some of the
literature on Employee engagement; explore work-place culture & work-life
balance policies & practices followed in industries in order to promote employee

56
engagement in their organizations to increase their employee’s productivity and
retain them.

Renu (2011)89 makes a point that stress makes us sick and slowly paves
way to some modern diseases leading to emotional turmoil, psychological
imbalances & physical imbalances. In this research an initiative is taken to find
out the stress, pattern of stress & level of stress among workingwomen of
multinational financial Institutions. This helps the organizations to introduce
stress buster techniques in their organizations so that women employees can
give their best while maintaining balance in home life & professional life. Such
Stress Management approach might be beneficial to the organizations to
change the attitude of workingwomen towards the work and their career. It
helps to find out & implement the Effective stress management programs while
considering the individual differences and tailor the stress action plan to fit the
individual. stress level of women employees can reduced and their turnover,
absenteeism level can be improved,if the organization cultivate a friendly social
climate Provide opportunities for social interaction among employees, Establish
a zero-tolerance policy for harassment, Make management actions consistent
with organizational values.

Selvarani (2011)90 attempted to analyze the relationship between

employee satisfaction and work/life balance. The construct used for this
research consists of career opportunity, recognition, work tasks, payments,
benefits, superior subordinate relationship, employee satisfaction, and work/life
balance. This study makes a contribution to join two distinct research streams,
namely employee satisfaction, and work/life balance. Findings suggest that
high correlation exists between work task and employee satisfaction with a
mediator variable namely work-life balance.

Varatharaj and Vasantha (2012)91 made an endeavor to study the work

life balance of working women in service sector. Work life balance entails
attaining equilibrium between professional work and other activities, so that it
reduces friction between official and domestic life. Work life balance enhances
efficiency and thus, the productivity of an employee increases. It enhances
satisfaction, in both the professional and personal lives. The findings of the
study reveal the majority of the women employees feel comfortable in their work

57
place irrespective of their trivial personal and work place irritants. This paper
attempts to indentify the various factor which helps to maintain work life balance
among women employees in service sector.

Hartel (2012)92 reports on gender perceptions of work-life balance

based upon a qualitative study carried out among 437 full-time working men
(N=245) and women (N=192) in the Australian workforce in 2008. The
participants were randomly selected from a wide range of occupations, and
their perceptions of: (a) non-work issues; (b) work-life conflicts; (c)
organisational support for WLB; (d) desired WLB options; and (e) management
treatment were investigated. Findings indicate significant gender differences in
all areas studied. As this research provides a holistic view of the different
gender perceptions of WLB, the findings have important implications for
mobilising workplace support for men and women.

Akanji (2012)93 observed the perceptions of Work-Life Balance (WLB)

practices in a developing nation of Nigeria. Thus, a qualitative approach was
employed by conducting 61 in-depth interviews with Nigerian employees (41
women and 20 men) working in frontline employments in the banking,
telecommunications and insurance sectors about their perceptions of WLB. The
findings showed that though conflict situations existed more than work-family
enrichment, but under different circumstances due to the long legacy of national
challenges facing Nigeria. This paper seeks to add to the compendium of WLB
discourse on a global scale by examining key barriers detected to hinder its
workable practices in Nigeria.

Kumari (2012)94 found out about the employee’s perception of their work
life balance policies and practices in the Public Sector banks. Quota sampling
method was followed. Data was analyzed with the help of factor analysis,
descriptive statistics, mean, t-test and Karl Pearson’s correlation. 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 result of study may have practical significance for human resource
managers of especially banks to improve staff commitment and productivity
along with designing their recruitment and retention policies.

58
 George et al. (2013)95 conducted descriptive survey among 67 nursing
faculty towards their perceptions and attitude towards quality of Work-Life
showed that majority, 58 (86.57 %) experienced well balanced work-life, 9
(13.43 %) expressed moderately balanced work -life and none of them rated
under poor work-life balance. Data regarding job satisfaction showed majority
35 (52.24 %) had moderate job satisfaction and 32 (47.76 %) had high job
satisfaction. The correlation between work life balance and job satisfaction
showed positive correlation (r = 0.77) which can be inferred saying that high
quality of work life balance will improve job satisfaction and vice versa.

Deshpande (2013)96 holds that the changing economic system of India

demands the double earning sources among the families. And because of
which there is backdrop of the patriarchal-bourgeois concept of society
according to which woman is defined by her biological functions. In the modern
world, the women employees are playing the role as a care taker of the family
and as a full-time worker for meeting the financial needs or to satisfy their inner
urge to gain ‘social identity’ which leads to stress. The conflict has started
arising out of women performing double role in the home and at work. This
study is focused on the negative consequences which highlight the need for
understanding the stress for women employees in Banking, IT and Education.
The present study conducted in Gujarat focuses on the stress faced by working
women and methods used by them to combat stress for which a survey of 25
respondents each from Banking, IT and Education sector are taken.

Petare (2013)97 takes an in-depth look at work life balance considering

in view of balance in work and family life is an emerging challenge for both
employees and employers. The research categorizes selected variables as
work and family related factors to study work life balance. This paper analyzes
the causes of work and life imbalance with respect to female teachers. A total
of 50 teacher’s responses from various colleges and institutes in Kolhapur are
included in the study. Statistical analysis reveals that the main cause of
imbalance of work life balance is Heavy work & extent working hours followed
by Inabilities to priorities and manages time and Flexi - time, reduced working
hours & other facilities at working place leads to achieve work life balance.

59
 Elahi et. al. (2014)98 opines that Work life balance is always a challenge
for employed women due to psychological and social issues. The share of the
female work force is marginal not because of mainly low literacy rates but also
difficult job environment, lack of security and leisure time and other social
issues. The present study was conducted to analyze the problems of working
women in non-government organizations in district Mardan (KPK). A total of
100 samples were drawn randomly from the population. The study revealed
that due to male domination in organization, women executives are disliked by
male colleagues and hence male domination in organization put women at
disadvantaged position. At the other hand, woman being an executive is
disliked by male colleague. Organizations give special considerations to
biological differences specific to woman i.e. maternity. The study concluded that
despite the challenges in the working environment for women, confidence of
the working women remained high. Women as equal partner to male need to
be encouraged in the working environment without any apprehensions of being
mistreated. Working women needs to be properly educated through proper
trainings to take care of both working environment and family life.

Sundaresan (2014)99 opines that a healthy work-life balance assumes

great significance for working women particularly in the current context in which
both, the family and the workplace have posed several challenges and
problems for women. The dynamics of the work environment have exerted
enormous pressure on working women as they need to cope with virtually two
full time jobs – one at the office and the other at home. Review of literature
related to the subject has revealed that working women experience greater
difficulty than men in balancing work and family. It is also found that they
experience conflict as there is job spill over into the home more frequently than
home spill over into work. Besides to succeed in one environment, working
women are often called upon to make sacrifices in another as each of the
environments makes different demands on them and have distinct norms to
adhere to. This study investigates the factors affecting work life balance among
working women and the consequences of poor-work life balance. Data were
obtained through a structured questionnaire administered to 125 randomly
selected working women across organizations/institutions in Bangalore City.

60
The response rate was about 93% and the obtained data were statistically
analysed. Results indicate that a significant proportion of working women are
experiencing difficulty in balancing work and family due to excessive work
pressure, too little time for themselves and the need to fulfill others’
expectations of them.

Majority of the working women experience job spill over into the home
as they have to put in longer hours. Major consequences of poor work-life
balance are high levels of stress and anxiety, disharmony at home,
experiencing job burnout and inability to realize full potential. They feel irritable
and resentful often due to their inability to balance work and family life. The
findings have implications for working women and provide insights into finding
solutions to maintain healthy work life balance. Two models of work life balance,
viz. role-analysis model and three factor model have been developed to enable
working women resolve the conflict caused due to poor work life balance. These
models equip women with the mechanism to strike a fine balance and make
them smarter, healthier and happier in every facet of their lives. Both the models
assume greater significance for working women across the world as it helps
them resolve the dilemmas of managing their multiple roles in the personal and
professional lives.

Joseph et. al. (2015)100 empirically test the factors generally understood
as contributing to the work family conflict of employees in the IT companies
through a comparative study of men and women. Since majority of the IT
workforce in India are young it is important to understand whether earlier
parameters for work life balance are relevant in the present context. The
analysis revealed that the work family conflict has a definitive impact in both
men and women in the IT companies. However it was found that women suffer
more from work family conflict as they have the dual responsibility though the
difference is not significant. The analysis revealed that the gender difference
do not impact greatly on the work family conflict. This point out to the fact that
we need to rethink on the way we understand the concept of work family conflict
among the young IT employees. Contribution to Body of Knowledge: The
outcome of this study emphasizes the need for managing work family conflict

61
in the information technology companies. The factors that contribute to work
family conflict from gender perspective are clearly brought out methodically.

Bharathi et. al. (2015)101 made an attempt to find the professional and
personal challenges and enhancers for work life balance amongst working
women through a survey of 186 women working in the IT sector in India. The
main challenges in professional life were found to be extended/odd working
hours, travel time between home and workplace and participation in additional
jobs and assignments. In personal life, the main stresses were guilty of not
being able to take care of self and elders at home. Social media interaction was
found to be stress busters for most women. Most women would prefer flexible
timing, and supportive spouse, family and friends as well as an environment
conducive for work at the office.

Kato et. al. (2015)102 uses unique firm-level panel data from Japan and
provides new evidence on the possible impact on gender equality in the
workplace of human resources management (HRM) practices. Specifically we
consider a number of work-life balance (WLB) practices that are developed in
part to enhance gender equality as well as performance-related pay (PRP) that
is one of the most often discussed changes in the Japanese HRM system in
recent years. Our fixed effect estimates indicate that daycare service
assistance (onsite daycare services and daycare service allowances) has a
gradual yet significant positive effect on the share of women in the firm's core
labor force and the proportion of female directors. However, transition period
part-time work is found to result in a decrease in the proportion of female
directors (or exacerbating gender inequality in management).

Thornton (2016)103 argued that ‘Work/life balance’ (WLB) emerged as

the catch-cry of workers everywhere in the late 20th century. It was particularly
appealing to women lawyers as it was thought that if a balance could be
effected between work and life, satisfying careers and the raising of children
could be combined. The key to effecting this balance, it was believed, was
flexible work. Technology has facilitated this flexibility as all that is required is a
computer, or other device with internet connection, and a mobile phone.
Provided that the firm is agreeable, the lawyer would have a degree of
autonomy in determining when and where the work is carried out. However,

62
flexible work has not always proved to be the boon that was hoped, for the shift
from face-time to virtual time has blurred the boundary between work and life,
insidiously extending the hours of work and impinging on the realm of intimacy.
Drawing on a web-based survey and interviews with lawyers Australia-wide,
this article considers the ramifications of perpetual connectivity for lawyers in
Private practice, with particular regard to its gender significance.

Bhola et. al. (2016a)104 suggest that Work-life balance is effective

management of juggling act between paid work and other activities that are
important to people. In case of working woman it is a state of equilibrium in
which the demands of both, her job and personal life is equal. But when they
can’t maintain this equilibrium what should be the consequences? Present
research paper focus on health related consequences, since it is intended to
find out whether work-life imbalance affects health of working women, and if
yes then to what extent they suffer from. 691 working women were taken as
samples which consists 379 from service industry, 176 professionals and 136
entrepreneurs. Schedule consist of 17 variables depicting physical health, 13
variables deals with psychological health and 7 variables deals with
reproductive health problems. Samples were asked to opine on suffering with
respective health problem measured on dichotomous scale and the extent of
suffering from such health problem using five point likert type scales. The null
hypothesis i.e. Women working as employee/professional/entrepreneur suffer
from medical problems is accepted since majority of medical problems
considered in this study are not suffered by majority of samples included in this
study. Binomial test is used to test hypothesis. Researcher found that work-life
imbalance takes a toll on the health of working women since they are suffered
from different physical (exhaustion, frequent headache, server back pain,
acidity, eye sight disorders and hair loss), psychological problems (emotional
strain, anxiety disorders, sleep disorders and becoming sluggish) and
reproductive health problems (irregular periods and miscarriage) due to their
work.

2.3 RESEARCH GAP

Sufficient numbers of researches have already been conducted on work

life balance of different organizations. Scholars have sought out different

63
causes of imbalance between work and life of personnel working in the
organization. In order to find out the solutions of the causes of such imbalances,
measures have also been suggested. However studies on work life balance are
mainly conducted on business organizations and not too much substantial
literally attempts have been made on work life balance of banking sector
organizations. It is evident from the researches that the states which are far
ahead in terms of per capita income and prosperity like Punjab where
relationship between Public and banking institutions is more frequent and
people working in the banking institutions have extensive work to perform. In
such a situation studies on work life balance of people working in banking in
regions is more important which is somewhere lacking. Moreover studies on
work-life balance of women in banking is negligible. The study has been a
modest attempt to fill this gap.

64
2.4 Table of Review of Literature

S. Researcher Year Sampling Tools/ Model Findings

No. (s)

1 Miller 1978 300 Respondents Chi-Square Restrained effects of the increase in average length of
life over the last 80 years may be associated with certain
changes in work- life history. Marriage like relationships
also affects work-life balance as many women are no
longer expecting lifelong partners.

2 Pleck et al. 1980 Survey of 150 Correlation Specific working conditions, such as excessive hours at
Families and work, scheduling and physically or psychologically
Regression demanding were associated with experiencing work
family conflict

3 Greenhaus et 1989 Survey of 80 Discriminant Work role stressors (role conflict and role ambiguity)
al. Families Analysis accounted for a significant portion of the variance in time
based and strain based conflict for both men and
women

4 Loerch et al. 1989 Survey of 120 Structural Time based antecedents (number of children, spouse
Families Equation work hours, couple’s employment status) were not
Modelling significantly related to any form of work family conflict
for men or women. Strain based antecedent, conflict
within family, was found to have a positive relationship
with work family conflict.

65
5 Gutek et al. 1991 649 respondents Descriptive Two types of perceived work family conflict (work
Statistics and interference with family and family interference with
Percentages work) were clearly separable and independent of each
other. The people perceived less family interference
with work than work interference with family.

6 Higgins and 1992 137 traditional & Discriminant Maternal career employment status had a significant
Duxbury dual career men Analysis effect on the antecedents of work-family conflict. Dual
career men experienced greater work-family conflict
due to conflict within the work domain as compared to
traditional career men

7 Aryee 1992 632 respondents Principal Married professional women in the study experienced
Component moderate amounts of each type of work-family conflict.
Analysis It was found that number of hours worked per week
rather than work schedule flexibility affects work family
conflict

8 Frone et al. 1992a 278 men and 353 Structural Work to family conflict is more prevalent than family to
women Equation work conflict, suggesting that family boundaries are
Modelling more permeable to work demands than are work
boundaries to family demands

9 Higgins et al. 1994 167 respondents Two‐staged Women reported experiencing significantly greater role
least squares overload than men. Women experience greater work to
regression family interference than men. Interference was highest
when the children were young.

66
10 Kossek et al. 1994 401 respondents Correlation Child care problems interfering with work efficiency
and could be eliminated by provision of child care
Regression programmes and it enhanced management’s control
over the workforce

11 Williams and 1994 365 respondents Two‐staged Spillover of unpleasant moods occur both from work to
Alliger least squares family settings and from family to work though evidence
regression for the spillover of pleasant moods was weak. Both
family to work and work to family spillovers were
stronger for women than men.

12 Osterman 1995 304 respondents Structural Organizations whose core employees were professional
Equation or technical workers were significantly more likely to
Modelling provide work/family programmes than the organizations
with service workers or blue collar employees.

13 Thomas and 1995 398 health care ANOVA and t- Family supportive work policies and practices produce
Ganster professionals test significant benefits in terms of employees’ attitudes and
wellbeing. Supportive practices, flexible scheduling and
supportive supervisors, were found to have direct
positive effects on employee perception of control over
work and family matters.

14 Kirchmeyer 1995 221 managers Descriptive The type that enhanced the flexibility of the work- non
Statistics and work boundary and involved the employer in providing
Percentages resources for workers to fulfill non-work responsibilities
themselves proved most effective.

67
15 Adams et al. 1996 537 respondents Two‐staged Relationships between work and family can have an
least squares important effect on job and life satisfaction and the level
regression of involvement the worker assigns to work and family
roles is associated with this relationship.

16 Aryee and Luk 1996 207 dual earner Moderator Men significantly identified more with the work role, had
couples Hierarchical more experience in the workforce, and perceived more
Regression spouse support. In contrast, women significantly,
identified more with the family role, had main
responsibility for childcare, spent more time per week
with the children and perceived more need for family
responsive policies.

17 Eagle et al. 1997 696 respondents Stepwise Work and family boundaries were asymmetrically
Regression permeable with work to family conflict being significantly
Analysis more prevalent than family to work conflict.

18 Frone et al. 1997 372 employed Stepwise Findings supported the indirect reciprocal relation
adults Regression between work to family and family to work conflict.
Analysis Family to work conflict was found to have indirect
influence on work to family conflict via work distress and
work overload.

19 Spector 1997 767 respondents Two‐staged Job satisfaction is an attitudinal variable. The attitudinal
least squares perspective has become the predominant one in the
regression study of Job Satisfaction

20 Loscocoo 1997 30 self-employed Structural Self-employed people had considerable control over
people Equation their work lives and this helped them to curb the
Modelling intrusion of work into family life. However, women
emphasized the importance of flexibility more than men.

68
21 Kossek and 1998 974 respondents Moderator There was a negative relationship between all types of
Ozeki Hierarchical w-f conflict and job and life satisfaction. This relationship
Regression was stronger for work to family conflict as compared to
family to work conflict.

22 Galinsky and 1998 283 respondents Moderator Having a larger proportion of top executive positions
Johnson Hierarchical filled by women was associated with greater provision
Regression of work life balance policies. They also found that
companies with a larger proportion of women in them
workforce were more likely to invest in policies such as
job sharing, part time work, flexible time off policies and
child care

23 Milliken et al. 1998 175 human Descriptive Organizations were more likely to offer benefits when
resources Statistics and work and family issues were salient to senior human
executives Percentages resource staff and were thought to impact the
organizations performance.

24 Newman and 1999 14 government Correlation Policies such as part time work, flexible work schedules
Mathews departments and and compressed work hours remain underutilized due
Regression to mistrust by management, workaholic culture, limited
communication and training, stretching scarce
resources and an incompatibility with the job design.

25 Carlson 1999 225 individuals ANOVA and t- Dispositional variables do play a role above and beyond
test situational variables in determining the level of
experienced work family conflict. Negative affectivity
was found to be the most highly related variable with
time based conflict.

69
26 Milkie and 1999 255 respondents Descriptive Women and men report similar levels of success in
Peltola Statistics and balancing work and family and kinds of work family
Percentages tradeoffs. However, the tradeoffs reported by
respondents were gendered.

27 Aryee et al. 1999a 91 women, 229 ANOVA and t- Positive reciprocal relationship and a negative
men test covariation between work-family and family- work
conflict in both the samples.

28 Aryee et al. 1999b 243 Chinese Two‐staged Role stressors (work overload and parental overload)
employed parents least squares and spousal support set significantly explained the
regression variance in both work family conflict (WFC) and family
work conflict (FWC).

29 Perry-Smith 2000 560 respondents Discriminant Organizations with more extensive work family policies
and Blum Analysis had higher firm-level performance. Relationship
between work family policies and firm performance was
stranger for older firms and for the firms employing
greater proportions of women.

30 Konrad and 2000 141 respondents Structural The productivity impact of work life programmes
Mangel Equation depended on the type of workers employed by the firm.
Modelling Firms employing higher percentage of professionals
and higher percentage of women showed a stronger
relationship between the provision of extensive work life
benefits and productivity.

70
31 Carlson and 2000 527 US firms Correlation Work centrality did make a difference to the way work-
Kacmar and family conflict was experienced. When work was highly
Regression central to the individual, antecedents from the family
domain had a significant impact on family interference
with work and when family was valued more

32 Grzywacz and 2000 N = 1,986 Structural Work and family factors that facilitated development
Marks Equation (decision latitude, family support) were associated with
Modelling less negative and more positive spillover between work
and family.

33 Kim and Ling 2001 102 married ANOVA and t- Number of hours worked, work stressors (role conflict
Singapore women test and worries about financial health of business) and work
entrepreneurs schedule inflexibility were positively related to work-
family conflict.

34 Dex and 2001 ten small and Structural Motives varied by the type of arrangements as well as
Scheibl medium-sized Equation by the size of the organization and the way employee
enterprises and Modelling relations were structured.
four large
organizations

35 Singh 2001 35 managers Stepwise Four kinds of strategies were used by the managers for
Regression maintaining work life balance. These included
Analysis accommodating family terms, negotiating with the
family, accommodating the organization and staggering
commitments.

71
36 Hill et al. 2001 n= 6,451 Stepwise Paid work hours was strongly and negatively correlated
Regression and perceived flexibility was strongly and positively
Analysis correlated with work family balance. Employees with
perceived flexibility in timing and location of work could
work longer hours before work family balance became
difficult.

37 Saltzstein et al. 2001 1991 surveys of Structural A variety of family friendly policies and practices were
Federal Equation used to varying degrees by these diverse groups of
Government Modelling employees. Further, the job related factors (job
Employees demands, job involvement) were found to be the most
significant determinants of satisfaction with work family
balance and job satisfaction.

38 Martins 2002 975 managers Descriptive Career satisfaction of women and that of elder
Statistics and individuals of both genders was most adversely affected
Percentages by work-family conflict. Whereas women’s career
satisfaction was negatively affected by work-family
conflict throughout their lines, men showed such
adverse effects only later in career

39 Swiercz 2002 518 respondents ANOVA and t- Cognitive intrusion of work results in lower job
test satisfaction, less happiness, a greater incidence of
work/life conflict, and more frequent burnout

40 Lacy 2002 300 job seekers Principal Work stress had an impact on their decision to look for
Component a new job. General presumption among employees that
Analysis working long hours is important for career advancement

72
41 Grzywacz and 2003 468 respondents Structural Cognitive intrusion of work results in lower job
Bass Equation satisfaction, less happiness, a greater incidence of
Modelling work/life conflict, and more frequent burnout

42 Schieman et 2003 1393 adult Stepwise Work stress had an impact on their decision to look for
al. residents Regression a new job. General presumption among employees that
Analysis working long hours is important for career advancement

43 Fisher- 2003 603 fitness Moderator Career satisfaction of women and that of elder
McAuley et al. professionals Hierarchical individuals of both genders was most adversely affected
Regression by work-family conflict. Whereas women’s career
satisfaction was negatively affected by work-family
conflict throughout their lives, men showed such
adverse effects only later in career

44 White et al. 2003 3458 in Structural The higher levels of both work to family and family to
Employment in Equation work conflict were found to be associated with poor
Britain Modelling mental health. Repeated protective effects of work
family facilitation, particularly family to work facilitation

45 Hyman et al. 2003 1131 respondents Moderator Positive relationship between home to work conflict and
Hierarchical both anxiety and depression were stronger when job
Regression autonomy was higher, although the effects were
somewhat stronger for men

46 Frye and 2004 431 respondents Structural Negative job-to-home spillover increased with additional
Breaugh Equation hours worked and to a similar degree for both men and
Modelling women. High performance practices were also found to
be a source of negative spillover.

73
47 Crosbie and 2004 693 respondents Moderator Organizational pressures combined with lack of work
Moore Hierarchical centrality result in work intruding into non-work areas of
Regression employee lives, though intrusions manifest themselves
in different ways according to the type of work, levels of
the worker autonomy and organizational support.

48 Maxwell and 2004 seven case Structural The higher levels of both work to family and family to
McDougall studies Equation work conflict were found to be associated with poor
Modelling mental health. Repeated protective effects of work
family facilitation, particularly family to work facilitation.

49 Frye and 2004 839 respondents Structural Number of work hours, the use of family- friendly
Breaugh Equation policies, and reporting to a supportive supervisors were
Modelling predictive of work-family conflict. Family friendly policies
and reporting to a supportive supervisor were found to
have negative correlation with work-family conflict
whereas hours worked was positively related

50 Keene and 2004 910 respondents ANOVA and t- Home working was not panacea for modern working life.
Quadagno test Personality skills and aspirations should be given
careful consideration by those who are thinking of
working from home

51 Voydanoff 2004 1,938 employed Moderator Parental leave, study leave, flexitime, part time working,
adults Hierarchical job sharing, emergency leave, and extra maternity leave
Regression were the most frequently accruing forms of flexibility
offered by these case study organizations.

74
52 Hyman and 2004 240 respondents Structural The number of work hours, the use of family-friendly
Summers Equation policies and reporting to a supportive supervisor were
Modelling predictive of work-family conflict. Family friendly policies
and reporting to a supportive supervisor were found to
have negative correlation with work-family conflict
whereas hours worked was positively related

53 Hyman and 2004 934 respondents Descriptive Work demands such as the number of hours worked per
Summers Statistics and week and work spillover into family life were the most
Percentages salient predictors of feelings of imbalance for women
and men, lending support to gender similarity model.

54 Doherty 2004 659 respondents Correlation Classified seven major problems which are associated
and with current practices over work life balance there are
Regression unevenness of adoption across different sectors and
organizations, lack of formalization of policies at
organizational level, restricted employee voice over the
introduction and implementation of policies

55 Coughlan 2005 945 respondents Structural Parental leave, study leave, flexitime, part time working,
Equation job sharing, emergency leave, and extra maternity leave
Modelling were the most frequently accruing forms of flexibility
offered by these case study organizations

56 Cieri et al. 2005 755 respondents Structural Policies were unevenly distributed and small
Equation organizations were less likely to have these work life
Modelling policies. Another problem was that the policies were
informal and unwritten and were under the direct control
of line managers who were untrained and did not
understand work life balance issues.

75
57 Butler et al. 2005 293 respondents Descriptive After independence, the government and/or
Statistics and organizational policies appeared to be in favour of
Percentages working men rather than working women and were more
in nature of welfare measures for the worker and his
family

58 Drew and 2005 975 respondents Two‐staged Greatest obstacle to achieving work life balance was the
Murtagh least squares “long hours” culture, in which availing one of flexible
regression options (e.g. flextime/working from home) is
incompatible with holding a senior management post.

59 Wesley and 2005 230 teachers Descriptive Work domain stressors, i.e., time commitment to work
Muthuswamy Statistics and and work role expectations were significant positive
Percentages predictors of work interference with family (WIF). Work
role expectations were found to be a significant negative
predictor of family interference with work (FIW) whereas
no significant effects were found for work time
commitment.

60 Hsieh et al. 2005 272 respondents Structural Gender role attitude and spillover between work and
Equation family role was the most important factor that affected
Modelling the career of their women.

61 Luk and 2005 248 couples with Descriptive Nature of organization and education had a significant
Shaffer children Statistics and impact on work family conflict
Percentages

76
62 Sandhu and 2006 271 women Descriptive Working time has not lengthened and complaints about
Mehta working in service Statistics and time pressure are unrelated to hours actually worked.
sector Percentages The sources of the widespread dissatisfaction with
current work schedules will lie in a combination of other
trends

63 Powell and 2006 421 respondents Moderator Employees perception that employers were providing
Greenhaus Hierarchical support for work life balance, improved their job
Regression satisfaction and reduced work interference from work to
family was more prevalent than interference from family
to work among both sexes. However, there were no
gender differences in experiencing either work to family
or family to work conflict pressures. This, in turn,
reduced their intentions to leave.

64 Waters and 2006 76 participants Correlation Immigrant Latinos reported infrequent work and family
Bardoel and conflict.
Regression

65 Ken Roberts 2007 576 respondents Moderator That both the level and the antecedents of work to family
Hierarchical conflict differed by gender. Greater physical workload as
Regression well as more frequent awkward postures and repetitive
movements were correlated with greater work to family
conflict among women

66 Forsyth and 2007 1187 employees Two‐staged Predictors of job stress were different for doctors and
Polzer- least squares nurses in India and Norway. In the case of Norwegian
Debruyne regression nurses, work family conflict was one of the predictors of
job stress while in the case of Indian nurses high family
work conflict was one of the predictors of job stress.

77
67 Kinnunen and 2007 501 employees Discriminant Positive predictors of WIF conflicts were the scales of
Mauno Analysis quantitative demands (p<.01), number of days gone to
work despite own illness (p<.01) and the frequency of
postponing planned vacations and due to changes on
the duty roster (p<.01).

68 Grzywacz et al. 2007 935 respondents Moderator The five high involvement variables (i.e. power to make
Hierarchical decision and act autonomously, information provision,
Regression rewards, knowledge of the job and team working) were
found to be negatively correlated to work life imbalance

69 Kinnunen and 2007 552 respondents Chi-Square Work family positive spillover was negatively associated
Mauno with psychological distress and turnover intentions,
while family work positive spillover was negatively
associated with psychological distress, and positively
associated with family satisfaction.

70 Grzywacz et al. 2007 567 respondents ANOVA and t- Family identity salience acts as a buffer between family
test interference with work and job satisfaction and job
distress.

71 Pal and 2008 27 doctors and Structural As time demands increased, managers with low time
Saksvik 328 nurses from Equation flexibility contributed less than their spouses in
Norway and 111 Modelling household work than managers with high time flexibility.
doctors and 136
nurses from India

72 Fuß et al. 2008 N= 296 Structural Schedule control and job autonomy were associated
Equation more positively with work home role blurring in the form
Modelling receiving work related contact, and these patterns were
much stronger for men

78
73 Macky and 2008 769 respondents Discriminant Both the dimensions of balance, i.e., family/leisure
Boxall Analysis interference with work and work interference with
family/leisure were strongly negatively correlated to
emotional intelligence. Results, thus, showed that high
emotional intelligence was associated with a better
balance of life and work.

74 Haar and 2008 420 Australian Correlation Out of 63 empirical papers, 20 were classified priori with
Bardoel Public and Private and variables identified and relationships proposed before
Sector employees Regression any theory was apparent. The remaining 43 articles
were classified as post hoc as there were no specific
relationships proposed before data collection and
analysis.

75 Bagger et al. 2008 160 employees at Structural Bovine and mixed practitioners were the most
a small national Equation concerned with this problem. The two most important
architectural firm Modelling sources of stress reported by bovine practitioners were
relations to farmers and working time management
(including emergencies and availability).

76 Mayo et al. 2008 527 respondents Structural The model proposed that work practices that support
Equation work life flexibility: collaborative time management,
Modelling redefinition of work contributions, proactive availability
and strategic self-presentation enhance overall
awareness of others need in the group and overall
caring about group goals, reduce process losses and
enhance group level organization citizenship behaviour
(OCB).

79
77 Schieman and 2008 386 respondents Descriptive Core self-evaluations, family support and supervisor
Glavin Statistics and support were positively related to family-to-work
Percentages enrichment whereas job characteristics (autonomy, skill
variety, task identity, task significance) were positively
related to work- to- family enrichment. Further, both
family-to-work enrichment and work-to-family
enrichment were found to be positively related to job
satisfaction, affective commitment and organizational
citizenship behaviour.

78 Sjöberg 2008 153 respondents Structural Organizational commitment to an environment that

Equation supports work and family is not merely about providing
Modelling policies but about creating a work place culture that
supports and encourages the use of policies

79 Bardoel et al. 2008 86 papers ANOVA and t- nature of organization and education had a significant
test impact on work family conflict

80 Hansez I 2008 216 Belgian Structural Working time has not lengthened and complaints about
veterinary Equation time pressure are unrelated to hours actually worked.
surgeons Modelling The sources of the widespread dissatisfaction with
current work schedules will lie in a combination of other
trends

81 Dyne et al. 2009 838 respondents Descriptive Employees perception that employers were providing
Statistics and support for work life balance, improved their job
Percentages satisfaction and reduced work interference from work to
family was more prevalent than interference from family
to work among both sexes. However, there were no
gender differences in experiencing either work to family
or family to work conflict pressures. This, in turn,
reduced their intentions to leave.

80
82 Bhargava and 2009 245 employees Stepwise Immigrant Latinos reported infrequent work and family
Baral Regression conflict.
Analysis

83 Muhammadi 2009 320 respondents Structural Work domain variables (full time job, poor leadership
Sabra Nadeem Equation relations and low levels of job security) were found to be
Modelling the best predictors of work to family conflict, but only for
women

84 Rajadhyaksha 2009 154 respondents Discriminant That both the level and the antecedents of work to family
and Velgach Analysis conflict differed by gender. Greater physical workload as
well as more frequent awkward postures and repetitive
movements were correlated with greater work to family
conflict among women

85 Steiber 2009 850 respondents Descriptive Predictors of job stress were different for doctors and
Statistics and nurses in India and Norway. In the case of Norwegian
Percentages nurses, work family conflict was one of the predictors of
job stress while in the case of Indian nurses high family
work conflict was one of the predictors of job stress.

86 Alam et al. 2009 130 respondents Correlation Positive predictors of WIF conflicts were the scales of
and quantitative demands (p<.01), number of days gone to
Regression Work despite own illness (p<.01) and the frequency of
postponing planned vacations and due to changes on
the duty roster (p<.01).

87 Baral 2010 485 employees Discriminant The five high involvement variables (i.e. power to make
Analysis decision and act autonomously, information provision,
rewards, knowledge of the job and team working) were
found to be negatively correlated to work life imbalance

81
88 Susi. S and 2010 280 respondents Moderator Work family positive spillover was negatively associated
Jawaharrani. K Hierarchical with psychological distress and turnover intentions,
Regression while family work positive spillover was negatively
associated with psychological distress, and positively
associated with family satisfaction.

89 Renu 2011 432 respondents Stepwise Stress makes us sick and slowly paves way to some
Regression modern diseases leading to emotional turmoil,
Analysis psychological imbalances & physical imbalances

90 Selvarania 2011 191 respondents Two‐staged That high correlation exists between work task and
least squares employee satisfaction with a mediator variable namely
regression work-life balance

91 Varatharaj and 2012 256 respondents Chi-Square Work life balance entails attaining equilibrium between
Vasantha professional work and other activities, so that it reduces
friction between official and domestic life. Work life
balance enhances efficiency and thus, the productivity
of an employee increases

92 Hartel 2012 437 full-time Discriminant This research provides a holistic view of the different
working Analysis gender perceptions of WLB, the findings have important
implications for mobilising workplace support for men
and women.

93 Akanji 2012 61 in-depth Structural Though conflict situations existed more than work-family
interviews with Equation enrichment, but under different circumstances due to
Nigerian Modelling the long legacy of national challenges facing Nigeria
employees

82
94 Kumari 2012 624 respondents Chi-Square 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.

95 George et al. 2013 67 nursing faculty Correlation Correlation between work life balance and job
and satisfaction showed positive correlation (r = 0.77) which
Regression can be inferred saying that high quality of work life
balance will improve job satisfaction and vice versa.

96 Deshpande 2013 356 respondents Moderator Focused on the negative consequences which highlight
Hierarchical the need for understanding the stress for women
Regression employees in Banking, IT and Education

97 Petare 2013 50 teachers Two‐staged Main cause of imbalance of work life balance is Heavy
least squares work & extent working hours followed by Inabilities to
regression priorities and manages time and Flexi - time, reduced
working hours & other facilities at working place

98 Elahi et. al. 2014 100 samples Moderator Due to male domination in organization, women
Hierarchical executives are disliked by male colleagues and hence
Regression male domination in organization put women at
disadvantaged position. At the other hand, woman
being an executive is disliked by male colleague

83
99 Sundaresan 2014 125 randomly ANOVA and t- Healthy work-life balance assumes great significance
selected working test for working women particularly in the current context in
women which both, the family and the workplace have posed
several challenges and problems for women

100 Joseph et. al. 2015 653 respondents Structural Work family conflict has a definitive impact in both men
Equation and women in the IT companies. However it was found
Modelling that women suffer more from work family conflict as they
have the dual responsibility though the difference is not
significant.

101 Bharathi et. al. 2015 344 respondents Correlation The main challenges in professional life were found to
and be extended/odd working hours, travel time between
Regression home and workplace and participation in additional jobs
and assignments. In personal life, the main stresses
were guilty of not being able to take care of self and
elders at home.

102 Kato et. al. 2015 344 respondents Descriptive Daycare service assistance (onsite daycare services
Statistics and and daycare service allowances) has a gradual yet
Percentages significant positive effect on the share of women in the
firm's core labor force and the proportion of female
directors.

84
103 Thornton 2016 126 respondents Moderator The key to effecting this balance, it was believed, was
Hierarchical flexible work. Technology has facilitated this flexibility as
Regression all that is required is a computer, or other device with
internet connection, and a mobile phone.

104 Bhola et. al. 2016 691 working Discriminant Work-life imbalance takes a toll on the health of working
women Analysis women since they are suffered from different physical
(exhaustion, frequent headache, server back pain,
acidity, eye sight disorders and hair loss), psychological
problems (emotional strain, anxiety disorders, sleep
disorders and becoming sluggish) and reproductive
health problems (irregular periods and miscarriage) due
to their work

85
 REFERENCES

1. Miller, Ann R. (1978). Changing Work Life Patterns: A Twenty-Five Year

Review. Annals of the American Academy of Political and Social Science,
Vol. 435, America in the Seventies: Some Social Indicators. pp. 83-101,
Sage Publications, Inc.

2. Pleck, J.H., Staines, G.L. and Lang, L. (1980). Conflicts between work and
family life. Monthly Labor Review, March, 29-32.

