Work-life balance and job satisfaction among the working

women of Nepalese commercial banks

Graduate Research Project

Submitted to:
MBA (Finance) Program
Office of the Dean, Faculty of Management Studies
Pokhara University

Submitted by:

Jyoti Poddar

Exam Roll No: 18630019

P.U. Registration No: 2018-2-63-0019

In partial fulfillment of the requirements for the degree of MBA

(Finance)

Uniglobe College
Kathmandu, Nepal
April, 2021
 Acknowledgements

This study entitled “Work-life balance and job satisfaction among the working
women of Nepalese commercial banks” has been conducted to satisfy the partial
requirements for the degree of Masters of Business Administration of Pokhara
University. Every project big or small is successful largely due to the effort of a number
of wonderful people who have always given their valuable advice or lent a helping hand.
I sincerely appreciate the inspiration; support and guidance of all those people who have
been instrumental in making this study a success.

First and foremost, I offer my sincerest gratitude to Prof. Dr. Radhe Shyam Pradhan for
his valuable supervision and guidance in completing this study. I am ineffably indebted
and very thankful for his continuous support and constructive suggestion that have
enabled this study project to achieve its present form. Similar, profound gratitude goes to
Dr. Nar Bahadur Bista (Principal) of Uniglobe College.

Furthermore, I would like to extend my immense gratitude to my honourable supervisor,

Mr. Sumit Pradhan who accepted me as his GRP student without any hesitation. His
valuable supervision and guidance have been the major boost in completing this study.

I would also like to express my deepest appreciation to all my friends and family for their
unwavering support and faith in me.

Last but not the least, I would like to thank Uniglobe College for providing the resources
material, working environment, library facilities until the completion of the project.

Jyoti Poddar

April, 2021
 Certificate of Authorship

I hereby declare that this study entitled “Work-life balance and Job Satisfaction among
the working women of Nepalese commercial banks” is my own work and that, to the
best of my knowledge and belief, it contains no material previously published or written
by another person nor material which to a substantial extent has been accepted for the
award of any other degree of a university or other institution of higher learning, except
where due acknowledgement is made in the acknowledgements.

…………………….
Jyoti Poddar
April, 2021
 Executive summary

Work-life balance (WLB) is about finding the right balance between work and life, and
about feeling comfortable with both work and family commitments. Work-life balance is
essentially the balance between three components, namely, paid work, unpaid work and
personal time. There is no one accepted definition of what constitutes a WLB practice,
the term usually refers to one of the following factors: organizational support for
dependent care, flexible work options and family or personal leave (Kar&Misra, 2013).
Organization which neglects issues related to employee work-life balance will end up
with lower employee productivity and in turn will find it more difficult to improve the
employee job performance. Women experienced fundamentally higher family obstruction
with work in contrast with men. Anyway there were no noteworthy contrasts among
people in the experience of work obstruction with family. Further, a working woman
achieves a work-life balance when she is able to enjoy her professional and personal life.

The major objective of the study is to analyze the impact of work life balance on job
satisfaction among the working women in Nepalese commercial banks. However, the
specific objectives of the study are to determine the impact of working environment,
work family conflict, supervisory support, welfare policy and job design on job
satisfaction in Nepalese commercial banks, to examine the perception of employees on
the level of working environment, work family conflict, supervisory support, welfare
policy and job design with job satisfaction in Nepalese commercial banks, to examine the
relationship of working environment, work family conflict, supervisory support, welfare
policy and job design with job satisfaction in Nepalese commercial banks and to analyse
the most important factor in determining the level of job satisfaction in Nepalese
commercial banks.

This study examines the impact of work-life balance and job satisfaction among working
women of Nepalese commercial banks. Job satisfaction is the dependent variables. The
independent variables are working environment, work family conflict, supervisory
support, welfare policy and job design. The primary source of data is used to access the
opinion of the respondents regarding the work life balance among working women with
respect to the job satisfaction in Nepalese commercial banks. The survey is based on 150
observations from 24 commercial banks in Nepal. This study has employed descriptive
and causal-comparative research designs to deal with the issues associated with Work life
balance and job satisfaction among the working women of Nepalese commercial banks.

The correlation matrix shows that working environment is positively correlated to

employee job satisfaction indicating that better working environment leads to higher level
of employee job satisfaction. However, work family conflict is negatively related to job
satisfaction indicating that higher the work family conflict, lower would be the job
satisfaction. The study shows that supervisory support is positively correlated to
employee job satisfaction indicating higher level of supervisory support leads to higher
level of employee job satisfaction. Similarly, welfare policy and job design is positively
correlated to job satisfaction. It indicates that better the welfare policy and job design,
higher would be the employee job satisfaction.

The regression result shows that working environment has positive impact on job
satisfaction. This indicates that better working environment leads to higher level of job
satisfaction of women employees in Nepalese commercial bank. However, work family
conflict has negative impact on job satisfaction and employee’s performance. This
indicates that higher the work family conflict, lower would be the job satisfaction.
Likewise, supervisory support has positive impact on job satisfaction indicating that
better the supportive supervisor, higher would be the job satisfaction of women
employees in Nepalese commercial banks. Similarly, welfare policy has positive impact
on job satisfaction. This indicates that better the welfare policy, higher would be the job
satisfaction of women employees in Nepalese commercial banks. Additionally,
regression result shows that job design has positive impact on job satisfaction. This
indicates that good job design lead to the higher job satisfaction of women employees in
Nepalese commercial banks.
 List of abbreviations
α Slope

β Beta

e Error

N Total Population

et al And others

F Frequency

A Average

H Hypothesis

SD Standard Deviation

SEE Standard Error of Estimate

SPSS Statistical Package for Social Science

JS Job Satisfaction

WP Welfare Policy

WE Working Environment

FH Flexible Work Hour

WFC Work Family Conflict

WLB Work Life Balance

JD Job Design

SS Supervisory Support

QWL Quality Work Life

FSOP Family Supportive Organizational Perceptions

BHPS British Household Panel Survey

ADBL Agriculture Development Bank

RBB Rastriya Banijya Bank Limited

NBL Nepal Bank limited

GIBL Global IME Bank Limited

NIBL Nepal Investment Bank Limited

PBL Prabhu Bank Limited

HBL Himalayan Bank Limited

NABIL Nabil Bank Limited

BOK Bank of Kathmandu

SBI Nepal SBI Bank Limited

NMB NMB Bank Limited

EBL Everest Bank Limited

NICL NIC Asia Limited

CBIL Citizens Bank International Limited

LBL Laxmi Bank Limited

MBL Machhapuchchhre Bank Limited

SBL Sunrise Bank Limited

 Chapter I

Introduction

1.1 General background

Work life balance is a state of equilibrium in which the demand of both professional and
personal life is equal. It is about finding the right balance between work and life and
feeling comfortable with both work and family commitments (Smith, 2010). Clark (2001)
defined work life balance as the satisfaction and good functioning at work and at home
with a minimum role conflict. According to Greenhaus et al. (2003), work life balance is
the extent to which an individual is equally engaged in-an equally satisfied with-his/her
work role and family role. Increase in market rivalry drives organisation and employees
to be more acclimatise, flexible and responsive to changes. Extended working hours,
work overload and job stress are the characteristics of most of the jobs. These changes
have an implication on family responsibilities, child care, elder care and domestic chores
which hampers individual efficiency to fulfil the obligations in family sphere (Bhowon,
2013).

The married working women having small children found difficulty in playing dual roles
and responsibilities involved in family and work environment. They could feel a greater
source of mental and physical strain. Organisation implements work life balance policies
and flexible work arrangements that enable women employees to make use of policies
and engage more efficiently to contribute to organisation success. Work life programs
such as employee assistance programs, child care and elder care programs, fitness and
recreation programs, counselling programs and other personal support programs can help
employees to manage and balance their work life and personal life effectively (Cascio,
2000). Women make use of flexible work arrangement as a source because women
tolerate greater responsibility for domestic chores than men (Davis et al., 2007).
Women’s presence in the work place has now become a global phenomenon. Women’s
participation is increasing day by day and it has brought immense economic benefits to
organisations and nations. Working women have also reported benefits such as their
involvement in decision making, increase in quality of living, social standing and upsurge
in their sense of competence (Cleveland et al., 2000). Due to organisational pressures,
women and men are in a situation to devote plenty of time in work role such as work
overload, long working hours which is unstructured social hours. These pressures
experienced by both the genders significantly affect quality of family life. Women
pressurised in work finds it difficult to take care of their children and dependents and
their major source of satisfaction is balanced work and family life. However, for men,
their main focus is on work responsibility, recognition and they feel more satisfied at
work at the cost of ignoring family (Doble and Supriya, 2010).

Work-life balance (WLB) is about finding the right balance between work and life, and
about feeling comfortable with both work and family commitments. Work-life balance is
essentially the balance between three components, namely, paid work, unpaid work and
personal time. There is no one accepted definition of what constitutes a WLB practice,
the term usually refers to one of the following factors: organizational support for
dependent care, flexible work options and family or personal leave (Kar&Misra, 2013).
Work-life balance is a combination of interactions among different areas of one’s
employed life, the pro and cons associated with the balance or imbalance can affect
various levels of employees required roles. Work-life balance is defined as “people
spending sufficient time at their jobs while also spending adequate time on other pursuits,
such as family, friends, and hobbies” (Smith, 2010). Imbalance in work and life means
that the two phases of responsibilities are not fulfilling. The more or less in one phase
may lead to disturbance in another also which affect both the work life and personal of an
employee. Work stress and work life imbalance are correlated with work holism
regardless of gender (Aziz and Cunningham, 2008).

According to De Cieri et al. (2002) stated work-life balance as the maintenance of a

balance between responsibilities at work and at home. Naithani (2010) stated that
organization which neglects issues related to employee work-life balance will end up
with lower employee productivity and in turn will find it more difficult to improve the
employee job performance. Work life balance, from the employee perspective, is the
maintenance of a balance between responsibilities at work and at home. Employers view
the benefits or the working conditions that they provide to help employees balance the
family and the work domains as work life benefits. Initially, the concept of work life
conflict focused on the impact of family demands on work. It now extends to the impact
work has on individual stress, relationships and family well-being (Abalkhail& Allan,
2015).
Ahmad (2007) stated that about two thirds of the women indicated that they intended to
leave their job upon having another child, mainly due to the rising cost of childcare
services. They received the least social support from their supervisors compared to other
sources, and tended to cope with conflict using reactive role behaviour and personal role
redefinition strategies. Rajadhyaksha &Velgach (2009) additionally discovered that
women experienced fundamentally higher family obstruction with work in contrast with
men. Anyway there were no noteworthy contrasts among people in the experience of
work obstruction with family. Further, a working woman achieves a work-life balance
when she is able to enjoy her professional and personal life. WLB initiatives can be
broadly divided into four dominant categories which include flexible working
arrangement, leave arrangement, dependent care assistance and general services (De Cieri
et al., 2005).

Burke (2002) examined that when work does not permit women to take care of their
family, they feel unhappy, disappointed and frustrated. They draw tight boundaries
between work and family and they do not like one crossing the other. Unsupportive
managers, heavy workloads and corporate cultures that promote long hours of work are
all contributors to the prevalence of work-life conflict. Likewise, Azeez & Priyadarshini
(2018) analyzed that under personal factors, ability to work, willingness to do the
assigned job, self-perception about themselves, family work balance has been cited as
factors determining career development. This shows the extents to which individual
factors come as barriers for women's career development Family work balance shows
how relation of the female employees affect their performance. Similarly, under
organizational factors, organization policy, organization culture, perception of the
management towards the advancement of the women in higher roles is some of the
factors under organizational factors. Organizations are reluctant to invest in women
employees, as they perceive women may quit the job.
Long working hours, excessive work pressure and handling demanding and unique
customers in banks has become a take-for-granted phenomenon in the banking sector.
There are many cases that suggest that work–life balance assists in retention, productivity
and the recruitment of good staff (Evans and Vernon, 2007). Despite their increasing
numbers, women have tended to enter the workforce in lower-status, lower-paying jobs,
and remain clustered in a limited number of conventional careers in recent past (Tinklin
et al., 2005). Mas-Machuca et al. (2016) found that work-life balance is positively related
to organizational pride and job satisfaction. According to Crompton (1999), increase in
women employees has changed the traditional work-life balance pattern.

Lockwood (2003) examined that when the demand of job or personal life increases it
creates an unbalance situation and resulted in work life conflict. Creating a balance with
job responsibilities and family responsibilities is a dilemma for the employees and almost
impossible due to turbulent work environment, and fast moving economic development
across the globe which resulted in demanding jobs and long working hours .Similarly,
Laxshmi and Gopinath (2013) found that women who had low work and family-related
issues were highly able to achieve work-life balance than those who had high rate of
these issues. The employee is responsible for limiting the amount of job-related work at
home, limiting the reliance on overtime hours, reducing business travel and becoming
more knowledgeable about work-life policies. Work-life balance is the concentration of a
person having the priority between work and life.

According to Pahuja (2016), work life balance is the most challenging issue faced by
employees and employers now days. With the increase in work pressure and
advancement in technology working needs have increased. Also with the change in rules
and regulations in banking industry working scenario has become more complicated and
thus there are lot of disturbances and imbalances in the life of bank employees, working
across all levels. Owing to this work pressure, maintaining a harmonious work-family
life is becoming more difficult especially for female bank employees. Tausig and
Fenwick (2001) measured perceived work-life balance using two items: the extent to
which workers feel successful in balancing work and personal life, and the amount of
conflict they face in balancing work and personal life. In response to this concern, an
increasing number of banks now offer extensive work-life benefit programs for their
employees. Work-life programs most commonly include factors such as flexible hours
and part-time work.

Mehta (2012) found that women working in private bank experienced more work-life
imbalance, as compared to working women in public sector. Furthermore, Vasantha
(2012) revealed that work life balances are the key source of employee’s job satisfaction.
Both men and women have different expectations for work and home and understanding
the roles of men and women in the workplace must include norms dictated by society.
Similarly, Aggarwal (2012) investigated that the relationships between work-life balance
initiatives and employee’s attitudes toward work-life conflict. The study also found that
employees perceive work life balance enables them to work better.

Susi (2011) opined that work life balance is drive for satisfaction of employees. Many
organizations feel the need of work life balance which include retention of valuable
work force, reduce work family conflict, and reduce employee stress, job
satisfaction and better life balance. Work life balance practices need to be
supported and encouraged at workplace culture. Strong and supportive organizational
culture increase employee intent to remain in the organization. Likewise, Padma &
Reddy (2013) revealed that the role of family support in balancing personal and work life
and found that the present study show that the support from family members will play a
significant role in balancing personal and professional lives. Delina & Raya (2013)
revealed that various factors like hours worked, work involvement and family
responsibilities affect married working women’s work-life balance.

According to Morrisonm et al. (1987), top management support was found to be among
the factors that contributed to women's career success. Meldahl (2000) suggested that
organizations' initiatives were more likely to be successful if CEOs recognized the need
for initiatives and implemented strategies for advancing women. Likewise, Rogier and
Padgett (2004) found that flexible time schedules have been used for a number of years
due to the belief that they help employees manage work-life balance better. For women,
being able to work with flexible time schedules makes it easier to balance work and life
demands and, consequently, make it easier to progress into upper level positions.
Likewise, Valcour (2007) found that work-based support to women is positively
associated with job satisfaction and career accomplishment. There is a need for
organizations to adopt human resource strategies and policies to accommodate the work-
life needs of a diverse workforce in the current business environment.