3. Greenhaus, J.H., Parasuraman, S., Granrose, C.S., Rabinowitz, S. &

Beutell, N.J. (1989). Sources of work family conflict among two career
couples. Journal of Vocational Behavior, 34, 133-153.

4. Loerch, K.J., Russell, Joyce E.A., & Rush, M.C. (1989). The relationships
among family domain variables and work family conflict for men and
women. Journal of Vocational Behavior, 35, 288-308.

5. Gutek, B.A., Searle, S., & Klepa, L. (1991). Rational versus gender role
explanations for work family conflict. Journal of Applied Psychology, 76(4),
560-568.

6. Higgins, C.A., & Duxbury, L. (1992). Work-family conflict: A comparison of

dual– career and traditional–career men. Journal of Organizational
Behavior, 13(4), 389-411.

7. Aryee, S. (1992). Antecedents and outcomes of work-family conflict among

married professional women: Evidence from Singapore. Human Relations,
45(8), 813-835.

8. Frone, M.R., Russell, M., & Cooper, M.L. (1992). Prevalence of work-family
conflict : Are work and family boundaries asymmetrically permeable?
Journal of Organizational Behavior, 13, 723-729.

9. Higgins, C., Duxbury, L., & Lee, C. (1994). Impact of life cycle stage and
gender on the ability to balance work and family responsibilities. Family
Relations, 43, 144-150.

86
10. Kossek, E.E., Dass, P. and DeMarr, B.C. (1994). The dominant logic of
employer– sponsored work and family initiatives: Human resource
managers institutional role. Human Relations, 47(9), 1121-1147.

11. Williams, K.J., & Alliger, G.M. (1994). Role stressors, mood spillover, and
perceptions of work family conflict in employed parents. Academy of
Management Journal, 37(4), 837-868.

12. Osterman, P. (1995). Work/family program and the employment

relationship. Administrative Science Quarterly, 40, 681-700.

13. Thomas, L.T., & Ganster, D.C. (1995). Impact of family-supportive work
variables on work-family conflict and strain: A control perspective. Journal
of Applied Psychology, 80(1), 6-15.

14. Kirchmeyer, C. (1995). Managing the work-nonwork boundary: An

assessment of organizational responses. Human Relations, 48(5), 515-535.

15. Adams, G.A., King, L.A., & King, D.W. (1996). Relationships of job and
family involvement, family social support, and work-family conflict with job
and life satisfaction. Journal of Applied Psychology, 81(4), 411-420.

16. Aryee, S., & Luk, V. (1996). Balancing two major parts of adult life
experience: work and family identity among dual-earner couples. Human
Relations, 49(4), 465-487.

17. Eagle, B.W., Miles, E.W., & Icenogle, M.L. (1997). Interrole conflicts and the
permeability of work and family domains: are there gender differences?
Journal of Vocational Behavior, 50, 168-184.

18. Frone, M.R., Yardley, J.K., & Markel, K.S. (1997). Developing and testing
an integrative model of the work family interface. Journal of Vocational
Behavior, 50, 145-167.

19. Spector, P.E. (1997), Job Satisfaction: Application, Assessment, Causes,

and Consequences, London: SAGE, ISBN 0-7619-8923-4.

87
20. Loscocoo, K.A. (1997). Work family linkages among self employed women
and men. Journal of Vocational Behavior, 50, 204-226.

21. Kossek, E.E., & Ozeki, C. (1998). Work family conflict, policies, and the job
life satisfaction relationship: A review and directions for organizational
behavior– human resources research. Journal of Applied Psychology,
83(2), 139-149.

22. Galinsky, E. and Johnson, A. (1998). Reframing the Business Case for
Work-life Initiatives. New York: Families and Work Institute.

23. Milliken, F.J., Martins, L.L., & Morgan, M. (1998). Explaining organizational
responsiveness to work-family issues: The role of human resource
executives as issue interpreters. Academy of Management Journal, 41(5),
580-592.

24. Newman, M., & Mathews. K. (1999). Federal family-friendly workplace

policies. Review of Public Personnel Administration, 19(3), 34–58.

25. Carlson, D.S. (1999). Personality and role variables as predictors of three
forms of work- family conflict. Journal of Vocational Behavior, 55, 236-253.

26. Milkie, M.A., & Peltola, P. (1999). Playing all the roles: gender and the work-
family balancing act. Journal of Marriage and the Family, 61(2), 476-490.

27. Aryee, S., Fields, D., & Luk, V. (1999a). A cross-cultural test of a model of
the work-family interface. Journal of Management, 25(4), 491-511.

28. Aryee, S., Luk, V., Leung, A. & Lo, S. (1999b). Role stressors, inter-role
conflict and well being: the moderating influence of spousal support and
coping behaviors among employed parents in Hong Kong. Journal of
Vocational Behavior, 54, 259-278.

29. Perry-Smith, J.E., & Blum, T.C. (2000). Work-family human resource
bundles and perceived organizational performance. Academy of
Management Journal, 43(6), 1107-1117.

88
30. Konrad, A.M., & Mangel, R. (2000). The impact of work-life programs on
firm productivity. Strategic Management Journal, 21, 1225-1237.

31. Carlson, D.S. and Kacmar. K.M. (2000). Work-family conflict in the
organization: Do life role values make a difference? Journal of Management
26 (5), 1031-1054.

32. Grzywacz, J.G., & Marks, N.F. (2000). Reconceptualizing the work-family
interface: an ecological perspective on the correlates of positive and
negative spillover between work and family. Journal of Occupational Health
Psychology, 5(1), 111-126.

33. Kim Siew Lee Fean & Ling Seow Choo (2001). Work-Family conflict of
women entrepreneurs in Singapore. Women in Management Review, 16(5),
204-221.

34. Dex, S., & Scheibl, F. (2001). Flexible and family-friendly working
arrangement in UK-based SMEs: Business cases. British Journal of
Industrial Relations, 39(3), 411-431.

35. Singh, V. (2001). Managers’ work life balance and commitment: An

exploratory study. Retrieved March 30, 2007, from http://www.sses.com/
public/events/euram/ completetracks/workandfamily/singh

36. Hill, E.J., Hawkins, A.J., Ferris, M., & Weitzman, M. (2001). Finding an extra
day a week: The positive influence of perceived job flexibility on work and
family life balance. Family Relations, 50(1), 49-65.

37. Saltzstein, A.L., Ting, Y., & Hall, Saltzstein, G.H. (2001). Work-family
balance and job satisfaction: The impact of family-friendly policies on
attitudes of federal government employees. Public Administration Review,
61(4), 452-467.

38. Martins, L.L., Eddleston, K.A., & Veiga, J.F. (2002). Moderators of the
relationship between work-family conflict and career satisfaction. Academy
of Management Journal, 45(2), 399-409.

89
39. Swiercz, P.M. & Ezzedeen, S.R., (2002). Rethinking work-life balance:
Development and validation of the cognitive intrusion of work scale
(CIWS)—A dissertation research proposal. Proceedings of the 2002
Eastern Academy of Management Meeting quoted in Lockwood, N. R.
(2003). Work/Life Balance: Challenges and Solutions, Society for Human
Resource Management: Research Quarterly, 2, 1-10.

40. Lacy,J. (2002). Truth and Myths of Work/Life Balance. Workforce,

December, 34-39. Retrieved April 8, 2008, from http://www.workforce.com/
section /02/feature/23/36/99/

41. Grzywacz, J.G., & Bass, B.L. (2003). Work, family and mental health:
testing different models of work family fit. Journal of Marriage and Family,
65, 248- 262.

42. Schieman, S., McBrier, D.B., & Gundy, K.V. (2003). Home to work conflict,
work qualities and emotional distress. Sociological Forum, 18(1), 137-164.

43. Fisher-McAuley, G., Stanton, J., Jolton, J., & Gavin, J. (2003). Modelling the
relationship between work life balance and organizational outcomes. Paper
presented at the Annual conference of the Society for Industrial-
Organizational Psychology. Orlando, April 12, 1-26.

44. White, M., Hill, S., McGrovern, P., Collins, M., & Smeaton, D. (2003). High-
performance management practices, working hours and work-life balance.
British Journal of Industrial Relations, 41(2), 175-195.

45. Hyman, J., Baldry, C., Scholarios, D., & Bunzel, D. (2003). Work-life
imbalance in the new service sector economy. British Journal of Industrial
Relations, 41(2), 215-239.

46. Frye, N.K., & Breaugh, J.A. (2004). Family friendly policies, supervisor
support, work-family conflict and satisfaction: A test of a conceptual model.
Journal of Business and Psychology, 19(2), 197-219.

47. Crosbie, T., & Moore, J. (2004). Work-life balance and working from home.
Social Policy and Society, 3(3), 223-233.

90
48. Maxwell, G.A., & McDougall, M. (2004). Work-life balance. Public
Management Review, 6(3), 377-393.

49. Breaugh, J.A. & Frye, N.K. J Bus Psychol (2004) 22: 345.
doi:10.1007/s10869-008-9081-1

50. Keene, J.R., & Quadagno, J. (2004). Predictors of perceived work-family

balance: Gender difference or gender similarity? Sociological Perspectives.
47(1), 1-23.

51. Voydanoff, P. (2004). The effects of work demands and resources on work
–to- family conflict and facilitation. Journal of Marriage and Family, 66, 398-
412.

52. Hyman, J. & Summers, J. (2004).Lacking balance? Work-life employment

practices in the modern economy. Personnel Review, 33(4), 418-429.

53. Hyman, J., & Summers, J. (2004). Work and life: can employee
representation influence balance? Employee Relations, Vol. 29 Iss:4
pp.367-384. Emerald Group Publishing Limited

54. Doherty, L. (2004). Work-life balance initiatives: implications for women.

Employee Relations, 26(4), 433-452.

55. Coughlan, A. (2005). Work-life balance: An introduction to work-life balance

issues and a preliminary exploration of work-life balance culture in NUI,
Maynooth. Quality Promotion Office, National University of Ireland,
Maynooth (NUIM). Retrieved March 30, 2007, from
http://qpo.nuim.ie/quality/documents /WLBFinalReport.pdf

56. Cieri, H.D., Holmes, B., Abbott, J., & Pettit (2005). Achievements and
challenges for work/life balance strategies in Australian organizations.
International Journal of Human Resource Management 16(1), 90-103.

57. Butler, A.B., Grzywacz, J.G., Bass, B.L., & Linney, K.D. (2005). Extending
the demands control model: a daily diary study of job characteristics, work
family conflict and work- family facilitation. Journal of Occupational and
Organizational Psychology, 78, 155-169.

91
58. Drew, E., & Murtagh, E.M. (2005). Work/life balance: Senior management
champions or laggards? Women in Management Review, 20(4), 262-278.

59. Wesley, J.R. & Muthuswamy, P.R. (2005). Work-family conflict in India- An
empirical study. SCMS Journal of Indian Management, October-December,
95-102.

60. Hsieh, Y., Pearson, T., Chang, H., & Uen, J. (2005). Spillover between work
and personal life balance for lodging managers. Journal of Human
Resources in Hospitality and Tourism, 3(2), 61-83.

61. Luk, D.M., & Shaffer M.A. (2005). Work and family domain stressors and
support: within- and cross-domain influences on work-family conflict.
Journal of Occupational and Organizational Psychology. 78(4), 489-508.

62. Sandhu, H.S. & Mehta, R (2006). Work-family conflict among women
executives in service sector: An empirical study. Journal of Advances in
Management Research, 3(2), 68-80.

63. Powell, G.N., & Greenhaus, J.H. (2006). Managing incidents of work–family
conflict: A decision-making perspective. Human Relations, 59(9), 1179-
1212.

64. Waters, M.A., & Bardoel, E.A. (2006). Work–family policies in the context of
higher education: Useful or symbolic? Asia Pacific Journal of Human
Resources 44(1), 67-82.

65. Ken Roberts, (2007) "Work‐life balance – the sources of the contemporary
problem and the probable outcomes: A review and interpretation of the
evidence", Employee Relations, Vol. 29 Iss: 4, pp.334 - 351

66. Forsyth, S., & Polzer-Debruyne, A. (2007). The organizational pay-offs for
perceived work–life balance support. Asia Pacific Journal of Human
Resources, 45, 113.

67. Kinnunen, U., & Mauno, S. (2007). Antecedents and outcomes of work
family conflict among employed women and men in Finland. Human
Relations, 51(2), 157-177.

92
68. Grzywacz J.G., Arcury, C.A., Marin, A., Carrillo, L., Burke, B., Coates, M.L.,
& Quandt, S.A. (2007). Work family conflict: experiences and health
implications among immigrant Latinos. Journal of Applied Psychology,
92(4), 1119-1130.

69. Kinnunen, U., & Mauno, S. (2007). Antecedents and outcomes of work
family conflict among employed women and men in Finland. Human
Relations, 51(2), 157-177.

70. Grzywacz J.G., Arcury, C.A., Marin, A., Carrillo, L., Burke, B., Coates, M.L.,
& Quandt, S.A. (2007). Work family conflict: experiences and health
implications among immigrant Latinos. Journal of Applied Psychology,
92(4), 1119-1130.

71. Pal, S. & Saksvik, P.Ø. (2008). Work-family conflict and psychosocial work
environment stressors as predictors of job stress in a cross-cultural study.
International Journal of Stress Management, 15(1), 22-42.

72. Fuß, I., Nübling, M., Hasselhorn, H.M., Schwappach, D., & Rieger, M.A.
(2008). Working conditions and work family conflict in German hospital
physicians: psychosocial and organizational predictors and consequences.
BMC Public Health, 8, 353.

73. Macky. K., & Boxall, P.L. (2008). High involvement work processes, work
intensification and employee well being: a study of New Zealand worker
experiences. Asia Pacific Journal of Human Resources, 46(1), 38-55.

74. Haar, J.M., & Bardoel, E.A. (2008). Positive spill over from the work- family
interface: a study of Australian employees. Asia Pacific Journal of Human
Resources, 46(3), 275-287.

75. Bagger, J., Li, A., & Gutek, B.A. (2008). How much do you value your family
and does it matter? The joint effects of family identity salience, family-
interface-with-work and gender. Human Relations, 61(2), 187-211.

76. Mayo, M., Pastor, J.C., & Sanz, A.I. (2008). Enabling managers to achieve
work-family balance: A demands- control model of housework behaviour

93
 and family satisfaction. IE Business School Working Paper WP08-20.
Retrieved October 5, 2008, from http://ssrn.com/ abstract=1138789

77. Schieman, S., & Glavin, P. (2008). Trouble at the border? Gender, flexibility
at work, and the work home interface. Social Problems, 55(4), 590-611.

78. Sjöberg, L. (2008). Emotional intelligence and life adjustment. In J.C.

Cassady & M.A. Eissa (Eds.), Emotional Intelligence: Perspectives on
Educational & Positive Psychology. New York: Peter Lang Publishing. pp.
169-184.

79. Bardoel, E.A ., Cieri, H.D., & Santos, C. (2008). A review of work-life
research in Australia and New Zealand. Asia Pacific Journal of Human
Resources, 46(3), 316-333.

80. Hanson, G., Colton, C., & Hammer, L. (2008). Development and validation
of a multidimensional scale of work-family positive spillover. A paper
presented at the 18th Annual Meeting of SIOP, Orlando.

81. Dyne, L.V., Kossek, E., & Lobel, S. (2009). Less needs to be there: cross
level effects of work practices that support work life flexibility and enhance
group processes and group level OCB. Human Relations, 60(8), 1123-
1154.

82. Bhargava, S. & Baral, R. (2009). Antecedents and consequences of work–

family enrichment among Indian managers. Psychological Studies, 54, 213-
225.

83. Muhammadi Sabra Nadeem (2009), The Impact of Work Life Conflict on
Job Satisfactions of Employees in Pakistan, International Journal of
Business and Management, Vol. 4, No. 5, 63-83

84. Rajadhyaksha, U. & Velgach, S. (2009). Gender, gender role ideology and
work-family conflict in India. Academy of Management, Chicago, IL, USA.
Retrieved October 7, 2010, from http://www.workfamilyconflict.ca/cms/
documents/38/ GRI_paper-AOM2009.pdf.

94
85. Steiber, N. (2009). Reported levels of time-based and strain-based conflict
between work and family roles in Europe: A multilevel approach. Social
Indicators Research, 93, 469-488.

86. Alam, M.S., Biswas, K., & Hassan, K. (2009). A Test of association between
working hour and work family conflict: A glimpse on Dhaka’s female white
collar professionals. International Journal of Business and Management,
4(5), 27-35.

87. Baral, R. (2010). Work-family enrichment: Benefits of combining work and

family. Retrieved October 7, 2010, from http://www.paycheck.in/main/work-
and-pay/women- paycheck/articles/work-family-enrichment-benefits-of-
combining-work-and-family

88. Susi. S and Jawaharrani. K (2010), Work-Life Balance: The key driver of
employee engagement, Asian Journal of Management Research, Volume
2 Issue 1, 474-483

89. Renu V., (2011), A Study on Stress Level of Working Females of

Multinational Financial Institutions in Chandigarh City (August 8, 2011). Res
Manageria, 2011 I Vol. 2, I Issue 4, pp. 42-45

90. Selvarani, Sakthivel Rani (2011), Work / Life Balance - Reflections on

Employee Satisfaction Serbian Journal of Management 6 (1), 85 - 96

91. Varatharaj, V. and Vasantha, S. (2012), Work Life Balances a Source of

Job Satisfaction - an Exploratory Study on the View of Women Employees
in the Service Sector, International Journal of Multidisciplinary Research,
2(3): 450-458.

92. Hartel, Yuka Fujimoto, Fara Azmat and Charmine E.J. 2013 Gender
perceptions of work-life balance: management implications for full-time
employees in Australia, Australian Journal of Management vol. 38, issue 1,
147-170

95
93. Akanji, Babatunde (2012), Realities of Work Life Balance in Nigeria:
Perceptions of Role Conflict And Coping Beliefs, Business Management &
Education, Vol. 10, Issue 2, 248-263

94. Kumari Lalita (2012), Employees’ Perception on Work Life Balance and It’s
Relation With Job Satisfaction in Indian Public Sector Banks, International
Journal of Engineering and Management Research , Vol 2, Issue 2, 1-13

95. George, ururaja, Maiya, Umesh and Devi, Elsa Sanatombi and (2013)
Perceptions and Attitude towards Quality of Work-life Balance among
nursing teachers. International Journal of Humanities and Social Science
Invention, 2 (3). pp. 52-54.

96. Deshpande, Revati Chandrashekhar, (2013), Stress among Working

Women with Special Reference to Banking, IT and Education Sector in
Gujarat (February 4, 2013). Proceedings of “Strategies for Sustainability
and Growth in Economic Downturn” at International Business Research
Conference, IES Management College and Research Centre Bandra,
Mumbai, February 2013. Available at SSRN: http://ssrn.com/abstract=
2505331

97. Petare, Purushottam Arvind, A Study of Work Life Balance of Women

Working in Teaching Profession At Kolhapur (July 2013). Online
International Interdisciplinary Research Journal, {Bi-Monthly}, ISSN2249-
9598, Volume-III, Issue-IV, July-Aug 2013.Page No-199-204

98. Elahi, Farman and Shah, Attaullah, Analysis of Problems Faced by the
Working Women in Non-Government Organizations - (A Case Study of
District Mardan-KPK) (Jul 31, 2014). Available at SSRN:
http://ssrn.com/abstract=2756494

99. Sundaresan, Shobha, (2014), Work-Life Balance – Implications for Working

Women (October 4, 2014). OIDA International Journal of Sustainable
Development, Vol. 7, No. 7, pp. 93-102

96
100. Joseph, Shaji and Gautam, Bhawna and Bharathi, Vijayakumar, (2015), An
Empirical Study on the Factors Contributing to Work Family Conflict Among
Young Employees in the IT Companies (March 1, 2015). Indian Journal of
Science and Technology, Vol 8 (S6), pp. 50-60

101. Bharathi, Vijayakumar and Mala and Bhattacharya, Sonali, (2015), Work
Life Balance of Women Employees in the Information Technology Industry
(February 01, 2015). Asian Journal of Management Research, ISSN 2229-
3795, Vol 5, No. 3, pp 323-343

102. Kato, Takao and Kodama, Naomi, (2015), Work-Life Balance Practices,
Performance-Related Pay, and Gender Equality in the Workplace:
Evidence from Japan. IZA Discussion Paper No. 9379. Available at SSRN:
http://ssrn.com/abstract=2672165

103. Thornton, Margaret, (2016), The Flexible Cyborg: Work-Life Balance in

Legal Practice (January 11, 2016). (2016) 38(1) Sydney Law Review pp.1-
21.

104. Bhola, Sarang Shankar and Nigade, Jyoti, (2016a), Impact of Work-Life
Imbalance on Health of Women (January 4, 2016). Available at SSRN:
http://ssrn.com/abstract=2710571

97
 Chapter-
Chapter-III
Research Methodology
 CHAPTER-III
RESEARCH METHODOLOGY

3.1 STATEMENT OF THE PROBLEM

Lack of work flexibility, high work burden and longer working hours are
stressing out many workers particularly women in India. These are decreasing
their job performance and output as well as causing clashes at homes. In the
Indian society, there is rising concern that the quality of home and social life is
worsening. These have caused poor employee input and performance at her
job place, because an employee, who finds it difficult to appropriately balance
her family life, tends to also have difficulties managing tasks at his or her
workplace, therefore resulting in poor employee performance (Melissa, 2003)1.
Empirical studies provide some signal that when people spend too much of their
time at work, and spend less with their families, their health and work
performance begin to weaken. There are various explanations for this
associated with affluence, the growth of single parent families, the privatization
of family life and the lack of local resources and facilities (Ellen, 2001)2. In
count, the pressures and demands of work, echoed both in longer hours, more
exhaustion and the growth of evening and weekend work leave less scope for
quality family time (Guest, 2001)3. The consequences include increases in
juvenile crime, more drug abuse, and a reduction in care of the community and
in community participation and less willingness to take responsibility for care of
elderly relatives and for the disadvantaged (Colgan, 2007)4. While steps to
redress these concerns transcend work and employment, it is nevertheless
argued that the demands of work contribute to a reduced participation in non-
work activities resulting in an imbalance (Reynolds, 2005)5.
With the above theme in mind, the present study is focused on
evaluating the Work Life balance of Women working in Public and Private
Sectors banks in Punjab. The problem is entitled as “Work Life balance of
Women in Public and Private Banks in Punjab”.

3.2 NEED OF THE STUDY

Promulgations are framed for the protection of the rights of workers. It is

mandatory that health, safety and welfare measures must be taken by the

98
organizations for their workers (Michelle, 2000)6. This is helpful for not only
protection of their rights but to encourage them and make a balance between
work and life. Women have to play multiplicity of roles in family, in society and
in the working environment. They have more responsibilities and are more
sensitive towards all such conditions and environment. In order to know about
the working environment of Public and Private banks in Punjab, A need has
been felt to conduct this research. Studies on work life balance are mainly
conducted on business organizations and not too much substantial literally
attempts have been made on work life balance of banking sector organizations.
It is evident from the researches that the states which are far ahead in terms of
per capita income and prosperity like Punjab where relationship between Public
and banking institutions is more frequent and people working in the banking
institutions have extensive work to perform. In such a situation studies on work
life balance of people working in banking in regions is more important which is
somewhere lacking. Moreover studies on work-life balance of women in
banking is negligible. The study is a modest attempt to fill this gap.

Industry initiatives have been supported by Government legislation,

trade union debate and industry association advocacy to ensure that Work-Life
Balance policies are more pervasive and effective. The need for the study was
felt because there are still some fundamental issues that need to be addressed
or myths that need to be shattered by both employee and employer.

3.3 OBJECTIVES OF THE STUDY

Considering the rationale behind this study, the following objectives have
been spelled out as under:

• To study the working environment of Public & Private Sector banks in

Punjab.

• To study the employees perceptions towards work life balance in Public

and Private Sector banks.

• To examine the impact of work life balance on the performance of

employees in the area under study.

99
• To critically evaluate the initiative taken by the banks in relation to work
life balance in the area under study.

• To study the challenges associated with employees in maintain work life

balance in the banking sector.

3.4 SCOPE OF THE STUDY

Work life balance is an issue of strategic importance to organizations

and of significance to employees especially for women employees.
Organizational awareness and action with respect to implementing work life
balance strategies hinges on an organization’s need to attract and retain valued
employees in a highly competitive labour market for employees, work life
balance is “the maintenance of a balance between responsibilities at work and
at name.” when work life balance is achieved, people feel that they have
attained the best possible quality of life. To carry out the proposed research
work a sample has been drawn from SBI in Public Banks and ICICI in Private
banks in Punjab. In overall a sample of 410 employees working at various levels
has been drawn for the proposed research work.

3.5 HYPOTHESES OF THE STUDY

• The working environment in Public Sector and Private Sector banks is

positive and healthy.

• The working women have positive attitude about the work life balance.

• The initiatives taken by the Public and Private Sector banks have
positive effect on working women.

• There is a positive effect of work life balance on job satisfaction.

3.6 RESEARCH METHODOLOGY

The sample has been taken from Private and Public Sector banks of
Punjab, which include State Bank of India from Public Sector bank and ICICI
bank from Private Sector bank.

3.6.1 Secondary Data

For requisite details on planning and policies of government and other

geographical and socio-cultural perspective of the study area has been

100
collected from authentic resources such as books and journals, research
papers, Project readings, unpublished reports of government departments and
other reliable sources of information broadcast.

3.6.2 Primary Data

A set of questionnaire has been developed to collect the responses from

the employees of the banking sector to perceptualize the opportunities, scope
and constraints and grey areas with regard to Work Life balance of Women in
Public and Private Bank in Punjab the state of India. Information on geographic,
socio cultural and psychological perspectives of the study area has been
collected for preparing this questionnaire.

• Questionnaire: A well-structured schedule of questions containing

different aspects of the study has been developed and circulated to
persons concerned.

• Interview: Data has been personally collected by investigator from the

informants’ associated with the banks directly or indirectly.

• Observation: Certain information has been collected through personal

observations. There are some incomplete questionnaires, which give
ambiguous information. Therefore, personal observation has been made
to reveal the data.

3.7 SAMPLING

The Stratified Random Sampling technique has been used in order to

collect the primary data.410 respondents have been taken both from Public
Sector and Private Sector banks of Punjab state of India. Sample comprises of
supervisory and subordinate staff of Public banks and Private banks i.e. State
Bank of India and ICICI banks. Samples has been collected from the Public and
Private Sector bank with the specific study of State Bank of India and ICICI
banks.

3.8 TOOLS OF ANALYSIS

The data collected from different sources has been classified and
arranged in tables in one or more forms according to the requirements of

101
analysis. For the analysis of results, the following techniques have been
applied:

MATHEMATICAL TOOLS

In the present research work, mathematical tools viz. percentage and

simple average have been used to analyze the data.

TABULAR ANALYSIS

In tabular analysis, percentages have been calculated to draw the

inferences; it is very scientific and perfect analysis. In the present study, it has
been used to support the inferences drawn from the statistical analysis. For the
respondents, the responses have been solicited on the five parameters of ‘I
strongly agree, I agree to some extent, no opinion, I do not agree, and I do not
agree at all’. For ranking purposes where the sum total of a row has been equal,
those higher either in response to fully agreed or very likely have been placed
higher. For data calculation, “strongly agree” has been given 5 points, “Agree”
has been given 4 points, “undecided” has been given 3 points, “disagree” has
been given 2 points and “strongly disagree” has been given 1 point. In some
questions, 3-Likert scale has been used and the responses has been solicited
of ‘yes’ ‘undecided’ and ‘no’.

3.8.1 STATISTICAL METHOD

Various statistical tools have been applied to data presentation in tabular

form. The following tools are used in present research work:

3.8.2 RELIABILITY ANALYSIS

Reliability refers to the extent to which a scale produces consistent

results, if the measurements are repeated a number of times. The analysis on
reliability is called reliability analysis. Reliability analysis is determined by
obtaining the proportion of systematic variation in a scale, which can be done
by determining the association between the scores obtained from different
administrations of the scale. Thus, if the association in reliability analysis is
high, the scale yields consistent results and is therefore reliable.

102
 There are four different approaches as suggested by Naresh K. Malhotra
(2007)7:

Test-Retest: Respondents are administered identical sets of a scale of

items at two different times under equivalent conditions. The degree of
similarity between the two measurements is determined by computing a
correlation coefficient. The higher the correlation coefficient in reliability
analysis, the greater the reliability. This does have some limitations. Test-
Retest Reliability is sensitive to the time interval between testing. The initial
measurement may alter the characteristic being measured in Test-Retest
Reliability in reliability analysis.

Internal Consistency Reliability: In reliability analysis, internal

consistency is used to measure the reliability of a summated scale where
several items are summed to form a total score. This measure of reliability in
reliability analysis focuses on the internal consistency of the set of items forming
the scale.

Split Half Reliability: A form of internal consistency reliability. The

items on the scale are divided into two halves and the resulting half scores are
correlated in reliability analysis. High correlations between the halves indicate
high internal consistency in reliability analysis. The scale items can be split into
halves, based on odd and even numbered items in reliability analysis. The
limitation in this analysis is that the outcomes will depend on how the items are
split. In order to overcome this limitation, coefficient alpha or Cronbach's
alpha is used in reliability analysis. Cronbach's alpha is a measure of internal
consistency, that is, how closely related a set of items are as a group. It is
considered to be a measure of scale reliability. A "high" value for alpha does
not imply that the measure is unidimensional.

Inter Rater Reliability: Also called inter rater agreement. Inter rater
reliability helps to understand whether or not two or more raters or interviewers
administrate the same form to the same people homogeneously. This is done
in order to establish the extent of consensus that the instrument has been used
by those who administer it.

103
3.8.3 MEAN

One of the most useful and widely used techniques for doing this –one
quite well known, is the average, or, as it is known in statistics, the mean. It is
possible to arrive at the mean by simply adding up a set of scores and then
dividing it by number of scores. This can also be done with the help of the most
basic statistical formula:

3.8.4 STANDARD DEVIATION

It is the most important and widely used measure of studying dispersion.

The standard deviation is also known as root mean square deviation from the
arithmetic mean. The standard deviation measures the absolute variability of
distribution. The greater the standard deviation, the greater have been the
magnitude of the deviations of the values from their arithmetic mean. A small
standard deviation means a high degree of uniformity of the observation as well
as homogeneity of the series or vice- versa.

∑‫ ݔ‬ଶ
ߪ= ඨ
ܰ

3.8.5 ANOVA

Analysis of variance (ANOVA) splits the variance of the variable into two
components. One component is the variability among group means. It is
computed by summing square of the differences between every group mean
and overall mean of the distribution. This value is divided by the degree of
freedom k-1 where k number of groups to obtain Mean Sum of squares between
groups (MSB) The other component is the variability within the groups (also
called residual variation). It is quantified as the sum of squares of the
differences between each observation and its respective group mean. This
value is divided by degrees of freedom n-k where n is total number of
observations and k is number of groups, to find Mean Sum of squares within
groups (MSW). The ratio of the MSB and MSW is called the F ratio. The

104
calculated F ratio values are compared to the standardized table value of F from
the F-distribution. If the calculated F-ratio value is greater than the table value
at an acceptable level of significance, we will reject the null hypothesis of
equality of means and conclude that the means of the groups are significantly
different. In other words, large F ratios signify that the variation among group
means is more than it would we if this variation were simply outcome of chance.

3.8.6 STEPWISE REGRESSION

The step-by-step iterative construction of a regression model that

involves automatic selection of independent variables. Stepwise regression can
be achieved either by trying out one independent variable at a time and
including it in the regression model if it is statistically significant, or by including
all potential independent variables in the model and eliminating those that are
not statistically significant, or by a combination of both methods. Stepwise
regression includes regression models in which the choice of predictive
variables is carried out by an automatic procedure. Usually, this takes the form
of a sequence of F-tests or t-tests, but other techniques are possible, such as
adjusted R-square, Akaike information criterion, Bayesian information criterion,
Mallows'sCp, PRESS, or false discovery rate. The frequent practice of fitting
the final selected model followed by reporting estimates and confidence
intervals without adjusting them to take the model building process into account
has led to calls to stop using stepwise model building altogether or to at least
make sure model uncertainty is correctly reflected.

3.9 RESPONSE RATE OF SAMPLE

Table 3.1 deals with the response rate achieved during the primary data
collection process. As the nature of study is mainly comparative between
Private and Public Sector bank women employees, the response rate has also
been described separately for the respondents from both banks.

The planned sample size was initially 400 respondents i.e. 200 each
from Public and Private Sector banks. However, keeping in mind the
occurrences of non-responses, wrong filling of responses and incomplete

105
responses, and the distribution was made of 300 questionnaires each to Public
and Private Sector women employees.

Table 3.1
Response Rate

Target
Sr. Group of Questionnaires No. of Response
Sample
No Respondent Distributed Responses Rate (%)
Size

Private
01 200 300 197 65.67%
Sector Banks

Public Sector
02 200 300 213 71%
Banks

Total 400 600 410 68.33%

The total number of responses were 197 for Private Sector banks
and 213 for Public Sector banks. Response rate recorded was 65.67% for
the Private Sector bank women employees and 71% for Public Sector bank
women employees. Hence, average response rate for the present study was
68.33%.

3.10 RELIABILITY ANALYSIS – CRONBACH ALPHA

Since the questionnaire was spread over many dimensions of work life
balance and satisfaction from workplace, it was intended to test the reliability of
using such scales for measurement purpose. Dimensions of work life balancing
for women employees include Job Demands, Job Autonomy, Job Involvement,
Job Time, Job Security, Job Stress, Household Demands, Family support,
Family to work spillover, Attitude towards Gender role, Personal Financial
Strain, Life Satisfaction, Work to Family Role Spillover, Support from
Colleagues, Support from Superior, Organizational work life support,
Opportunity for advancement, Organization Communication, Organization
Commitment. Similarly, dimensions of Satisfaction from work environment
include General Working Conditions, Pay and Promotion, Work relationships,
Use of Skills and Abilities, Work Activities. The most common tool used for
reliability analysis is cronbach alpha. The same has been used for all these

106
dimensions. For this purpose, a pilot study was conducted initially on 50
respondents. Table 3.2 and 3.3 discuss the results of reliability analysis.

Table 3.2
Reliability Analysis of Work Life Balancing

Variable Name No. of Items Cronbach Alpha

Job Demands 9 0.79

Job Autonomy 8 0.76

Job Involvement 5 0.90

Job Time 3 0.70

Job Security 2 0.72

Job Stress 3 0.82

Household Demands 5 0.87

Family support 4 0.71

Family to work spillover 5 0.88

Attitude towards Gender role 4 0.77

Personal Financial Strain 4 0.90

Life Satisfaction 2 0.77

Work to Family Role Spillover 3 0.89

Support from Colleagues 3 0.86

Support from Superior 2 0.71

Organizational work life support 3 0.74

Opportunity for advancement 2 0.90

Organization Communication 2 0.80

Organization Commitment 3 0.78

The widely-accepted social science cut-off is that alpha should be .70 or

higher for a set of items to be considered a scale, but some use .75 or .80 while
others are as lenient as .60. That .70 is as low as one may wish to go is reflected

107
in the fact that when alpha is .70, the standard error of measurement will be
over half (0.55) a standard deviation. In the above table, minimum cronbach
alpha value has been 0.71 and maximum has been 0.90. Hence, it can be said
that the scale develop to measure work life balance of women employees of
banks is ideal.

Table 3.3
Reliability analysis of Satisfaction from Workplace

Variable Name No. of Items Cronbach Alpha

General Working Conditions 4 0.72

Pay and Promotion 5 0.80

Work relationships 3 0.84

Use of Skills and Abilities 3 0.81

Work Activities 3 0.72

On similar grounds, even the cronbach alpha value of all the five
dimensions of satisfaction from workplace have been more than 0.70. Minimum
value happens to be 0.72 whereas, maximum value has been 0.84. Hence, it is
ideal measurement scale for the purpose.

3.11 SAMPLE DESCRIPTION

This part deals with detailed description of demographic and socio-

economic profile of respondents. These respondents were women working in
Public and Private Sector banks in Punjab. Sample description has been shown
separately for Public and Private Sector banks as the main theme was to
compare responses on the basis of these two sectors.

108
 Table 3.4
Bank & Age of Respondents

Age

21-30 yrs 31-40 yrs 41-50 yrs Above 50 yrs Total

Bank Public Sector Count 64 118 23 8 213

Percentage 30.0% 55.4% 10.8% 3.8% 100.0%

Private Sector Count 71 97 26 3 197

Percentage 36.0% 49.2% 13.2% 1.5% 100.0%

Total Count 135 215 49 11 410

Percentage 32.9% 52.4% 12.0% 2.7% 100.0%

Public Sector Private Sector

4% 2%
11% 13%
30%
36%

55% 49%

21-30 yrs 31-40 yrs 21-30 yrs 31-40 yrs

41-50 yrs Above 50 yrs 41-50 yrs Above 50 yrs

Figure 3.1: Age of the Respondents

Table 3.4 shows that most of the respondents selected were in the age
group of 31-40 years of age, followed by 21-30 years of age group. From
banking sector point of view, almost half of the respondents were in the age
group of 31-40 years. Minimum number of respondents have been from the age
group above 50 years.