Greenhaus (2003) revealed that women in workforce face a lot of issues and challenges.
They are still seen as the primary care takers of the home and family, even if they work
just as much as men. Very few organizations have started initiating work-family balance
and work-life balance policies and practices initiatives in their work place, however, the
majority remain still indifferent. Men desire work with autonomy to increase work
efficiency, while women demand flexibility to manage different tasks such as child care
and salaried job (Felstead & Jewson, 2002). During the past decade, increasing research
attention has been paid to women participation and challenges faced in their workplace.
Women can prove to be a valuable resource and an asset for the country with the abilities
like handling multiple tasks simultaneously, which might not be that easy for male
employee (Standing, 2004).

According to Dev (2012), female employees should be given more facilities such as
flexible time, job sharing, child care, etc to gain their organizational commitment.
Organizations should develop corporate human resource policies that will minimize the
current stresses and strains, experienced by working women with families. Weiss (2002)
found that a failure to address work-life conflicts has negative impact on the employment
opportunities and job quality, health and productivity of workers and also on families.
Family Support and Organizational Support plays an important role in maintaining work
life balance of women employees despite of their different demographic profiles (Sethi,
2014)

Obiageli et al. (2015) revealed that poor working organizational culture in the
commercial banks which may not encourage various types of work life balance practices .
Culpan and Wright (2002) revealed that an organizational support system contributes to
their job satisfaction. Benefits of work life balance programs for employees include
increased employee control over time and place of work which helps in reducing the job
stress as well as life work conflict. Similarly, benefits of work life balance for any
organization include reduced absenteeism, increased productivity and improved
employee retention (Sands & Harper, 2007). Elias and Saha (1995) found that female
workers’ quality of working life was significantly lower than that of their male
counterparts. The flexibility and permeability of the boundaries between people’s work
and family lives will affect the level of integration, ease of transitions, and the conflict at
workplace

In the context of Nepal, Joshi (2020) examined the impact of work life balance on
employee performance in Nepalese commercial banks. The study showed that there is
positive relationship between welfare policy and employee performance indicating that
better the employee welfare policy, higher would be the performance level. Similarly,
Thagunna (2020) revealed that organizational culture, physical workplace environment,
work life balance, supervisory support and workplace incentives have positive
relationship with employee performance in Nepalese commercial banks. Manandhar
(2015) found that social supports from family and social supports from work place have
significant positive effect on work life balance. The work life balance was found with
significantly positive effect on job satisfaction. Likewise, Kunwar (2019) found that
working environment and employee motivation have positive relationship with employee
job satisfaction. Nepali (2013) revealed that female workers can maintain proper balance
between the two sets of their lives if the responsibility to maintain a healthy work life
balance rest on both employee and employer. Likewise, Shakya (2010) found that role of
women in family is supposed to be important from the view point of maintaining tradition
and cultural values that sometimes create imbalance in personal and professional life.

The above discussion shows that the studies dealing with work-life balance and job
satisfaction among working women are of greater significance. Though there are various
findings as discussed above in the context of different countries, no more studies have
been conducted on the analysis of the effect of work life balance on job satisfaction in the
context of Nepal. Hence, this study focuses on examining work life balance practices and
job satisfaction among working women in Nepalese commercial banks.
1.2 Statement of the problem

The women experienced more work interference with family than family interference
with work. The intensity of work interference with family is significantly higher in the
earlier life-cycle stage than in the later stage (Ahmad, 2007). It is the joint responsibility
of the employer and the employees to ensure strong work-life balance that can bring in
fruitful results to organization as well as employees also (Kumari and Devi, 2015)

Goyal and Arora (2012) revealed that factors like negative attitude of family, family
commitments, health issues, long working hours, meetings, work load created an
imbalance in their personal and professional lives. Likewise, Doble and Supriya (2010)
investigated work life balance across genders and observed that both male and female
faced imbalance in family and work life. The study also depicted the factors that
contributed work life balance like flex time, work from home, part-time work,
availability of child care and flexibility to take care of emergencies at home. WFC and
career satisfaction are of concerns not only to individuals but also to organizations
because the employees personal conflict and/or satisfaction eventually contribute to
organizational conflict and/or satisfaction (Martins et al., 2002).

Meenakshi and Ravichandran (2012) highlighted problems faced by women teachers in

achieving work life balance and accordingly suggested ways which would benefit both
individual and the organization. The study also revealed that the women teachers knew
the importance of WLB and they tried to reach it by scheduling their activities by proper
time management. A satisfied employee tends to be absent less often, to make positive
contributions and to stay with the organization very eagerly but a non-satisfied employee
may be absent more often, may experience stress that disrupts co-workers, and may be
continually looking for another job (Hakim, 1993). Valcour (2007) found that work-
based support to women is positively associated with job satisfaction and career
accomplishment. There is a need for organizations to adopt human resource strategies
and policies to accommodate the work-life needs of a diverse workforce in the current
business environment. Likewise, Padma and Reddy (2013) assessed the role of family
support in balancing personal and work life. The study found that the support from family
members will play a significant role in balancing personal and professional lives.
Laxshmi and Gopinath (2013) found that women who have low work and family-related
issues were highly able to achieve work-life balance than those who have high rate of
these issues. Work-life balance is the concentration of a person having the priority
between work and life. Lockwood (2003) argued that when the demand of job or personal
life increases, it creates an unbalance situation and resulted in work life conflict. Creating
a balance with job responsibilities and family responsibilities is a dilemma for the
employees and almost impossible. It is due to turbulent work environment and fast
moving economic development across the globe which resulted in demanding jobs and
long working hours.

Gayathiri and Ramakrishnan (2013) found that the concept of work life quality is
multidimensional and it influence employee’s use of skills, knowledge, relationship with
other and professional interaction and collaboration. There is a positive relationship exists
between job satisfaction and quality of work.
Shaheen et al. (2014) identified the difference of male and female job satisfaction in
public institutes of Pakistan. The roles, responsibilities, behaviours and expectations of
female are significantly different from their male counterparts. Buddhapriya (2009)
revealed that family responsibility influences their work-life challenges and subsequently
their career decisions. Ratzon (2011) found that work- life balance policies can enhance
productivity; reduce cost by improving staff retention rates, decrease negative spills-
over, reduce extended hours and fatigue to reduce negative effect on productivity which
further minimizes stress and contribute to a safer and healthier workplace.

Maren et al. (2013) analyzed work-life balance and job satisfaction among teachers
exposed a negative relationship between work-life conflicts and job satisfaction.
Organizations offer facilities to reduce work-life conflicts, it will lead to improvement in
employees' job satisfaction. Vittal (2003) observed that the dropout rates of women have
increased with their marriage and childbirth as childcare and housework remain women’s
responsibilities, irrespective of her income, educational level or employment. The study
also reflected that there is great burden on women which restrict her choices in terms of
better job opportunities. Similarly, Grady and McCarthy (2008) found that work-life
integration is an outcome of the complex relationship between the dynamics of
employment and personal factors. The study explored that the balance between work and
life is achievable through the funding and coordination of multiple activities that included
the organization’s interest.

Niaz (2008) found that woman reports higher level of job satisfaction than that of men.
Kantishree and Devi (2013) found that managing and organizing both work and life of
employees systematically and strategically in any public or private sector units have led
to enhanced productivity in the long run. Barnet and Hyde (2001) found that women who
had multiple life roles were less depressed and had higher self-esteem than women who
had fewer roles. Mayo et al. (2008) emphasized in their study that usage of flexible
organizational policies to neutralize the effect of work stressors on family satisfaction.
Bloom (2007) showed that on average larger firms which are typically more globalize
have better work life balance practices and Employees are being encouraged to introduce
work- life policies and make them more inclusive in order to enhance their business
performance. Vlems (2005) revealed that women have a bigger loyalty and a higher level
of trust and also, explained three major factors which contribute to the interest in and
importance of work life balance which includes global competition, renewed interest on
personal lives- family value and aging work force. Milkie and Peltola (1999) stated that
one will feel less successful in achieving their own work- family balance if spouse has to
do the smaller portion of housework.

In the context of Nepal, Shrestha (2015) concluded that the organizational commitment
of the employees is found to be effected significantly by role of supervisor and training
programme of organization. According to Pathak (2018), there is significant positive
relationship between organizational support and work life balance. Acharya &
Padmavathy (2018) found that organizational initiatives are necessary to help employees
achieve a better WLB. Number of female employees in banking sector of Nepal has seen
a metabolic rise. Moreover, female employees have better ethical values. They are known
as good listener and can make great team players among others given their interpersonal
skills. As a result, banks are hiring more and more female staff (Gautam, 2019).
Though there are above mentioned empirical evidences in the context of other countries
and in Nepal, there is no enough evidence about the relationship ofworking environment,
work family conflict, supervisory support, welfare policy and job design with the job
satisfaction using the most recent data. Therefore, this study deals with the following
issues in context of Nepalese commercial banks:

i. What is the perception of employees on the level of working environment, work

family conflict, supervisory support, welfare policy and job design and job
satisfaction in Nepalese commercial banks?

ii. Is there any relationship of working environment with job satisfaction of women
working in Nepalese commercial banks?

iii. Is there any relationship of supervisory support with job satisfaction of women
working in Nepalese commercial banks?

iv. Is there any relationship of welfare policy with job satisfaction of women working
in Nepalese commercial banks?

v. What is the impact of work family conflict in work life balance of employees in
Nepalese commercial banks?

vi. What is the impact of working environment in work life balance of employees in
Nepalese commercial banks?

vii. To what extent the working environment, supervisory support, and welfare policy
affect the job satisfaction of women working in Nepalese commercial banks?

viii. Which of the factor plays an important role in determining level of employee’ job
satisfaction of women working in Nepalese commercial banks?

1.3 Objectives of the study

The major objective of the study is to analyse the impact of work life balance on job
satisfaction among the working women in Nepalese commercial banks. The specific
objectives are as follows:
 i. To determine the impact of working environment, work family conflict,
supervisory support, welfare policy and job design on job satisfaction in Nepalese
commercial banks.
ii. To examine the perception of employees on the level of working environment,
work family conflict, supervisory support, welfare policy and job design with job
satisfaction in Nepalese commercial banks.
iii. To examine the relationship of working environment, work family conflict,
supervisory support, welfare policy and job design with job satisfaction in
Nepalese commercial banks.
iv. To analyse the most important factor in determining the level of job satisfaction in
Nepalese commercial banks.

1.4 Significance of the study

Maiya et al. (2013) concluded that the work-life balance and job satisfaction are directly
linked. Satisfaction in one’s own area of work can lead to a satisfying career. Nadeem &
Abbas (2009) found that that work overload does not influence job satisfaction and there
is a positive relationship exists between Job autonomy and job satisfaction. Rani et al.
(2011) found that there is positive relationship with work life balance and negative
relationship with work recognition, relationship with subordinate & supervisor and task at
work.

Tandon &Chawla (2018) found that there is positive correlation between work life
balance, family work balance and extroversion as well as openness to experience
dimension of personality owing to the ability to build strong networks of social support,
which help them to maintain better work life balance.

According to Maxwell (2005) opined work life balance as adjusting working patterns
regardless of age, race or gender to combine work with their other responsibilities or
aspirations. The key challenge is for career women to manage both their traditional roles
as housewives and their career. Women experience great pressure to work hard to prove
them in the workplace. Even though the global economy has undergone a major financial
and economic crisis, work-life balance remains a central issue for employed parents
(Wharton and Blair-Loy, 2006).

Similarly, this study is also fruitful for the banking industry and non- banking industry.
This study will provide recommendations for better work-life balance policies, and
strategies. Ultimately it supports the managements to enhance organizations effectiveness
and efficiency through identifying different factors effect to employee work-life and job
satisfaction. Through that they could build up and introduced new policies and strategies
in order to eliminate the issues faced by employees.

Hence, this study will provide a context for work-life balance issues and to undertake an
exploration of work-life balance culture in banking industry. It further can be make
recommendations based on findings which will be helpful in developing a working model
for managing a work life balance issues.

1.5. Operational definition and assumptions

This section deals with the operational definition of the variables taken for this study. The
study attempts to identify the relationship of working environment, work family conflict,
supervisory support, welfare policies and job design with job satisfaction. The
operational definitions of the variables used on this study have been discussed in this
section:
Dependent variable
Job satisfaction

Job satisfaction is a general attitude towards one’s job, the difference between the amount
of reward workers receive and the amount they believe they should receive (Anitha, R.
2011). Sowmya and Panchanatham (2011) revealed that job satisfaction focuses on all the
feelings that an individual has about his/her job. It has been assumed by organizational
behaviour research that individuals who express high satisfaction in their jobs are likely
to be more productive, have higher involvement and are less likely to resign than
employees with less satisfaction.
Job satisfaction is significantly negatively correlated with work to family interference and
family to work interference. Employees who have higher job satisfaction are usually less
absent, less likely to leave, more productive, more likely to display organizational
commitment, and more likely to be satisfied with their lives (Nadeem & Abbas, 2009).
Kinzl (2005) argued that job satisfaction is the attitude of worker toward his job, rewards
which he gets, social, organizational and physical characteristics of the environment in
which she/he performs the task. Similarly, Varatharaj &Vasantha (2012) conducted the
study to examine relationship job satisfaction have with work life balance in women
which shows strong positive relationship exists between job satisfaction and work life
balance.

Independent variables

Working environment

A healthy working environment makes good business sense and is characterized by

respect that supports employee engagement and creates a high performance culture that
encourages innovation and creativity (Kohun, 2002). Shrestha and Shruti (2007) found
that improving working environment results in decrease in the number of error rates,
complaints, absenteeism and hence increases performance. Muzhumathi and Rani (2012)
found that long working hours at the desk and job related pressure creates a lot of
physical discomfort and mental tension. Raziq and Maulabakhsh (2015) opined that good
working environment can increase employee job satisfaction. The employees will try to
give their best which can increase the employee work performance. Based on it, this
study develops the following hypothesis:
H1: There is a positive relationship between working environment with job satisfaction.

Work family conflict

Work family conflict is an important factor in inducing the behavioral shifts of

individuals. Work family conflict drastically affects individual’s wellbeing and health. It
deviates them from their personal and organizational goals and effect their mental
abilities and sense of accomplishment (Warner and Hausdorf, 2009). Work family
conflict results in dissatisfaction with job, low performance, organizational commitment,
irregular attendance at work and sluggishness (Allen et al., 2000). Employees across all
the hierarchical levels are facing work family contradiction. This results in lower
employee productivity and dissatisfaction. Work and family affect the individual when
the expectations from one role clash with the requirements of other, provoking the
efficient delivery of that role (Greenhaus et al., 2006). Based on it, this study develops
the following hypothesis:

H2: There is a negative relationship between work family conflicts with job satisfaction.

Supervisory support

Mawanza (2017) concluded that lack of support at work place negatively affects
employee’s satisfaction. Similarly, Afzal et al. (2019) explained the mediational
mechanisms in the relationship of perceived supervisor support with turnover intention
and task performance. The results revealed that perceived supervisor support affected
turnover intention negatively through the mediation of self-efficacy. Conversely to this,
perceived supervisor support influenced task performance positively through the
mediation of self-efficacy. The key mechanisms of supervisor support included aiding
employee growth and development, accelerating and facilitating task completion and
empowering employees (Eldor and Harpaz, 2016). Based on it, this study develops the
following hypothesis:

H3: There is a positive relationship between supervisory supports with job satisfaction.