109
 Table 3.5
Bank & Marital Status

Marital Status

Unmarried Married Widow/Divorced Total

Bank Public Sector Count 79 119 15 213

Percentage 37.1% 55.9% 7.0% 100.0%

Private Sector Count 81 108 8 197

Percentage 41.1% 54.8% 4.1% 100.0%

Total Count 160 227 23 410

Percentage 39.0% 55.4% 5.6% 100.0%

Private Sector Public Sector

4% 7%

37%
41%

55% 56%

Unmarried Married
Unmarried Married Widow/Divorced Widow/Divorced

Figure 3.2: Marital Status of Respondents

Marital status has been covered in table 3.5. It is clear that more than
half of the respondents are married. About 40% of the respondents have single
or unmarried status. Only about 5.6% women respondents were widows.
Similar proportions have also been observed in case of Public and Private
Sector banks separately.

110
 Table 3.6
Bank & Educational Qualification

Educational Qualification

Post
10+2 Graduation Graduation Total

Bank Public Sector Count 19 123 71 213

Percentage 8.9% 57.7% 33.3% 100.0%

Private Sector Count 13 131 53 197

Percentage 6.6% 66.5% 26.9% 100.0%

Total Count 32 254 124 410

Percentage 7.8% 62.0% 30.2% 100.0%

Table 3.6 covers various levels of educational qualification held by

women respondents. For this purpose, three groups of educational qualification
were formed. These included 10+2, Graduation and Post-Graduation.

Public Sector Private Sector

9% 7%
27%
33%

58% 66%

10+2 Graduation Post Graduation 10+2 Graduation Post Graduation

Figure 3.3: Educational Qualification of Respondents

Results indicate that more than 60% of the respondents were graduate,
followed by almost 30% of the respondents having Post-Graduation. Bankwise,
it can be observed that Public Sector respondents are more with post-
graduation as compared to respondents in Private Sector.

111
 Table 3.7 covers various levels of roles and responsibility held by women
respondents. For this purpose, three groups of roles were formed. These
included top management, middle management and floor level management.

Results indicate that about 50% of the respondents were in middle

management, followed by almost 38% of the respondents having junior
management. Bankwise, it can be observed that Private Sector respondents
are more in middle and junior level management as compared to respondents
in Public Sector.

Table 3.7
Bank & Role in Bank

Role in Bank

Top Middle Junior

Management Management Management Total

Bank Public Sector Count 33 105 75 213

Percentage 15.5% 49.3% 35.2% 100.0%

Private Sector Count 16 100 81 197

Percentage 8.1% 50.8% 41.1% 100.0%

Total Count 49 205 156 410

Percentage 12.0% 50.0% 38.0% 100.0%

Public Sector Private Sector

16% 8%

35%
41%

51%
49%

Top Mgt. Middle Mgt. Junior Mgt. Top Mgt. Middle Mgt. Junior Mgt.

Figure 3.4: Role of Respondents in the Bank

112
 Table 3.8 deals with length of service in the bank. For this purpose, five
groups of length of service were formed. These included 0-5 yrs., 6-10 yrs., 11-
15 yrs., 16-20 yrs. and Above 20 yrs. Results indicate that more than 35% of
the respondents were having a length of service between 11 to 15 years,
followed by almost 23% of the respondents having 6-10 years of length of
service with their respective banks.

Table 3.8
Bank & Length of Service

Length of Service (in years)

Above Total
0-5 yrs 6-10 yrs 11-15 yrs 16-20 yrs 20 yrs

Bank Public Count 33 51 76 36 17 213

Sector
Percentage 15.5% 23.9% 35.7% 16.9% 8.0% 100.0%

Private Count 18 44 68 43 24 197

Sector
Percentage 9.1% 22.3% 34.5% 21.8% 12.2% 100.0%

Total Count 51 95 144 79 41 410

Percentage 12.4% 23.2% 35.1% 19.3% 10.0% 100.0%

Public Sector Private Sector

8% 15% 12% 9%
17%
22%
22%
24%

36% 35%
0-5 yrs 6-10 yrs 0-5 yrs 6-10 yrs
11-15 yrs 16-20 yrs 11-15 yrs 16-20 yrs
Above 20 yrs Above 20 yrs

Figure 3.5: Length of Service of Respondents

Bankwise, it can be observed that about 75% of Public Sector

respondents are in the length of service range of 6 - 20 yrs.The proportion in
case of Private Sector respondents is 79% approximately. Largely it can be
claimed that the length of service is following normal pattern.

113
 Table 3.9
Bank & Years of Experience

Years of Experience

Above Total
0-5 yrs 6-10 yrs 11-15 yrs 16-20 yrs 20 yrs

Bank Public Count 20 74 86 27 6 213

Sector
Percentage 9.4% 34.7% 40.4% 12.7% 2.8% 100.0%

Private Count 22 51 62 42 20 197

Sector
Percentage 11.2% 25.9% 31.5% 21.3% 10.2% 100.0%

Total Count 42 125 148 69 26 410

Percentage 10.2% 30.5% 36.1% 16.8% 6.3% 100.0%

Public Sector Private Sector

3% 9% 10% 11%
13%

21%
26%
35%

40%
32%
0-5 yrs 6-10 yrs 0-5 yrs 6-10 yrs
11-15 yrs 16-20 yrs 11-15 yrs 16-20 yrs
Above 20 yrs Above 20 yrs

Figure 3.6: Years of Experience of Respondents

Slightly different, table 3.9 handles years of experience of working

women. Unlike length of service restricted to current company, years of
experience covers full work experience including previous employers. For this
purpose, five groups of years of experience were formed. These included 0-5
yrs, 6-10 yrs, 11-15 yrs, 16-20 yrs, above 20 yrs. Results indicate that more
than 36% of the respondents were having years of experience between 11 to
15 years, followed by almost 30% of the respondents having 6-10 years of
experience with their respective banks. Bankwise, it can be observed that

114
Public Sector respondents are more with 11-15 yrs. and 16-20 yrs. as
compared to respondents in Private Sector where the spread has been across
three groups viz. 11-15 yrs., 16-20 yrs. and above 20 yrs.

Table 3.10 touches the monthly income of respondents. Results indicate

that more than 47% of the respondents were having a monthly income between
Rs. 30,000 to Rs. 45,000 years, followed by almost 39% of the respondents
having Rs. 15,000 to Rs. 30,000 of monthly income with their respective banks.
Bankwise, it can be observed that Public Sector respondents are drawing more
salary as compared to respondents in Private Sector.

115
 Table 3.10
Bank & Monthly Individual Income

Monthly Individual Income

Below Rs. Rs. 15,001- Rs. 30,001- Rs. 45,001- Rs. 60,001- Above Rs.
15,000 30,000 45,000 60,000 75,000 75,000

Bank Public Sector Count 6 78 108 14 7 0

Percentage 2.8% 36.6% 50.7% 6.6% 3.3% 0.0%

Private Sector Count 6 81 85 11 10 4

Percentage 3.0% 41.1% 43.1% 5.6% 5.1% 2.0%

Total Count 12 159 193 25 17 0

Percentage 2.9% 38.8% 47.1% 6.1% 4.1% 0.0%

116
 Public Sector Private Sector
3% 3% 0% 5% 2% 3%
6%
6%

37%
41%

51% 43%

Below Rs. 15,000 Rs. 15,001-30,000 Rs. 30,001-45,000 Below Rs. 15,000 Rs. 15,001-30,000 Rs. 30,001-45,000
Rs. 45,001-60,000 Rs. 60,001-75,000 Above Rs. 75,000 Rs. 45,001-60,000 Rs. 60,001-75,000 Above Rs. 75,000

Figure 3.7: Monthly Individual Income of respondents

117
 Table 3.11
Bank & Monthly Household Income

Monthly Household Income

Below Rs. Rs. 20,001- Rs. 50,001- Rs. 80,001- Rs. 1,10,001- Above Rs.
20,000 50,000 80,000 1,10,000 1,40,000 1,40,000

Bank Public Sector Count 6 91 90 18 6 2

Percentage 2.8% 42.7% 42.3% 8.5% 2.8% 0.9%

Private Sector Count 9 66 86 10 7 19

Percentage 4.6% 33.5% 43.7% 5.1% 3.6% 9.6%

Total Count 15 157 176 28 13 21

Percentage 3.7% 38.3% 42.9% 6.8% 3.2% 5.1%

118
 Public Sector Private Sector
3% 1% 3% 5%
3%
8% 10%
5%

33%
43%

42%
44%

Below Rs. 20,000 Rs. 20,001-50,000 Below Rs. 20,000 Rs. 20,001-50,000
Rs. 50,001-80,000 Rs. 80,001-1,10,000 Rs. 50,001-80,000 Rs. 80,001-1,10,000
Rs. 1,10,001-1,40,000 Above Rs. 1,40,000 Rs. 1,10,001-1,40,000 Above Rs. 1,40,000

Figure 3.8: Monthly Household Income of Respondents

119
 Table 3.11 covers the monthly household income of respondents. It is
worthwhile to note that household income includes income earned by all the
family members. Results indicate that more than 42% of the respondents were
having a monthly household income between Rs. 50,000 to Rs. 80,000 years,
followed by almost 39% of the respondents having Rs. 20,000 to Rs. 50,000 of
monthly household income with their respective banks. Bankwise, it can be
observed that Public Sector respondents are having lesser monthly household
income as compared to respondents in Private Sector.

Table 3.12 have passed quite relevant information about the

respondents. More than 65% of the respondents have their husbands also
working in service sector followed by 32% of respondents having self-employed
spouse. Less than 3% only have spouse having business at home. There does
not seem to be compositional differences between Private and Public Sector
women employees of banks with regard to spouse employment status.

Table 3.12
Bank & Spouse Employment Status

Spouse Employment Status

Self- Business at
Service Employed Home Total

Bank Public Sector Count 143 63 7 213

Percentage 67.1% 29.6% 3.3% 100.0%

Private SectorCount 125 69 3 197

Percentage 63.5% 35.0% 1.5% 100.0%

Total Count 268 132 10 410

Percentage 65.4% 32.2% 2.4% 100.0%

120
 Public Sector Private Sector
3% 2%

30% 35%

63%
67%

Service
Service Self-Employed Self-Employed
Business at Home Business at Home

Figure 3.9: Employment Status of Spouse of Respondents

Table 3.13 shows information related to the type of family the

respondents are living with. The two categories included joint and nuclear
family. It can be ascertained that majority of the women are having nuclear
family.

Table 3.13
Bank & Type of Family

Type of Family

Joint Nuclear Total

Bank Public Sector Count 37 176 213

Percentage 17.4% 82.6% 100.0%

Private Sector Count 55 142 197

Percentage 27.9% 72.1% 100.0%

Total Count 92 318 410

Percentage 22.4% 77.6% 100.0%

121
 Public Sector Private Sector

17%
28%

72%
83%

Joint Nuclear Joint Nuclear

Figure 3.10: Type of Family of Respondents

And this has been the case with both the Private and Public Sector
women bank employees. More than 3/4th of women employees have nuclear
families. So it is clear that these women have increased responsibilities on their
shoulders to bring up children.

Table 3.14
Bank & Children
Children
No Yes Total
Bank Public Sector Count 111 102 213
Percentage 52.1% 47.9% 100.0%
Private Sector Count 111 86 197
Percentage 56.3% 43.7% 100.0%
Total Count 222 188 410
Percentage 54.1% 45.9% 100.0%

Table 3.14 shows information related to the children of the respondents.

The two categories included simple yes and no answers. It can be ascertained
that majority of the women are having no child family. And this has been the
case with both the Private and Public Sector women bank employees. More
than 50% of women employees have no child families.

122
 Table 3.15
Bank & No. of Children

No. of Children

More than
None 1 2 2 Total

Bank Public Sector Count 111 39 60 3 213

Percentage 52.1% 18.3% 28.2% 1.4% 100.0%

Private Count 111 29 57 0 197

Sector
Percentage 56.3% 14.7% 28.9% 0.0% 100.0%

Total Count 222 68 117 3 410

Percentage 54.1% 16.6% 28.5% 0.7% 100.0%

Public Sector Private Sector

4% 2%
11% 13%
30%
36%

55% 49%
None 1 2 More than 2 None 1 2 More than 2

Figure 3.11: Number of Children of Respondents

Table 3.15 covers number of children of working women of banks

excluding issueless females. Out of around 45% respondents having children,
more than 28% have two children in their family followed by 16% respondents
having one child family. More than 2 children happens to be a rare case.
However, bank wise, not much difference is found here.

Table 3.16 covers the responsibility or dependency of own parents on

women working in banks. It can be said that not much of the respondents have
responsibility of own parents on their shoulders.

123
 Table 3.16
Bank & Responsibility of own Parents

Responsibility of own Parents

No Yes Total

Bank Public Sector Count 160 53 213

Percentage 75.1% 24.9% 100.0%

Private Sector Count 144 53 197

Percentage 73.1% 26.9% 100.0%

Total Count 304 106 410

Percentage 74.1% 25.9% 100.0%

Public Sector Private Sector

25% 27%

75% 73%

No Yes No Yes

Figure 3.12: Responsibility of Own Parents for Respondents

Private and Public Sectors banks are no different on this aspect. Hence,
women are largely free from taking care of at least own parents. Table 3.17
covers the responsibility or dependency of spouse’s parents on women working
in banks.

124
 Table 3.17
Bank & Responsibility of Spouse's Parents

Responsibility of Spouse's
Parents
No Yes Total
Bank Public Sector Count 165 48 213
Percentage 77.5% 22.5% 100.0%
Private Sector Count 156 41 197
Percentage 79.2% 20.8% 100.0%
Total Count 321 89 410
Percentage 78.3% 21.7% 100.0%

Public Sector Private Sector

23% 21%

77% 79%

No Yes No Yes

Figure 3.13: Responsibility of Spouse’s Parents for Respondents

It can be said that not much of the respondents have responsibility of

even spouse’s parents on their shoulders. Private and Public Sectors banks are
no different on this aspect. Hence, women are largely free from taking care of
spouse’s parents.

125
 REFERENCES

1. Melissa Arulappan, (2003), When It’s Work and Not Life…Work-Life

Balance: A Critique, Women in Leadership & Management, University of
Bradford. Available at http://citeseerx.ist.psu.edu/viewdoc/download?
doi= 10.1.1.195.1433&rep=rep1&type=pdf

2. Ellen Galinsky, (2001), Family and Work: The Family's Perspective,

Department of Social Services, Government of Australia, available at
https://www.dss.gov.au/our-responsibilities/families-and-children/
publications-articles/family-and-work-the-familys-perspective?HTML

3. Guest, D. (2001), Perspectives on the Study of Work-Life Balance, A

Discussion Paper Prepared for the 2001 ENOP Symposium, available at
http://pendientedemigracion.ucm.es /info/Psyap/enop/guest.htm

4. Colgan, F., Creegan, C., McKearney, A., & Wright, T. (2007). Equality
and diversity policies and practices at work: lesbian, gay and bisexual
workers. Equal Opportunities International, 26(6), 590-609

5. Reynolds, J. (2005). "In the Face of Conflict: Work-Life Conflict and

Desired Work Hour Adjustments". Journal of Marriage and Family. 67
(5): 1313–1331

6. Michelle Funk, (2000), Mental health and work: Impact, issues and good
practices, International Labour Organisation, Geneva. Report available
at http://www.who.int/ mental_health/media/ en/712.pdf

7. Malhotra, N. K. (2007). Marketing research: An applied orientation.

Upper Saddle River, NJ: Pearson/Prentice Hall.

126
 Chapter-
Chapter-IV
Work Environment and Perceptions
of Women Employees
 CHAPER-IV
WORK ENVIRONMENT AND PERCEPTIONS OF
WOMEN EMPLOYEES

This chapter shows the formation of variables from various statements,

comparison between working women in Public and Private Sector banks and
finally a comparison on the basis of demographics. The formation has been
done by taking grand mean of all the statements under that variable. Further,
ANOVA has been used to compare working women. A detailed discussion
along with results in tables follow.

4.1 JOB DEMANDS

Job demands are all physical, psychological, social or organizational

aspects of a job that require continuous physical and/or psychological (i.e.,
cognitive or emotional) effort. A job demand may lead to positive as well as
negative outcomes depending on the demand itself as well as on the
individual’s ability to cope with it. Positive responses may be motivation,
stimulation or job-satisfaction while negative responses can be depression,
anxiety or burnout. Job demands have been identified as one of the most
common sources of work-related stress. Long work hours and demanding
work shifts, high time pressure, ergonomic problems and unpleasant physical
conditions, for example, have a high risk of leading to stress and negative
long-term consequences. The negative short- and long-term effects of such
demands may be buffered by job resources like control over the work process
or just gratification for achievements.

Table 4.1 depicts results related to job demands. It has been computed
with the help of nine various statements shown in the table. Sum, mean value
and standard deviation values have been computed on the data. Some
observations can be easily made. In all the statements except at number four,
mean value is higher than 3. It indicates a definite presence of rising job
demands in the daily routine of working women in banks. Number four
statement which presumes that men are allotted more work than women.
However, it has not been supported by the respondents.

127
 Two statements related to job demands have been highly supported by
working women in banks. These include “I have to keep my mind all the time
on my work.” and “Women feel more burdened to work late hours than men.”
It clearly tells that women employees also are given work where focus and
attention is highly required. Moreover women employees in banks also work
late hours but feel burdened due to this practice. Overall, mean value has
been found to be 3.67 which is fairly large as the scale ranges from 1 to 5.
Thus, it can be said that job demands are rising and causing stress for women
employees working in banks.

Table 4.1

Job Demands at Workplace

Statements Count Sum Mean S.D.

1. I have to keep my mind all the

410 1764.0 4.30 1.02
time on my work.

2. I have deadlines that are difficult

410 1545.0 3.77 1.01
to meet.

3. I often work under time pressure. 410 1542.0 3.76 .99

4. Men are allotted more work than

410 1159.0 2.83 1.12
women in similar jobs.

5. Women feel more burdened to

410 1696.0 4.14 1.21
work late hours than men.

6. I am unable to avail my all leaves

410 1349.0 3.29 .99
due to overwork.

7. The amount of work I do in office

410 1528.0 3.73 1.03
is much more than my capacity.

8. I have to work beyond fixed hours

410 1501.0 3.66 1.02
to keep up with my workload.

9. Women focus more on quality of

410 1298.0 3.17 .98
work as compared to men.

Average for Job Demands 410 1486.81 3.63 .47

128
 As it has already been shown that job demands are rising and causing
problems with work life balance of women employees, another interesting
dimension is to examine if this perception is prevalent in all banks or there are
some differences between women employees of Public and Private Sector
banks. With this objective, ANOVA has been applied to the current level of job
demands. Table 4.2 deals with the results obtained from ANOVA. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about job demands at workplace.

Table 4.2
Job Demands and Banks

Job Demands N Mean S.D. F-Value Sig.

Private Sector 197 3.80 0.53

Public Sector 213 3.47 0.33 57.71 0.00
Total 410 3.63 0.47

Table 4.2 clearly shows that average perception of women employees

at Private banks with regard to job demands is different from their
counterparts at Public Sector banks. As against average of 3.80 of job
demands in case of Private sector banks, mean value of 3.47 was recorded in
case of Public Sector banks. Thus, it seems that women employees at Private
Sector banks feel more strained, or stressed due to job demands in
comparison to females at Public Sector banks.

F-value has been 57.71 which is significant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks so stands rejected. Thus, it can be claimed
that women employees of Private Sector banks feel more pressurized due to
job demands in comparison to women employees of Public Sector banks.

4.2 JOB AUTONOMY

Job autonomy in simple words is termed as a degree or level of

freedom and discretion allowed to an employee over his or her job. As a
general rule, jobs with high degree of autonomy engender a sense of

129
responsibility and greater job satisfaction in the employee(s). Not every
employee, however, prefers a job with high degree of responsibility. Job
autonomy also refers to how and when you perform your duties, as well as the
level of independent judgment and discretion required to do your work. Job
autonomy is perceived a number of ways, therefore, a concrete definition is
improbable, but it generally means an employee can exercise free will and
self-control on the job.

However, autonomy in job may differ significantly across various

organizations. For some organizations, autonomy means employees are
allowed to set their own schedules. In other organizations, autonomy means
employees can decide how their work should be done. No matter which
concept is being applied, higher levels of autonomy tend to result in an
increase in job satisfaction.

Table 4.3 deals with the perceived level of job autonomy in case of
women employees in various Public and Private Sector banks.

Table 4.3
Job Autonomy at Workplace

Statements Count Sum Mean S.D.

1. My superior often decides what
410 1548 3.78 1.04
work I will do.
2. I have lot of freedom to decide how
410 1192 2.91 1.03
to do my work.
3. I have sufficient authority to fulfill
410 1214 2.96 1.08
my job responsibilities.
4. Delegation of authority in some
410 1556 3.80 .96
jobs is done in my organization
5. I can control the speed of work. 410 1171 2.86 1.09
6. I can take initiative and act on my
410 1135 2.77 1.03
own.
7. I have full liberty to decide when to
410 950 2.32 1.14
do my work or to go home.
8. I have enough spare time for
410 1182 2.88 1.07
fulfilling my family responsibilities.
Average for Job Autonomy 410 1244 3.04 .54

130
 Job autonomy variable has been developed out of eight statements
responses from the questionnaire used in the study. However, the responses
for job autonomy are not unidirectional. Grand mean for overall job autonomy
is 3.04 which is indicating that there lacks a clear agreement or disagreement
related to job autonomy at workplace.

Two statements i.e. “My superior often decides what work I will do.”
and “Delegation of authority in some jobs is done in my organization.” Have
been responded in positive on average. So the average value has been found
to be more than 3. For other statements, the mean value has been low.
Particularly in case of statement related to full liberty to decide when to leave
office and go home, the disagreement prevails. Mean value of this statement
has been 2.32 which is very low. Hence, it can be said that women employees
may have been given operational freedoms at banks in selected cases.
However, when it comes to areas like entry and exit timings, women
employees are generally not authorized to decide on it.

Table 4.4 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of job
autonomy available to them at their respective banks. Evidently, average level
of perceived job autonomy is higher for women employees of Private Sector
banks and low for women employees of Public Sector banks. To examine the
significance of this noted difference, ANOVA has been applied. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about job autonomy at workplace.

Table 4.4
Job Autonomy and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.30 0.58

Public Sector 213 2.79 0.35 114.15 0.00

Total 410 3.04 0.54

131
 F-value has been found to be 114.15. P-value (sig.) has been 0.00
which is lower than the common accepted level of 0.05. Hence, null
hypothesis stating that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
job autonomy at workplace stands rejected. It can be claimed that level of job
autonomy is more in case for women employees of Private Sector banks as
against women employees of Public Sector banks. There may be number of
reasons for that. However, some common reasons include that Private banks
are generally goal oriented and allow employees certain autonomy to
smoothly function. However, in government set ups, employees generally
focus on only what is their assigned task. This reduces the level of job
autonomy in Public Sector banks.

4.3 JOB INVOLVEMENT

Job Involvement refers to the psychological and emotional extent to

which someone participates in their work, profession and company. Showing
up to work on time is half the battle. Top performers are engaged in their work
and have high job involvement. There have been several studies that directly
correlate high job involvement with job satisfaction and how it makes a
difference in the organization. For example, job involvement scale has been
used by corporations in order to gauge their employee's level of satisfaction.

Table 4.5
Job Involvement

Statements Count Sum Mean S.D.

1. My job is like a hobby to me. 410 939.0 2.29 1.07
2. I enjoy my work more than my
410 783.0 1.91 1.05
leisure time.
3. I am willing to put extra hours at
410 955.0 2.33 1.08
work when needed.
4. When I don’t feel well in the
morning, I still try to come to 410 1288.0 3.14 1.14
work.
5. Most of time, I have to force
410 1281.0 3.12 1.12
myself to go to work.
Overall Job Involvement (Average) 410 1049.2 2.56 .71

132
 Business managers are typically well aware that efforts to promote job
involvement among staff tend to pay off substantially since employees will be
more likely to assist in furthering their company's objectives and will take their
jobs as challenges.

Table 4.5 shows that job involvement variable is based on selected five
statement from the questionnaire. However, mixed responses have been
received for these five statements. For two statements viz. “When I don’t feel
well in the morning, I still try to come to work.” and “Most of time, I have to
force myself to go to work.”, the mean value has been more than 3. It clearly
indicates that women employees largely force themselves to go to office even
if they are not feeling well in the morning. For the remaining three statements,
visibly the responses have been cold. Women employees do not agree that
job is like a hobby, enjoy work more than leisure time or are willing to put
extra hours at work when needed. Overall mean value for job involvement has
been found to be 2.56. It shows that on average, the level of job involvement
is low in case of women employees of banks.

Table 4.6 helps to understand if the perceived level of job involvement

is same or different across Private and Public Sector banks’ women
employees. A clear difference can be noted in this case. Level of job
involvement in case of Private Sector women bank employees is
tremendously low as compared to women employees of Public Sector banks.
To further strengthen these results, ANOVA has been used. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about job involvement at workplace.

Table 4.6
Job Involvement and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.15 0.75

Public Sector 213 2.93 0.41 173.95 0.00

Total 410 2.56 0.71

133
 As per table, F-Value has been recorded at 173.95 which is significant
at 5% level of significance. It naturally rejects the null hypothesis that there is
no significant difference between women employees of Private and Public
banks in relation to their perceptions about job involvement at workplace.
Thus, it can be claimed now that job involvement is higher in case of women
employees working at Public Sector banks as against women employees
working at Private Sector banks. The reason for this low level of job
involvement at Private Sector banks can be because of physical and
psychological stress borne by the women employees that actually reduces the
spirit of job involvement.

4.4 JOB TIMINGS

Working time is a key factor that can either help facilitate work-life
balance (e.g., through reductions in working hours and certain forms of
flexible working time arrangements) or hinder it (e.g., excessively long hours,
unpredictable schedules). In addition, the extent of the availability of various
forms of paid leave (paid annual leave, paid sick leave, paid
maternity/paternity/family leave, paid parental leave) is an important factor
affecting work-life balance as well. For workers, working hours have a direct
bearing on standard of living, work–life balance and the overall sustainability
of working life. For employers, working time is a key element in the
assessment of costs, productivity and competitiveness. National governments
see working time, its organization and its regulation as an important policy
issue.

Table 4.7 depicts results related to working hours of women

employees. It has been computed with the help of three various statements
shown in the table. Sum, mean value and standard deviation values have
been computed on the data. Some observations can be easily made. In all the
statements except at number three, mean value is higher than 3. It indicates a
definite presence of rising job timings or working hours in the daily routine of
working women in banks. Number three statement which presumes that
women employees can take time off in lieu of working extra hours in office has
not been supported by the respondents.

134
 Two statements related to job timings have been highly supported by
working women in banks. These include “Men work for longer hours than
women in similar jobs.” and “I can’t leave office earlier to my superior even
though I want to leave.” It clearly tells that women employees also are asked
for longer hours working. Moreover women employees in banks also work late
hours but feel burdened due to this practice. Overall, mean value has been
found to be 3.52 which is fairly large as the scale ranges from 1 to 5. Thus, it
can be said that job timings are rising and causing problems for women
employees working in banks.

Table 4.7
Job Timings

Statements Count Sum Mean S.D.

1. Men work for longer hours than

410 1457.0 3.55 1.09
women in similar jobs.

2. I can’t leave office earlier to my

superior even though I want to 410 1680.0 4.10 1.12
leave.

3. I can take time off in lieu of working

410 1192.0 2.91 1.11
extra hours in office.

Job Time (Average) 410 1442 3.52 .69

As it has already been shown that job timings are rising and causing
problems with work life balance of women employees, another interesting
dimension is to examine if this perception is prevalent in all banks or there are
some differences between women employees of Public and Private Sector
banks. With this objective, ANOVA has been applied to the current level of job
timings. Table 4.8 deals with the results obtained from ANOVA. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about job timings at workplace.

135
 Table 4.8
Job Timings and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.70 0.70

Public Sector 213 3.35 0.64 28.14 0.00

Total 410 3.52 0.69

Table 4.8 clearly shows that average perception of women employees

at Private banks with regard to job timings is different from their counterparts
at Public Sector banks. As against average of 3.70 of job timings in case of
Private sector banks, mean value of 3.35 was recorded in case of Public
Sector banks. Thus, it seems that women employees at Private Sector banks
feel more strained, or stressed due to job timings in comparison to females at
Public Sector banks.

F-value has been 28.14 which is significant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks for their perception about job timings so
stands rejected. Thus, it can be claimed that women employees of Private
Sector banks feel more pressurized due to job timings in comparison to
women employees of Public Sector banks.

4.5 JOB SECURITY

Basic economic theory holds that during periods of economic

expansion businesses experience increased demand, which in turn
necessitates investment in more capital or labor. When businesses are
experiencing growth, job confidence and security typically increase. The
opposite often holds true during a recession: businesses experience reduced
demand and look to downsize their workforces in the short term.
Governments and individuals are both motivated to achieve higher levels of
job security. Governments attempt to do this by passing laws (such as the
U.S. Civil Rights Act of 1964) which make it illegal to fire employees for

136
 certain reasons. Individuals can influence their degree of job security by
increasing their skills through education and experience, or by moving to a
more favorable location. The official unemployment rate and employee
confidence indexes are good indicators of job security in particular fields.
These statistics are closely watched by economists, government officials, and
banks. Unions also strongly influence job security. Jobs that traditionally have
a strong union presence such as many government jobs and jobs in
education, healthcare and law enforcement are considered very secure while
many non-unionized Private Sector jobs are generally believed to offer lower
job security, although this varies by industry and country.

Table 4.9 deals with the perceived level of job security in case of
women employees in various Public and Private Sector banks. Job security
variable has been developed out of two statements responses from the
questionnaire used in the study. However, the responses for job security are
not unidirectional. Grand mean for overall job security is 3.05 which is
indicating that there lacks a clear agreement or disagreement related to job
security at workplace.

Two statements are “I feel secured in my job.” and “I often worry about
lay off and retrenchment in my organization.” Second statement has been
responded in positive on average. So the average value has been found to be
more than 3. For first statement, Mean value of has been 2.65 which is very
low. Hence, it can be said that women employees may have been given
operational freedoms at banks in selected cases. However, when it comes to
areas like retaining of employees, women employees generally worry about
layoffs and retrenchments.

Table 4.9
Job Security

Statements Count Sum Mean S.D.

1. I feel secured in my job. 410 1088.0 2.65 1.01

2. I often worry about lay off and

410 1412.0 3.44 1.00
retrenchment in my organization.

Job Security 410 1250.0 3.05 .74

137
 Table 4.10 covers a comparison between women employees of Private
and Public Sector banks with regards to their perceived levels of job security
available to them at their respective banks. Evidently, average level of
perceived job security is higher for women employees of Public Sector banks
and low for women employees of Private Sector banks. To examine the
significance of this noted difference, ANOVA has been applied.

The null hypothesis in this case has been that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about job security at workplace. F-value has been found
to be 0.99. P-value (sig.) has been 0.00 which is lower than the common
accepted level of 0.05. Hence, null hypothesis stating that there is no
significant difference between women employees of Private and Public banks
in relation to their perceptions about job security at workplace stands rejected.

Table 4.10
Job Security and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.92 0.78

Public Sector 213 3.16 0.68 10.99 0.00

Total 410 3.05 0.74

It can be claimed that level of job security is more in case for women
employees of Public Sector banks as against women employees of Private
Sector banks. There may be number of reasons for that. However, the most
common reason is that Private banks can easily employ and layoff their
workers without much legal hassles. However, in government set ups,
employees generally are recruited through a legal process and so cannot be
retrenched so easily by even governments.

4.6 JOB STRESS

Job stress comes in different forms and affects one’s mind and body in
different ways. Small things can make one feel stressed, such as a copy
machine that never seems to work when you need it or phones that won't quit

138
ringing. Major stress comes from having too much or not enough work or
doing work that doesn't satisfy you. Conflicts with your boss, coworkers, or
customers are other major causes of stress. Numerous studies show that job
stress is far and away the major source of stress for adults and that it has
escalated progressively over the past few decades. Increased levels of job
stress as assessed by the perception of having little control but lots of
demands have been demonstrated to be associated with increased rates of
heart attack, hypertension and other disorders. In New York, Los Angels and
other municipalities, the relationship between job stress and heart attacks is
so well acknowledged, that any police officer who suffers a coronary event on
or off the job is assumed to have a work related injury and is compensated
accordingly (including heart attack sustained while fishing on vacation or
gambling in Las Vegas).

Table 4.11 shows that job stress variable is based on selected three
statements from the questionnaire. However, mixed responses have been
received for these three statements. For two statements viz. “Working all day
really a strain for me.” and “I feel exhausted at the end of day.” the mean
value has been more than 3. It clearly indicates that women employees
largely feel stressed due to longer and complex working of banks. For the
remaining statement, visibly the responses have been cold. Women
employees do not agree that men are more under stress than women in the
organization. Overall mean value for job stress has been found to be 3.16. It
shows that on average, the level of job stress is high in case of women
employees of banks.

Table 4.11
Job Stress

Statements Count Sum Mean S.D.

1. Working all day really a strain for

410 1445.0 3.52 .98
me.
2. I feel exhausted at the end of day. 410 1532.0 3.74 .93
3. Men are more under stress than
410 908.0 2.21 1.04
women in my organization.

Job Stress 410 1294.91 3.16 .62

139
 Table 4.12 helps to understand if the perceived level of job stress is
same or different across Private and Public Sector banks’ women employees.
A clear difference can be noted in this case. Level of job stress in case of
Private Sector women bank employees is tremendously high as compared to
women employees of Public Sector banks.

To further strengthen these results, ANOVA has been used. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about job stress at workplace. As per table, F-Value has been
recorded at 30.20 which is significant at 5% level of significance. It naturally
rejects the null hypothesis that there is no significant difference between
women employees of Private and Public banks in relation to their perceptions
about job stress at workplace.

Table 4.12
Job Stress and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.33 0.65

Public Sector 213 3.00 0.55 30.20 0.00
Total 410 3.16 0.62

Thus, it can be claimed now that job stress is higher in case of women
employees working at Private Sector banks as against women employees
working at Public Sector banks. The reason for this low level of job stress at
Public Sector banks can be because of defined jobs and job security too.

4.7 HOUSEHOLD DEMANDS

High household demands make employees devote more resources to

family, leaving them with fewer resources to devote to their work, which may
result in more experiences of interference from their family lives with their
work, age and number of children, occupational status of the spouse or
partner, and care of elder parents are the main demands in the family domain.
In addition to these family demands, caring and maintaining harmonious
relationships with the extended family members and live-in elders are among

140
the most important demands for collectivistic societies. In such societies,
multiple social roles, such as mother / father, daughter / son, daughter-in-law /
son-in-law, neighbor, hostess in social events, wife / husband, are equally
important. Perfection in all of these roles is demanded by the society. For
example, offering ready-made or frozen meals to house guests is completely
inappropriate in traditional societies like India, Turkey or Taiwan. A woman
must prepare a rich set of food for the guests, herself, even though she is a
high-status career woman or has a household helper. Thus, in collectivistic
cultures, care of elderly family members and maintaining harmonious and
caring relationships with the extended family are among the most important
demands in the family domain.

Another demand in collectivistic societies is the life-long care of

children. When children are at the school age, their academic achievement is
the primary responsibility of the family. Children’s academic status at school is
considered to be the reflection of their parents’ success or failure. Often times,
parents have to sit down with their children to do the homework together,
rather than leaving this responsibility to the children to fulfill. When children
grow up, parents are again involved in their lives to find an appropriate job
and a mate to marry. In fact, children have to live with their parents until they
get married and parents have to take care of them emotionally and financially.
When children get married and have children of their own, parents are
involved in care of the grandchildren. All in all, care of the offspring is a life-
long commitment for parents who are involved in their children’s lives at every
age and stage. For working people this is a serious responsibility and a family
demand. Therefore, in collectivistic cultures, care and guidance of children at
every age and stage is among the most important family demands.

Table 4.13 depicts results related to household demands. It has been

computed with the help of five various statements shown in the table. Sum,
mean value and standard deviation values have been computed on the data.
Some observations can be easily made. In all the statements except at
number one and five, mean value is higher than 3. It indicates a definite
presence of rising household demands in the daily routine of working women
in banks. Two statements viz. “Most of the time, I am involved in household

141
related activities.” and “Women feel more comfortable in joint family due to
shared household responsibilities than in nuclear families.” have not been
supported by the respondents.

Two statements related to household demands have been highly

supported by working women in banks. These include “Women often take
primary responsibility of household activities as compared to men.” and
“Women can handle childcare activities more efficiently than men.” It clearly
tells that women employees also are given more family responsibilities
including childcare. Overall, mean value has been found to be 3.46 which is
fairly large as the scale ranges from 1 to 5. Thus, it can be said that
household demands are rising and causing stress for women employees
working in banks.

Table 4.13
Household Demands
Statements Count Sum Mean S.D.
1. Most of the time, I am involved in
410 1076.0 2.62 1.04
household related activities.
2. My family demands greater
attention from me than I can afford 410 1428.0 3.48 .93
mentally and physically.
3. Women often take primary
responsibility of household 410 1703.0 4.15 1.23
activities as compared to men.
4. Women can handle childcare
410 1673.0 4.08 1.17
activities more efficiently than men.
5. Women feel more comfortable in
joint family due to shared
410 1211.0 2.95 .81
household responsibilities than in
nuclear families.
Household Demands 410 1418 3.46 .48

As it has already been shown that household demands are rising and
causing problems with work life balance of women employees, another
interesting dimension is to examine if this perception is prevalent in all banks
or there are some differences between women employees of Public and
Private Sector banks. With this objective, ANOVA has been applied to the
current level of household demands.

142
 Table 4.14 deals with the results obtained from ANOVA. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about household demands at workplace.

Table 4.14
Household Demands and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.45 0.47

Public Sector 213 3.47 0.48 0.18 0.67
Total 410 3.46 0.48

Table 4.14 clearly shows that average perception of women employees

at Private banks with regard to household demands is no different from their
counterparts at Public Sector banks. As against average of 3.45 of household
demands in case of Private Sector banks, mean value of 3.47 was recorded in
case of Public Sector banks. Thus, it seems that women employees at Private
Sector banks feel equally strained, or stressed due to household demands in
comparison to females at Public Sector banks. F-value has been 0.18 which
is insignificant at 5% level of significance. Null hypothesis stating no
perceptual difference among women employees of Public and Private Sector
banks so stands accepted. Thus, it can be claimed that women employees of
Private sector banks feel equally pressurized due to household demands in
comparison to women employees of Public Sector banks.

4.8 FAMILY SUPPORT

Family support can be derived from husband and the family

members/relatives. Past studies showed that family support functions to
ameliorate work-family conflict. If men provide greater support in terms of
household chores and childcare, work-family conflict would not be a major
problem for working women. However, spouse support plays an important role
in reducing work-family conflict. Spouse emotional support has the greatest
influence in reducing the level of work-family conflict among women. Spouse
support reduces work-family conflict for these professional women. Emotional

143
support from one’s partner in a dual earner relationship reduces the negative
effects of work on family life. Organizations could take steps that can increase
employees' control over family responsibilities and that this control might help
employees better manage conflicting demands of work and family life.
Another important source of family support is support from family
members/relatives. Family support for women could lead to lower level of
work-family conflict experience among working women.

Table 4.15 deals with the perceived level of family support in case of
women employees in various Public and Private Sector banks. Family support
variable has been developed out of four statements responses from the
questionnaire used in the study. However, the responses for family support
are not unidirectional. Grand mean for overall family support is 3.51 which is
indicating that there is somewhat agreement related to family support at
workplace.

Three statements have been responded in positive on average. So the

average value has been found to be more than 3. For one statement i.e. “My
family helps me in my household work.” The mean value has been slightly
low. Mean value of this statement has been 2.98 which is very low. Hence, it
can be said that women employees may have been suffering from stress at
banks, yet, when it comes to family support, women employees are generally
happy and positive. The only issue is that support was not so good in daily
household chores.

Table 4.15
Family Support
Statements Count Sum Mean S.D.
1. Men get more family support than
410 1680.0 4.10 1.15
women for their career.
2. My family gives me moral support
410 1440.0 3.51 1.02
to face work challenges.
3. I get all support and love from my
410 1417.0 3.46 1.01
family in spite of my job pressure.
4. My family helps me in my
410 1221.0 2.98 .92
household work.
Family Support 410 1439.50 3.51 .49

144
 Table 4.16 covers a comparison between women employees of Private
and Public Sector banks with regards to their perceived levels of family
support available to them at their respective banks. Average level of
perceived family support is similar for women employees of Private Sector
banks and women employees of Public Sector banks.

Table 4.16
Family Support and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.49 0.49

Public Sector 213 3.53 0.49 0.40 0.53

Total 410 3.51 0.49

To examine the significance of the noted difference, ANOVA has been

applied. The null hypothesis in this case has been that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about family support. F-value has been found to be 0.40.
P-value (sig.) has been 0.53 which is higher than the common accepted level
of 0.05. Hence, null hypothesis stating that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about family support stands accepted. It can be claimed that level
of family support is similar in case for women employees of Private Sector
banks as for women employees of Public Sector banks.

4.9 FAMILY TO WORK SPILLOVER (CONFLICT)

As a specific form of inter-role conflict, family-to-work conflict (also

known as family interference with work or FIW) occurs when the pressures
from the family and work domains are mutually incompatible, and as a result,
participation in the work role is made more difficult by virtue of participation in
the family role. The notion of role conflict is rooted in scarcity theory which
assumes that personal resources, such as time and energy, are finite and
that the devotion of greater resources to one role necessitates the devotion
of lesser resources to other roles. Women tend to experience more family-

145
work conflict when there is a child at home less than three years of age.
Women also experience more family-work conflict when their spouse does
not help with child rearing. Women may also be more likely to take time off
from work to care for a sick child than their working spouse.

Table 4.17
Family to Work Spillover

Statements Count Sum Mean S.D.

1. My home life develops skills in me that

410 1229.0 2.99 .85
are useful in office work.

2. I will prefer my family than this job if

410 1065.0 2.60 .96
needed.

3. Family worries distract me when I am at

410 1425.0 3.48 .99
work.

4. Due to family responsibilities, I will not opt

410 1408.0 3.43 .99
better job assignments

5. Dual role (work & family) of women is

used to discredit them as being less
410 1671.0 4.08 1.16
committed in organization as compared to
men.

Family to Work Spillover 410 1359.6 3.32 .42

Table 4.17 shows that Family to Work Spillover variable is based on

selected five statement from the questionnaire. However, mixed responses
have been received for these five statements. For three statements viz.
“Family worries distract me when I am at work.”, “Due to family
responsibilities, I will not opt better job assignments.” and “Dual role (work &
family) of women is used to discredit them as being less committed in
organization as compared to men.” the mean value has been more than 3. It
clearly indicates that women employees largely face themselves in the
situation of family to work spillover. For the remaining two statements, the
responses have not been clearly favorable. Overall mean value for Family to
Work Spillover has been found to be 3.32. It shows that on average, the level
of Family to Work Spillover is high in case of women employees of banks.

146
 Table 4.18 helps to understand if the perceived level of Family to Work
Spillover is same or different across Private and Public Sector banks’ women
employees. To strengthen these results, ANOVA has been used. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about Family to Work Spillover at workplace. As per table, F-
Value has been recorded at 0.20 which is insignificant at 5% level of
significance. It naturally accepts the null hypothesis that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about Family to Work Spillover at workplace. Thus, it can
be claimed now that Family to Work Spillover is no different in case of women
employees working at Public Sector banks and Private Sector banks.

Table 4.18
Family to Work Spillover and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.31 0.42

Public Sector 213 3.32 0.41 0.20 0.66

Total 410 3.32 0.42

4.10 ATTITUDE TOWARDS GENDER ROLE

A gender role is a set of societal norms dictating what types of

behaviors are generally considered acceptable, appropriate, or desirable for a
person based on their actual or perceived sex or sexuality. These are usually
centered on opposing conceptions of femininity and masculinity, although
there are exceptions and variations. The specifics regarding these gendered
expectations may vary substantially among cultures, while other
characteristics may be common throughout a range of cultures. There is
ongoing debate as to what extent gender roles and their variations are
biologically determined, and to what extent they are socially constructed.

Table 4.19 depicts results related to Attitude towards Gender Role. It

has been computed with the help of four various statements shown in the

147
table. Sum, mean value and standard deviation values have been computed
on the data. Some observations can be easily made. In case of two
statements, mean value is higher than 3. It indicates a presence of certain
attitude towards gender role in the life of working women in banks. Two
statements viz. “I think men should earn money and women should take care
of home.” and “As against men, women should give first priority to family than
career” have not been supported by the respondents.

Table 4.19
Attitude towards Gender Role

Statements Count Sum Mean S.D.

1. I think men should earn money and

410 1099.0 2.68 .99
women should take care of home.

2. I think women are able to work as

410 1465.0 3.57 .96
equals with men in all professions

3. As against men, women should

give first priority to family than 410 1094.0 2.67 1.11
career

4. I think growth of a child in day care

410 1428.0 3.48 1.02
is not proper

Attitude towards Gender role 410 1271.50 3.10 .49

Two statements related to Attitude towards Gender Role have been

highly supported by working women in banks. These include “I think women
are able to work as equals with men in all professions.” and “I think growth of
a child in day care is not proper.” It clearly tells that women now have an
attitude of equality with men. Moreover women employees in banks also feel
that child care is good at home only and not in daycare facilities. Overall,
mean value has been found to be 3.10 which is slightly large as the scale
ranges from 1 to 5. Thus, it can be said that Attitude towards Gender Role is
now changing for women employees working in banks.

As it has already been shown that Attitude towards Gender Role are
rising and making a change with work life balance of women employees,
another interesting dimension is to examine if this perception is prevalent in all

148
banks or there are some differences between women employees of Public
and Private Sector banks. With this objective, ANOVA has been applied to the
current level of Attitude towards Gender Role. Table 4.20 deals with the
results obtained from ANOVA. The null hypothesis in this case has been that
there is no significant difference between women employees of Private and
Public banks in relation to their perceptions about Attitude towards Gender
Role at workplace.

Table 4.20 clearly shows that average perception of women employees

at Private banks with regard to Attitude towards Gender Role is no different
from their counterparts at Public Sector banks. As against average of 3.11 of
Attitude towards Gender Role in case of Private Sector banks, mean value of
3.10 was recorded in case of Public Sector banks. Thus, it seems that women
employees at Private Sector banks feel same attitude towards Gender Role in
comparison to females at Public Sector banks.

Table 4.20
Attitude towards Gender Role and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.11 0.49

Public Sector 213 3.10 0.50 0.07 0.79

Total 410 3.10 0.49

F-value has been 0.07 which is insignificant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks so stands accepted. Thus, it can be claimed
that women employees of Private Sector banks feel similar attitude towards
Gender Role in comparison to women employees of Public Sector banks.

4.11 PERSONAL FINANCIAL STRAIN

In Indian context, a lot of women, especially those from the lower

middle class, are seeking the job market today because they have to augment
the family income. They have to provide a better life for their families, pay

149
their children's tuition fees and plan a better future for them. In the present
study, it is seen that the women working due to financial needs.

Table 4.21 deals with the perceived level of personal financial strain in
case of women employees in various Public and Private Sector banks.
Personal financial strain variable has been developed out of four statements
responses from the questionnaire used in the study. However, the responses
for personal financial strain are not unidirectional. Grand mean for overall
personal financial strain is 3.12 which is indicating that there lacks a clear
agreement or disagreement related to personal financial strain at workplace.

Table 4.21
Personal Financial Strain

Statements Count Sum Mean S.D.

1. Without financial security, it is difficult

410 1318.0 3.21 1.00
to maintain work life balance.

2. Women often have to do job due to

410 1343.0 3.28 1.06
financial constraints in family.

3. Financial worries contribute more

410 1328.0 3.24 1.05
stress to women as compared to men.

4. I may forgo my career advancement

because I want my spouse to continue 410 1134.0 2.77 .98
in job.

Personal Financial Strain 410 1280 3.12 .62

Three statements have been responded in positive on average. So the

average value has been found to be more than 3. For one statement, the
mean value has been low. In case of statement 4 i.e. “I may forgo my career
advancement because I want my spouse to continue in job.”, the
disagreement prevails. Mean value of this statement has been 2.77 which is
low. Hence, it can be said that women employees now prefer to work like men
and are fully interested in settling their careers.

Table 4.22 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of personal
financial strain available to them at their respective banks. Evidently, average

150
level of perceived personal financial strain is higher for women employees of
Private Sector banks and low for women employees of Public Sector banks.
To examine the significance of this noted difference, ANOVA has been
applied. The null hypothesis in this case has been that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about personal financial strain at workplace.

F-value has been found to be 118.95. P-value (sig.) has been 0.00
which is lower than the common accepted level of 0.05. Hence, null
hypothesis stating that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
personal financial strain at workplace stands rejected.

Table 4.22
Personal Financial Strain and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.41 0.62

Public Sector 213 2.82 0.46 118.95 0.00

Total 410 3.12 0.62

It can be claimed that level of personal financial strain is more in case

for women employees of Private Sector banks as against women employees
of Public Sector banks. There may be number of reasons for that. However,
some common reasons include that Private banks generally pay less for such
jobs. Moreover, in government sector, pay scales are handsome and stable.
This reduces the level of personal financial strain in Public Sector banks.

4.12 LIFE SATISFACTION

Life satisfaction is the way persons evaluate their lives and how they
feel about their directions and options for the future. It is a measure of well-
being and may be assessed in terms of mood, satisfaction with relations with
others and with achieved goals, self-concepts, and self-perceived ability to
cope with daily life. It is having a favorable attitude of one's life as a whole
rather than an assessment of current feelings. Life satisfaction has been

151
measured in relation to economic standing, amount of education,
experiences, and residence, as well as many other topics.

Table 4.23 shows that life satisfaction variable is based on selected

two statement from the questionnaire. However, mixed responses have been
received for these two statements. For the statement “I get major satisfaction
in my life from family.” the mean value has been more than 3. It subtly
indicates that women employees largely have life satisfaction from family. For
the second statement, visibly the responses have been negative. Women
employees do not agree that they get major satisfaction in my life from work.
Overall mean value for life satisfaction has been found to be 2.58. It shows
that on average, the level of life satisfaction is low in case of women
employees of banks.

Table 4.23
Life Satisfaction
Statements Count Sum Mean S.D.
1. I get major satisfaction in my life
410 1243.0 3.03 1.03
from family.
2. I get major satisfaction in my life
410 872.0 2.13 1.02
from work.
Life Satisfaction 410 1057.5 2.58 .81

Table 4.24 helps to understand if the perceived level of life satisfaction

is same or different across Private and Public Sector banks’ women
employees. A clear difference can be noted in this case. Level of life
satisfaction in case of Private Sector women bank employees is tremendously
low as compared to women employees of Public Sector banks. To further
strengthen these results, ANOVA has been used. The null hypothesis in this
case has been that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
life satisfaction at workplace.

As per table, F-Value has been recorded at 41.61 which is significant at

5% level of significance. It naturally rejects the null hypothesis that there is no
significant difference between women employees of Private and Public banks
in relation to their perceptions about life satisfaction at workplace. Thus, it can

152
be claimed now that life satisfaction is higher in case of women employees
working at Public Sector banks as against women employees working at
Private Sector banks. The reason for this low level of life satisfaction at
Private Sector banks can be because of physical and psychological stress
borne by the women employees as well as increased family responsibilities
due to competitive environment and nuclear family systems that actually
reduces the spirit of life satisfaction.

Table 4.24
Life Satisfaction and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.32 0.68

Public Sector 213 2.81 0.84 41.61 0.00
Total 410 2.58 0.81

4.13 WORK TO FAMILY ROLE SPILLOVER

Spillover effects apply to situations in which there is a form of inter-role

conflict. That is, being involved in a work-role may put strains on the family
role, or vice versa. This implies that an additional categorization can be made
between two different types of inter-role conflict. Firstly, work-family conflict
(WFC) refers to a situation where the pressures related to the work-role have
an unfavorable impact on the family role. Second, family-work conflict (FWC)
refers to a situation where the pressures of the family role have an
unfavorable impact on the role individuals have at work. An example of a
(WFC-) spillover effect would be one in which an individual experiences a
need to compromise on leisure time (i.e. private domain) due to work overload
(i.e. work domain).

Table 4.25 depicts results related to work to family role spillovers. It

has been computed with the help of three statements shown in the table.
Sum, mean value and standard deviation values have been computed on the
data. Some observations can be easily made. In one of the statements, mean
value is higher than 3. It indicates a definite presence of rising work to family
role spillovers in the daily routine of working women in banks. First statement

153
which presumes that women do official work at home has been favored by
majority of the respondents.

Two statements related to work to family role spillovers have not been
supported by working women in banks. These include “My job develops skills
in me that are helpful in household activities.” and “In emergency, men are
asked to come to office instead of women.” It clearly tells that women
employees also are asked to come to office in case of emergency. Moreover
women employees in banks do not feel that they develop unique skills at
workplace which may help them at household activities. Overall, mean value
has been found to be 2.95 which is slightly low as the scale ranges from 1 to
5. Thus, it can be said that work to family role spillovers are only causing
problems for women and no direct benefit of role spillover is felt by women
employees.

Table 4.25
Work to Family Role Spillover
Statements Count Sum Mean S.D.
1. I frequently do official work at
410 1503.0 3.67 .99
home.
2. My job develops skills in me that
410 946.0 2.31 1.14
are helpful in household activities.
3. In emergency, men are asked to
410 1178.0 2.87 1.09
come to office instead of women.
Work to Family Role Spillover 410 1208 2.95 .67

As it has already been shown that work to family role spillovers are
rising and causing problems with work life balance of women employees,
another interesting dimension is to examine if this perception is prevalent in all
banks or there are some differences between women employees of Public
and Private Sector banks. With this objective, ANOVA has been applied to the
current level of work to family role spillovers. Table 4.26 deals with the results
obtained from ANOVA. The null hypothesis in this case has been that there is
no significant difference between women employees of Private and Public
banks in relation to their perceptions about work to family role spillovers at
workplace.

154
 Table 4.26 clearly shows that average perception of women employees
at Private banks with regard to work to family role spillovers is different from
their counterparts at Public Sector banks. As against average of 3.14 of work
to family role spillovers in case of Private Sector banks, mean value of 2.77
was recorded in case of Public Sector banks. Thus, it seems that women
employees at Private Sector banks feel more strained, or stressed due to
work to family role spillovers in comparison to females at Public Sector banks.

F-value has been 33.97 which is significant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks so stands rejected. Thus, it can be claimed
that women employees of Private Sector banks feel more pressurized due to
work to family role spillovers in comparison to women employees of Public
Sector banks.

Table 4.26
Work to Family Role Spillover and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.14 0.70

Public Sector 213 2.77 0.59 33.97 0.00

Total 410 2.95 0.67

4.14 SUPPORT FROM COLLEAGUES

Table 4.27 deals with the perceived level of support from colleagues in
case of women employees in various Public and Private Sector banks.
Support from colleagues variable has been developed out of three statements
responses from the questionnaire used in the study. However, the responses
for support from colleagues are not unidirectional. Grand mean for overall
support from colleagues is 2.88 which is indicating that there is somewhat
disagreement related to support from colleagues at workplace.

Two statements i.e. “Negative attitude of colleagues disturbs my work

life balance.” and “Women experience more conflict with colleagues than

155
men.” have been responded in negative on average. So the average value
has been found to be less than 3.

For one statement, the mean value has been higher than three. In case
of statement “Employees usually show resentment when women take
maternity leave.” mean value has been 3.82 which is very high. Hence, it can
be said that women employees are largely treated at par with male
employees. However, when it comes to benefits like maternity leave, women
employees face resentment too.

Table 4.27
Support from Colleagues

Statements Count Sum Mean S.D.

1. Negative attitude of colleagues

410 1068.0 2.60 .95
disturbs my work life balance.

2. Women experience more conflict

410 908.0 2.21 1.06
with colleagues than men.

3. Employees usually show resentment

410 1565.0 3.82 1.05
when women take maternity leave.

Support from Colleagues 410 1180 2.88 .67

Table 4.28 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of support from
colleagues available to them at their respective banks. Evidently, average
level of perceived support from colleagues is higher for women employees of
Private Sector banks and low for women employees of Public Sector banks.
To examine the significance of this noted difference, ANOVA has been
applied. The null hypothesis in this case has been that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about support from colleagues at workplace.

F-value has been found to be 12.88. P-value (sig.) has been 0.00
which is lower than the common accepted level of 0.05. Hence, null
hypothesis stating that there is no significant difference between women

156
employees of Private and Public banks in relation to their perceptions about
support from colleagues at workplace stands rejected.

It can be claimed that level of support from colleagues is more in case

for women employees of Private Sector banks as against women employees
of Public Sector banks. Some common reason includes that Private banks
generally do not offer long maternity benefits whereas Public Sector banks do
offer the same.

Table 4.28
Support from Colleagues and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.52 0.62

Public Sector 213 3.21 0.53 12.88 0.00
Total 410 2.88 0.67

4.15 SUPPORT FROM SENIORS

Seniors include the immediate reporting heads to whom every task

completed is reported or directions are sought. When these seniors are
supportive, the task of working women eases a bit. However, if there is no
support available from seniors, working women may face many difficulties at
workplace.

Table 4.29 shows that support from seniors variable is based on

selected two statements from the questionnaire. However, negative
responses have been received for these two statements. For two statements
viz. “My superiors don’t mind if I come late/leave early occasionally for family
needs.” and “My superior is helpful in getting the job done when my
household demands me to leave my office early.” the mean value has been
less than 3. It clearly indicates that women employees largely face problems
and do not get much support from their immediate seniors. Overall mean
value for support from seniors has been found to be 2.17. It shows that on
average, the level of support from seniors is low in case of women employees
of banks. Clearly the work environment at banks for women is not perceived
as conducive.

157
 Table 4.30 helps to understand if the perceived level of support from
seniors is same or different across Private and Public Sector banks’ women
employees. A clear difference can be noted in this case. Level of support from
seniors in case of Public Sector women bank employees is tremendously low
as compared to women employees of Private Sector banks.

Table 4.29
Support from Seniors

Statements Count Sum Mean S.D.

1. My superiors don’t mind if I come

late/leave early occasionally for 410 901.0 2.20 1.04
family needs.

2. My superior is helpful in getting the

job done when my household
410 879.0 2.14 1.07
demands me to leave my office
early.

Support from Seniors 410 890.0 2.17 .81

To further strengthen these results, ANOVA has been used. The null
hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about support from seniors at workplace.

Table 4.30
Support from Seniors and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.32 0.88

Public Sector 213 2.04 0.71 53.81 0.00

Total 410 2.17 0.81

As per table, F-Value has been recorded at 53.81 which is significant at

5% level of significance. It naturally rejects the null hypothesis that there is no
significant difference between women employees of Private and Public banks
in relation to their perceptions about support from seniors at workplace. Thus,

158
it can be claimed now that support from seniors is higher in case of women
employees working at Private Sector banks as against women employees
working at Public Sector banks. The reason for this low level of support from
seniors at Public Sector banks can be because of some rigid perceptions of
male employees that female employees cannot work at par with them. It is
perceived that their efficiency is low. However, in Private Sector, even women
employees almost do every task that male employees can do. Hence, women
employees in Private Sector enjoy better reputation.

4.16 ORGANIZATIONAL WORK LIFE SUPPORT

Over the last several decades, organizations have introduced

organizational work-life support such as flexible working arrangements, part-
time work, leave policies and childcare to help employees combine
responsibilities at home and at work. Organizational work-life support is,
explicitly or implicitly, part of the organizational strategy that is decided by top
managers. Top managers do not act in a vacuum. Society, governmental
policies, employees and other organizations affect organizational work-life
support. Additionally, considerable organizational differences exist in the
extent of the organizational work-life support provided. As top managers
determine the direction of organizational work-life support, their decisions are
likely affected by the institutional and organizational surroundings.

Table 4.31 depicts results related to organizational work life support. It

has been computed with the help of three various statements shown in the
table. Sum, mean value and standard deviation values have been computed
on the data. Some observations can be easily made. In two of the statements,
mean value is higher than 3. It indicates a definite presence of increasing
organizational work life support in the daily routine of working women in
banks. One statement i.e. “Higher management encourages superiors to be
sensitive to employees’ family needs.” somehow has not been supported by
the respondents.

Two statements related to organizational work life support have been

highly supported by working women in banks. These include “Men receive
more organizational support than women.” and “My management encourages

159
the involvement of employees’ family members in official get- together. It
clearly tells that women employees also are given organizational work life
support.

However, they still believe that the same support is more in case of
male employees. Overall, mean value has been found to be 3.32 which is
fairly large as the scale ranges from 1 to 5. Thus, it can be said that
organizational work life support are rising for women employees working in
banks.

Table 4.31
Organizational Work Life Support
Statements Count Sum Mean S.D.
1. Men receive more organizational
410 1534.0 3.74 1.04
support than women.
2. Higher management encourages
superiors to be sensitive to 410 1220.0 2.98 1.06
employees’ family needs.
3. My management encourages the
involvement of employees’ family 410 1334.0 3.25 .94
members in official get- together.
Organizational Work Life Support 410 1362.61 3.32 .66

As it has already been shown that organizational work life support are
rising for work life balance of women employees, another interesting
dimension is to examine if this perception is prevalent in all banks or there are
some differences between women employees of Public and Private Sector
banks. With this objective, ANOVA has been applied to the current level of
organizational work life support. Table 4.32 deals with the results obtained
from ANOVA. The null hypothesis in this case has been that there is no
significant difference between women employees of Private and Public banks
in relation to their perceptions about organizational work life support at
workplace.

Table 4.32 clearly shows that average perception of women employees

at Private banks with regard to organizational work life support is different
from their counterparts at Public Sector banks. As against average of 3.56 of
organizational work life support in case of Private Sector banks, mean value
of 3.11 was recorded in case of Public Sector banks. Thus, it seems that

160
women employees at Private Sector banks receive more organizational work
life support in comparison to females at Public Sector banks.

F-value has been 5.54 which is significant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks so stands rejected. Thus, it can be claimed
that women employees of Private Sector banks feel more and experience
organizational work life support in comparison to women employees of Public
Sector banks.

Table 4.32
Organizational Work Life Support and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.56 0.69

Public Sector 213 3.11 0.55 5.54 0.02
Total 410 3.32 0.66

4.17 OPPORTUNITY FOR ADVANCEMENT

Employee advancement opportunities are central to strong job

performance. Advancement and opportunities for promotion encourage
stronger job performance because they position employees to demonstrate
just how well they can perform their jobs. The cycle of advancement,
motivation, satisfaction and feedback are critical to employee performance.
One part of the cycle is dependent on the other, and they are all part of
employee performance.

Table 4.33 deals with the perceived level of opportunity for

advancement in case of women employees in various Public and Private
Sector banks. Opportunity for advancement variable has been developed out
of three statements responses from the questionnaire used in the study. The
responses for opportunity for advancement are positive.

Grand mean for overall opportunity for advancement is 3.32 which is

indicating that there is a clear agreement related to opportunity for
advancement at workplace. Thus, it can be claimed that now women

161
employees have better opportunities for advancement in their careers. Gone
are the days when women employees were considered only for bottom or at
best middle level jobs. Now the performance and not the gender matters for
the advancement opportunities.

Table 4.33
Opportunity for Advancement

Statements Count Sum Mean S.D.

1. Organizational Work Life Support 410 1362.61 3.32 .66
2. Men get more advancement
opportunity than women in 410 1465.0 3.6 1.1
organizations
3. Women generally prefer a career in
which work is not so demanding. 410 1759.0 4.3 1.0
Opportunity for Advancement 410 1362.61 3.32 .66

Table 4.34 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of opportunity
for advancement available to them at their respective banks. Evidently,
average level of perceived opportunity for advancement is higher for women
employees of Private Sector banks and low for women employees of Public
Sector banks. To examine the significance of this noted difference, ANOVA
has been applied. The null hypothesis in this case has been that there is no
significant difference between women employees of Private and Public banks
in relation to their perceptions about opportunity for advancement at
workplace.

F-value has been found to be 5.54. P-value (sig.) has been 0.02 which
is lower than the common accepted level of 0.05. Hence, null hypothesis
stating that there is no significant difference between women employees of
Private and Public banks in relation to their perceptions about opportunity for
advancement at workplace stands rejected.

It can be claimed that level of opportunity for advancement is more in

case for women employees of Private Sector banks as against women
employees of Public Sector banks. There may be number of reasons for that.

162
However, some common reasons include that in Public Sector, promotions or
advancements take their own pace. Increments are annual in nature.
Promotions are systematic, predefined and occasionally take place.

Table 4.34
Opportunity for Advancement and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 4.023 .7780

Public Sector 213 3.847 .7310 5.54 0.02
Total 410 3.932 .7581

4.18 ORGANIZATIONAL COMMUNICATION

Organizational communication, or the sharing of organizational

information, remains a vital and critical tool when trying to create and maintain
a competitive advantage. Without organizational communication, it would be
extremely difficult to know what an organization stands for, why it exists, who
its customers are, how work is completed, who has authority over others and
so on. Organizational communication serves as the glue that holds everything
together while, at the same time, acting as a magnifying glass by making this
clearer. Organizational communication is the glue that holds everything
together. There are two types of communication businesses are concerned
with: internal and external. External communication includes those
communications between organizational members and external parties such
as customers, manufacturers, shareholders, investors and the general public.
Internal organizational communication facilitates the flow of information
among members of the organization. The flow can be upward, horizontal or
downward depending on the organization's structure, chain-of-command and
culture.

Table 4.35 shows that organizational communication variable is based

on selected two statement from the questionnaire. However, negative
responses have been received for these two statements. For two statements
viz. “Men communicate more effectively than women in official matters.” and
“Grievances of men and women are handled fairly in my organization.” the

163
mean value has been less than 3. It clearly indicates that women employees
largely women employees do not agree that their level of communication is
less effective than males. However, they also feel that grievances of males
are heard. Overall mean value for organizational communication has been
found to be 2.69. It shows that on average, the level of organizational
communication is low in case of women employees of banks.

Table 4.35
Organizational Communication

Statements Count Sum Mean S.D.

1. Men communicate more effectively

410 1114.0 2.72 1.01
than women in official matters.

2. Grievances of men and women are

410 1095.0 2.67 1.13
handled fairly in my organization.

Organizational Communication 410 1104 2.69 .79

Table 4.36 helps to understand if the perceived level of organizational

communication is same or different across Private and Public Sector banks’
women employees. No clear difference can be noted in this case. Level of
organizational communication in case of Private Sector women bank
employees is almost same as compared to women employees of Public
Sector banks. To further strengthen these results, ANOVA has been used.
The null hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about organizational communication at workplace.

Table 4.36
Organizational Communication and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.70 0.80

Public Sector 213 2.69 0.79 0.03 0.87

Total 410 2.69 0.79

164
 As per table, F-Value has been recorded at 0.03 which is insignificant
at 5% level of significance. It naturally accepts the null hypothesis that there is
no significant difference between women employees of Private and Public
banks in relation to their perceptions about organizational communication at
workplace. Thus, it can be claimed now that organizational communication is
similar in case of women employees working at Public Sector banks as
against women employees working at Private Sector banks.

4.19 ORGANIZATIONAL COMMITMENT

Organizational commitment is the bond employees experience with

their organization. Broadly speaking, employees who are committed to their
organization generally feel a connection with their organization, feel that they
fit in and, feel they understand the goals of the organization. The added value
of such employees is that they tend to be more determined in their work, show
relatively high productivity and are more proactive in offering their support.
Organizational Commitment is highly valuable. Studies have highlighted that
commitment has a great impact on the successful performance of an
organization. This is because a highly committed employee will identify with
the goals and values of the organization, has a stronger desire to belong to
the organization and is willing to display greater organizational citizenship
behavior i.e., a willingness to go over and beyond their required job duties.
And if human resources are said to be an organization‘s greatest assets, then
committed human resources should be regarded as an organization’s
competitive advantage.

Table 4.37 depicts results related to organizational commitment. It has

been computed with the help of three various statements shown in the table.
Sum, mean value and standard deviation values have been computed on the
data. Some observations can be easily made. In two of the statements, mean
value is lower than 3. It indicates a definite presence of rising organizational
commitment in the daily routine of working women in banks.

165
 Table 4.37
Organizational Commitment

Statements Count Sum Mean S.D.

1. I would be happy to spend rest of my

410 1256.0 3.06 .96
career with this organization.

2. I want my children to work for this

410 831.0 2.03 .89
organization.

3. I will turn down a job with more salary

in order to stay in the same
410 1114.0 2.72 .99
organization because of better work life
balance.

Organizational Commitment 410 1066.96 2.60 .55

Two statements related to organizational commitment have been highly

negated by working women in banks. These include “I want my children to
work for this organization.” and “I will turn down a job with more salary in order
to stay in the same organization because of better work life balance.” It clearly
tells that women employees do not want their children to work for the same
organization. However women employees in banks also want to continue with
their current organization. Overall, mean value has been found to be 2.60
which is fairly low as the scale ranges from 1 to 5. Thus, it can be said that
organizational commitment are somewhat prevalent for women employees
working in banks but they do not see these organizations for their future
generations.

Another interesting dimension is to examine if this perception is

prevalent in all banks or there are some differences between women
employees of Public and Private Sector banks. With this objective, ANOVA
has been applied to the current level of organizational commitment. Table
4.38 deals with the results obtained from ANOVA. The null hypothesis in this
case has been that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
organizational commitment at workplace.

166
 Table 4.38 clearly shows that average perception of women employees
at Private banks with regard to organizational commitment is different from
their counterparts at Public Sector banks. As against average of 2.59 of
organizational commitment in case of Private Sector banks, mean value of
2.61 was recorded in case of Public Sector banks. Thus, it seems that women
employees at Private Sector banks feel same spirit of organizational
commitment in comparison to females at Public Sector banks.

Table 4.38
Organizational Commitment and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.59 0.54

Public Sector 213 2.61 0.55 0.09 0.76

Total 410 2.60 0.55

F-value has been 0.09 which is insignificant at 5% level of significance.

Null hypothesis stating no perceptual difference among women employees of
Public and Private Sector banks so stands accepted. Thus, it can be claimed
that women employees of Private Sector banks feel similar organizational
commitment in comparison to women employees of Public Sector banks.

4.20 GENERAL WORKING CONDITIONS

Table 4.39 deals with the perceived level of Satisfaction from General
Working Conditions in case of women employees in various Public and
Private Sector banks. Satisfaction from General Working conditions variable
has been developed out of four factors’ responses from the questionnaire
used in the study. However, the responses for Satisfaction from General
Working Conditions are not unidirectional. Grand mean for overall Satisfaction
from General Working Conditions is 2.97 which is indicating that there lacks a
clear agreement or disagreement related to Satisfaction from General
Working Conditions at workplace.

Two factors i.e. “Location of work and Physical working conditions in

office” have been responded in positive on average. So the average value has

167
been found to be more than 3. For other two factors, the mean value has
been low. Particularly in case of amount of paid vacations/sick leave offered,
the disagreement prevails. Mean value of this factor has been 2.32 which is
very low. Hence, it can be said that women employees may have been given
good location and physical working conditions at banks in selected cases.
However, when it comes to areas like working hours and paid vacations,
women employees are generally not satisfied with it.

Table 4.39
General Working Conditions

Factor Count Sum Mean S.D.

1. Working Hours per week 410 1071.0 2.61 1.08

2. Location of work 410 1350.0 3.29 1.04

3. Physical working conditions in

410 1661.0 4.05 1.12
office

4. Amount of paid vacations/sick

410 795.0 1.94 1.00
leave offered

General Working Conditions 410 1219.25 2.97 .57

Table 4.40 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of Satisfaction
from General Working Conditions available to them at their respective banks.
Evidently, average level of perceived Satisfaction from General Working
Conditions is higher for women employees of Public Sector banks and low for
women employees of Private Sector banks. To examine the significance of
this noted difference, ANOVA has been applied. The null hypothesis in this
case has been that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
Satisfaction from General Working Conditions at workplace.

F-value has been found to be 16.490. P-value (sig.) has been 0.00
which is lower than the common accepted level of 0.05. Hence, null
hypothesis stating that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about

168
Satisfaction from General Working Conditions at workplace stands rejected. It
can be claimed that level of Satisfaction from General Working Conditions is
more in case for women employees of Public Sector banks as against women
employees of Private Sector banks. There may be number of reasons for that.
However, some common reasons include that Private banks are generally
reluctant to payment for vacations and very high on working hours. This
reduces the level of Satisfaction from General Working Conditions in Private
Sector banks.

Table 4.40
General Working Conditions and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.86 0.62

Public Sector 213 3.08 0.48 16.490 .000

Total 410 2.97 0.57

4.21 PAY AND PROMOTION

Table 4.41 shows that satisfaction from pay and promotion variable is
based on selected five factors from the questionnaire. However, mixed
responses have been received for these five factors. For one factor viz.
“opportunity for promotion” the mean value has been less than 2. It clearly
indicates that women employees largely are not satisfied with the promotion
policy of banks. For the remaining four factors, visibly the responses have
been cold but still more than 2.50. Women employees satisfied from Present
Salary, Fringe Benefits, Job Security, and Recognition of work accomplished.
Overall mean value for satisfaction from pay and promotion has been found to
be 2.48. It shows that on average, the level of satisfaction from pay and
promotion is low in case of women employees of banks.

169
 Table 4.41
Pay and Promotion

Factor Count Sum Mean S.D.

1. Present Salary 410 1124.0 2.74 .99

2. Fringe Benefits 410 1068.0 2.60 1.09

3. Job Security 410 1041.0 2.54 1.05

4. Opportunity for Promotion 410 788.0 1.92 .90

5. Recognition of work accomplished 410 1059.0 2.58 1.00

Pay and Promotion 410 1016.0 2.48 .55

Table 4.42 helps to understand if the perceived level of satisfaction

from pay and promotion is same or different across Private and Public Sector
banks’ women employees. A clear difference can be noted in this case. Level
of satisfaction from pay and promotion in case of Private Sector women bank
employees is tremendously low as compared to women employees of Public
Sector banks. To further strengthen these results, ANOVA has been used.
The null hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about satisfaction from pay and promotion at workplace.

As per table, F-Value has been recorded at 25.912 which is significant

at 5% level of significance. It naturally rejects the null hypothesis that there is
no significant difference between women employees of Private and Public
banks in relation to their perceptions about satisfaction from pay and
promotion at workplace. Thus, it can be claimed now that satisfaction from
pay and promotion is higher in case of women employees working at Public
Sector banks as against women employees working at Private Sector banks.
The reason for this low level of satisfaction from pay and promotion at Private
Sector banks can be because of physical and psychological stress borne by
the women employees and comparatively lower monetary rewards that
actually reduces the spirit of satisfaction from pay and promotion.