Welfare policy

According to Sindhu (2012), organizations provide welfare facilities to their employees

to keep their motivation levels high. Khademi (2014) found that organizational welfare
has a positive impact on organizational performance including happiness, security,
motivation and job satisfaction. Welfare programs provide benefits to the low income
individuals and families (Luthans, 2012). Increase in level of welfare facilities improves
overall satisfaction of employees at workplace (Sharma and Khanna, 2014). Based on it,
this study develops the following hypothesis:

H4: There is a positive relationship between welfare policies with job satisfaction.
Job design

Job design aims to enhance job satisfaction and performance methods include job
rotation, job enlargement and job enrichment (Sageer, 2012). According to Barling et al.
(2003), better job design enhances job satisfaction, which in turn contributes to superior
organizational performance. Parvin and Kabir (2011) stated that the purpose of job design
is to increase the level of job satisfaction which enhance the level of performance of the
employees. Moreover, Abid (2013) revealed that there is a strong positive relationship
between job design and job satisfaction. A good job design brings more job satisfaction
and vice versa. Based on it, this study develops the following hypothesis:

H5: There is a positive relationship between job designs with job satisfaction.

1.6 Organization of the study

The aim of the study is to analyze the work life balance and job satisfaction among
working women on job satisfaction in Nepalese commercial banks. The study organized
into a total five chapter. Chapter one contains general background of the study, statement
of problem, purpose of the study, significant of the study, and organization of the study.
Chapter two consists of review of literature or empirical works as well as the review of
the studies of Nepalese context. Also it comprises of theoretical or conceptual framework
followed with concluding remarks associated with the findings and major ideas of the
studies. Chapter three includes the research design, nature and source of data, selection of
enterprise, models used for data analysis and concluding along with the limitation of the
study. Chapter four focuses on the brief presentation and analysis of data ending up with
the concluding remarks associated with the major findings of the study. Finally chapter
five provides a summary of overview on all works carried out from chapter one through
four including major conclusion derived from the study. This chapter also includes a
separate section for recommendation and scope for future research based on major
finding of the study.
 Chapter II

Literature review and theoretical framework

This chapter deals with review of empirical studies on work life balance and job
satisfaction among working women in Nepalese commercial banks. For more precision
on the reviews by various researchers, this chapter is divided into five sections. The first
section deals with review of major studies, second section presents review of recent
studies, third section is concerned with the review of Nepalese studies, fourth section
includes the conceptual framework of the study. The conceptual framework clarifies how
the study is organized and what variables have been selected and try to find the
relationship between independent variables and dependent variables and finally the fifth
section presents concluding remarks on the conceptual framework and empirical review.

2.1 Review of literature review

This section presents a review of literature on work life balance and job satisfaction
among working women in Nepalese commercial banks. A literature review is a conscious
overview of what has been studied, argued and established about the topic. It is a
summary and analysis of current knowledge about area of inquiry. It is about critically
finding the similarities and difference in the previous related studies. The review of
literature has been categorized as follows:

2.1.1 Review of major studies

2.1.2 Review of recent studies

2.1.3 Review of major Nepalese studies

2.1.1 Review of major studies

The major studies literatures that are reviewed in this study are presented in Table 2.1.

Table 2.1: Review of major studies

Study Major findings
Frone et al. (1992) There is negative relationship between work family conflict and
job satisfaction as work affects the family and vice versa.
Konrad and Mangel (2000)
Howard and Donofrio (2001)
Allen (2001)
Nadeem and Abbas (2009)
Shrivastava and Purang (2009) Secure job and good welfare policies increase the degree of job
Wadsworth et al. (2010)
Gash et al. (2010)
Grawitch and Barber (2010)
Carlson and Kacmar (2010)
Parvin (2011)
Tabassum et al. (2011)
Sageer (2012)
Abdurrahim (2012)
Kumar &Sundar (2012)
Abid (2013)
Naqvi et al. (2013)
Chalchissa & Emnet (2013)
Narayana and Savarimuthu There is negative relationship between families to work
(2014)
Sharma and Khanna (2014)
Job satisfaction can be increased by implementing work life
balance policies by reducing conflict between work and family.
Work-family conflict increases, the level of job satisfaction
decreases
The greater the amount of family love and commitment, higher
would be the balance between job satisfaction and work-family
conflict.
There is a negative relationship between work to family
interference, family to work interference, work load and stress
with job satisfaction
satisfaction.
Alternative work schedule seemed to have a positive relationship
with job satisfaction.
There is a positive effect of reduced working hours on employees'
life satisfaction.
Work flexibility programs and non-work support leads to higher
job satisfaction.
There is negative relationship between family to work conflict
with job satisfaction.
The purpose of job design is to increase the level of job
satisfaction which shall ultimately cause the good performance of
the employee.
Significant difference exists between male and female employees
QWL.
Job design aims to enhance job satisfaction and performance
methods include job rotation, job enlargement and job enrichment.
There is a positive relationships between managerial support and
job satisfaction
All the three factors are highly responsible for the problems
experienced by the women executive in public sector commercial
banks.
Good job design brings more job satisfaction and vice versa.
Low control over the work environment negatively correlated with
employees’ productivity.
There is statistically significant difference between men and
women believe as the involvement of women in decision-making
lead acceptable by all people.
interference with job satisfaction of women working.
Increase in level of welfare policies including performance
appraisal system and promotional strategies improves overall
satisfaction of employees at workplace.

Frone et al. (1992) examined the impact of work‐family conflict and work and family
boundaries on organization. Data were obtained from a randomly drawn community
sample of 631 employed adults (278 men and 353 women). Respondents reported that
work interfered with family life (W→F conflict) more frequently than family life
interfered with work (F→W conflict). The study showed that work and family boundaries
are indeed asymmetrically permeable with family boundaries being more permeable than
work boundaries. The findings also indicated that the dynamics of work and family
boundaries may operate similarly among men and women.

Konrad and Mangel (2000) examined the impact of work‐life programs on firm
productivity. Human resource executives in a national sample of 658 organizations
provided survey data on firm characteristics and work‐life programs. In these 658
organizations, the percentage of professionals and the percentage of women employed
were positively related to the development of more extensive work‐life programs.
Productivity data were obtained from CD Disclosure for 195 public, for‐profit firms. The
study concluded that there is a stronger positive impact on productivity when women
comprised a larger percentage of the workforce and when a higher percentage of
professionals were employed.

Howard and Donofrio (2001) investigated the relationship between inter-do-main conflict
in the form of work–family conflict and family–work conflict with various facets of
employee job satisfaction. The study was based on the 144 probation and parole
personnel. The study revealed that work–family conflict is significantly related to
satisfaction with job in general, supervision, promotion, and work. The result showed that
family–work conflict is not as consistently related to the facets of job satisfaction, but it is
significantly related to satisfaction with work and co-workers.

Allen (2001) examined the relationship of family-supportive work environments and the
role of organizational perceptions on job satisfaction. The study was based on data of 522
participants employed in a variety of occupations and organizations indicated that family
supportive organizational perceptions (FSOP) responses related significantly to the
number of family-friendly benefits offered by the organization, benefit usage, and
perceived family support from supervisors. FSOP responses also explained a significant
amount of unique variance associated with work–family conflict, job satisfaction,
organizational commitment, and turnover intentions above and beyond the variance
explained by the number of family-friendly benefits available by the organization and
supervisor support. The result showed that family supportive organization policies
significantly impact on the relationship between family-friendly benefits. The findings
also indicated that work–family conflict, affective commitment, and job satisfaction are
positively related.

Nadeem and Abbas (2009) examined the relationship between work life conflict and job
satisfaction in Pakistan. The source of data for this study was primary data acquired
through questionnaire. The information was also collected through personal interviews
from the employees at different management levels. The information adopted by the
interviews were just for the understanding the phenomena of WLC in Pakistan and not
used for the interpretation of the results. A pilot study was conducted before floating the
questionnaire to study the validity of the measures. 200 questionnaires were floated
among the two organizations selected (Nadra and LMKR). The study concluded that job
satisfaction is significantly negatively correlated with work to family interference and
family to work interference.