170
 Table 4.42
Pay and Promotion and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.34 0.61

Public Sector 213 2.61 0.45 25.912 .000
Total 410 2.48 0.55

4.22 WORK RELATIONSHIPS

Table 4.43 depicts results related to satisfaction from work

relationships. It has been computed with the help of three various factors
shown in the table. Sum, mean value and standard deviation values have
been computed on the data. Some observations can be easily made. In all the
factors except at number one, mean value is higher than 3. It indicates a
definite presence of rising satisfaction from work relationships in the daily
routine of working women in banks. Number one factor which shows work
relationships with seniors are not cordial.

Two factors related to satisfaction from work relationships have been

highly supported by working women in banks. These include relationships
with colleagues and subordinates. It clearly tells that women employees also
are given work where focus and attention is highly required. Overall, mean
value has been found to be 2.85 which is fairly low as the scale ranges from 1
to 5. Thus, it can be said that satisfaction from work relationships are reducing
and causing stress for women employees working in banks.

Table 4.43
Work Relationships

Factor Count Sum Mean S.D.

1. Relationship with Superior 410 929.0 2.27 1.00

2. Relationship with Colleagues 410 1271.0 3.10 1.09

3. Relationship with Subordinates

410 1301.0 3.17 1.09
(If applicable)

Work Relationships 410 1166.93 2.85 .72

171
 As it has already been shown that satisfaction from work relationships
are reducing and causing problems with work life balance of women
employees, another interesting dimension is to examine if this perception is
prevalent in all banks or there are some differences between women
employees of Public and Private Sector banks. With this objective, ANOVA
has been applied to the current level of satisfaction from work relationships.
Table 4.44 deals with the results obtained from ANOVA. The null hypothesis
in this case has been that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
satisfaction from work relationships at workplace.

Table 4.44 clearly shows that average perception of women employees

at Private banks with regard to satisfaction from work relationships is different
from their counterparts at Public Sector banks. As against average of 2.56 of
satisfaction from work relationships in case of Private sector banks, mean
value of 3.11 was recorded in case of Public Sector banks. Thus, it seems
that women employees at Private Sector banks feel more strained, or
stressed due to lower level of satisfaction from work relationships in
comparison to females at Public Sector banks.

F-value has been 70.261 which is significant at 5% level of

significance. Null hypothesis stating no perceptual difference among women
employees of Public and Private Sector banks so stands rejected. Thus, it can
be claimed that women employees of Private Sector banks feel more
pressurized due to poor satisfaction from work relationships in comparison to
women employees of Public Sector banks.

Table 4.44
Work Relationships and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 2.56 0.75

Public Sector 213 3.11 0.58 70.261 .000

Total 410 2.85 0.72

172
4.23 USE OF SKILL AND ABILITIES

Table 4.45 deals with the perceived level of opportunity for use of skill
and abilities in case of women employees in various Public and Private Sector
banks. Opportunity for use of skill and abilities variable has been developed
out of three factors responses from the questionnaire used in the study.
However, the responses for opportunity for use of skill and abilities are not
unidirectional. Grand mean for overall opportunity for use of skill and abilities
is 3.01 which is indicating that there lacks a clear agreement or disagreement
related to opportunity for use of skill and abilities at workplace.

Two factors i.e. Opportunity to utilize your skills and talents and
Opportunity to learn new skills have been responded in positive on average.
So the average value has been found to be more than 3. For other factor i.e.
support for additional training, the mean value has been low.

Table 4.45
Use of Skills and Abilities
Factor Count Sum Mean S.D.
1. Opportunity to utilize your skills
410 1274.0 3.11 1.08
and talents
2. Opportunity to learn new skills 410 1410.0 3.44 .97
3. Support for additional training and
410 1013.0 2.47 1.06
education
Use of Skills and Abilities 410 1232.25 3.01 .76

Hence, it can be said that women employees may have been given
opportunity to learn and use their skills and talents. However, when it comes
to providing specialized training for using such skills, women employees are
generally not satisfied from it.

Table 4.46 covers a comparison between women employees of Private

and Public Sector banks with regards to their perceived levels of opportunity
for use of skill and abilities available to them at their respective banks.
Evidently, average level of perceived opportunity for use of skill and abilities is
higher for women employees of Private Sector banks and low for women
employees of Public Sector banks. To examine the significance of this noted

173
difference, ANOVA has been applied. The null hypothesis in this case has
been that there is no significant difference between women employees of
Private and Public banks in relation to their perceptions about opportunity for
use of skill and abilities at workplace.

F-value has been found to be 226.198. P-value (sig.) has been 0.00
which is lower than the common accepted level of 0.05. Hence, null
hypothesis stating that there is no significant difference between women
employees of Private and Public banks in relation to their perceptions about
opportunity for use of skill and abilities at workplace stands rejected. It can be
claimed that level of opportunity for use of skill and abilities is more in case for
women employees of Private Sector banks as against women employees of
Public Sector banks. There may be number of reasons for that. However,
some common reasons include that Private banks are generally more flexible
or open to training need identification and providing training to employees.
However, in case of government employees, sometimes, it is not that much
possible.

Table 4.46
Use of Skills and Abilities and Banks
N Mean S.D. F-Value Sig.
Private Sector 197 3.48 0.61
Public Sector 213 2.57 0.61 226.198 .000
Total 410 3.01 0.76

4.24 WORK ACTIVITIES

Table 4.47 shows that satisfaction from work activities variable is

based on selected three factors from the questionnaire. However, mixed
responses have been received for these three factors. In case of all the three
factors viz. Variety of job Responsibilities, Degree of independence
associated with work role, and adequate opportunity for periodic changes in
duties mean value has been 2.88 or 2.89. Overall mean value for satisfaction
from work activities has been found to be 2.88. It shows that on average, the
level of satisfaction from work activities is slightly low in case of women
employees of banks.

174
 Table 4.47
Work Activities

Factor Count Sum Mean S.D.

1. Variety of job Responsibilities 410 1179.0 2.88 1.07

2. Degree of independence
410 1179.0 2.88 1.05
associated with work role

3. Adequate opportunity for periodic

410 1186.0 2.89 1.06
changes in duties

Work Activities 410 1181.28 2.88 .68

Table 4.48 helps to understand if the perceived level of satisfaction

from work activities is same or different across Private and Public sector
banks’ women employees. A clear difference can be noted in this case. Level
of satisfaction from work activities in case of Private Sector women bank
employees is tremendously high as compared to women employees of Public
Sector banks. To further strengthen these results, ANOVA has been used.
The null hypothesis in this case has been that there is no significant difference
between women employees of Private and Public banks in relation to their
perceptions about satisfaction from work activities at workplace.

As per table, F-Value has been recorded at 173.95 which is significant

at 5% level of significance. It naturally rejects the null hypothesis that there is
no significant difference between women employees of Private and Public
banks in relation to their perceptions about satisfaction from work activities at
workplace. Thus, it can be claimed now that satisfaction from work activities is
higher in case of women employees working at Private Sector banks as
against women employees working at Public Sector banks. The reason for
this low level of satisfaction from work activities at Private Sector banks can
be because of variety and dynamism in the job profiles of workers that
actually increases the spirit of satisfaction from work activities.

175
 Table 4.48
Work Activities and Banks

N Mean S.D. F-Value Sig.

Private Sector 197 3.10 0.70

Public Sector 213 2.68 0.58 44.488 .000

Total 410 2.88 0.68

4.25 CONCLUSION

Towards the end of this chapter, it can be concluded that there are
some visible differences among women employees of Public and Private
Sector banks. On one hand, people in government setup banks enjoy more
rule based leaves, leave with pay and vacations etc. on the other hand,
people at Private Sector banks enjoy more job autonomy, flexibility and
readiness to get training. Hence, the difference exists in the perceptions of
women employees of Public and Private Sector banks.

176
 Chapter-
Chapter-V
Impact of Work Life Balance
on Job Satisfaction
 CHAPTER-V
IMPACT OF WORK LIFE BALANCE ON JOB SATISFACTION

5.1 DESCRIPTION OF STEPWISE MULTIPLE LINEAR REGRESSION

ANALYSIS

For the purpose of stepwise multiple linear regressions, five variables

have been selected as dependent variables. These include General Working
Conditions, Pay and Promotion, Work relationships, Use of Skills and Abilities,
and Work Activities. The regression analysis has been carried out for women
working in Private Sector banks and Public Sector banks. Hence, ten times,
regression models have been developed and analyzed. Stepwise regression
methodology has been selected to find the possibility of varying models. In
statistics, stepwise regression includes regression models in which the choice
of predictive variables is carried out by an automatic procedure.

Usually, this takes the form of a sequence of F-tests, but other

techniques are possible, such as t-tests, adjusted R-square, Akaike information
criterion, Bayesian information criterion, Mallows' Cp, or false discovery rate.
On the right side of regression equations, nineteen independent variables have
been kept. These include Job Demands, Job Autonomy, Job Involvement, Job
Time, Job Security, Job Stress, Household Demands, Family Support, Family
to Work Spillover, Attitude towards Gender role, Personal Financial Strain, Life
Satisfaction, Work to Family Role Spillover, Support from Colleagues, Support
from Seniors, Organizational Work Life Support, Opportunity for advancement,
Organizational Communication, and Organizational Commitment. Hence, initial
multiple linear regression equation can be expressed as below.

Y = α + X1β1 + X2β2 + X3β3 +-------------------------------------------------+ X19β19 + e

Where, = Constant
α

X1 = Job Demands β1 = Impact of Job Demands on Satisfaction

X2 = Job Autonomy β2 = Impact of Job Autonomy on Satisfaction

X3 = Job Involvement β3 = Impact of Job Involvement on

Satisfaction

177
 X4 = Job Time β4 = Impact of Job Time on Satisfaction

X5 = Job Security β5 = Impact of Job Security on Satisfaction

X6 = Job Stress β6 = Impact of Job Stress on Satisfaction

X7 = Household Demands β7 = Impact of Household Demands on

Satisfaction

X8 = Family Support β8 = Impact of Family Support on Satisfaction

X9 = Family to Work β9 = Impact of Family to Work Spillover on

Spillover Satisfaction

X10 = Attitude towards β10 = Impact of Attitude towards Gender role

Gender role on Satisfaction

X11 = Personal Financial β11 = Impact of Personal Financial Strain on

Strain Satisfaction

X12 = Life Satisfaction β12 = Impact of Life Satisfaction on

Satisfaction

X13 = Work to Family Role β13 = Impact of Work to Family Role Spillover
Spillover on Satisfaction

X14 = Support from β14 = Impact of Support from Colleagues on

Colleagues Satisfaction

X15 = Support from Senoirs β15 = Impact of Support from Senoirs on

Satisfaction

X16 = Organizational Work β16 = Impact of Organizational Work Life

Life Support Support on Satisfaction

X17 = Opportunity for β17 = Impact of Opportunity for advancement

advancement on Satisfaction

X18 = Organizational β18 = Impact of Organizational

Communication Communication on Satisfaction

X19 = Organizational β19 = Impact of Organizational Commitment

Commitment on Satisfaction

5.2 REGRESSION ANALYSIS IN RELATION TO GENERAL WORKING

CONDITIONS

This regression analysis deals with work life balancing and satisfaction
from general working conditions. As shown by table, five models in total have
been developed in case of Women employees of Private Sector banks and
three models have been developed in case of women employees of Public
Sector banks. R-square value shows the strength of each model in form of

178
variation explained. In case of Private Sector banks, Model-1 with about 19%
explained variation is at top. Thereafter, models have added one independent
variable each time and increased the explained variation. In case of women
employees of Public Sector banks, however, a lower r-square value of about
3% has been shown by the Model-1. Otherwise, all selected variables kept
together have managed to explain about 33% variation in case of women
employees of Private Sector banks and about 7% variation in case of Public
Sector banks.

Table 5.1
Model Summary – Satisfaction from General Working Conditions

Adjusted R Std. Error of

Bank Model R R Square Square the Estimate
Private 1 .434a .189 .184 .56334
Sector
2 .504b .254 .247 .54147
3 .542c .294 .283 .52811
4 .561d .315 .301 .52168
5 .576e .332 .314 .51652
Public Sector 1 .167f .028 .023 .47898
2 .217g .047 .038 .47530
3 .260h .068 .054 .47124
a. Predictors: (Constant), Job Involvement
b. Predictors: (Constant), Job Involvement, Job Security
c. Predictors: (Constant), Job Involvement, Job Security, Job Demands
d. Predictors: (Constant), Job Involvement, Job Security, Job Demands,
Attitude towards Gender role
e. Predictors: (Constant), Job Involvement, Job Security, Job Demands,
Attitude towards Gender role, Job Time
f. Predictors: (Constant), Work to Family Role Spillover
g. Predictors: (Constant), Work to Family Role Spillover, Personal Financial
Strain
h. Predictors: (Constant), Work to Family Role Spillover, Personal Financial
Strain, Life Satisfaction

179
 In case of Private Sector banks, the most prominent predictor has been
found to be job involvement. Second prominent predictor has been job security.
These two have been followed by three more predictors named Job Demands,
Attitude towards Gender role, Job Time. In case of Public Sector banks, the
most prominent predictor has been found to be work to family role spillover.
Second prominent predictor has been personal financial strain. These two have
been followed by third predictor named life satisfaction. As interpretation, it can
be said that job involvement and job security highly guide satisfaction from
general working conditions in case of women working in Private Sector banks.
Similarly, satisfaction from general working conditions is guided by work to
family role spillover, personal financial strain and life satisfaction. Thus, a clear
difference can be observed between women working in Public and Private
Sector banks in relation to what guides the satisfaction from general working
conditions.

Table 5.2 shows ANOVA for each model. The null hypothesis here can
be stated as the impact of selected work life balance predictors on the
satisfaction from general working conditions is zero in Public and Private Sector
banks. From the results in table, it is clear that all the five models of Private
Sector banks and all the three models of Public Sector banks have been
statistically significant in explaining the variation in satisfaction from general
working conditions. F-values have been found to be significant in all the
regression models. Hence, the null hypothesis stating no impact of selected
predictors on the satisfaction from general working conditions in Public and
Private Sector banks stands rejected.

180
 Table 5.2
ANOVA - – Satisfaction from General Working Conditions
Sum of Mean
Bank Model Squares df Square F Sig.
Private 1 Regression 14.387 1 14.387 45.335 .000b
Sector Residual 61.883 195 .317
Total 76.270 196
2 Regression 19.391 2 9.696 33.069 .000c
Residual 56.879 194 .293
Total 76.270 196
3 Regression 22.443 3 7.481 26.823 .000d
Residual 53.827 193 .279
Total 76.270 196
4 Regression 24.017 4 6.004 22.063 .000e
Residual 52.253 192 .272
Total 76.270 196
5 Regression 25.312 5 5.062 18.975 .000f
Residual 50.958 191 .267
Total 76.270 196
Public 1 Regression 1.383 1 1.383 6.028 .015g
Sector Residual 48.407 211 .229
Total 49.790 212
2 Regression 2.349 2 1.175 5.199 .006h
Residual 47.441 210 .226
Total 49.790 212
3 Regression 3.378 3 1.126 5.070 .002i
Residual 46.413 209 .222
Total 49.790 212

a. Dependent Variable: General Working Conditions

b. Predictors: (Constant), Job Involvement
c. Predictors: (Constant), Job Involvement, Job Security
d. Predictors: (Constant), Job Involvement, Job Security, Job Demands
e. Predictors: (Constant), Job Involvement, Job Security, Job Demands,
Attitude towards Gender role
f. Predictors: (Constant), Job Involvement, Job Security, Job Demands,
Attitude towards Gender role, Job Time
g. Predictors: (Constant), Work to Family Role Spillover
h. Predictors: (Constant), Work to Family Role Spillover, Personal
Financial Strain
i. Predictors: (Constant), Work to Family Role Spillover, Personal
Financial Strain, Life Satisfaction

181
 Table 5.3 shows the coefficients and equations formed the five and three
regression models. In case of women working in Private Sector banks, the
contribution of two predictors’ viz. Job Involvement, and Attitude towards
Gender role have been positive while the remaining three predictors viz. Job
Security, Job Demands and job timings have been making negative
contributions. These have negative or reduction role to play. In case of Public
Sector banks, Work to Family Role Spillover and Life Satisfaction play a positive
role whereas Personal Financial Strain plays a negative role.

Table 5.3
Coefficients – Satisfaction from General Working Conditions
Standardized
Unstandardized Coefficients Coefficients
Bank Model B Std. Error Beta
1 (Constant) 2.077 .123
Job Involvement .363 .054 .434
2 (Constant) 2.737 .199
Job Involvement .335 .052 .401
Job Security -.206 .050 -.258
3 (Constant) 3.907 .403
Job Involvement .241 .058 .289
Job Security -.181 .049 -.228
Private Sector

Job Demands -.273 .083 -.233

4 (Constant) 3.292 .473
Job Involvement .227 .058 .271
Job Security -.174 .049 -.218
Job Demands -.263 .082 -.224
Attitude towards Gender role .188 .078 .146
5 (Constant) 3.448 .474
Job Involvement .210 .058 .251
Job Security -.163 .048 -.205
Job Demands -.183 .089 -.156
Attitude towards Gender role .205 .078 .160
Job Time -.137 .062 -.154
1 (Constant) 2.700 .159
Work to Family Role Spillover .138 .056 .167
2 (Constant) 3.196 .287
Public Sector

Work to Family Role Spillover .138 .056 .167

Personal Financial Strain -.146 .070 -.139
3 (Constant) 2.975 .303
Work to Family Role Spillover .140 .055 .169
Personal Financial Strain -.151 .070 -.144
Life Satisfaction .083 .039 .144

182
 Table 5.4 finally covers t-test for all the combinations of predictors. The
null hypothesis for the table has been that the selected coefficient does not
significantly vary from the population mean. T-value in case of all the models
have been found to be significant at 5% level of significance. Hence the null
hypothesis that the selected coefficient does not significantly vary from the
population mean stands rejected. It can be said that all the model coefficients
have significant power to cause variation in satisfaction from general working
conditions among women working in various banks.

Table 5.4
t-test on Coefficientsa– Satisfaction from General Working Conditions

Bank Model t Sig.

Private Sector 1 (Constant) 16.913 .000
Job Involvement 6.733 .000
2 (Constant) 13.777 .000
Job Involvement 6.423 .000
Job Security -4.131 .000
3 (Constant) 9.688 .000
Job Involvement 4.142 .000
Job Security -3.698 .000
Job Demands -3.308 .001
4 (Constant) 6.958 .000
Job Involvement 3.914 .000
Job Security -3.581 .000
Job Demands -3.213 .002
Attitude towards Gender role 2.405 .017
5 (Constant) 7.278 .000
Job Involvement 3.630 .000
Job Security -3.376 .001
Job Demands -2.061 .041
Attitude towards Gender role 2.640 .009
Job Time -2.203 .029
Public Sector 1 (Constant) 17.013 .000
Work to Family Role Spillover 2.455 .015
2 (Constant) 11.134 .000
Work to Family Role Spillover 2.474 .014
Personal Financial Strain -2.068 .040
3 (Constant) 9.828 .000
Work to Family Role Spillover 2.532 .012
Personal Financial Strain -2.161 .032
Life Satisfaction 2.152 .033
a. Dependent Variable: General Working Conditions

183
5.3 REGRESSION ANALYSIS IN RELATION TO PAY AND PROMOTION

This regression analysis deals with work life balancing and satisfaction
from pay and promotions. As shown by table, five models in total have been
developed in case of Women employees of Private Sector banks and no
models have been developed in case of women employees of Public Sector
banks. No model here means that no predictor of work life balance has any
significant influence in explaining variation in pay and promotion in case of
Public Sector women employees. R-square value shows the strength of each
model in form of variation explained. In case of Private Sector banks, Model-1
with about 5% explained variation is at top. Thereafter, models have added one
independent variable each time and increased the explained variation.
Otherwise, all selected variables kept together have managed to explain about
19% variation in case of women employees of Private Sector banks.

Table 5.5
Model Summary for Pay and Promotions
Adjusted R Std. Error of
Bank Model R R Square Square the Estimate
Private 1 .232a .054 .049 .5949
Sector 2 .320b .103 .093 .5809
3 .372c .139 .125 .5706
4 .406d .165 .148 .5632
5 .437e .191 .169 .5560

a. Predictors: (Constant), Job Stress

b. Predictors: (Constant), Job Stress, Personal Financial Strain
c. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to
Family Role Spillover
d. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to
Family Role Spillover, Job Involvement
e. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to
Family Role Spillover, Job Involvement, Job Demands

In case of Private Sector banks, the most prominent predictor has been
found to be job stress. Second prominent predictor has been personal financial
strain. These two have been followed by three more predictors named Work to
Family Role Spillover, Job Involvement, Job Demands. As interpretation, it can
be said that Job Stress, Personal Financial Strain highly guide satisfaction from
pay and promotions in case of women working in Private Sector banks.

184
However, in case of Public Sector banks, satisfaction from pay and promotions
is largely independent of work life balance predictors. Thus, a clear difference
can be observed between women working in Public and Private Sector banks
in relation to what guides the satisfaction from pay and promotions.

Table 5.6 shows ANOVA for each model. The null hypothesis here can
be stated as the impact of selected work life balance predictors on the
satisfaction from pay and promotions is zero in Public and Private Sector banks.
From the results in table, it is clear that all the five models of Private Sector
banks have been statistically significant in explaining the variation in
satisfaction from pay and promotions. F-values have been found to be
significant in all the regression models. Hence, the null hypothesis stating no
impact of selected predictors on the satisfaction from pay and promotions in
Public and Private Sector banks stands rejected.

Table 5.6
ANOVA for Satisfaction from Pay and Promotions
Sum of Mean
Bank Model Squares df Square F Sig.
Private 1 Regression 3.926 1 3.926 11.092 .001b
Sector Residual 69.023 195 .354
Total 72.949 196
2 Regression 7.485 2 3.743 11.091 .000c
Residual 65.464 194 .337
Total 72.949 196
3 Regression 10.110 3 3.370 10.351 .000d
Residual 62.839 193 .326
Total 72.949 196
4 Regression 12.040 4 3.010 9.489 .000e
Residual 60.909 192 .317
Total 72.949 196
5 Regression 13.905 5 2.781 8.996 .000f
Residual 59.044 191 .309
Total 72.949 196
a. Dependent Variable: Pay an Promotion
b. Predictors: (Constant), Job Stress
c. Predictors: (Constant), Job Stress, Personal Financial Strain
d. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to Family Role
Spillover
e. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to Family Role
Spillover, Job Involvement
f. Predictors: (Constant), Job Stress, Personal Financial Strain, Work to Family Role
Spillover, Job Involvement, Job Demands

185
 Table 5.7 shows the coefficients formed the five regression models. In
case of women working in Private Sector banks, the contribution of all the five
predictors viz. Job Stress, Personal Financial Strain, Work to Family Role
Spillover, Job Involvement, Job Demands have been making positive
contributions.

Table 5.7
Coefficients for Satisfaction from Pay and Promotions
Unstandardized Standardized
Coefficients Coefficients
Bank Model B Std. Error Beta
Private 1 (Constant) 1.613 .222
Sector
Job Stress .218 .066 .232
2 (Constant) 1.018 .284
Job Stress .213 .064 .227
Personal Financial
.217 .067 .221
Strain
3 (Constant) .619 .312
Job Stress .144 .067 .153
Personal Financial
.242 .066 .247
Strain
Work to Family Role
.177 .062 .205
Spillover
4 (Constant) .289 .336
Job Stress .162 .067 .173
Personal Financial
.164 .073 .168
Strain
Work to Family Role
.224 .065 .259
Spillover
Job Involvement .159 .064 .194
5 (Constant) -.491 .459
Job Stress .120 .068 .127
Personal Financial
.167 .072 .170
Strain
Work to Family Role
.200 .064 .231
Spillover
Job Involvement .222 .069 .272
Job Demands .225 .091 .196

186
 Table 5.8 finally covers t-test for all the combinations of predictors. The
null hypothesis for the table has been that the selected coefficient does not
significantly vary from the population mean. T-value in case of all the models
have been found to be significant at 5% level of significance. Hence the null
hypothesis that the selected coefficient does not significantly vary from the
population mean stands rejected. It can be said that all the model coefficients
have significant power to cause variation in satisfaction from pay and
promotions among women working in various banks.

Table 5.8
T-test for Coefficients for Satisfaction from Pay and Promotions

Bank Model t Sig.

Private Sector 1 (Constant) 7.264 .000
Job Stress 3.330 .001
2 (Constant) 3.588 .000
Job Stress 3.332 .001
Personal Financial Strain 3.248 .001
3 (Constant) 1.984 .049
Job Stress 2.139 .034
Personal Financial Strain 3.657 .000
Work to Family Role
2.840 .005
Spillover
4 (Constant) .860 .391
Job Stress 2.425 .016
Personal Financial Strain 2.268 .024
Work to Family Role
3.476 .001
Spillover
Job Involvement 2.467 .015
5 (Constant) -1.070 .286
Job Stress 1.750 .082
Personal Financial Strain 2.330 .021
Work to Family Role
3.110 .002
Spillover
Job Involvement 3.243 .001
Job Demands 2.456 .015
a. Dependent Variable: Pay an Promotion

187
5.4 REGRESSION ANALYSIS IN RELATION TO WORK
RELATIONSHIPS

This regression analysis deals with work life balancing and satisfaction
from work relationships. As shown by table, two models in total have been
developed in case of Women employees of Private Sector banks and two
models have been developed in case of women employees of Public Sector
banks. R-square value shows the strength of each model in form of variation
explained. In case of Private Sector banks, Model-1 with about 24% explained
variation is at top. Thereafter, models have added one independent variable
each time and increased the explained variation. In case of women employees
of Public Sector banks, however, a lower r-square value of about 3% has been
shown by the Model-1. Otherwise, all selected variables kept together have
managed to explain about 33% variation in case of women employees of
Private Sector banks and about 5% variation in case of Public Sector banks.

Table 5.9
Model Summary for Satisfaction from Work Relationships

Adjusted R Std. Error of

Bank Model R R Square Square the Estimate
Private 1 .490a .240 .236 .65852
Sector
2 .572b .328 .321 .62096
Public Sector 1 .177c .031 .027 .57207
2 .224d .050 .041 .56779

a. Predictors: (Constant), Job Involvement

b. Predictors: (Constant), Job Involvement, Personal Financial Strain
c. Predictors: (Constant), Organizational Commitment
d. Predictors: (Constant), Organizational Commitment, Job Demands

In case of Private Sector banks, the most prominent predictor has been
found to be job involvement. Second prominent predictor has been Personal
Financial Strain. In case of Public Sector banks, the most prominent predictor
has been found to be organizational commitment. Second prominent predictor
has been job demands. As interpretation, it can be said that job involvement
and Personal Financial Strain highly guide satisfaction from work relationships

188
in case of women working in Private Sector banks. Similarly, satisfaction from
work relationships is guided by Organizational Commitment, and Job Demands.
Thus, a clear difference can be observed between women working in Public
and Private Sector banks in relation to what guides the satisfaction from work
relationships.

Table 5.10 shows ANOVA for each model. The null hypothesis here can
be stated as the impact of selected work life balance predictors on the
satisfaction from work relationships is zero in Public and Private Sector banks.
From the results in table, it is clear that all the five models of Private Sector
banks and all the three models of Public Sector banks have been statistically
significant in explaining the variation in satisfaction from work relationships. F-
values have been found to be significant in all the regression models. Hence,
the null hypothesis stating no impact of selected predictors on the satisfaction
from work relationships in Public and Private Sector banks stands rejected.

Table 5.10
ANOVA for Satisfaction from Work Relationships
Sum of Mean
Bank Model Squares df Square F Sig.
Private 1 Regression 26.673 1 26.673 61.509 .000b
Sector
Residual 84.562 195 .434
Total 111.236 196
2 Regression 36.432 2 18.216 47.242 .000c
Residual 74.804 194 .386
Total 111.236 196
Public 1 Regression 2.222 1 2.222 6.788 .010d
Sector
Residual 69.054 211 .327
Total 71.275 212
2 Regression 3.574 2 1.787 5.543 .005e
Residual 67.702 210 .322
Total 71.275 212

a. Dependent Variable: Work relationships

b. Predictors: (Constant), Job Involvement
c. Predictors: (Constant), Job Involvement, Personal Financial Strain
d. Predictors: (Constant), Organizational Commitment
e. Predictors: (Constant), Organizational Commitment, Job Demands

189
 Table 5.11 shows the coefficients and equations formed the two
regression models. In case of women working in Private Sector banks, the
contribution of two predictors’ viz. Job Involvement, Personal Financial Strain
have been positive while in case of Public Sector banks, Organizational
Commitment, and Job Demands play a negative role.

Table 5.11
Coefficients for Satisfaction from Work Relationships

Unstandardized Standardized
Coefficients Coefficients

Bank Model B Std. Error Beta

Private Sector 1 (Constant) 1.494 .144

Job Involvement .494 .063 .490

2 (Constant) .682 .211

Job Involvement .348 .066 .346

Personal Financial
.399 .079 .329
Strain
Public Sector 1 (Constant) 3.595 .189

Organizational
-.185 .071 -.177
Commitment

2 (Constant) 4.484 .473

Organizational
-.203 .071 -.194
Commitment

Job Demands -.243 .118 -.139

Table 5.12 finally covers t-test for all the combinations of predictors. The
null hypothesis for the table has been that the selected coefficient does not
significantly vary from the population mean. T-value in case of all the models
have been found to be significant at 5% level of significance. Hence the null
hypothesis that the selected coefficient does not significantly vary from the
population mean stands rejected. It can be said that all the model coefficients
have significant power to cause variation in satisfaction from work relationships
among women working in various banks.

190
 Table 5.12
T-test for Coefficients for Satisfaction from Work Relationships

Bank Model t Sig.

Private Sector 1 (Constant) 10.412 .000
Job Involvement 7.843 .000
2 (Constant) 3.238 .001
Job Involvement 5.278 .000
Personal Financial Strain 5.031 .000
Public Sector 1 (Constant) 18.999 .000
Organizational
-2.605 .010
Commitment
2 (Constant) 9.476 .000
Organizational
-2.864 .005
Commitment
Job Demands -2.048 .042

a. Dependent Variable: Work relationships

5.5 REGRESSION ANALYSIS IN RELATION TO USE OF SKILLS AND

ABILITIES

This regression analysis deals with work life balancing and satisfaction
from use of skills and abilities. As shown by table 5.13, one model in total has
been developed in case of Women employees of Private Sector banks and
three models have been developed in case of women employees of Public
Sector banks. R-square value shows the strength of each model in form of
variation explained. In case of Private Sector banks, Model-1 with about 3%
explained variation is at top. Thereafter, models have added one independent
variable each time and increased the explained variation. In case of women
employees of Public Sector banks, however, a lower r-square value of about
3% has been shown by the Model-1. Otherwise, all selected variables kept
together have managed to explain about 3% variation in case of women
employees of Private Sector banks and about 7% variation in case of Public
Sector banks.

191
 Table 5.13
Model Summary for Satisfaction from Use of Skills and Abilities

Adjusted R Std. Error of

Bank Model R R Square Square the Estimate

Private Sector 1 .163a .027 .022 .60527

Public Sector 1 .166a .028 .023 .60207

2 .216b .047 .038 .59748

3 .257c .066 .053 .59276

a. Predictors: (Constant), Opportunity for advancement

b. Predictors: (Constant), Opportunity for advancement, Personal Financial
Strain
c. Predictors: (Constant), Opportunity for advancement, Personal Financial
Strain, Job Time

In case of Private Sector banks, the most prominent predictor has been
found to be Opportunity for advancement. In case of Private Sector banks,
prominent predictor have been Opportunity for advancement and personal
financial strain. These two have been followed by Job Time. As interpretation,
it can be said that Opportunity for advancement, Personal Financial Strain, and
Job Time highly guide satisfaction from use of skills and abilities in case of
women working in Private Sector banks. However, in case of women
employees of Public Sector banks, no strong predictor has been found.

Table 5.14 shows ANOVA for each model. The null hypothesis here can
be stated as the impact of selected work life balance predictors on the
satisfaction from use of skills and abilities is zero in Public and Private Sector
banks. From the results in table, it is clear that the mode of Private Sector banks
and all the three models of Public Sector banks have been statistically
significant in explaining the variation in satisfaction from use of skills and
abilities. F-values have been found to be significant in all the regression models.
Hence, the null hypothesis stating no impact of selected predictors on the
satisfaction from use of skills and abilities in Public and Private Sector banks
stands rejected.

192
 Table 5.14
ANOVA for Satisfaction from Use of Skills and Abilities

Sum of Mean
Bank Model Squares df Square F Sig.

Private 1 Regression 1.947 1 1.947 5.315 .022b

Sector
Residual 71.438 195 .366

Total 73.385 196

Public 1 Regression 2.165 1 2.165 5.973 .015b

Sector
Residual 76.485 211 .362

Total 78.650 212

2 Regression 3.683 2 1.842 5.159 .006c

Residual 74.967 210 .357

Total 78.650 212

3 Regression 5.214 3 1.738 4.947 .002d

Residual 73.436 209 .351

Total 78.650 212

a. Dependent Variable: Use of Skills and Abilities

b. Predictors: (Constant), Opportunity for advancement

c. Predictors: (Constant), Opportunity for advancement, Personal Financial Strain

d. Predictors: (Constant), Opportunity for advancement, Personal Financial Strain,

Job Time

Table 5.15 shows the coefficients and equations formed the One and
three regression models. In case of women working in Private Sector banks,
the contribution of predictor viz. Opportunity for advancement has been
positive. In case of Public Sector banks, Opportunity for advancement,
Personal Financial Strain, Job Time play a positive role.

193
 Table 5.15
Coefficients for Satisfaction from Use of Skills and Abilities

Unstandardized Standardized
Coefficients Coefficients
Bank Model B Std. Error Beta
Private 1 (Constant) 2.962 .228
Sector
Opportunity for
.128 .056 .163
advancement
Public 1 (Constant) 2.038 .222
Sector
Opportunity for
.138 .057 .166
advancement
2 (Constant) 1.426 .369
Opportunity for
.136 .056 .163
advancement
Personal Financial
.183 .089 .139
Strain
3 (Constant) .932 .436
Opportunity for
.142 .056 .171
advancement
Personal Financial
.190 .088 .144
Strain
Job Time .133 .064 .140

Table 5.16 finally covers t-test for all the combinations of predictors. The
null hypothesis for the table has been that the selected coefficient does not
significantly vary from the population mean. T-value in case of all the models
have been found to be significant at 5% level of significance. Hence the null
hypothesis that the selected coefficient does not significantly vary from the
population mean stands rejected. It can be said that all the model coefficients
have significant power to cause variation in satisfaction from use of skills and
abilities among women working in various banks.

194
 Table 5.16
T-test for Coefficients for Satisfaction from Use of Skills and Abilities

Bank Model t Sig.

Private Sector 1 (Constant) 13.009 .000
Opportunity for
2.305 .022
advancement
Public Sector 1 (Constant) 9.199 .000
Opportunity for
2.444 .015
advancement
2 (Constant) 3.861 .000
Opportunity for
2.413 .017
advancement
Personal Financial Strain 2.062 .040
3 (Constant) 2.136 .034
Opportunity for
2.551 .011
advancement
Personal Financial Strain 2.154 .032
Job Time 2.087 .038

a. Dependent Variable: Use of Skills and Abilities

5.6 REGRESSION ANALYSIS IN RELATION TO WORK ACTIVITIES

This regression analysis deals with work life balancing and satisfaction
from work activities. As shown by table, five models in total have been
developed in case of Women employees of Private Sector banks and no
models have been developed in case of women employees of Public Sector
banks. No model here means that no predictor of work life balance has any
significant influence in explaining variation in work activities in case of Public
Sector women employees. R-square value shows the strength of each model
in form of variation explained. In case of Private Sector banks, Model-1 with
about 13% explained variation is at top. Thereafter, models have added one
independent variable each time and increased the explained variation.

195
Otherwise, all selected variables kept together have managed to explain about
24% variation in case of women employees of Private Sector banks.

Table 5.17
Model Summary for Satisfaction from Work activities

Adjusted R Std. Error of

Bank Model R R Square Square the Estimate

Private 1 .356a .127 .122 .65629

Sector
2 .423b .179 .170 .63807

3 .447c .200 .188 .63136

4 .471d .221 .205 .62446

5 .487e .237 .217 .61967

a. Predictors: (Constant), Job Time

b. Predictors: (Constant), Job Time, Organizational Work Life Support
c. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment
d. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment, Support from Colleagues
e. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment, Support from Colleagues, Job Demands

In case of Private Sector banks, the most prominent predictor has been
found to be job time. Second prominent predictor has been Organizational Work
Life Support. These two have been followed by three more predictors named
Organizational Commitment, Support from Colleagues, Job Demands. In case
of Public Sector banks, no strong predictor has been found. As interpretation,
it can be said that Job Time, Organizational Work Life Support, Organizational
Commitment, Support from Colleagues, and Job Demands highly guide
satisfaction from work activities in case of women working in Private Sector
banks. Thus, a clear difference can be observed between women working in
Public and Private Sector banks in relation to what guides the satisfaction from
work activities.

196
 Table 5.18 shows ANOVA for each model. The null hypothesis here can
be stated as the impact of selected work life balance predictors on the
satisfaction from work activities is zero in Public and Private Sector banks. From
the results in table, it is clear that all the five models of Private Sector banks
have been statistically significant in explaining the variation in satisfaction from
work activities. F-values have been found to be significant in all the regression
models. Hence, the null hypothesis stating no impact of selected predictors on
the satisfaction from work activities in Public and Private Sector banks stands
rejected.

Table 5.18
ANOVA for Satisfaction from Work Activities
Sum of Mean
Bank Model Squares df Square F Sig.
Private 1 Regression 12.170 1 12.170 28.255 .000b
Sector
Residual 83.990 195 .431
Total 96.160 196
2 Regression 17.177 2 8.588 21.095 .000c
Residual 78.983 194 .407
Total 96.160 196
3 Regression 19.227 3 6.409 16.079 .000d
Residual 76.932 193 .399
Total 96.160 196
4 Regression 21.290 4 5.322 13.649 .000e
Residual 74.870 192 .390
Total 96.160 196
5 Regression 22.817 5 4.563 11.884 .000f
Residual 73.343 191 .384
Total 96.160 196
a. Dependent Variable: Work Activities
b. Predictors: (Constant), Job Time
c. Predictors: (Constant), Job Time, Organizational Work Life Support
d. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment
e. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment, Support from Colleagues
f. Predictors: (Constant), Job Time, Organizational Work Life Support,
Organizational Commitment, Support from Colleagues, Job Demands

197
 Table 5.19 shows the coefficients and equations formed the five
regression models. In case of women working in Private Sector banks, the
contribution of one predictor viz. organizational commitment has been positive
while the remaining four predictors viz. Job Time, Organizational Work Life
Support, Support from Colleagues, and Job Demands have been making
negative contributions. These have negative or reduction role to play.
Table 5.19
Coefficients for Satisfaction from Work Activities
Unstandardized Standardized
Coefficients Coefficients
Bank Model B Std. Error Beta
Private 1 (Constant) 4.417 .252
Sector Job Time -.355 .067 -.356
2 (Constant) 4.952 .289
Job Time -.257 .071 -.257
Organizational
-.253 .072 -.249
Work Life Support
3 (Constant) 4.472 .355
Job Time -.269 .070 -.269
Organizational
-.243 .071 -.239
Work Life Support
Organizational
.189 .083 .147
Commitment
4 (Constant) 4.785 .377
Job Time -.259 .070 -.259
Organizational
-.230 .071 -.226
Work Life Support
Organizational
.197 .083 .153
Commitment
Support from
-.166 .072 -.148
Colleagues
5 (Constant) 5.239 .438
Job Time -.198 .076 -.198
Organizational
-.170 .077 -.167
Work Life Support
Organizational
.182 .082 .141
Commitment
Support from
-.186 .072 -.165
Colleagues
Job Demands -.212 .106 -.161

198
 Table 5.20 finally covers t-test for all the combinations of predictors. The
null hypothesis for the table has been that the selected coefficient does not
significantly vary from the population mean. T-value in case of all the models
have been found to be significant at 5% level of significance. Hence the null
hypothesis that the selected coefficient does not significantly vary from the
population mean stands rejected. It can be said that all the model coefficients
have significant power to cause variation in satisfaction from work activities
among women working in various banks.

Table 5.20
T-test for Coefficients for Satisfaction from Work Activities

Bank Model t Sig.

Private Sector 1 (Constant) 17.536 .000
Job Time -5.316 .000
2 (Constant) 17.162 .000
Job Time -3.630 .000
Organizational Work Life
-3.507 .001
Support
3 (Constant) 12.585 .000
Job Time -3.828 .000
Organizational Work Life
-3.406 .001
Support
Organizational
2.268 .024
Commitment
4 (Constant) 12.697 .000
Job Time -3.721 .000
Organizational Work Life
-3.238 .001
Support
Organizational
2.391 .018
Commitment
Support from Colleagues -2.300 .023
5 (Constant) 11.968 .000
Job Time -2.611 .010
Organizational Work Life
-2.220 .028
Support
Organizational
2.212 .028
Commitment
Support from Colleagues -2.566 .011
Job Demands -1.994 .048

a. Dependent Variable: Work Activities

199
5.7 CONCLUSION

Towards the end of this chapter, it can be said that an effort has been
made to examine the impact of work life balancing on various aspects of job
satisfaction. Separate calculations have been made for Public and Private
Sector bank employees. Results have shown that prominent predictors of work
life balancing in case of Private Sector employees were Job Time,
Organizational Work Life Support, Organizational Commitment, Support from
Colleagues, Job Demands. In case of Public Sector bank employees the
predictors were Work to Family Role Spillover, Personal Financial Strain,
Organizational Commitment and Job Demands.

200
 Chapter-
Chapter-VI
Conclusion, Findings & Suggestions
 CHAPTER-VI
CONCLUSION, FINDINGS & SUGGESTIONS

6.1 CONCLUSION

The expression “work-life balance” was first used in the late 1970s to
describe the balance between an individual’s work and personal life in
America. The reasons for the introduction of the concept was the American
employees were working towards the achievements of corporate goals and
could not able to concentrate their time on their life activities such as family,
self care, social get together, etc. In general, Organizational work for getting
salary and relaxing at home alone do not fulfill one’s life. In general every man
has two types of activities. They are work activity and life activity.

Work activity consists of performing work itself and career growth. On

the other hand, life activity consists of self care, family care, participating in
Religious/Spiritual and community activities (Gowsiya & Das, 2015). Self care
includes doing exercise, Yoga and Meditations, engaging in Hobbies. Family
care comprises of spouse care children care, elder/dependent care,
maintaining good relationship with friends and relatives and also among the
members of the family. However, a few women engage themselves in self
employment to manage their work and family needs (OECD, 2012).

This happens for married woman following their child/children birth. In

the present scenario, the organisations have started caring about the well
being of the employees which insists in the implementation of work life
balance policies. In this research, work life balance of woman employees is
measured. Then their expectations and satisfactory levels are examined. In
recent years, the term “work-life balance” is replaced with the word “work-
family balance”

Women have to perform several roles in their families and work place.
These roles include being a spouse, caretaker and parent; managing daily
household chores; and providing services to the community and society.
Women also must take care of their own health and other personal activities,
which are often neglected because of role overload as well as time limitations

201
(Malathi & Rajeshwari, 2010). All of these situations lead to the absence of
WLB and manifestation of many WLB issues. The demands originating from
the work and personal life of women are quite often mutually exclusive,
rendering it very difficult to strike a balance between the role demands.

In India, it is taken for granted that economic activities are exclusively

the prerogative of males while domestic work, child bearing and child rearing
are the sole occupations of women. Historically, women in India have not
enjoyed a good status in workplace settings whether in managerial or
operative roles (Budhwar et. al., 2005). Since times immemorial, women have
been burdened with work of all sorts all through their lives. From reproduction
to all household chores and outside, their role as worker is significant, unique
and burdensome. But they are discriminated and exploited all over.

But today scenario is changing. Now female workers carry not only the
load of domestic work but also carry a significant part of the load of economic
activity (Kumaraswamy & Ashwini, 2015). Their contribution to economic
activity is in fact on the higher side than what is revealed by the different
Indian Censuses. Liberalization of the Indian economy has created
considerable employment opportunities for those, including women, who
possess marketable skills and talent. Today women form an important part of
the Indian Workforce.

The female employees have to work at both places, office as well as

home they perform dual career and thus the female employees are suffering
from physical ache and discomfort in the workplace. They exercise fatigue at
their earlier age itself. The pregnant women who work with the computers are
affected by the radiation of the computers. The woman employees face high
psychological pressure and problems by dry air, noise and lighting. The
nature of bank jobs creates severe physical problems like headache,
backache, pain in fingers, wrists necks and shoulders. Because of these
reasons woman employees forego their promotion opportunities inspire of
having qualified themselves with the officer cadre exams.

Woman working in managerial cadre have more responsibilities and

hence they are required to work after their normal working hours

202
(Rajadhyaksha et. al., 2000). But they have to take care of babies (if any),
small children, dependents and spouse. This creates adverse effect on the
psychological heath of the woman employees. Transportation is another
problem for women employees. They need to travel around one hour in case
of banks located at distant places. This leads to physical strain and fatigue for
them. During hectic work schedule and heavy workload periods, official
meeting, inspection, new assignment the women employees face more
challenges to strike work life harmony. The women employees find difficult to
take up leadership roles in their path. The inability to bear separation from the
family, natural love and affection difficulty of better judgment and quick
decision making required in higher posts make them to think about their
desire to climb up the career ladder.

Women are offered more prospects for jobs. However, the women are
facing some common problems during the course of their careers (Netemayer
et. al, 1996). These include workload, performance of dual role, and sexual
harassment in the workplace, domination of men and refusal of infrastructure
facilities. Generally, promotions are tied up with transfers and working for late
hours. Due to the significance of this industry, it is necessary to evaluate the
work life balance of women employees in this Sector.

Sufficient numbers of researches have already been conducted on

work life balance of different organizations. Scholars have sought out different
causes of imbalance between work and life of personnel working in the
organization. In order to find out the solutions of the causes of such
imbalances, measures have also been suggested. However studies on work
life balance are mainly conducted on business organizations and not too
much substantial literally attempts have been made on work life balance of
banking Sector organizations. It is evident from the researches that the states
which are far ahead in terms of per capita income and prosperity like Punjab
where relationship between Public and banking institutions is more frequent
and people working in the banking institutions have extensive work to
perform. In such a situation studies on work life balance of people working in
banking in regions is more important which is somewhere lacking. Moreover

203
studies on work-life balance of women in banking is negligible. The study has
been a modest attempt to fill this gap.

To carry out the proposed research work a sample has been drawn
from SBI in Public Banks and ICICI in Private banks in Punjab. In overall a
sample of 410 employees working at various levels has been drawn for the
proposed research work. The sample has been taken from Private and Public
Sector banks of Punjab, which include State Bank of India from Public Sector
bank and ICICI bank from Private Sector bank. For requisite details on
planning and policies of government and other geographical and socio-
cultural perspective of the study area has been collected from authentic
resources such as books and journals, research papers, Project readings,
unpublished reports of government departments and other reliable sources of
information broadcast.

A set of questionnaire has been developed to collect the responses

from the employees of the banking Sector to perceptualize the opportunities,
scope and constraints and grey areas with regard to Work Life balance of
Women in Public and Private Bank in Punjab the state of India. Information on
geographic, socio cultural and psychological perspectives of the study area
has been collected for preparing this questionnaire. The Stratified Random
Sampling technique has been used in order to collect the primary data.410
respondents have been taken both from Public Sector and Private Sector
banks of Punjab state of India. Sample comprises of supervisory and
subordinate staff of Public banks and Private banks i.e. State Bank of India
and ICICI banks. Samples has been collected from the Public and Private
Sector bank with the specific study of State Bank of India and ICICI banks. In
the present research work, mathematical tools viz. percentage and simple
average have been used to analyze the data.

In tabular analysis, percentages have been calculated to draw the

inferences; it is very scientific and perfect analysis. In the present study, it has
been used to support the inferences drawn from the statistical analysis. For
the respondents, the responses have been solicited on the five parameters of
‘I strongly agree, I agree to some extent, no opinion, I do not agree, and I do
not agree at all’. For ranking purposes where the sum total of a row has been

204
equal, those higher either in response to fully agreed or very likely have been
placed higher. For data calculation, “strongly agree” has been given 5 points,
“Agree” has been given 4 points, “undecided” has been given 3 points,
“disagree” has been given 2 points and “strongly disagree” has been given 1
point. In some questions, 3-Likert scale has been used and the responses has
been solicited of ‘yes’ ‘undecided’ and ‘no’.

The planned sample size was initially 400 respondents i.e. 200 each
from Public and Private Sector banks. However, keeping in mind the
occurrences of non-responses, wrong filling of responses and incomplete
responses, and the distribution was made of 300 questionnaires each to
Public and Private Sector women employees. The total number of responses
were 197 for Private Sector banks and 213 for Public Sector banks.
Response rate recorded was 65.67% for the Private Sector bank women
employees and 71% for Public Sector bank women employees. Hence,
average response rate for the present study was 68.33%.

To conclude, thus far, as one travels into the daring new world of fast-
tracking flows of information and communication, the pursuit to realize work-
life balance on a regular and persistent basis will be increasingly hard, but it’s
an experiment that is entirely worth tracking. We be obliged it to ourselves, to
our folks, to our societies, and to humankind in general to achieve work-life
balance. A world that consists of human “doings” – not human beings –
scuttling about to get things finished, with no sense of breathing space, is not
a place where one would likely want to live. We don’t want to be part of an
ethos of astounded individuals who can’t achieve their own spaces or the
spaces common to everyone. We don’t want to live in a society, or a world, of
time-pressed people who have nothing left to leave for future generations. It
certainly puts forth the important task of striking a work life balance for
workers or professionals.

The dearth of employment guidelines to accommodate occupied

parents can force persons to choose between job security and parenting. Due
to the nature of the roles of men and women in our society, the principal
responsibility for family caretaking often falls on women, and such
responsibility often affects the working lives of women more than it affects the

205
working lives of men. Service standards that apply to one gender only have
grave potential for boosting employers to victimize against employees and
aspirants for service who are of that gender.” Women often feel they must
select between work and parenthood, with social conditioning inspiring
women to put home before career. These anticipations can affect the
judgments women make about their professions. They are subjected to
numerous different demands and are often projected to play several roles that
may be contradictory. Caring for a family often means that many work/life
skirmishes emerge for women. These clashes can cause women to lessen
their employment, which in turn can lead to a constraint in professional
opportunities and progression.

Thus, the problem of work life balance is not same for working women
as in case of men. It is rather gruesome for women. Women in our society
were earlier mainly housewives, undertaking domestic chores and child care.
However, of late, the scenario has very fast changed for women. Now women
are found at both places viz. home and workplace. Their responsibility of
household chores and child care has hardly reduced. But they are now
expected to excel and accept challenges at work place too. With this theme in
mind, the present study has been undertaken to examine the level of work life
balance among working women in banks. For this very purpose, a sample of
410 women was selected. The sample comprised of 197 women from Private
Sector banks and 213 women working in Public Sector banks. They were
asked to respond to a set of questions related to work life balance and job
satisfaction.

Various determinants of work life balancing were Job Demands, Job

Autonomy, Job Involvement, Job Time, Job Security, Job Stress, Household
Demands, Family Support, Family to Work Spillover, Attitude towards Gender
role, Personal Financial Strain, Life Satisfaction, Work to Family Role
Spillover, Support from Colleagues, Support from seniors, Organizational
Work Life Support, Opportunity for advancement, Organizational
Communication, and Organizational Commitment. Furthermore, job
satisfaction has been assessed from five factors viz. general working
conditions, pay and rewards, work relationships, use of skills and talents and

206
finally work activities. The responses were analyzed and compared with the
help of ANOVA with the intention of finding if any difference existed between
women employees of Public and Private Sector banks. Also, stepwise
regression was used to examine the impact of work life balance on the job
satisfaction of Public and Private Sector women employees.

Results have briefly conveyed some specific messages. Women

employees of Private Sector banks feel more pressurized, more strained, or
stressed due to job demands in comparison to women employees of Public
Sector banks. Job autonomy is higher for women employees of Private Sector
banks and low for women employees of Public Sector banks. The level of job
involvement is low in case of women employees of banks. Level of job
involvement in case of Private Sector women bank employees is
tremendously low as compared to women employees of Public Sector banks.
Level of job security is more in case for women employees of Public Sector
banks as against women employees of Private Sector banks. Women
employees also are given more family responsibilities including childcare.
Level of family support is similar in case for women employees of Private
Sector banks as for women employees of Public Sector banks.

The level of Family to Work Spillover is high in case of women

employees of banks. Women now have an attitude of equality with men.
Moreover women employees in banks also feel that child care is good at
home only and not in daycare facilities. Work to family role spillovers are only
causing problems for women and no direct benefit of role spillover is felt by
women employees. Thus, it seems that women employees at Private Sector
banks feel more strained, or stressed due to work to family role spillovers in
comparison to females at Public Sector banks. Women employees are largely
treated at par with male employees. However, when it comes to benefits like
maternity leave, women employees face resentment too. Women employees
largely face problems and do not get much support from their immediate
seniors. A definite presence of rising organizational commitment in the daily
routine of working women in banks has been observed.

Impact of work life balancing on job satisfaction has shown major

determinants of job satisfaction as Job Involvement, Job Security, Job

207
 Demands, and Attitude towards Gender role, and Job Time. In case of women
working in Private Sector banks, Job Involvement, and Attitude towards
Gender role have been found to be significant determinants of job satisfaction.

Given the results, it can be briefly said that there are many areas
where, women employees of banks are facing tough situations in having a
work life balance. In particular, women are not spared from their household
chores or from child care duties. At the same time, they are expected to be at
par with the male employees in relation to time spent at work and job done at
work. It is high time when banks should focus on this aspect.

6.2 FINDINGS AND SUGGESTIONS

A brief overview of major findings has been presented below.

Wherever available, the results obtained in this study have been matched with
the ones found in empirical studies too. Findings have been divided in two
main parts viz. determinants of work life balancing and impact of work life
balancing on job satisfaction.

I. Determinants of Work Life Balancing

Various determinants of work life balancing are Job Demands, Job

Autonomy, Job Involvement, Job Time, Job Security, Job Stress, Household
Demands, Family Support, Family to Work Spillover, Attitude towards Gender
role, Personal Financial Strain, Life Satisfaction, Work to Family Role
Spillover, Support from Colleagues, Support from seniors, Organizational
Work Life Support, Opportunity for advancement, Organizational
Communication, and Organizational Commitment. All these variables were
measured on a scale of 1 to 5, signifying 1 for very low and 5 for very high.
Hence, ideal mean value would be 3. A brief review of results is as below.

In case of job demands, as against average of 3.80 of job demands in

case of Private Sector banks, mean value of 3.47 was recorded in case of
Public Sector banks. F-value has been 57.71 which is significant at 5% level
of significance. Thus, it can be claimed that women employees of Private
Sector banks feel more pressurized, more strained, or stressed due to job
demands in comparison to women employees of Public Sector banks. The
role of job demands has empirically been proved too. Saltzstein et al. (2001)

208
found that the job related factors (job demands, job involvement) were found
to be the most significant determinants of satisfaction with work family
balance and job satisfaction. Janssen et al. (2004) showed that emotional
exhaustion was only related to psychological job demands and workplace
social support. Hence the results arrived in this study are at par with empirical
findings in similar studies.

For job autonomy, average level of perceived job autonomy is higher

for women employees of Private Sector banks and low for women employees
of Public Sector banks. There may be number of reasons for that. However,
some common reasons include that Private banks are generally goal oriented
and allow employees certain autonomy to smoothly function. However, in
government set ups, employees generally focus on only what is their assigned
task. This reduces the level of job autonomy in Public Sector banks.
Empirically, Schieman et al. (2003) showed that positive relationship between
home to work conflict and both anxiety and depression were stronger when
job autonomy was higher, although the effects were somewhat stronger for
men. Schieman and Glavin (2008) examined the effects of schedule control
and job autonomy on two forms of work home role blurring: receiving work
related contact outside of normal work hours and bringing work home. It was
found that schedule control and job autonomy were associated more
positively with work home role blurring in the form receiving work related
contact, and these patterns were much stronger for men. Steiber (2009) found
that a high degree of control over how one’s daily work is organised (‘job
autonomy’) helped people to better co-ordinate the time demands of their
work and family roles, though such an effect was found only for women.
Finally, Hyman et al. found positive relationship between home to work
conflict and both anxiety and depression were stronger when job autonomy
was higher, although the effects were somewhat stronger for men.

With regard to job involvement, overall mean value has been found to
be 2.56. It shows that on average, the level of job involvement is low in case
of women employees of banks. Level of job involvement in case of Private
Sector women bank employees is tremendously low as compared to women
employees of Public Sector banks. Williams and Alliger (1994) found that

209
extent to which work interfered with family for a given day was found to be
positively related to self- reported job involvement for that day. Similarly,
Saltzstein et al. (2001) found that the job related factors (job demands, job
involvement) were found to be the most significant determinants of
satisfaction with work family balance and job satisfaction.

Job timings are rising and causing problems with work life balance of
women employees, another interesting dimension is to examine if this
perception is prevalent in all banks or there are some differences between
women employees of Public and Private Sector banks. As against average of
3.70 of job timings in case of Private Sector banks, mean value of 3.35 was
recorded in case of Public Sector banks. Thus, it seems that women
employees at Private Sector banks feel more strained, or stressed due to job
timings in comparison to females at Public Sector banks.

In case of a critical issue called job security, it can be said that women
employees may have been given operational freedoms at banks in selected
cases. However, when it comes to areas like retaining of employees, women
employees generally worry about layoffs and retrenchments. It can be claimed
that level of job security is more in case for women employees of Public
Sector banks as against women employees of Private Sector banks.
Kinnunen and Mauno (2007) analyzed work life balancing. Work domain
variables (full time job, poor leadership relations and low levels of job security)
were found to be the best predictors of work to family conflict, but only for
women. There may be number of reasons for that. However, the most
common reason is that Private banks can easily employ and layoff their
workers without much legal hassles. However, in government set ups,
employees generally are recruited through a legal process and so cannot be
retrenched so easily by even governments.

Next is the case of Job Stress. Women employees do not agree that
men are more under stress than women in the organization. Overall mean
value for job stress has been found to be 3.16. It shows that on average, the
level of job stress is high in case of women employees of banks. Thus, it can
be claimed now that job stress is higher in case of women employees working
at Private Sector banks as against women employees working at Public

210
Sector banks. The reason for this low level of job stress at Public Sector
banks can be because of defined jobs and job security too.

Next is the pressure from household demands. Women employees

also are given more family responsibilities including childcare. Overall, mean
value has been found to be 3.46 which is fairly large as the scale ranges from
1 to 5. Thus, it can be said that household demands are rising and causing
stress for women employees working in banks. Women employees at Private
Sector banks feel equally strained, or stressed due to household demands in
comparison to females at Public Sector banks. Thus, it can be claimed that
women employees of Private Sector banks feel equally pressurized due to
household demands in comparison to women employees of Public Sector
banks.

About support from family, spouse support plays an important role in

reducing work-family conflict. Spouse emotional support has the greatest
influence in reducing the level of work-family conflict among women. Spouse
support reduces work-family conflict for these professional women. F-value
has been found to be 0.40. P-value (sig.) has been 0.53 which is higher than
the common accepted level of 0.05. It can be claimed that level of family
support is similar in case for women employees of Private Sector banks as for
women employees of Public Sector banks.

Family to work spillover indicates that women employees largely face

themselves in the situation of family to work spillover. Overall mean value for
Family to Work Spillover has been found to be 3.32. It shows that on average,
the level of Family to Work Spillover is high in case of women employees of
banks. F-Value has been recorded at 0.20 which is insignificant at 5% level of
significance. It naturally accepts the null hypothesis that there is no significant
difference between women employees of Private and Public banks in relation
to their perceptions about Family to Work Spillover at workplace. Thus, it can
be claimed now that Family to Work Spillover is no different in case of women
employees working at Public Sector banks and Private Sector banks.

Attitude towards gender role can be critical in deciding work life

balancing for women employees. Result clearly tells that women now have an

211
attitude of equality with men. Moreover women employees in banks also feel
that child care is good at home only and not in daycare facilities. Overall,
mean value has been found to be 3.10 which is slightly large as the scale
ranges from 1 to 5. Thus, it can be said that Attitude towards Gender Role is
now changing for women employees working in banks. Average perception of
women employees at Private banks with regard to Attitude towards Gender
Role is no different from their counterparts at Public Sector banks. As against
average of 3.10 of Attitude towards Gender Role in case of Private Sector
banks, mean value of 3.11 was recorded in case of Public Sector banks.
Thus, it seems that women employees at Private Sector banks feel same
attitude towards Gender Role in comparison to females at Public Sector
banks.

In case of personal financial strain, it has been found out that women
employees now prefer to work like men and are fully interested in settling their
careers. Average level of perceived personal financial strain is higher for
women employees of Private Sector banks and low for women employees of
Public Sector banks. It can be claimed that level of personal financial strain is
more in case for women employees of Private Sector banks as against
women employees of Public Sector banks. There may be number of reasons
for that. However, some common reasons include that Private banks
generally pay less for such jobs. Moreover, in government Sector, pay scales
are handsome and stable. This reduces the level of personal financial strain in
Public Sector banks.

Work to family spillover also plays a major role in deciding work life
balancing. It clearly tells that women employees also are asked to come to
office in case of emergency. Moreover women employees in banks do not feel
that they develop unique skills at workplace which may help them at
household activities. Overall, mean value has been found to be 2.95 which is
slightly low as the scale ranges from 1 to 5. Thus, it can be said that work to
family role spillovers are only causing problems for women and no direct
benefit of role spillover is felt by women employees. Thus, it seems that
women employees at Private Sector banks feel more strained, or stressed
due to work to family role spillovers in comparison to females at Public Sector

212
banks. It can be claimed that women employees of Private Sector banks feel
more pressurized due to work to family role spillovers in comparison to
women employees of Public Sector banks.

In case of support from colleagues, it can be said that women

employees are largely treated at par with male employees. However, when it
comes to benefits like maternity leave, women employees face resentment
too. Average level of perceived support from colleagues is higher for women
employees of Private Sector banks and low for women employees of Public
Sector banks. It can be claimed that level of support from colleagues is more
in case for women employees of Private Sector banks as against women
employees of Public Sector banks. Some common reason includes that
Private banks generally do not offer long maternity benefits whereas Public
Sector banks do offer the same.

Similarly, analysis has been done for support from seniors. Women
employees largely face problems and do not get much support from their
immediate seniors. Overall mean value for support from seniors has been
found to be 2.17. It shows that on average, the level of support from seniors is
low in case of women employees of banks. Clearly the work environment at
banks for women is not perceived as conducive. Level of support from seniors
in case of Public Sector women bank employees is tremendously low as
compared to women employees of Private Sector banks. The reason for this
low level of support from seniors at Public Sector banks can be because of
some rigid perceptions of male employees that female employees cannot
work at par with them. It is perceived that their efficiency is low. However, in
Private Sector, even women employees almost do every task that male
employees can do. Hence, women employees in Private Sector enjoy better
reputation.

Now from the organization point of view, a definite presence of

increasing organizational work life support in the daily routine of working
women in banks has been observed. It clearly tells that women employees
also are given organizational work life support. However, they still believe that
the same support is more in case of male employees. Overall, mean value
has been found to be 3.32 which is fairly large as the scale ranges from 1 to

213
5. Thus, it can be said that organizational work life support are rising for
women employees working in banks. As against average of 3.56 of
organizational work life support in case of Private Sector banks, mean value
of 3.11 was recorded in case of Public Sector banks. Thus, it seems that
women employees at Private Sector banks receive more organizational work
life support in comparison to females at Public Sector banks.

Grand mean for overall opportunity for advancement is 3.32 which is

indicating that there is a clear agreement related to opportunity for
advancement at workplace. Thus, it can be claimed that now women
employees have better opportunities for advancement in their careers. Gone
are the days when women employees were considered only for bottom or at
best middle level jobs. Now the performance and not the gender matters for
the advancement opportunities. Average level of perceived opportunity for
advancement is higher for women employees of Private Sector banks and low
for women employees of Public Sector banks. It can be claimed that level of
opportunity for advancement is more in case for women employees of Private
Sector banks as against women employees of Public Sector banks. There
may be number of reasons for that. However, some common reasons include
that in Public Sector, promotions or advancements take their own pace.
Increments are annual in nature. Promotions are systematic, predefined and
occasionally take place.

Organizational communication is the glue that holds everything

together. Result indicates that women employees largely women employees
do not agree that their level of communication is less effective than males.
However, they also feel that grievances of males are heard. Overall mean
value for organizational communication has been found to be 2.69. It shows
that on average, the level of organizational communication is low in case of
women employees of banks. It can be claimed now that organizational
communication is similar in case of women employees working at Public
Sector banks as against women employees working at Private Sector banks.

Organizational Commitment is highly valuable. Studies have

highlighted that commitment has a great impact on the successful
performance of an organization. This is because a highly committed employee

214
will identify with the goals and values of the organization, has a stronger
desire to belong to the organization and is willing to display greater
organizational citizenship behavior i.e., a willingness to go over and beyond
their required job duties. A definite presence of rising organizational
commitment in the daily routine of working women in banks has been
observed. Average perception of women employees at Private banks with
regard to organizational commitment is different from their counterparts at
Public Sector banks. As against average of 2.59 of organizational
commitment in case of Private Sector banks, mean value of 2.61 was
recorded in case of Public Sector banks. Thus, it seems that women
employees at Private Sector banks feel same spirit of organizational
commitment in comparison to females at Public Sector banks.

Impact of Work Life Balance on Job Satisfaction

Impact of work life balancing has also been calculated and analyzed
with the help of stepwise regression analysis. All the determinants of work life
balancing were treated as predictor variables. Job satisfaction was treated as
dependent variable. The stepwise regression was calculated separately for
Private and Public Sector bank employees. Job satisfaction had five
dimensions like general working conditions, pay and promotions, work
relationships, use of skills and abilities and work activities.

First set of regression analysis deals with work life balancing and
satisfaction from general working conditions. Five models in total have been
developed in case of Women employees of Private Sector banks and three
models have been developed in case of women employees of Public Sector
banks. All selected variables kept together have managed to explain about
33% variation in case of women employees of Private Sector banks and about
7% variation in case of Public Sector banks. In case of Private Sector banks,
the most prominent predictor has been found to be job involvement. Second
prominent predictor has been job security. These two have been followed by
three more predictors named Job Demands, Attitude towards Gender role,
Job Time. In case of Public Sector banks, the most prominent predictor has
been found to be work to family role spillover. Second prominent predictor has
been personal financial strain. These two have been followed by third

215
predictor named life satisfaction. As interpretation, it can be said that job
involvement and job security highly guide satisfaction from general working
conditions in case of women working in Private Sector banks. Similarly,
satisfaction from general working conditions is guided by work to family role
spillover, personal financial strain and life satisfaction. Thus, a clear difference
can be observed between women working in Public and Private Sector banks
in relation to what guides the satisfaction from general working conditions. In
case of women working in Private Sector banks, the contribution of two
predictors’ viz. Job Involvement, and Attitude towards Gender role have been
positive while the remaining three predictors viz. Job Security, Job Demands
and job timings have been making negative contributions. These have
negative or reduction role to play. In case of Public Sector banks, Work to
Family Role Spillover and Life Satisfaction play a positive role whereas
Personal Financial Strain plays a negative role.

Second set of regression analysis deals with work life balancing and
satisfaction from pay and promotions. Five models in total have been
developed in case of Women employees of Private Sector banks and no
models have been developed in case of women employees of Public Sector
banks. R-square value shows the strength of each model in form of variation
explained. In case of Private Sector banks, Model-1 with about 5% explained
variation is at top. Thereafter, models have added one independent variable
each time and increased the explained variation. Otherwise, all selected
variables kept together have managed to explain about 19% variation in case
of women employees of Private Sector banks. In case of Private Sector
banks, the most prominent predictor has been found to be job stress. Second
prominent predictor has been personal financial strain. These two have been
followed by three more predictors named Work to Family Role Spillover, Job
Involvement, and Job Demands. As interpretation, it can be said that Job
Stress, Personal Financial Strain highly guide satisfaction from pay and
promotions in case of women working in Private Sector banks. However, in
case of Public Sector banks, satisfaction from pay and promotions is largely
independent of work life balance predictors. Thus, a clear difference can be
observed between women working in Public and Private Sector banks in

216
relation to what guides the satisfaction from pay and promotions. In case of
women working in Private Sector banks, the contribution of all the five
predictors viz. Job Stress, Personal Financial Strain, Work to Family Role
Spillover, Job Involvement, Job Demands have been making positive
contributions.

The third set of regression analysis deals with work life balancing and
satisfaction from work relationships. Two models in total have been developed
in case of Women employees of Private Sector banks and two models have
been developed in case of women employees of Public Sector banks. R-
square value shows the strength of each model in form of variation explained.
In case of Private Sector banks, Model-1 with about 24% explained variation
is at top. Thereafter, models have added one independent variable each time
and increased the explained variation. In case of women employees of Public
Sector banks, however, a lower r-square value of about 3% has been shown
by the Model-1. Otherwise, all selected variables kept together have managed
to explain about 33% variation in case of women employees of Private Sector
banks and about 5% variation in case of Public Sector banks. In case of
Private Sector banks, the most prominent predictor has been found to be job
involvement. Second prominent predictor has been Personal Financial Strain.
In case of Public Sector banks, the most prominent predictor has been found
to be organizational commitment. Second prominent predictor has been job
demands. As interpretation, it can be said that job involvement and Personal
Financial Strain highly guide satisfaction from work relationships in case of
women working in Private Sector banks. Similarly, satisfaction from work
relationships is guided by Organizational Commitment, and Job Demands.
Thus, a clear difference can be observed between women working in Public
and Private Sector banks in relation to what guides the satisfaction from work
relationships. In case of women working in Private Sector banks, the
contribution of two predictors’ viz. Job Involvement, Personal Financial Strain
have been positive while in case of Public Sector banks, Organizational
Commitment, and Job Demands play a negative role.

Fourth set of regression analysis deals with work life balancing and
satisfaction from use of skills and abilities. One model in total has been

217
developed in case of Women employees of Private Sector banks and three
models have been developed in case of women employees of Public Sector
banks. R-square value shows the strength of each model in form of variation
explained. In case of Private Sector banks, Model-1 with about 3% explained
variation is at top. Thereafter, models have added one independent variable
each time and increased the explained variation. In case of women
employees of Public Sector banks, however, a lower r-square value of about
3% has been shown by the Model-1. Otherwise, all selected variables kept
together have managed to explain about 3% variation in case of women
employees of Private Sector banks and about 7% variation in case of Public
Sector banks. In case of Private Sector banks, the most prominent predictor
has been found to be Opportunity for advancement. In case of Private Sector
banks, prominent predictor have been Opportunity for advancement and
personal financial strain. These two have been followed by Job Time. As
interpretation, it can be said that Opportunity for advancement, Personal
Financial Strain, and Job Time highly guide satisfaction from use of skills and
abilities in case of women working in Private Sector banks. However, in case
of women employees of Public Sector banks, no strong predictor has been
found.

Lastly, regression analysis deals with work life balancing and

satisfaction from work activities. Five models in total have been developed in
case of Women employees of Private Sector banks and no models have been
developed in case of women employees of Public Sector banks. R-square
value shows the strength of each model in form of variation explained. In case
of Private Sector banks, Model-1 with about 13% explained variation is at top.
Thereafter, models have added one independent variable each time and
increased the explained variation. Otherwise, all selected variables kept
together have managed to explain about 24% variation in case of women
employees of Private Sector banks. In case of Private Sector banks, the most
prominent predictor has been found to be job time. Second prominent
predictor has been Organizational Work Life Support. These two have been
followed by three more predictors named Organizational Commitment,
Support from Colleagues, Job Demands. In case of Public Sector banks, no

218
strong predictor has been found. As interpretation, it can be said that Job
Time, Organizational Work Life Support, Organizational Commitment, Support
from Colleagues, and Job Demands highly guide satisfaction from work
activities in case of women working in Private Sector banks. Thus, a clear
difference can be observed between women working in Public and Private
Sector banks in relation to what guides the satisfaction from work activities.

SUGGESTIONS

On the basis of these observations, it can be suggested that job stress

and job strain has to be dealt with carefully. In specific, Private Sector banks
need to re-look in the assignments for employees. It seems like Private Sector
banks are expecting too much out of their employees which has emerged as a
source of disturbed work life balance for their women employees. Similarly,
job involvement has also been low in case of Private Sector women
employees of banks. An effort here in the area of making job more employee
friendly can be appreciated.

A major concern in case of Private Sector women bank employees was

job security. Clearly, women feel insecurity related to their current jobs in
Private Sector banks. Banks might need to change their human resource
policies to make women employees feel secure and comfortable. Finally, level
of family support is alarming in case of women employees working in banks.
Both in case of Private and Public Sector banks, women should be given
adequate support by their spouses. Hence, a change in roles at home and
workplace is need of the hour. If women need to be performing excellent at
workplace, they surely need to be given some relaxation from their household
chores.

Some factors like job demands, job security, and work family spillover
have been reported to have impact on the perceived level of job satisfaction. It
clearly shows that if jobs are not made unnecessarily demanding, if
employees are provided adequate job security, and if work is assigned as per
the capacity of employee so that they do not carry work to home, the level of
job satisfaction will definitely improve. Hence, it is suggested that banks need

219
to have a humanistic approach towards employees and not be too much
demanding every day.

Women have to face the challenge of attending families with more

responsibility in comparison to men due to which, in the working place,
women have more stress. In order to deal with it, there must be special
financial provision of incentives for personnel to engage servants to attend the
household services.

Already some banks have even started taking care of work life
balancing in India. State bank of India has already started their policy of
allowing women work from home in case of maternity and child care
instances. A two year sabbatical leave has been allowed by the bank for this
purpose. On similar lines, ICICI bank has also taken steps. iWork@home, a
first-of-its-kind program, allows women employees of ICICI Bank to work from
home.