Shrivastava and Purang (2009) examined the impact of employee perceptions on job
satisfaction level of a public sector and private sector bank employees in India. The
sample consisted of 340 bank employees from both sectors. This study used independent
samples t-test and qualitative analysis to study the differences in employee attitudes. The
result showed that the mean of the public and private banks were significantly different
from each other. Thus, the findings indicated that private sector bank employees perceive
greater satisfaction with pay, social, and growth aspects of job as compared to public
sector bank employees. However, the study also concluded that public sector bank
employees have expressed greater satisfaction with job security as compared to private
sector bank employees.

Wadsworth et al. (2010) investigated the impact of alternative work schedules in

improving the level of job satisfaction. Recently, there has been an increase in the
number of cities contemplating and implementing alternative work schedules, particularly
compressed work weeks, often to decrease energy costs for the organization or to
decrease transportation and fuel costs for employees. Although many organizations offer
alternative work schedules, there is little research on the benefits and drawbacks of these
schedules. The study surveyed a total of 151 cities with populations more than 25,000.
More than half (56.3%) of the cities surveyed reported offering some form of alternative
work schedule. Thus, the result concluded that employees benefited by the organizations
which offered alternative work schedules.

Gash et al. (2010) examined the condition of wives’ part-time employment and marital
stability in Great Britain, West Germany and the United States. For the analysis, the
British Household Panel Survey (BHPS), German Socio Economic Panel (GSOEP) and
the U.S. Panel Study of Income Dynamics (PSID), three longitudinal datasets that follow
individuals in households over time were selected. The BHPS began with a representative
sample of 5,500 households covering 10,300 individuals drawn from 250 areas of the
United Kingdom. The study concluded that decreases in working-hours bring about
positive and significant improvement on well-being for women and make them satisfied.

Grawitch and Barber (2010) examined the relationship of work flexibility or non-work
support with work–life initiatives. An online survey was done through electronic
community message board were distributed in a private university. All faculty and staff
(414 eligible employees) received an e-mail inviting them to participate in the study. The
survey was also e-mailed to all students enrolled in an evening professional school due to
part-time and full-time employment (815 students enrolled in classes that term). Thus, the
result showed that participation in work flexibility had direct associations with work-to-
life conflict, work engagement, and life satisfaction and indirect associations with life
satisfaction and psychological strain. The findings also indicated that non work support
possessed only a direct, negative association with life satisfaction.

Carlson and Kacmar (2010) examined the relationship of schedule flexibility with
performance and satisfaction in the work and family domains. The study was based on
sample of 607 full‐time employees in either schedule flexibility or traditional working
arrangements the authors tested a moderated mediation model. Regression was used to
test the mediation of work‐family and the moderation of gender to the schedule flexibility
to work‐family path. Both work‐to‐family conflict and work‐to‐family enrichment are
mediating mechanisms in the relationship of schedule flexibility with outcomes. The
study showed that full mediation was found for job satisfaction and family performance
for both enrichment and conflict while partial mediation was found for family satisfaction
with enrichment only and mediation was not supported for job performance. Gender
moderated the schedule flexibility to work‐family conflict relationship. The findings also
showed that women benefited more from flexible working arrangements than men.

Parvin (2011) assessed the impact of job satisfaction factors on the performance of
pharmaceutical sector. A descriptive research design with survey method was applied in
the study. The study was based on both the primary and the secondary data for the
purpose of this study. Secondary data were collected from available books, publications,
research studies, articles and websites. A closed-ended interview-schedule was designed
to collect primary data. Hence this study was mainly undertaken to investigate on the
significance of factors such as working conditions, pay and promotion, job security,
fairness, relationship with co-workers and supervisors in affecting the job satisfaction.
The study revealed that a comprehensive diagnosis of job satisfaction indices of
pharmaceutical business, the factors causing the dissatisfaction & suggestions to improve
them. Thus, the result showed that salary, efficiency in work, fringe supervision, and co-
worker relation are the most important factors contributing to job satisfaction. The
findings also indicated that the overall job satisfaction of the employees in
pharmaceutical sector is at the positive level.

Tabassum et al. (2011) assessed a comparative learning of the existing Quality of Work
Life (QWL) between the males and females of the private commercial banks. The data
was collected from quantitative survey on 128 male and 64 female employees. The study
was based on primary data. Data were collected by visiting the private commercial banks
premises and distributing the questionnaires. In total, six local private commercial banks
were considered for the survey based on convenience sampling method. The study
revealed that a significant difference exists between male and female employees QWL
and in the following factors of QWL; adequate and fair compensation, flexible work
schedule and job assignment, attention to job design, and employee relations. As a
significant number of female participants from the labour force are now entering in the
banking sector, this finding may add value to the management of the banks.
Sageer (2012) investigated the relationship between job design and employee satisfaction
and their impact on the organization. Many measures support that employee satisfaction
is a factor in employee motivation, employee goal achievement and positive employee
morale in the work place. In this study various variables responsible for employee
satisfaction has been discussed such as Organization development factors, Job security
factors, Work task factors. The study is based on sample of 50 employees selected from
the 2 companies from fertilizer industry of equal volume and work load .The study also
deals the various ways by which one can improve employee satisfaction. The data was
collected through structured questionnaire in accordance with the objective of study. The
study concluded that Job design aims to enhance job satisfaction and performance
through job rotation, job enlargement and job enrichment.

Abdurrahim (2012) investigated the relationships among managerial support, job

satisfaction, and organizational commitment in non-profit, for-profit, and public
organizations. The study was based on a survey with a target sample of 750 employees
working in education and health organizations in the three sectors in Turkey; 614 returns
were valid for use as data in the research. The result showed that there is a positive
relationship between managerial support and job satisfaction, and between both these
variables and two components of organizational commitment but not a third, and that
these relationships differ between the three sectors.

Kumar &Sundar (2012) examined the problems hindering the performance of women
executives working in public sector commercial banks in Puducherry. The study was
based on primary data. Data were collected using the personal contact approach.
Questionnaires were distributed to a sample of 104 women executives located in
Puducherry State women employees in executives‟ cadre working in public sector
commercial banks were surveyed. In the Questionnaire, Likert’s five-point scale was
employed to determine scores, where respondents were asked to rate each attribute on 5-
point scale ranging from highly satisfied to highly dissatisfied, The data collected was
subjected to Factor Analysis. Census survey was adopted for collecting data. The study
found that stress resulting from Physical strain involved has been identified as a prime
factor of problems to women executives in public sector commercial banks. The second
factor namely exploitation due to submissive nature of women executives has been
discriminated as second important factor. The third factor dealing with ignorant
customers confronting women executives. All the three factors are highly responsible for
the problems experienced by the women executive in public sector commercial banks.

Abid (2013) examined the effect of job design on employee satisfaction by taking
fertilizer companies listed in Lahore stock exchange. In the past two decades, the
importance of Human resource becomes shinier for the organizations especially for the
business sectors. Job design, job enrichment, job enlargement, employee satisfaction and
motivation, brain drain, performance and reward are some factors which captured the
attention of the organizations. The research exists in the orbit of the topic “Effect of job
design on employee satisfaction” and declares 6 variables of job design. The relationship
of these variables was found through correlation and linear regression technique. Through
questionnaire, primary data was collected by the use of SPSS and Excel 2007. The result
showed that there is a positive relationship between job design and employee satisfaction
and both of these variables move in the same direction.

Naqvi et al. (2013) investigated the causes and effects of job stress on employees’
productivity in Public health sector. The study used self-administered structured
questionnaire which was distributed among 400 Public health sector employees out of
whom 210 responded. The data for the study was obtained through SPSS version 20 and
Pearson correlation and regression. The study revealed that lack of financial rewards,
inflexibility in work hours, personal issues, low control over the work environment and
bureaucratic management system are negatively correlated with employees’ productivity
while lack of financial rewards contributed more in creating job stress among the public
health sector employees.