This unique program replicates the work environment at home by

providing employees access to their work applications in a safe and secure
manner. Women can work from home for one year, which can be further
extended. The other initiative aids women managers who travel on business,
by covering the travel and stay of young children and their caregivers. Hence,
it is clear that the banking Sector has already been awaken to the rising and
alarming situation of work life balancing for women employees. Only the time
however can tell the effectiveness of such steps or policies in accommodating
work life balance.

220
Bibliography
 BIBLIOGRAPHY

Research Papers from Journals

Adams, G.A., King, L.A., & King, D.W. (1996). Relationships of job and family
involvement, family social support, and work-family conflict with job and
life satisfaction. Journal of Applied Psychology, 81(4), 411-420.

Alam, M.S., Biswas, K., & Hassan, K. (2009). A Test of association between
working hour and work family conflict: A glimpse on Dhaka’s female
white collar professionals. International Journal of Business and
Management, 4(5), 27-35.

Aryee, S. (1992). Antecedents and outcomes of work-family conflict among

married professional women: Evidence from Singapore. Human
Relations, 45(8), 813-835.

Aryee, S., & Luk, V. (1996). Balancing two major parts of adult life experience:
work and family identity among dual-earner couples. Human Relations,
49(4), 465-487.

Aryee, S., Fields, D., & Luk, V. (1999a). A cross-cultural test of a model of the
work-family interface. Journal of Management, 25(4), 491-511.

Aryee, S., Luk, V., Leung, A. & Lo, S. (1999b). Role stressors, interrole
conflict and well being: the moderating influence of spousal support
and coping behaviors among employed parents in Hong Kong. Journal
of Vocational Behavior, 54, 259-278.

Bagger, J., Li, A., & Gutek, B.A. (2008). How much do you value your family
and does it matter? The joint effects of family identity salience, family-
interface-with-work and gender. Human Relations, 61(2), 187-211.

Bardoel, E.A ., Cieri, H.D., & Santos, C. (2008). A review of work-life research
in Australia and New Zealand. Asia Pacific Journal of Human
Resources, 46(3).

Bharathi, Vijayakumar and Mala and Bhattacharya, Sonali, Work Life Balance
of Women Employees in the Information Technology Industry

221
 (February 01, 2015). Asian Journal of Management Research, ISSN
2229-3795, Vol 5, No. 3, pp 323-343

Bhargava, S. & Baral, R. (2009). Antecedents and consequences of work–

family enrichment among Indian managers. Psychological Studies, 54,
213-225.

Butler, A.B., Grzywacz, J.G., Bass, B.L., & Linney, K.D. (2005). Extending the
demands control model: a daily diary study of job characteristics, work
family conflict and work- family facilitation. Journal of Occupational and
Organizational Psychology, 78, 155-169.

Carlson, D.S. (1999). Personality and role variables as predictors of three

forms of work- family conflict. Journal of Vocational Behavior, 55, 236-
253.

Carlson, D.S. and Kacmar. K.M. (2000). Work-family conflict in the

organization: Do life role values make a difference? Journal of
Management 26 (5), 1031-1054.

Carmeli, (2003) "The relationship between emotional intelligence and work

attitudes, behavior and outcomes: An examination among senior
managers", Journal of Managerial Psychology, Vol. 18 Iss: 8, pp.788 –
813.

Cieri, H.D., Holmes, B., Abbott, J., & Pettit (2005). Achievements and
challenges for work/life balance strategies in Australian organizations.
International Journal of Human Resource Management 16(1), 90-103.

Crosbie, T., & Moore, J. (2004). Work-life balance and working from home.
Social Policy and Society, 3(3), 223-233.

Dex, S., & Scheibl, F. (2001). Flexible and family-friendly working

arrangement in UK-based SMEs: Business cases. British Journal of
Industrial Relations, 39(3).

Doherty, L. (2004). Work-life balance initiatives: implications for women.

Employee Relations, 26(4), 433-452.

222
Drew, E., & Murtagh, E.M. (2005). Work/life balance: Senior management
champions or laggards? Women in Management Review, 20(4), 262-
278.

Dyne, L.V., Kossek, E., & Lobel, S. (2009). Less needs to be there: cross
level effects of work practices that support work life flexibility and
enhance group processes and group level OCB. Human Relations,
60(8), 1123-1154.

Eagle, B.W., Miles, E.W., & Icenogle, M.L. (1997). Interrole conflicts and the
permeability of work and family domains: are there gender differences?
Journal of Vocational Behavior, 50, 168-184.

Ezzedeen, S.R., & Swiercz, P.M. (2002). Rethinking work-life balance:

Development and validation of the cognitive intrusion of work scale
(CIWS)—A dissertation research proposal. Proceedings of the 2002
Eastern Academy of Management Meeting quoted in Lockwood, N. R.
(2003). Work/Life Balance: Challenges and Solutions, Society for
Human Resource Management: Research Quarterly, 2, 1-10.

Fisher-McAuley, G., Stanton, J., Jolton, J., & Gavin, J. (2003). Modelling the
relationship between work life balance and organizational outcomes.
Paper presented at the Annual conference of the Society for Industrial-
Organizational Psychology. Orlando, April 12, 1-26.

Forsyth, S., & Polzer-Debruyne, A. (2007). The organizational pay-offs for

perceived work–life balance support. Asia Pacific Journal of Human
Resources, 45, 113.

Frone, M.R., Russell, M., & Cooper, M.L. (1992a). Prevalence of work-family
conflict: Are work and family boundaries asymmetrically permeable?
Journal of Organizational Behavior, 13, 723-729.

Frone, M.R., Russell, M., & Cooper, M.L. (1992b). Antecedents and outcomes
of work-family conflict: Testing a model of the work-family interface.
Journal of Applied Psychology, 77(1), 65-78.

223
Frone, M.R., Yardley, J.K., & Markel, K.S. (1997). Developing and testing an
integrative model of the work family interface. Journal of Vocational
Behavior, 50, 145-167.

Frye, N.K., & Breaugh, J.A. (2004). Family friendly policies, supervisor
support, work-family conflict and satisfaction: A test of a conceptual
model. Journal of Business and Psychology, 19(2), 197-219.

Fuß, I., Nübling, M., Hasselhorn, H.M., Schwappach, D., & Rieger, M.A.
(2008). Working conditions and work family conflict in German hospital
physicians: psychosocial and organizational predictors and
consequences. BMC Public Health, 8, 353.

Galinsky, E. and Johnson, A. (1998). Reframing the Business Case for Work-
life Initiatives. New York: Families and Work Institute.

Greenhaus, J.H., Parasuraman, S., Granrose, C.S., Rabinowitz, S. & Beutell,

N.J. (1989). Sources of work family conflict among two career couples.
Journal of Vocational Behavior, 34, 133-153.

Grzywacz J.G., Arcury, C.A., Marin, A., Carrillo, L., Burke, B., Coates, M.L., &
Quandt, S.A. (2007). Work family conflict: experiences and health
implications among immigrant Latinos. Journal of Applied Psychology,
92(4), 1119-1130.

Grzywacz, J.G., & Bass, B.L. (2003). Work, family and mental health: testing
different models of work family fit. Journal of Marriage and Family, 65,
248- 262.

Grzywacz, J.G., & Marks, N.F. (2000). Reconceptualizing the work-family

interface: an ecological perspective on the correlates of positive and
negative spillover between work and family. Journal of Occupational
Health Psychology, 5(1).

Guest, D.E. (2002). Perspectives on the study of work-life balance. Social

Science Information, 41(2), 255-279.

Gutek, B.A., Searle, S., & Klepa, L. (1991). Rational versus gender role
explanations for work family conflict. Journal of Applied Psychology,
76(4), 560-568.

224
Haar, J.M., & Bardoel, E.A. (2008). Positive spill over from the work- family
interface: a study of Australian employees. Asia Pacific Journal of
Human Resources, 46(3), 275-287.

Hammer, L.B., Allen, E., & Grigsby, T.D. (1997). Work family conflict in dual
earner couples: within individual and crossover effects of work and
family. Journal of Vocational Behavior, 50, 185-203.

Higgins, C., Duxbury, L., & Lee, C. (1994). Impact of life cycle stage and
gender on the ability to balance work and family responsibilities. Family
Relations, 43, 144-150.

Higgins, C.A., & Duxbury, L. (1992). Work-family conflict: A comparison of

dual– career and traditional–career men. Journal of Organizational
Behavior, 13(4).

Hill, E.J., Hawkins, A.J., Ferris, M., & Weitzman, M. (2001). Finding an extra
day a week: The positive influence of perceived job flexibility on work
and family life balance. Family Relations, 50(1), 49-65.

Hsieh, Y., Pearson, T., Chang, H., & Uen, J. (2005). Spillover between work
and personal life balance for lodging managers. Journal of Human
Resources in Hospitality and Tourism, 3(2), 61-83.

Hyman, J. & Summers, J. (2004).Lacking balance? Work-life employment

practices in the modern economy. Personnel Review, 33(4), 418-429.

Hyman, J., & Summers, J. (2007). Work and life: can employee
representation influence balance? Employee Relations, Vol. 29 Iss:4
pp.367-384. Emerald Group Publishing Limited

Hyman, J., Baldry, C., Scholarios, D., & Bunzel, D. (2003). Work-life
imbalance in the new service sector economy. British Journal of
Industrial Relations, 41(2), 215-239.

Janssen, P.P.M., Peeters, M.C.W., de Jonge, J., Houkes, I., & Tummers,
G.E.R. (2004). Specific relationships between job demands, job
resources and psychological outcomes and the mediating role of
negative work-home interference. Journal of Vocational Behavior,
65(3), 411-429.

225
Joseph, Shaji and Gautam, Bhawna and Bharathi, Vijayakumar, An Empirical
Study on the Factors Contributing to Work Family Conflict Among
Young Employees in the IT Companies (March 1, 2015). Indian Journal
of Science and Technology, Vol 8 (S6), pp. 50-60

Keene, J.R., & Quadagno, J. (2004). Predictors of perceived work-family

balance: Gender difference or gender similarity? Sociological
Perspectives. 47(1), 1-23.

Kim Siew Lee Fean & Ling Seow Choo (2001). Work-Family conflict of women
entrepreneurs in Singapore. Women in Management Review, 16(5),
204-221.

Kinnunen, U., & Mauno, S. (2007). Antecedents and outcomes of work family
conflict among employed women and men in Finland. Human
Relations, 51(2), 157-177.

Kirchmeyer, C. (1995). Managing the work-nonwork boundary: An

assessment of organizational responses. Human Relations, 48(5), 515-
535.

Konrad, A.M., & Mangel, R. (2000). The impact of work-life programs on firm
productivity. Strategic Management Journal, 21, 1225-1237.

Kossek, E.E., & Ozeki, C. (1998). Work family conflict, policies, and the job
life satisfaction relationship: A review and directions for organizational
behavior– human resources research. Journal of Applied Psychology,
83(2), 139-149.

Kossek, E.E., Dass, P. and DeMarr, B.C. (1994). The dominant logic of
employer– sponsored work and family initiatives: Human resource
managers institutional role. Human Relations, 47(9), 1121-1147.

Lacy,J. (2002). Truth and Myths of Work/Life Balance. Workforce, December,

34-39. Retrieved April 8, 2008, from http://www.workforce.com/section
/02/feature/23/36/99/

Loscocoo, K.A. (1997). Work family linkages among self employed women
and men. Journal of Vocational Behavior, 50, 204-226.

226
Luk, D.M., & Shaffer M.A. (2005). Work and family domain stressors and
support: within- and cross-domain influences on work-family conflict.
Journal of Occupational and Organizational Psychology. 78(4), 489-
508.

Macky. K., & Boxall, P.L. (2008). High involvement work processes, work
intensification and employee well being: a study of New Zealand
worker experiences. Asia Pacific Journal of Human Resources, 46(1),
38-55.

Martins, L.L., Eddleston, K.A., & Veiga, J.F. (2002). Moderators of the
relationship between work-family conflict and career satisfaction.
Academy of Management Journal, 45(2), 399-409.

Maxwell, G.A., & McDougall, M. (2004). Work-life balance. Public

Management Review, 6(3), 377-393.

Mayo, M., Pastor, J.C., & Sanz, A.I. (2008). Enabling managers to achieve
work-family balance: A demands- control model of housework
behaviour and family satisfaction. IE Business School Working Paper
WP08-20. Retrieved October 5, 2008, from http://ssrn.com/
abstract=1138789

Milkie, M.A., & Peltola, P. (1999). Playing all the roles: gender and the work-
family balancing act. Journal of Marriage and the Family, 61(2), 476-
490.

Miller, Ann R. (1978). Changing Work Life Patterns: A Twenty-Five Year

Review. Annals of the American Academy of Political and Social
Science, Vol. 435, America in the Seventies: Some Social Indicators.
pp. 83-101, Sage Publications, Inc.

Milliken, F.J., Martins, L.L., & Morgan, M. (1998). Explaining organizational

responsiveness to work-family issues: The role of human resource
executives as issue interpreters. Academy of Management Journal,
41(5), 580-592.

Newman, M., & Mathews. K. (1999). Federal family-friendly workplace

policies. Review of Public Personnel Administration, 19(3), 34–58.

227
Osterman, P. (1995). Work/family program and the employment relationship.
Administrative Science Quarterly, 40, 681-700.

Pal, S. & Saksvik, P.Ø. (2008). Work-family conflict and psychosocial work
environment stressors as predictors of job stress in a cross-cultural
study. International Journal of Stress Management, 15(1), 22-42.

Perry-Smith, J.E., & Blum, T.C. (2000). Work-family human resource bundles
and perceived organizational performance. Academy of Management
Journal, 43(6), 1107-1117.

Petare, Purushottam Arvind, A Study of Work Life Balance of Women

Working in Teaching Profession At Kolhapur (July 2013). Online
International Interdisciplinary Research Journal, {Bi-Monthly},
ISSN2249-9598, Volume-III, Issue-IV, July-Aug 2013.Page No-199-204

Pleck, J.H., Staines, G.L. and Lang, L. (1980). Conflicts between work and
family life. Monthly Labor Review, March, 29-32.

Powell, G.N., & Greenhaus, J.H. (2006). Managing incidents of work–family

conflict: A decision-making perspective. Human Relations, 59(9), 1179-
1212.

Rajadhyaksha, U. & Smita, S. (2004). Tracing a timeline for work and family
research in India. Economic and Political Weekly (April 24), 1674-1680.

Renu V., A Study on Stress Level of Working Females of Multinational

Financial Institutions in Chandigarh City (August 8, 2011). Res
Manageria, 2011 I Vol. 2, I Issue 4, pp. 42-45

Saltzstein, A.L., Ting, Y., & Hall, Saltzstein, G.H. (2001). Work-family balance
and job satisfaction: The impact of family-friendly policies on attitudes
of federal government employees. Public Administration Review, 61(4),
452-467.

Sandhu, H.S. & Mehta, R (2006). Work-family conflict among women

executives in service sector: An empirical study. Journal of Advances
in Management Research, 3(2), 68-80.

Schieman, S., & Glavin, P. (2008). Trouble at the border? Gender, flexibility at
work, and the work home interface. Social Problems, 55(4), 590-611.

228
Schieman, S., McBrier, D.B., & Gundy, K.V. (2003). Home to work conflict,
work qualities and emotional distress. Sociological Forum, 18(1), 137-
164.

Sjöberg, L. (2008). Emotional intelligence and life adjustment. In J.C. Cassady

& M.A. Eissa (Eds.), Emotional Intelligence: Perspectives on
Educational & Positive Psychology. New York: Peter Lang Publishing.
pp. 169-184.

Spector, P.E. (1997), Job Satisfaction: Application, Assessment, Causes, and

Consequences, London: SAGE, ISBN 0-7619-8923-4.

Steiber, N. (2009). Reported levels of time-based and strain-based conflict

between work and family roles in Europe: A multilevel approach. Social
Indicators Research, 93, 469-488.

Suchet, M., & Barling, J. (1986). Working mothers: Interrole conflict, spouse
support and marital functioning. Journal of Occupational Behaviour, 1,
167-178.

Sundaresan, Shobha, Work-Life Balance – Implications for Working Women

(October 4, 2014). OIDA International Journal of Sustainable
Development, Vol. 7, No. 7, pp. 93-102

Thomas, L.T., & Ganster, D.C. (1995). Impact of family-supportive work

variables on work-family conflict and strain: A control perspective.
Journal of Applied Psychology, 80(1), 6-15.

Thornton, Margaret, The Flexible Cyborg: Work-Life Balance in Legal Practice

(January 11, 2016). (2016) 38(1) Sydney Law Review pp.1-21.

Vloeberghs, D., (2002). An original and data based approach to the work-life
balance. Equal Opportunities International, Vol.21 Iss: 2, pp.25-57

Voydanoff, P. (2004). The effects of work demands and resources on work –

to- family conflict and facilitation. Journal of Marriage and Family, 66,
398-412.

Waters, M.A., & Bardoel, E.A. (2006). Work–family policies in the context of
higher education: Useful or symbolic? Asia Pacific Journal of Human
Resources 44(1), 67-82.

229
Wesley, J.R. & Muthuswamy, P.R. (2005). Work-family conflict in India- An
empirical study. SCMS Journal of Indian Management, October-
December, 95-102.

White, M., Hill, S., McGrovern, P., Collins, M., & Smeaton, D. (2003). High-
performance management practices, working hours and work-life
balance. British Journal of Industrial Relations, 41(2), 175-195.

Williams, K.J., & Alliger, G.M. (1994). Role stressors, mood spillover, and
perceptions of work family conflict in employed parents. Academy of
Management Journal, 37(4), 837-868.

Books

Cooper, D.R. & Schindler, P.S. (2003). Business Research Methods. New
Delhi: Tata McGraw-Hill.

Coughlan, A. (2005). Work-life balance: An introduction to work-life balance

issues and a preliminary exploration of work-life balance culture in
NUI, Maynooth. Quality Promotion Office, National University of
Ireland, Maynooth (NUIM).

Blood, R.O., & Wolfe, D.M. (1960). Husbands and Wives. New York:
MacMillan.

Bailyn, L., Drago, R., & Kochan, T.A. (2001). Integrating work and family life:
A holistic approach. A Report of the Sloan Work –Family Policy
Network. MIT Sloan School of Management, Boston M.A.

Fisher-McAuley, G., Stanton, J., Jolton, J., & Gavin, J. (2003). Modelling the
relationship between work life balance and organizational outcomes.
Paper presented at the Annual conference of the Society for Industrial-
Organizational Psychology. Orlando, April 12, 1-26.

Galinky, E., & Bond, J.T. (1998). The 1998 Business Work-life Study: A
SourcebookExecutive Summary. New York: Families and Work
Institute.

Grzywacz, J.G. (2002). Toward a theory of work-family enrichment. Paper

presentation, 34th Annual Theory Construction and Research
Methodology Workshop, November, Houston, TX.

230
Hochschild, J. (1997). The Time Bind: When Work Becomes Home and
Home Becomes Work. New York: Henry Holt and Co.

Kiran Bedi (2008). Empowering Women …As I See”, First Edition, Sterling
Publishers Pvt.Ltd., Delhi

Morris, E. (2008). Emotional Intelligence and Job satisfaction of Polytechnic

Teachers of Kerala. (Masters Thesis, Panjab University, Chandigarh).

Penny Walters ( 2011), “Work Life Balance : Guidance for school based
staff”, Sheffield City Council, UK, January 2011.

Ramu, G.N. (1989). Women, Work and Marriage in Urban India: A Study of
Dual and Single-Earner Couples. New Delhi: Sage Publications.

Rapoport, R., Bailyn, L., Fletcher, J.K., and Pruitt, B.H., (2002). Beyond
Work-Family Balance: Advancing Gender Equity and Workplace
Performance. San Francisco: Jossey Bass.

Voydanoff, P. (1987). Work and Family Life. Newbury Park, CA: Sage.

Zedeck,S. (1992). Work, Families, and Organizations. San Francisco:

Jossey-Bass.

Web Links

Baral, R. (2010). Work-family enrichment: Benefits of combining work and

family. Retrieved October 7, 2010, from
http://www.paycheck.in/main/work-and-pay/women-
paycheck/articles/work-family-enrichment-benefits-of-combining-work-
and-family

Bhola, Sarang Shankar and Nigade, Jyoti, Impact of Work-Life Imbalance on

Health of Women (January 4, 2016). Available at SSRN:
http://ssrn.com/abstract=2710571

Bhola, Sarang Shankar and Nigade, Jyoti, Work-Life Balance (WLB)

Practices: Strategy to Improve Performance of Working Women
(August 27, 2015). Available at SSRN:
http://ssrn.com/abstract=2652314 or
http://dx.doi.org/10.2139/ssrn.2652314

231
Coughlan, A. (2005). Work-life balance: An introduction to work-life balance
issues and a preliminary exploration of work-life balance culture in NUI,
Maynooth. Quality Promotion Office, National University of Ireland,
Maynooth (NUIM). Retrieved March 30, 2007, from
http://qpo.nuim.ie/quality/documents /WLBFinalReport.pdf

Deshpande, Revati Chandrashekhar, Stress among Working Women with

Special Reference to Banking, IT and Education Sector in Gujarat
(February 4, 2013). Proceedings of “Strategies for Sustainability and
Growth in Economic Downturn” at International Business Research
Conference, IES Management College and Research Centre Bandra,
Mumbai, February 2013. Available at SSRN:
http://ssrn.com/abstract=2505331

Duxbury, L., & Higgins. C. (2001). Work-life balance in the new millennium:
Where are we? Where do we need to go? Ottawa: Canadian Policy
Research Network, (Discussion Paper No.W12). Retrieved January 4,
2007, from http://www.cprn.org/ doc.cfm?doc=52&l=en

Elahi, Farman and Shah, Attaullah, Analysis of Problems Faced by the

Working Women in Non-Government Organizations - (A Case Study of
District Mardan-KPK) (Jul 31, 2014). Available at SSRN:
http://ssrn.com/abstract=2756494

Härtel, Charmine E. J., Gender Perceptions of Work-Life Balance:

Management Implications for Full-Time Employees in Australia (August
2, 2012). Australian Journal of Management, Vol. 38, No. 1, 2013.
Available at SSRN: http://ssrn.com/abstract=2253361

Kato, Takao and Kodama, Naomi, Work-Life Balance Practices, Performance-

Related Pay, and Gender Equality in the Workplace: Evidence from
Japan. IZA Discussion Paper No. 9379. Available at SSRN:
http://ssrn.com/abstract=2672165

Loerch, K.J., Russell, Joyce E.A., & Rush, M.C. (1989). The relationships
among family domain variables and work family conflict for men and
women. Journal of Vocational Behavior, 35, 288-308.

232
Rajadhyaksha, U. & Ramadoss, K. (2010). Test of a causal model of work-
family conflict in India. Retrieved October 7, 2010, from
www.workfamilyconflict.ca/ cms/documents /83/India_2010.doc

Rajadhyaksha, U. & Velgach, S. (2009). Gender, gender role ideology and

work-family conflict in India. Academy of Management, Chicago, IL,
USA. Retrieved October 7, 2010, from
http://www.workfamilyconflict.ca/cms/documents/38/ GRI_paper-
AOM2009.pdf.

Singh, V. (2001). Managers’ work life balance and commitment: An

exploratory study. Retrieved March 30, 2007, from
http://www.sses.com/public/events/euram/
completetracks/workandfamily/singh

233
Annexures
 Appendix-I
Questionnaire
Respected Sir/Madam,

This study on “Work Life Balance for Women” is a part of Ph.D. program at
Himachal Pradesh University, Shimla. Kindly spare few minutes of your valuable time in answering the
questions. Please give your frank and truthful opinion to all questions. Please do not leave any
question unanswered until and unless it does not relate to you. Your answers will be kept confidential
and your identity will not be revealed. The response will be used for purely academic purpose.

Thanking you for your kind cooperation and valuable time.

1. Your Name Please: ……………………………………………………………….

20-30 Years 31-40 Years 41-50 Years Above 50 years

2. Age:
3. Marital Unmarried Married Divorced Widowed
Status:

4. Educational 10+2 Graduation Post-Graduation

Qualification:

5. Designation in the present organization (Please specify)...………………………….

6. Length of service in the present organization:

0-5 Years 6-10 Years 11-15 Years 16-20 years Above 20 years

7. Experience in the past organizations:

0-5 Years 6-10 Years 11-15 Years 16-20 years Above 20 years

i
 8. Monthly individual income in the present occupation:

Below Rs. 15,000 Rs. 15,000-30,000 Rs. 30,001 – 45,000

Rs. 45,001- 60,000 Rs. 60,001 – 75,000 Above Rs. 75,000

9. Total monthly household income:

Below Rs. 20,000 Rs. 20,000-50,000 Rs. 50,001 – 80,000

Rs. 80,001- 110,000 Rs. 110,001 – 1,40,000 Above Rs. 1,40,000

10. Have you got promotion in present job? Yes No

If yes, Please answer the following questions:

10 A) How many times have you got promotion? 1 2 3 More than 3

10 B) Do you feel that promotion has affected your work life balance

Yes No Can’t Say

11. If married, Employment status of Spouse:

Unemployed Service Self Employed Self Employed & working from home

12. Type of Family: Nuclear Joint

13. Do you have children? Yes No

ii
 If yes, Please answer the following questions

13 A) How many children do you have? 1 2 3 More than 3

13 B) In your household, who is primarily responsible for child care?

Myself Husband Grand Parents

14. Are you currently having the liability of the following?

Yes No Can’t Say

Your Parents

Parents of Husband

Any other relative

15. The following statements are related to various aspects of work life balance. Please indicate
the extent to which you agree/disagree with the following statements. (5- strongly agree,
4- agree, 3- neutral, 2- disagree, 1- strongly disagree) (You have to tick one out of five
alternatives).

iii
 S. Statements 5 4 3 2 1

Job Demands

1.1 I have to keep my mind all the time on my work.

1.2 I have deadlines that are difficult to meet.

1.3 I often work under time pressure.

1.4 Men are allotted more work than women in similar jobs.

1.5 Women feel more burdened to work late hours than men.

1.6 I am unable to avail my all leaves due to overwork.

1.7 The amount of work I do in office is much more than my capacity.

1.8 I have to work beyond fixed hours to keep up with my workload.

1.9 Women focus more on quality of work as compared to men.

Job Autonomy

2.1 My superior often decides what work I will do.

2.2 I have lot of freedom to decide how to do my work.

2.3 I have sufficient authority to fulfill my job responsibilities.

2.4 Delegation of authority in some jobs is done in my organization

2.5 I can control the speed at which I work.

2.6 I can take initiative and act on my own.

2.7 I have full liberty to decide when to do my work or to go home.

2.8 I have enough spare time for fulfilling my family responsibilities.

iv
 Job Involvement

3.1 My job is like a hobby to me.

3.2 I enjoy my work more than my leisure time.

3.3 I am willing to put extra hours at work when needed.

3.4 When I don’t feel well in the morning, I still try to come to work.

3.5 Most of time, I have to force myself to go to work.

Job Time

4.1 Men work for longer hours than women in similar jobs.

4.2 I can’t leave office earlier to my superior even though I want to leave.

4.3 I can take time off in lieu of working extra hours in office.

Job Security

5.1 I feel secured in my job.

5.2 I often worry about lay off and retrenchment in my organization.

Job Stress

6.1 Working all day really a strain for me.

6.2 I feel exhausted at the end of day.

6.3 Men are more under stress than women in my organization.

Household Demands

7.1 Most of the time, I am involved in household related activities.

7.2 My family demands greater attention from me than I can afford mentally and
physically.

v
7.3 Women often take primary responsibility of household activities as compared
to men.

7.4 Women can handle childcare activities more efficiently than men.

7.5 Women feel more comfortable in joint family due to shared household
responsibilities than in nuclear families.

Family support

8.1 Men get more family support than women for their career.

8.2 My family gives me moral support to face work challenges.

8.3 I get all support and love from my family in spite of my job pressure.

8.4 My family helps me in my household work.

Family to work spillover

9.1 My home life develops skills in me that are useful in office work.

9.2 I will prefer my family than this job if needed.

9.3 Family worries distract me when I am at work.

9.4 Due to family responsibilities, I will not opt better job assignments

9.5 Dual role (work & family) of women is used to discredit them as being less
committed in organization as compared to men.

Attitude towards Gender role

10.1 I think men should earn money and women should take care of home.

10.2 I think women are able to work as equals with men in all professions

10.3 As against men, women should give first priority to family than career

10.4 I think growth of a child in day care is not proper

vi
 Personal Financial Strain

11.1 Without financial security, it is difficult to maintain work life balance.

11.2 Women often have to do job due to financial constraints in family.

11.3 Financial worries contribute more stress to women as compared to men.

11.4 I may forgo my career advancement because I want my spouse to continue in

job.

Life Satisfaction

12.1 I get major satisfaction in my life from family.

12.2 I get major satisfaction in my life from work.

Work to Family Role Spillover

13.1 I frequently do official work at home.

13.2 My job develops skills in me that are helpful in household activities.

13.3 In emergency, men are asked to come to office instead of women.

Support from Colleagues

14.1 Negative attitude of colleagues disturbs my work life balance.

14.2 Women experience more conflict with colleagues than men.

14.3 Employees usually show resentment when women take maternity leave.

Support from Superior

15.1 My superiors don’t mind if I come late/leave early occasionally for family
needs.

15.2 My superior is helpful in getting the job done when my household demands
me to leave my office early.

vii
 Organizational work life support

16.1 Men receive more organizational support than women.

16.2 Higher management encourages superiors to be sensitive to employees’

family needs.

16.3 My management encourages the involvement of employees’ family members

in official get- together.

Opportunity for advancement

17.1 Men get more advancement opportunity than women in organizations

17.2 Women generally prefer a career in which work is not so demanding.

Organization Communication

18.1 Men communicate more effectively than women in official matters.

18.2 Grievances of men and women are handled fairly in my organization.

Organization Commitment

19.1 I would be happy to spend rest of my career with this organization.

19.2 I want my children to work for this organization.

19.3 I will turn down a job with more salary in order to stay in the same
organization because of better work life balance.

viii
 16. Please indicate how much you are satisfied with the following (HS-Highly Satisfied, S-
satisfied, N-neutral, D-Dissatisfied, HD-Highly dissatisfied) (You have to tick one out of five
alternatives).
Sr. Statements HS S N D HD

General Working Conditions

1.1 Working Hours per week

1.2 Location of work

1.3 Physical working conditions in office

1.4 Amount of paid vacations/sick leave offered

Pay and Promotion

2.1 Present Salary

2.2 Fringe Benefits

2.3 Job Security

2.4 Opportunity for Promotion

2.5 Recognition of work accomplished

Work relationships

3.1 Relationship with Superior

3.2 Relationship with Colleagues

3.3 Relationship with Subordinates (If applicable)

Use of Skills and Abilities

4.1 Opportunity to utilize your skills and talents

4.2 Opportunity to learn new skills

ix
 4.3 Support for additional training and education

Work Activities

5.1 Variety of job Responsibilities

5.2 Degree of independence associated with work role

5.3 Adequate opportunity for periodic changes in duties

If you would like me to share results of this survey with you after completion of my study, please
share your email id
__________________________________________________________________________________
.

Thanks a lot for sparing your precious time.

x
Research Papers
 INTERNATIONAL JOURNAL OF MANAGEMENT
AND
SOCIAL SCIENCE RESEARCH REVIEW (IJMSRR)
(www.ijmsrr.com)
Bangalore-560083, INDIA.
Print ISSN: 2349-6738
Online ISSN: 2349-6746
IMPACT FACTOR: 3.996

CERTIFICATE OF PUBLICATION
This is to Certify that Mr./Mrs./Ms./Dr. Dr. ArtiPanditDhawan, Anu
Maher has published research paper in " International Journal of
Management And Social Science Research Review (IJMSRR) peer
reviewed and refereed journal, Volume- 1, Issue- 29, November
2016, pp. 24-29."
Paper Title:- " WORK LIFE BALANCING IN BANKING SECTOR: PERCEIVED
GENDER DISCRIMINATION. "

Chief Editor Managing Editor

Print e-Certificate
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
WORK LIFE BALANCING IN BANKING SECTOR: PERCEIVED GENDER DISCRIMINATION
Dr. ArtiPanditDhawan* Anu Maher**
* Associate Professor, Centre for Evening Studies, H.P. University, Shimla.
** Research Scholar, H.P. University, Shimla.
Abstract
In India, it is assumed that activities related to earning of living are solely the entitlement of males while domestic work,
child bearing and child rearing are the lone employments of women. Traditionally, women in India have not enjoyed a good
standing in workplace settings whether in administrative or operational roles. Women have been loaded with work of all
sorts all through their lives. Among fast growing developing countries, India is characterized for the role of the service
sector. Going by the same theme, this study has been undertaken focusing on women employees of service sector. The idea
was simply to examine if gender based perceived discrimination takes place when it comes to work life balancing. A sample
of 410 employees working in banking sector was selected including 197 male and 213 female respondents. Their responses
on various aspects of work life balancing were collected and tested for discrimination with the help of chi square test. Results
have indicated a clear discrimination with some of the aspects of work life balancing like Job Autonomy, Job Demands, Job
Time, Job Security, Job Stress, Personal Financial Strain, and Organization Commitment.

Key Terms: Work Life Balancing, Gender Discrimination, Job Demands.

Introduction
The balance between private and professional life is one of the essential ingredients of well-being and job satisfaction.
Nevertheless, this balance is sometimes difficult to find. An important aspect of the balance between work and private life is
the time spent at work. Data shows that heavy schedules can affect the health, jeopardize the safety and increase stress. At
nearly 13%, the average number of employees working 50 hours or more per week is not very high in all of the OECD.
Turkey is by far the country where the percentage of employees working very long hours, with 39%, the highest; It is
followed by Mexico, with nearly 28%, and Israel, with one sixth of employees. Overall, there are more men working very
long hours than women, and the percentage of employees working very long hours in the OECD countries reached 17%
among men, against 8% in women1.In addition, more a person works, the less it spends time in other activities, whether
leisure or time for oneself. The amount and quality of leisure time are important factors of general well-being of an individual
and can provide additional benefits in terms of physical and mental health. Devoting fewer hours in paid work does not
necessarily mean for women they have more leisure, because men and women devote approximately the same time in twenty
OECD countries studied2.
Among the difficulties encountered by employees, balancing work and personal life regularly comes first. The social surveys
and barometers carried out by the employers are unanimous on this point and, obviously, the days of RTT (Reduction in
Total Work Time) are not always enough to find a good balance. While working time has been on an upward trend for more
than a century, the Indian worker’s sleeping time is also shrinking, as is the number of children in couples, how is it that the
equilibrium between work and personal life is particularly problematic today? First of all, the official working time does not
always correspond to the actual working time. Even when the latter is precisely measured, an employee cannot badge if he
carries work at home at night or on weekends. In addition, some say they do not have time to take all their days off and RTT.
Then, work has intensified since the 1990s due to productivity imperatives, pressure from customers who are increasingly
impatient, the need to be hyper-reactive to market changes and, finally, new technologies. Thus, time seems to be
accelerating. There is less and less "time out" since employees can now, for the most part, work everywhere and all the
time.Finally, the share of the labor force working at non-standard working hours is steadily increasing.
Particularly in case of women employees, we should not forget the effect of family changes. To this must be added the social
pressure which demands, for example, that a woman be both an excellent mother with her children, an excellent wife with her
spouse, an excellent daughter with her parents, an excellent employee, an excellent friend etc.The growth of divorces, single-
parent families and blended families generally makes it even more difficult to balance work and personal life. Moreover, this
conciliation is complex, because our ambition is extremely high: we want everything right away.
Problem Definition: This study has been organized and designed with the specific objective of how male and female
employees in banking sector perceive various aspects of work life balancing. An effort has been made to examine if male and
female employees differ on their perceptions related to aspects of work life balancing.

1
Compiled from OECD surveys on Global Level. Available at http://www.oecdbetterlifeindex.org
2
Countrywide reports of OECD are available at http://www.oecdbetterlifeindex.org/countries

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 24
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
Review of Literature
Work–life balance is well-defined as workers’ perception that numerous domains of personal time, household care, and work
are sustained and cohesive with a minimum of role conflict (Clark, 2000; Ungerson&Yeandle, 2005). Work–family balance
reveals an individual’s positioning across diverse life roles, an inter-role phenomenon (Marks and MacDermid, 1996). Work-
life balance is a crucial issue in all types of occupation as dual-career families have become common and extraordinary work
demands with long operational hours have become the custom. The prominence of assisting employees achieves a balance
between the burdens of their work and their home lives have been highlighted. Demographic changes as seen in the amassed
number of women in the workstation and dual career families have caused an increasingly diverse workforce and a larger
need of employees to balance their work and non-work lives (Bharat, 2003; Komarraju, 1997; Rajadhyaksha&Bhatnagar,
2000; Ramu, 1989; Sekharan, 1992).

The knowledge economy has shaped greater access for women together with factors such as changes in marital patterns and
smaller families. This has headed to an upsurge in the number of working women and, hence, working mothers (Grossman,
1981). The gift of this knowledge era for women is job-related opportunity and flexibility. But this gift has turned into a great
challenge for the working women of today as they are not only uncovered to the same working environment as men but in
turn are also exposed to the pressures created by the multiple role demands and conflicting expectations. “By fulfilling their
financial needs, employment has no doubt made women self-regulating with arecognizable social status but it has also made
them to disguise into two main domains of lifework and family. They have paced into work place but the role tasks of women
still remain the same, i.e., women may be a top executive, still the “fostering” or “care giving” roles are considered much a
part of feminine roles.” (Sunita Malhotra &SapnaSachdeva, 2005). Several women today are wearing multiple hats in their
efforts to balance both profession and home/family responsibilities.