Chalchissa & Emnet (2013) investigated the impact of women low involvement as a
management tool in decision-making and its implementation in Oromia region public
organizations by determining the causes of low women involvement in decision-making
and the consequences of such action on implementation of decisions. In the study, cross-
sectional, descriptive and inferential designs were used. The study found that even
though, the involvement of women in decision-making are increasing, until know there is
low acceptability of their decision-making process by all communities. The study also
revealed that there is statistically significant difference between men and women believe
as the involvement of women in decision-making lead acceptable by all people. The
serious consequences of low women involvement are, job dissatisfaction, low
productivity and employee turnover and reduce various benefits of organizations. Hence,
in order to reduce such problem, the government and every organization should consider
specifically the above factors.

Narayana and Savarimuthu (2014) examined the relationship between work-family

conflict, family-work conflict and job satisfaction of the women employees working in
information technology industries in Bengaluru. This study presents the results of an
exploratory study conducted on 308 women employees working in various cadres in IT
industries in Bengaluru. The results showed that understanding work-family conflict
could help improve job satisfaction.

Sharma and khanna (2014) investigated the level of job satisfaction among public sector
bank employees in district Hamirpur. The study surveyed a total of107 bank branches.
Based on a survey, the study gained insights into the satisfaction level from the
perspective of the Bank employees. The result of the study showed that factor including
salary of employees, performance appraisal system, promotional strategies, employee’s
relationship with management and other co- employees, training and development
program, work burden and working hours are found important for improving job
satisfaction of bank employees in banks. The findings also indicated that increase in level
of these factors improves overall satisfaction of employees.

2.1.2 Review of recent studies

The recent studies literatures that are reviewed in this study are presented in Table 2.2.
Table 2.2: Review of recent studies
Study Major findings
Afande (2015) Women’s lack of self-confidence and their tendency to be more self-
critical than men hinder their career advancement in the banking sector
in Kenya.
Aslam (2015) The work life balance has significant positive effect on employee
performance.
Samson&Waiganjo Psychosocial aspects were an important factor in boosting the
(2015) performance of employees.
Saif et al. (2016) There is a significant factors which affect job satisfaction of female
employees of private commercial banks.
Munira and Rahman Organization social support including co-workers and managerial
(2016) support, and working conditions enhance the job satisfaction.
Adikaram&Jayatilake Work life balance has a significant impact on employee job satisfaction
(2016) in private sector commercial banks of Sri Lanka.
Ukeka&Raimi(2016) There is strong relationship between work-family role conflict and low
job performance among female bankers.
Gunawardana (2017) Moderate level of perception about women participation in the banking
sector.
Asrar&Rizwan (2017) Work life balance, diversity management and leadership style have
positive and significant impact on female employees’ job satisfaction.
Kumar (2017) Employees’ job satisfaction increases and turnover intention minimizes
when top officials in the workplace become interested in employees’
well-being.
Mungania (2017) Work schedule and compressed work-week are positively related to job
satisfaction.
Mawanza (2017) Lack of support at work had negatively affect employees productivity.
Kuschel&Salvaj The real factors that would explain the success of women on their road
(2018) to senior management are associated with aspects intrinsic to culture.
Ugwu et al. (2018) There exists a significant positive relationship between work-family
conflict (family obligation) and career advancement of female
professionals.
Soomro et al. (2018) Work-life balance and work-family conflict have a positive effect on
employee performance.
Azeez&Priyadarshini(2 Societal factors contribute more hindrance to the women in advancing
018) their careers.
Lavuri (2018) Role ambiguity was statistically association with job performance. It
indicated that job stress change the employee’s performance towards
respected selected bank.
Islam et al. (2018) Organisational behavioural influences women leadership position.
Muraale et al. (2018) There is negative and significant influence on employee’s performance.

Rahman (2019) Work-life Balance has definitely a substantial impact on Job

Satisfaction.

Afande (2015) investigated the factors affecting women career advancement in Kenya
commercial bank. The study was focused on selected branches of Kenya Commercial
Bank branches located in Nairobi region. There were two respondents from each of the
bank branches, the branch manager and another senior bank official, of the opposite sex
from the branch manager. A semi-structured questionnaire was used to collect primary
data from the respondents. Computation of frequencies in tables, charts and bar graphs
were used in data presentation. In addition, the study used standard deviations and mean
scores to present information pertaining to the study objectives. The study indicated that
majority of the respondents either agreed or strongly agreed that individual factors: age;
gender issues; individual’s skills, tenure, hard work, reputation and performance and
affect women’s career advancement; and women’s lack of self-confidence and their
tendency to be more self- critical than men hinder their career advancement in the
banking sector in Kenya. The study also showed that the ranking of the factors affecting
women’s career advancement in the banking sector, show as individual’s age was first
ranked, women’s lack of self-confidence and their tendency to be more self-critical than
men hinder their career advancement was second ranked, individual’s level of education
was third ranked, the gender issue was fourth ranked, and the least ranked was
individual’s skills, tenure, hard work, reputation and performance.

Aslam (2015) investigated the influence of work life balance on employee performance
in education sector of Pakistan. The study also investigated the moderating effect of
transactional leadership on relationship between work life balance and employee
performance. The study used sample of 150 respondents from eight universities of
Islamabad and Rawalpindi. The regression and moderation analysis were performed by
using the SPSS 22. The study revealed the work life balance has significant positive
effect on employee performance. The study also presented that transactional leadership
has significant moderating effect

Samson &Waiganjo (2015) investigated the effect of workplace environment on the

performance of Bank employees in Nakuru Town. More specifically, the study sought to
establish the extent to which physical workplace factors, psychosocial factors and the
work life balance factors affect performance of Bank employees in Nakuru Town. The
population of the study was 736 non-managerial staff from which a sample of 173
respondents was drawn using stratified random sampling and proportionate was used to
determine sample size for each Bank. The study relied principally on primary data which
was collected using questionnaires containing mainly closed ended questions for ease of
analysis. Data was analysed using descriptive and inferential statistics with the aid of
Statistical Analysis System (SAS), version 9.4 computer software. The study findings
indicated that the physical aspects were found not to have a significant effect (β1 =0.097;
p value = 0.237), while the psychosocial and work life balance factors were significant
(β2 =0.279; p value = 0.001) and (β3 = -0.203; p value = 0.012) respectively. The results
indicate that when physical workplace factors, psychosocial factors and work life balance
factors are combined, the multiple linear regression model could explain for
approximately 28% of the variation in employee performance of the Commercial Banks.
The study concluded that psychosocial aspects were an important factor in boosting the
performance of employees than the other two variables; (Physical aspects and work life
balance aspects), in Commercial Banks in Nakuru Town. The study recommended that
further investigation should be conducted to collect data from other financial sectors such
to see whether workplace environments are the same.

Saif et al. (2016) examined the factors that affect job satisfaction of female employees of
private commercial banks in Bangladesh. The study was based on primary sources of
data. A highly structured questionnaire was prepared to collect primary data from 110
female employees working at private commercial banks in Bangladesh. Several statistical
tools and techniques, i.e. Descriptive Analysis, ANOVA, Pearson Correlation, and
Multiple Regression have been used to determine authentic findings and draw a
significant conclusion. The study revealed that significant factors, i.e. job security,
participation in decision making, available leave facilities, attitude of top management,
salary increment, specific time for family, promotion opportunity, flexible working hour
etc. affect job satisfaction of female employees of private commercial banks. Hence, the
authority should address those key factors properly for the development of private
commercial banking sector in Bangladesh.