Apprehension about family can restrict with work to a great extent and worries about work problems can also be revealed in
the family front. The study by Francene Sussner Rodgers (1992) with the sample consisting of workers of 20 Fortune 500
companies; 28 percent of the men and 53 percent of the women reported that work-family stress affected their ability to
quintessence at work hence illuminating that more than half the women and almost a third of the men reported that
work/family stress affected their ability to concentrate on the job. Life at work seems so difficult for working women. Pleck’s
(1977) research suggests that family-to-work spill-over is stronger for women and the work-to-family spill-over is stronger
for men. Research suggests that female respondents in all parts of the world are pressured for time, rarely have time to relax
and feel stressed and overworked most of the time, but women in emerging countries feel the strain even more so than
women in developed countries.

Women in India (87%) are most stressed/pressured for time (Nielsen Survey, June 2011). Several studies have explained the
effect of work-life conflict on the health of working women. ASSOCHAM’s study based on the survey of 103 corporate
female employees from 72 various companies/organizations across 11 broad sectors of the economy focused on the issues of
corporate female employees. One of their significant finding is that high psychological job demands like long working hours,
working under deadlines, without clear direction leads 75 percent of the working females suffer depression or general anxiety
disorder than those women with lowest level of psychological job demands (Nusrat Ahmad, March 2009).

Striking a perfect balance between personal life and professional life is becoming near to impossible. There is real balance
only when the individual feels that she has done justice to all her roles and is satisfied about it. Work-life balance problems
can be really serious and needs to be addressed in due time. In the renowned book, ‘Work and Family: Allies or Enemies’,
Friedman and Greenhaus (2000) argue that conflict between work and family has real consequences. It significantly affects
the quality of family life and career attainment of both men and women. The consequences for women may include serious
constraints on career choices, limited opportunity for career advancement and success in their work-role, and the need to
choose between two apparent opposites—an active and satisfying career, or marriage, children, and a happy family life.

Work and family balance, in a way, deals with the role balance of an individual both at home and work. Work-Life Balance
Programs (WLBPs) developed by employee friendly organizations can be a good solution to solve the problems of work-life
balance. WLBPs have been found to increase employee control over time and place of work (Thomas &Ganster, 1995) and
reduced workfamily conflict (Kossek&Ozeki, 1998) and stress (Thompson &Prottas, 2006). Kirchmeyer (2000) views living
a balanced life as ‘‘achieving satisfying experiences in all life domains, and to do so requires personal resources such as
energy, time, and commitment to be well distributed across domains’’. The purpose of striving very hard both at home and
work at the cost of her individual health and well-being for every married working woman is to have a good quality of life.
But this quality of life that she craves for is often influenced by worklife balance.

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 25
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
Any imbalance in the work and family of an individual can hamper the quality of life thoroughly for the individual.
Kofodimos (1993) suggests that imbalance—in particular work imbalance—arouses high levels of stress, detracts from
quality of life, and ultimately reduces individuals’ effectiveness at work. Jeffrey H. Greenhaus, Karen M. Collins & Jason D.
Shaw (2003) suggested that an equally high investment of time and involvement in work and family would reduce work–
family conflict and stress thereby enhancing an individual’s quality of life. And so it goes without saying that married
working women of this era can have a healthy quality of life only when work-life balance is maintained making the topic of
work life balance for working women, the need of the hour.

Main Objective
Main objective with which this study has been undertaken is to find the difference with regards to perceived work life
balance of male and female employees. Hence, the study has been focused on assessing work life balancing among
employees working in various banks with their current employment and finally the significance of difference in perceptions.

Hypotheses
 Null hypothesis for the present study has been set to be assuming no difference of perceived work life balancing of
men and women employees.
 Alternative hypothesis will assume a significant differenceinperceived work life balancing of men and women
employees.

Research Design
The scope of this study has been kept limited to service sector only as the manufacturing sector has altogether different
characteristics from service sector. Banking sector has been selected as the representative for service sector. A total of 410
employees from selected banks were taken as sample following judgmental sampling assuring about equal participation from
private and public sector banks. The sample included 197 male and 213 female employees.

All the respondents were distributed scaled questionnaire having various questions related to different aspects of work life
balancing. Their responses have been collectively analyzed. Chi square test has been employed to find any significant
association between gender of employees and their perceived levels of work life balance. For this analysis, eighteen selected
predictors of work life balancing include Job Demands, Job Autonomy, Job Involvement, Job Time, Job Security, Job Stress,
Household Demands, Family support, Family to work spillover, Attitude towards Gender role, Personal Financial Strain, Life
Satisfaction, Work to Family Role Spillover, Support from Colleagues, Support from Superior, Organizational work life
support, Opportunity for advancement and Organization Communication.

Analysis and Discussion

At first stage, a pilot sample of 50 banking sector employees was distributed scaled questionnaires covering all the eighteen
dimensions of work life balancing. Reliability analysis was carried out with the help of Cronbach Alpha. The alpha values
have been found to be more than 0.70 in all cases. Hence, the questionnaires for distributed at mass level. A total of 500
respondents were finalized for the study. However, only 410 respondents responded completely. So their responses have been
collected, compiled and analyzed. The whole discussion has been divided in three segments viz. job related aspects of work
life balancing, family or personal life related aspects, and finally organization related aspects of work life balancing. A
discussion of the results divided in three segments is as below.

Table-1 shows results related to various job related aspects and their perceived association with gender of employees. Six
such aspects have been covered viz. Job Autonomy, Job Demands, Job Involvement, Job Time, Job Security, and Job Stress.
In case of job demands, male respondents largely perceive high level of job demands whereas in case of female employees,
the responses are normally distributed. For job autonomy, again, male respondents perceive high level of job autonomy and
female respondents are normally distributed. Similar are the results of other four dimensions too.

Table-1: Job Related Aspects of Work Life Balancing

Gender
Chi-Square
Male Female
Test
Count Percentage Count Percentage
Low 28 14% 55 26% χ2 = 9.831
Job Demands Medium 85 43% 103 48% df = 2
High 84 43% 55 26% Sig. = .007*

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 26
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
Low 31 16% 57 27% χ2 = 15.957
Job Autonomy Medium 90 46% 98 46% df = 2
High 76 39% 58 27% Sig. =.000*
Low 54 27% 57 27% χ2 =.090
Job Involvement Medium 91 46% 97 46% df = 2
High 52 26% 59 28% Sig. =.956
Low 26 13% 59 28% χ2 = 15.515
Job Time Medium 92 47% 96 45% df = 2
High 79 40% 58 27% Sig. =.000*
Low 107 54% 55 26% χ2 = 69.205
Job Security Medium 88 45% 100 47% df = 2
High 2 1% 58 27% Sig. =.000*
Low 24 12% 59 28% χ2 = 18.053
Job Stress Medium 92 47% 96 45% df = 2
High 81 41% 58 27% Sig. =.000*

Male respondents are into medium to high levels whereas female employees perceive a normally distributed pattern. Thus, it
seems that male employees perceive job demands, job time and job stress at medium to high levels. But they also enjoy high
levels of job autonomy and job involvement. However, their perceived level of job security is extremely low. Chi square test
has been employed for testing the significance of association. Null hypothesis has been that there is no significant association
between gender and perceived level of job related work life balance.

Chi square values have been found to be significantly high in case of all aspects of job with the only exception of job
involvement. Hence, null hypothesis stands rejected. It can be said that male employees perceive higher levels of job times,
job stress and job demands. But at the same time, they also seem to enjoy high level of job autonomy and job involvement
too. The only concern with male employees is the perceived lower level of job security. However, in case of female
employees, most of the female employees are into medium level of all the job related aspects of work life balancing.

Table-2 shows various results related to family related aspects and their perceived association with gender of employees. Five
such aspects have been covered viz. Household Demands, Family support, Family to work spillover, Attitude towards Gender
role and Personal Financial Strain. In case of first four aspects for both the male and female employees, the responses are
normally distributed. It means that largely, irrespective of gender, average response for most of them is medium level.
However, in case of personal financial strain, the responses are different. Male employees feel personal financial strain to be
medium to high level. It means that male employees perceive financial income to be extremely responsible for working.
Female employees are again normally distributed.

Chi square test has been employed for testing the significance of association. Null hypothesis has been that there is no
significant association between gender and perceived level of family related work life balance. Chi square values have been
found to be significantly low in case of all aspects of family with the only exception of personal financial strain. Hence, null
hypothesis stands largely accepted. It can be said that irrespective of gender, both the female and male employees perceive
similar levels of work life balance for all the four aspects viz. Household Demands, Family support, Family to work
spillover, and Attitude towards Gender role. In case of personal financial strain, male employees perceive higher level.
However, in case of female employees, most of the female employees are into medium level of all the family related aspects
of work life balancing.
Table-2: Family Related Aspects of Work Life Balancing
Gender
Chi-Square
Male Female
Test
Count Percentage Count Percentage
Household Low 56 28% 55 26% χ2 = 1.119
Demands Medium 85 43% 103 48% df = 2
High 56 28% 55 26% Sig. = .572
Low 56 28% 55 26% χ2 = .455
Family support
Medium 90 46% 98 46% df = 2
High 51 26% 60 28% Sig. =.796

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 27
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
Family to work Low 55 28% 56 26% χ2 =.167
spillover Medium 90 46% 98 46% df = 2
High 52 26% 59 28% Sig. =.920
Attitude towards Low 52 26% 59 28% χ2 = .128
Gender role Medium 92 47% 96 45% df = 2
High 53 27% 58 27% Sig. =.938
Low 22 11% 59 28% χ2 = 20.826
Personal Financial
Medium 92 47% 96 45% df = 2
Strain
High 83 42% 58 27% Sig. =.000*

Table-3 shows results related to various organization related aspects and their perceived association with gender of
employees. Six such aspects have been covered viz. Support from Colleagues, Support from Superior, Organizational work
life support, Opportunity for advancement, Organization Communication, and Organization Commitment. In case of
organizational communication, male respondents largely perceive high level whereas in case of female employees, the
responses are normally distributed. For organizational commitment, again, male respondents perceive high level and female
respondents are normally distributed.

For the remaining four aspects, the results are different. In these cases, looking at both the male and female employees, the
responses are normally distributed. It means that largely, irrespective of gender, average response for most of them is
medium level. Chi square test has been employed for testing the significance of association. Null hypothesis has been that
there is no significant association between gender and perceived level of organization related work life balance.

Table-3: Organization Related Aspects of Work Life Balance

Gender
Chi-Square
Male Female
Test
Count Percentage Count Percentage
Support from Low 51 26% 60 28% χ2 = 1.098
Colleagues Medium 88 45% 100 47% df = 2
High 58 29% 53 25% Sig. = .577
Support from Low 52 26% 59 28% χ2 = .167
Superior Medium 90 46% 98 46% df = 2
High 55 28% 56 26% Sig. =.920
Organizational work Low 35 18% 58 27% χ2 =5.722
life support Medium 93 47% 95 45% df = 2
High 69 35% 60 28% Sig. =.057
Opportunity for Low 53 27% 58 27% χ2 = .376
advancement Medium 88 45% 100 47% df = 2
High 56 28% 55 26% Sig. =.828
Organization Low 33 17% 58 27% χ2 = 10.392
Communication Medium 88 45% 100 47% df = 2
High 76 39% 55 26% Sig. =.006*
Low 33 17% 56 26% χ2 = 6.324
Organization
Medium 92 47% 96 45% df = 2
Commitment
High 72 37% 61 29% Sig. =.042*

Chi square values have been found to be significantly high in case of Organization Communication and Organization
Commitment. Hence, null hypothesis stands rejected for these two aspects. It can be said that male employees perceive
higher levels of Organization Communication and Organization Commitment. But at the same time, in case of remaining four
aspects, both the male and female employees are mostly into medium level of the organization related aspects of work life
balancing.

Conclusion
The study has put forth some interesting findings related to work life balancing. The three main dimensions related to work
life balance viz. job related, family related and organization related were analyzed from the responses of bank employees. It

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 28
 Research Paper IJMSRR
Impact Factor: 3.996 E- ISSN - 2349-6746
Peer Reviewed & Indexed Journal ISSN -2349-6738
came out that job related aspects like job demands, job time and job stress has been quite high for male employees. However
male employees also feel lower job security. But job involvement and job autonomy is also high for male employees as
compared to female employees. It shows that male members are expected to do higher tasks, be meant for complex tasks and
also enjoy high degree of autonomy. The same level of commitment is not expected from female employees. Family related
issues are largely similar for both the male and female employees which is quite contradictory as we generally believe female
employees to be overburdened by domestic and professional tasks. Finally, organizational support and policies do not seem
to be differentiating on the gender basis.

References
1. Bharat, S. (2003). “Women, work, and family in urban India, towards new families?” in J. W. Berry, R. C. Mishra,
and R. C. Tripathi ed., Psychology in human and social development, Lessons from diverse cultures pp.155-169
New Delhi, India, Sage.
2. Clark SC (2000).Work/Family Border Theory: A NewTheory of Work/Family Balance. Human Relations 53(6):
747–770.
3. FranceneSussner Rodgers, (1992), “When the Business Case Is Common Sense: Coming to Terms with America's
Family Challenge,” ACA Journal, pp. 45-56.
4. Friedman, S D and Greenhaus, J H (2000). “Work and family—Allies or enemies? What happens when business
professionals confront life choices”, New York: Oxford University Press.
5. Grossman, Allyson Sherman. (1981), “Working Mothers and Their Children”. Monthly Labor Review: Special
Labor Force Reports – Summaries. May: pp 49 -54.
6. Jeffrey H. Greenhaus, Karen M. Collins & Jason D. Shaw, (2003),“The relation between work–family balance and
quality of life”, Journal of Vocational Behavior 63 pp. 510–531
7. Kirchmeyer, C. (2000). Work-life initiatives: Greed or benevolence regarding workers’ time. In C. L. Cooper & D.
M. Rousseau (Eds.), Trends in organizational behavior (Vol. 7, pp. 79–93). West Sussex, UK: Wiley.
8. Kofodimos, J. R. (1993). Balancing act. San Francisco: Jossey-Bass.
9. Komarraju M. (1997). “The work–family interface in India”, in S. Parasuraman and J. H. Greenhaus Eds.,
Integrating work and family, Challenges for a changing world pp. 104–114. Westport, CT, Quorum Books.
10. Kossek E. E. and Ozeki C. (1998). Work-family conflict, policies, and the job-life satisfaction relationship, A review
and directions for organisational behavior-human resources research, Journal of Applied Psychology, Vol.83,
pp.139-149.
11. Marks, S. R., &MacDermid, S. M. (1996). “Multiple roles and the self: A theory of role balance”. Journal of
Marriage and the Family, 58, 417– 432.
12. Nusrat Ahmad (March 2009), ASSOCHAM Business Barometer, ASSOCHAM Research Bureau.
http://www.assocham.org/arb/
13. Pleck, J H (1977). “The Work-Family Role System,” Social Problems, 24(4), 417-427.
14. Rajadhyaksha U. and Bhatnagar, D. (2000). “Life role salience, A study of dual career couples in the Indian
context”. Human Relations, Vol.53, pp.489-511.
15. Sunita Malhotra &SapnaSachdeva, (2005),“Social Roles and Role Conflict: An Interprofessional Study among
Women”, Journal of the Indian Academy of Applied Psychology, January - July, Vol. 31, No.1-2, 37-42.
16. Thomas L.T. and Ganster D.C. (1995). Impact of family-supportive work variables on work-family conflict and
strain: A control perspective. Journal of Applied Psychology, Vol.80, pp.6-15.
17. Thompson C. A. and Prottas, D. J. (2006). Relationships among organisational family support, job autonomy,
perceived control, and employee well-being. Journal of Occupational Health Psychology, Vol. 11, pp.100-118.
18. Ungerson C, Yeandle, S (2005). Care Workers and Work-Life Balance: The Example of Domiciliary Careworkers.
In: Hounston DM, ed. WorkLife Balance in the 21st Century, pp. 246–262. Hampshire, Palgrave Macmillan.

International Journal of Management and Social Science Research Review, Vol-1, Issue – 29, Nov -2016 Page 29
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
IMPACT OF WORK LIFE BALANCE ON JOB SATISFACTION AMONG BANK EMPLOYEES

Dr. ArtiPanditDhawan* Anu Maher**

*Associate Professor, Centre for Evening Studies, H.P. University, Shimla.
**Research Scholar, H.P. University, Shimla.
Abstract
Work life balancing has now been considered seriously across corporate sector after many studies hinted out at positive
relationship between work life balance and job satisfaction. Many corporations are devising policies which actually help to
strike a reasonably good balance between work and personal life of employees. Going by the same theme, this study puts
forth the banking scenario in India. The objective was to examine the impact of work life balance on the levels of job
satisfaction of employees providing services in banking sector. Regression analysis has been utilized to assess this impact.
Results have shown a positive relationship between work life balance and job satisfaction. Also major determinants in this
relationship have been found to be job autonomy, organizational work life support, personal financial condition, job
involvement and opportunities for advancement. Surprisingly, various other factors like Job Demands, Job Time, Job
Security, Job Stress, Household Demands, Family support, Family to work spillover, Attitude towards Gender, Work to
Family Role Spillover, Support from Colleagues, and Support from Superior did not show any significant impact over the
levels of job satisfaction of banking sector employees.

Key Terms:Work Life Balance, Job Satisfaction, Job Autonomy, Job Involvement.
Introduction
Work-life balance is used to describe the equilibrium between responsibilities at work and responsibilities outside paid work;
having a work-life balance means that this equilibrium is in the right position for the individual concerned. For some people
it means spending more time in paid work and less time at home, while for others it means ensuring that paid work does not
infringe on time needed for other responsibilities. It is about managing our work commitments with career goals, and our
responsibilities at home and the wider community. Work life and personal life are inter-connected and interdependent. As per
(Noor, 2011), Work-life balance has always been a concern of those interested in the quality of working life and its relation to
broader quality of life. The term ‘work-life balance’ is much contested in itself. Attempting to clarify its meaning prompts a
further problem: ‘what constitutes ‘good’ work-life balance? This section will summarize some of the problems surrounding
both of these issues, before providing a number of frameworks that have been developed from a number of different
perspectives.

The role of work has changed throughout the world due to economic conditions and social demands. Originally, work was a
matter of necessity and survival. Throughout the years, the role of “work” has evolved and the composition of the workforce
has changed. Changes in the social, political and economic fabric of societies have influenced and continue to influence both
the nature of employment and its relationship to life outside work.Today, work still is a necessity but it should be a source of
personal satisfaction as well. One of the vehicles to help provide attainment of personal and professional goals is work-life
benefits and programs. Keeping this theme in mind, a study on work life balancing and its impact on job satisfaction has been
conducted for employees working in banking sector.

Review of Literature
For the purpose of review of empirical studies, the review segment has been divided in two parts. First part covers studies
related to work life balancing among employees. Second part focuses on job satisfaction and also impact of work life
balancing on the job satisfaction level.

A. Work Life Balance

Work life balance practices are organizational changes intended to lessen work family conflict. These work lifebalance
practices enable workers to be effective in bothwork and private roles. The additional control an employee has ontheir lives
the more able they are to strike a balance between work and family.Iqan lazar, 2010 concludes that, a successful balance
betweenwork and non-work roles are beneficial for both employee andemployer. And this balance in work and life domains
enhancesquality of personal relationship and organizational outcomes.

According to Susi.S, 2010 work life balance is drive forsatisfaction of employees. Many organizations feel the need ofwork
life balance which include retention of valuable workforce, reduce work family conflict, and reduce employeestress, job
satisfaction and better life balance. Work lifebalance practices need to be supported and encouraged atworkplace culture.
Strong and supportive organizationalculture increase employee intent to remain in the organization.(Felicity Asiedu-Appiah,
2013) concludes that work lifebalance is important in enhancing employee performance atwork and home. Gender difference

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 8
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
exists in work life balanceneeds because work and non-work responsibilities aredifferent for male and females. Some
research results showthat female demonstrated more need for work life balance ascompared to male. An individual derive
satisfaction in lifefrom work and family domains. Researches find that workbalance practices effect overall organization and
individualperformance.(R.lockwood, 2003) Define Work life balance as amanaging work and personal responsibilities.
Work-lifeprograms require support from senior management. Forwork/life benefits in work environment it is helpful to have
acorporate culture that encourages employees to look atbusiness in an entirely different way and supports and
acceptsemployees as individuals with priorities beyond theworkplace. Work life balance programs increased
employeemotivation and productivity.

B. Job Satisfaction
Job Satisfaction also refers to the employee’s generalattitude towards his job. Job satisfaction is used to describehow content
an individual is with his or her job. Manyorganizations develop training programs and benefitspackages to develop loyal
employees. Longer employees workfor the organization, more valuable the employees become.Job satisfaction is most
important attitude in the field of theorganization behavior (Ms. chetnapandey, 2012).Every organization tries to create
satisfied work force tooperate the well being of the organization because satisfiedworker extend more effort to job
performance. Totalorganizational performance depends on efficient and effectiveperformance of individual employees of the
organization.(M.D.Pushpakumari, 2008) Further add that when employee issatisfied with the job he is motivated to perform
the job withgreat effort. A satisfied individual employee and his effort andcommitment are necessary for the success of the
organization.Many organizational managers believe that salaries andfinancial benefits are the way to increase job satisfaction.

According to (Al-Zoubi, 2012) employees also agree thatsalaries will increase the job satisfaction and as a result levelof
individual performance also raised. Job satisfaction alsoincreases employee motivation at work. But Researches
alsoexamined that salary can effect job satisfaction when other jobcharacteristics are positive.Employee satisfaction is used to
describe whetheremployees are happy and fulfilling their desire and needs.Employee satisfaction can help to build
commitment ofemployees towards organization. (Bharati Deshpande, 2012)Found that financial benefits, employee relations,
workenvironment and role clarity are the factors that are used tomeasure job satisfaction of employees at work.
Employeesatisfaction is a factor in employee motivation and goalachievement.(AfshanNaseem, 2011) Found that satisfied
employeesshow excellent performance that leads to organizationalsuccess thus result in improved financial success.
Employeesatisfaction increases the quality of work. Employeesatisfaction leads to customer satisfaction because
customerservice eventually depends on the community who providethat service. Result of the study show that
employeesatisfaction is a key factor of organizational success.

Work-family conflict occurs when an individual's efforts to respond to Demands interfere with their ability to respond to
family demands and vice versa (Greenhaus and Beutell, 1985). This definition of work-family conflict is thus bi-directional,
that is, Requests for employment may interfere with family life and, conversely, family Interfere with working life.
According to Greenhaus and Beutell (1985), work-family conflict can occur in three forms: the conflict of time, tension and
behavior. These authors indicate that the conflict Time appears when the demands of work and family life are a problem of
time To the individual; The conflict of tension manifests itself when the stress felt in a sphere (Professional or family) makes
it difficult to respond adequately to the requirements of the other sphere; Finally, the Conflict of behavior occurs when the
behaviors required by a role are a source of conflict with The requirements of the other role. In addition, Ryan and Kossek
(2008) define work-life balance practices as policies and Practices put in place by the employer to facilitate reconciliation
between the demands of life and Professional employees and demands of the personal sphere.

This definition Vision of the objectives of conciliation practices that extend not only to the family, but also to other
requirements of workers' personal lives. This suggests that Conciliation apply to both parents and childless workers. Thus, in
the remainder of this article, when referring to work-family balance practices, this refers to the broad definition of these
Practices that include reconciliation between work and personal life. The literature has shown that the implementation of
work-family reconciliation practices is associated with Positive outcomes such as improved recruitment and selection, better
Organizational growth, greater job satisfaction, higher performance Organizational, and reduced absenteeism and turnover
(Broughte and O'Discoll, 2010; Kossek and Ozeki, 1999). Conversely, Allen et al. (2000) show that work-family conflict
affects negatively affect the individual in his professional life, his personal life, his general well-being and even In terms of
his psychological health. In a Canadian study, Lowe (2005) mentions stress, Psychosomatic symptoms, depression,
psychological distress, drug use, Alcohol use, substance abuse, mood disorders, anxiety and emotional exhaustion among
Negative consequences of work-family conflict. Examining the negative consequences of the work- Family also leads
Amstad and others (2011) to suggest that workplaces for the family are likely to benefit employees and organizations.

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 9
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
Following this line of reasoning, one can ask if employees in these workplaces feel any benefit in terms of psychological
health.

Research Gap
The issues associated with the balance between work andFamily life are of considerable importance.For people and their
families, organizationswhich employ them, the unions whichRepresent and governments concerned aboutWell-being of the
population and national healthand constrained by global competition. There is much written on the subject, but only a
fewStudies have been devoted to this balance(MacBride-King and Paris, 1989; DuxburyAnd others, 1991; Higgins, Duxbury
and Lee, 1992;Duxbury and Higgins, 1998; Duxbury, Higgins andJohnson, 1999; MacBride-King and Bachman,
1999).Despite the continued interest of the press inQuestion (a reflection of that of the readers), thereFew reliable empirical
data to date.Document the debate. This gap is regrettable,because credible research in this areacan influence the vision of
governmentsEmployers and the way in which theyformulate human resources policiesand work, as well as social policies.

Main Objective
Main objective with which this study has been undertaken is to find the impact work life balance has on the job satisfaction
of employees. Hence, the study has been focused on assessing work life balancing among employees working in various
banks, the level of job satisfaction with their current employment and finally the impact of work life balance on the level of
job satisfaction of selected employees.

Hypotheses
 Null hypothesis for the present study has been set to be assuming no impact of work life balancing on job
satisfaction of employees.
 Alternative hypothesis will assume a positive impact of work life balance on the level of job satisfaction of
employees.

Research Design
The scope of this study has been kept limited to service sector only as the manufacturing sector has altogether different
characteristics from service sector. Banking sector has been selected as the representative for service sector. A total of 200
employees from selected banks were taken as sample following judgmental sampling assuring about equal participation from
private and public sector banks.

All the respondents were distributed scaled questionnaire having various questions related to different aspects of work life
balancing and job satisfaction. Their responses have been collectively analyzed. Stepwise regression analysis has been used
to examine the quantum of impact of work life balance on job satisfaction. For this analysis, eighteen selected predictors of
work life balancing include Job Demands, Job Autonomy, Job Involvement, Job Time, Job Security, Job Stress, Household
Demands, Family support, Family to work spillover, Attitude towards Gender role, Personal Financial Strain, Life
Satisfaction, Work to Family Role Spillover, Support from Colleagues, Support from Superior, Organizational work life
support, Opportunity for advancement and Organization Communication. Job satisfaction has been taken as dependent
variable.
Hence, initial multiple linear regression equation can be expressed as below.
Y = α + X1β1 + X2β2 + X3β3 + X4β4 + ……………………… + X16β16 + X17β17 + X18β18+e
Analysis and Discussion
Stepwise regression results have been shown and discussed in this segment. Model summary below shows the results of
models developed with the help of stepwise regression taking job satisfaction as dependent variable. It can be seen that five
models in total have been developed. It indicates that out of eighteen predictors or independent variables, only five variables
significantly impact the level of job satisfaction for individual employees. In descending order of significance, these selected
predictors include Job Autonomy, Organizational Work Life Support, Personal Financial Strain, Job Involvement, and
Opportunity for advancement.R Square value of first model has been found to be 0.10 which can be claimed to be reasonably
good. So more than 10% of the variation in level of job satisfaction is caused only by one variable i.e. Job autonomy.
Thereafter, some addition has been made to the R Square value by subsequent variables, increasing it to 15%.
The results in Table-1 clearly state that employees, if given job autonomy, are pretty much comfortable and enjoy job
satisfaction. Thereafter, a positive outlook of organization also plays good role. If organizations draft policies and keep work
life balancing as priority, it definitely pays back. Personal financial strain has also been covered as an important predictor. It
means, if financial condition of employees is good, they tend to derive job satisfaction too. Finally, the two remaining

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 10
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
predictors are job involvement and opportunities for advancement. Surprisingly, many predictors like Job Demands, Job
Time, Job Security, Job Stress, Household Demands, Family support, Family to work spillover, Attitude towards Gender,
Work to Family Role Spillover, Support from Colleagues, and Support from Superior did not show any significant impact
over the levels of job satisfaction of employees.Briefly, it may be claimed that if organizations allow autonomy and draft
work life friendly policies and also provide opportunities for advancement, then employees are in the best position to be
satisfied from their current jobs.
Table-1: Model Summary
Model R R2 Adj. R2 Std. Error
a
1 .311 0.10 0.09 0.69
2 .335b 0.11 0.11 0.68
3 .354c 0.13 0.12 0.68
4 .370d 0.14 0.13 0.67
5 .382e 0.15 0.14 0.67
a. Predictors: (Constant), Job Autonomy
b. Predictors: (Constant), Job Autonomy, Organizational Work Life Support
c. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain
d. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain, Job Involvement
e. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain, Job Involvement,
Opportunity for advancement

To assess the significance of these models, ANOVA values have been calculated for all the five models and shown in Table-
2. The null hypothesis here can be stated as the impact of selected predictors on the job satisfaction is zero. From the results
in table below, it is clear that all the five models have been statistically significant in explaining the variation in job
satisfaction levels. Hence, the null hypothesis stating no impact of selected attributes on the job satisfaction levels stands
rejected. There is a statistically significant relationship in the work life balancing and the level of job satisfaction among
banking sector employees.
Table-2: ANOVAa
Sum of
Model df Mean Square F Sig.
Squares
1 Regression 20.653 1 20.653 43.628 .000b
Residual 193.142 408 .473
Total 213.795 409
2 Regression 23.965 2 11.983 25.691 .000c
Residual 189.830 407 .466
Total 213.795 409
3 Regression 26.826 3 8.942 19.418 .000d
Residual 186.969 406 .461
Total 213.795 409
4 Regression 29.280 4 7.320 16.067 .000e
Residual 184.515 405 .456
Total 213.795 409
5 Regression 31.242 5 6.248 13.828 .000f
Residual 182.553 404 .452
Total 213.795 409
a. Dependent Variable: Job Satisfaction
b. Predictors: (Constant), Job Autonomy
c. Predictors: (Constant), Job Autonomy, Organizational Work Life Support
d. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain
e. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain,
Job Involvement
f. Predictors: (Constant), Job Autonomy, Organizational Work Life Support, Personal Financial Strain,
Job Involvement, Opportunity for advancement

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 11
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
Table-3 discusses various coefficients, their relative contribution in models and their significance in selected models. Model-
1 has been based on one predictor i.e. Job autonomy. Unstandardized values for Constant and predictor are 3.125 and 0.417
respectively. Hence, the regression equation for Model-1 can be written as Y = 3.125 + 0.417 (X1) +e. For Model-2, a new
variable in addition to job autonomy has been organizational work life support. Unstandardized values for Constant and set of
two predictors are 3.461, 0.373 and 0.142 respectively. It certainly shows a higher degree of importance of the set of
predictors. Hence, the regression equation for Model-2 can be written as Y = 3.461 + 0.373 (X1) + 0.142 (X2) +e. Similarly,
for Model-3, personal financial strain has been added to existing variables. Unstandardized values for Constant and set of
three predictors are 4.180, 0.442, 0.154, and 0.150 respectively. Hence, the regression equation for Model-3 can be written as
Y = 4.180 + 0.442 (X1) + 0.154 (X2) + 0.150 (X3) + e
Table-3: Coefficientsa
Unstandardized Standardized
Model Coefficients Coefficients t Sig.
B Std. Error Beta
(Constant) 3.125 .195 16.048 .000
1
Job Autonomy .417 .063 .311 6.605 .000
(Constant) 3.461 .231 15.000 .000
2 Job Autonomy .373 .065 .278 5.745 .000
Organizational Work Life Support .142 .053 .129 2.665 .008
(Constant) 4.180 .369 11.342 .000
Job Autonomy .442 .070 .329 6.296 .000
3
Organizational Work Life Support .154 .053 .140 2.909 .004
Personal Financial Strain .150 .060 .128 2.492 .013
(Constant) 3.536 .460 7.689 .000
Job Autonomy .351 .080 .262 4.393 .000
4 Organizational Work Life Support .116 .055 .106 2.101 .036
Personal Financial Strain .198 .063 .170 3.131 .002
Job Involvement .154 .066 .152 2.321 .021
(Constant) 3.158 .493 6.412 .000
Job Autonomy .353 .080 .263 4.435 .000
Organizational Work Life Support .124 .055 .112 2.242 .026
5
Personal Financial Strain .197 .063 .168 3.116 .002
Job Involvement .168 .066 .166 2.532 .012
Opportunity for advancement .093 .045 .098 2.084 .038

Model-4 has introduced job involvement as new predictor thus making a set of four predictors as against three existing
variables. Unstandardized values for Constant and set of four predictors are 3.536, 0.351, 0.116, 0.198, and 0.154
respectively. Hence, the regression equation for Model-4 can be written as Y = 3.536 + 0.351 (X1) + 0.116 (X2) + 0.198 (X3)
+ 0.154 (X4) + e. Finally, the model is Model-5. The new predictor added at this stage is opportunity for advancement. Due to
this, the new unstandardized coefficients for constant and five predictors are 3.158, 0.353, 0.124, 0.197, 0.168, and 0.093
respectively. Hence, Model-5 in equation format can be expressed as follows.Y = 3.158 + 0.353 (X 1) + 0.124 (X2) + 0.197
(X3) + 0.168 (X4) + 0.093 (X5) + e.

Conclusion
It can now be stated that work life balancing has surely an impact on the job satisfaction of employees. In the selected sample
of banking employees, it has been found that various predictors like Job Autonomy, Organizational Work Life Support,
Personal Financial Strain, Job Involvement and Opportunity for advancement have shown a positive and significant impact
on the level of job satisfaction of employees. Other predictors like job time, job demands, spillover effects etc. failed to have
any significant impact on the job satisfaction levels. Null hypothesis for the present study assuming no impact of work life
balancing on job satisfaction of employees, hereby, stands rejected. Thus, it can be interpreted that organizations should
mainly focus on two aspects. One is to devise policies which assist employees to strike a good balance between work life and
personal life. Secondly, the corporations can work upon allowing more autonomy and involving employees related to various
aspects of their jobs.

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 12
 Research Paper IJBARR
Impact Factor: 3.853 E- ISSN -2347-856X
Refereed, Listed & Indexed ISSN -2348-0653
References
1. AfshanNaseem, S. E. (2011). Impact of employee satisfactionon success of organizational:Relation between
customerexperience and employee satisfaction. International journal ofmulti-disciplinaryscience and engineering, 1-
6.
2. Al-Zoubi, D. M. (2012). The shape of the relationship betweensalary and job satisfaction:A field study. Far East
Journal ofPsychology and Business, 1-12.
3. Bharati Deshpande, K. A. (2012). Effect of employeesatisfaction on organization performance: An empirical studyin
hotel industry. Ninth AIMS International conference onmanagement, 1-8.
4. Duxbury, L. and C. Higgins (2005). Who are the people at risk? The predictive variables of a high level ofWork-
Life Conflict, Report 4, Health Canada, Ottawa, http://www.phac-aspc.gc.ca/publicat/work-travail/report4
/index_e.html.
5. Duxbury, L. and C. Higgins (2003). Where to Work in Canada? An Examination of Regional Differences in Work-
lifePractices, B.C. Council of the Families, Vancouver, http://www.worklifesummit.com
6. Duxbury, L. and C. Higgins (2001). Work-Life Balance in the New Millennium: Where are we? Where do we need
toGo ?, Working Paper by the Canadian Workplace Research Network, No. W / 12, LMRN,
Ottawa,http://www.cprn.org /doc.cfm?doc=52&l=en
7. Felicity Asiedu-Appiah, I. D.-M. (2013). Work-life balance asa tool for stress management in selected banking
institutions inghana. Global advanced research journal of management andbusiness studies, 1-21.
8. Higgins, C., L. Duxbury and K. Johnson (2004). Examining work-life conflict and constraints ,Canadian Health
System, Report 3, Health Canada, Ottawa, http://www.phacaspc.gc.ca/publicat/work-travail/report3/index_e.html
9. Higgins, C. and L. Duxbury (2002). National Survey of Work-Life Conflict (2001), Report1, Health Canada,
Ottawa, http://www.phac-aspc.gc.ca/publicat/work-travail/report1/index_e.html
10. Iqan lazar, C. O. (2010). The roleof work life balance practicesin order to improve organizational performance.
EuropeanResearch Studies, 1-14.
11. M.D.Pushpakumari. (2008). The impact of job satisfaction onjob performance:An empirical analysis, 1-17.
12. Ms. chetnapandey, M. k. (2012). Impact of job satisfaction andorganizational commitment on employee loyalty.
Internationaljournal of social science & interdisciplinary research, 1-16.
13. Noor, K. M. (2011). Work-life balance and intention to leaveamong academics in Malaysian public higher
educationinstitutions. International Journal of Business and SocialScience, 1-9.
14. R.lockwood, N. (2003). Work life balance;challenges andsolutions. 1-12.
15. Susi.S, J. (2010). Work-Life Balance: The key driver ofemployee engagement. Asian journal of management
research,1-10.

International Journal of Business and Administration Research Review, Vol. 1, Issue.16, Oct- Dec, 2016. Page 13