Munira and Rahman (2016) analyzed the determining dimensions of job satisfaction
using factor analysis. Dissatisfied employees might decide to quit, voice out emotion or
feeling, remain loyal or neglect the issue. The study was done to identify the reliability,
validity and normality of the item measurement in determining the factors of job
satisfaction. Factor analysis was conducted and the result identified four (4) factors
known as benefit, co-workers’ support, managerial support and work condition with
support to the career development. 179 questionnaires were distributed. Most of the
respondent responses to the survey agreed with the four (4) factors as the main elements
that influenced them to retain and commit to their employers. The study showed that
social support including co-workers and managerial support significantly influencing
employees’ job satisfaction.

Adikaram & Jayatilake (2016) analysed the impact of work life balance on employee job
satisfaction in private sector commercial banks of Sri Lanka. The data was collected
keeping in consideration of demographic factors and factors affect for job satisfaction.
Factors involved were job satisfaction and work life balance with respect to Working
hours, working conditions, work life balance programs, employee intention to change of
job and work pressure. Data was collected using both primary and secondary sources.
Primary data was collected through questionnaires where secondary data is collected
through past research, journals and online web-sites. In primary data collection a total of
150 questionnaires are distributed among the employees of different commercial banks.
The data was analysed using SPSS, tests applied is correlation and regression. The study
found that work life balance has a significant impact on employee job satisfaction in
private sector commercial banks of Sri Lanka. The study can be beneficial for the private
sector commercial banks to improve their policies, benefits programs and work
distribution and in making job changes inside the organisation. The study can be utilized
as a light for banks to pay attention to such factors, because their benefits are not only for
employees but can benefit banks in the long run especially in maintain work force of the
institution.

Ukeka&Raimi(2016) examined work-family role conflict and job performance among

female bankers in selected banks within the Federal Capital Territory, Abuja, Nigeria.
The study was based on sample of 920 female bankers from selected banks. The study
relied on border crossing theory as well as analytical tools such as the simple percentage,
descriptive methods, Chi-Square (χ2) Statistical technique and a modified Service Level
Agreement (SLA) model for data analysis. The study revealed a strong relationship
between work-family role conflict and low job performance among female bankers in
Abuja. Based on these findings, the study recommended that there should be a clear
separation of work and family role activities.
Gunawardana (2017) investigated an impact on women participation in senior
management positions in licensed commercial banks in relationship with organizational
performance. The study was conducted by taking in to account 9 domestic licensed
commercial banks in Sri Lanka. Both secondary as well as a primary research has
conducted in order to critically analyze the “Glass Ceiling Effect” in banking sector in Sri
Lanka. Secondary data has addressed two objectives to identify the challenges in
acquiring skills and challenges in women participation in upper management. The study
showed that there are 9% of females in director board, 16% females in corporate
management and 13% females as the management team. In overall perspective the study
highlighted that there are 13% of female participants in the managerial positions in banks.
According to study which was conducted, the level of women participation was identified
in-terms of organizational performance. Thus questionnaire findings showed a moderate
level of perception about women participation in the banking sector. Finally a series of
quality solutions were recommended in order to eliminate the “Glass Ceiling Effects” in
the banking industry.

Asrar & Rizwan (2017) examined the relationship of work life balance amongst female
employee with the diversity management, the career advancement and leadership style on
female employee job satisfaction in Karachi. A total of 185 female employees from
different industries of Karachi participated in this study. The results of the regression
analysis for the overall model indicated that the predictors work life balance, diversity
management, career advancement and leadership style with job satisfaction explain 57%
of the variance (R2=0.567, F (4, 185) =59.046, p<.05). The results displayed that work
life balance; diversity management and leadership style have positive and significant
impact on female employees’ job satisfaction while career advancement has no impact on
job satisfaction of females in Karachi. This study is helpful for managers and regulatory
authorities to devise policies and procedures to enhance the level of satisfaction for their
work force and eventually improve the performance of organizations.

Kumar (2017) investigated the impact of employee retention strategies on organizational

goal achievement. With all round development in each and every area of the economy,
there is stiff competition in the market but there are lots and lots of avenues and
opportunities available in the hands of the human resources. Questionnaire survey has
been employed with sample of 250 employees working in public and private financial
institutions. Securing and retaining skilled employees plays an important role in any
organization, because employees’ knowledge and skills are central to companies’ ability
to be economically competitive and support to employees at work is necessary. The study
concluded that employee’ job satisfaction increases when there is support from top
officials in the workplace.

Mungania (2017) analyzed the conflict resolution techniques in improving management

student relations in learning institutions in Kenya. Specifically, the study sought to
determine the influence of flexible work-arrangement, wellness programs, family
responsibilities and lastly influence of work life conflict on performance of the banking
industry in Kenya. The study adopted survey research design using both quantitative and
qualitative approaches. The target population was 36,212 employees from all 43
commercial banks in Kenya with a sample size of 380 respondents. Sample was selected
using stratified simple random sampling. Structured questionnaire was used for data
collection in accordance with the objectives of the study. Thus, the result showed that
flexible work arrangements, wellness programs, family responsibility concerns were
more strongly related to performance of the banking industry in Kenya. The findings also
indicated that institutions that support employees in work life balance practices had
higher performance. Further, the study concluded that work life conflict negatively
influenced performance in the banking industry.

Mawanza (2017) examined at assessing stress and its effect on employees’ productivity.
The study used descriptive survey and the data were gathered through primary as well as
secondary survey. The survey instrument involved questionnaire with both closed-ended
and open-ended questions. The study concluded that change factors, demand and pressure
factor, lack of support and participation at work by supervisor and other staff and work
role were to a great extent the most stressful factor. The regression result concluded that
poor work relationships, lack of support at work, and poor planning had negatively affect
employees productivity.
Kuschel and Salvaj (2018) examined the most important factors that affect (allow or
hinder) the persistence and advancement of women in top management positions. The
study was based on recent literature review on empirical articles (published from 2009 to
2016). The novel framework of this study organized the factors at the individual,
organizational and public policy level that affect both career persistence and the
advancement of women in top management positions; namely, factors affecting (1) career
persistence (staying at the organization) and (2) career advancement or mobility (getting
promoted within the organization). In the study location, Chile, only 32% of women
persist, or have a career without interruptions, mainly due to issues with work–family
integration and organizational environments with opaque and challenging working
conditions. Women who advanced in their professional careers represent 30 % of high
management positions in the public sector and 18 % in the private sector. Only 3 % of
general managers in Chile are women. Women in Chile have limited access and are still
not integrated into business power networks. The literature showed that poor performance
is not the reason women do not persist or advance in their professional careers, since
companies with female executives in senior management positions present, in general,
better financial results. The real factors that would explain the success (or lack thereof) of
women on their road to senior management are associated with aspects intrinsic to
culture. Culture can change to tak3e advantage of the value provided by female talent.
However, all cultural changes require leaders who inspire and allow the advancement of
women and can modify the application of policies and practices that aim to close gender
gap as well as affirmative action from both organizations and the government.

Ugwu et al. (2018) examined the impact of work-family conflict on career advancement
of female professionals in commercial banks of Ebonyi State, Nigeria. This study adopted
correlation survey design to test the relationship between the independent and dependent
variables. The total population of study comprised of 84 female staff of the following
organizations: First Bank, United Bank for Africa, Access Bank and Fidelity Bank. The
target population of the study comprised of female workers of the selected organizations.
The study hypothesis was statistically tested and analyzed using Pearson Product
Moment Correlation. The study showed that, there exists a significant positive
relationship between work-family conflict (family obligation) and career advancement of
female professionals. The following recommendations are made; banks are advised to
introduce career breaks to support women with family responsibilities balance work and
family roles; organizations need to introduce flexible working environment to nursing
mothers to enable them manage effectively family responsibilities and career roles.

Soomro et al. (2018) examined the relation of work-life balance, work-family conflict,
and family-work conflict with the employee performance-moderating role of job
satisfaction. The study explored the relationships between work-life balance, work-family
conflict, and family-work conflict and perceived employee performance with job
satisfaction serving as a moderating variable. The study used responses from 280 young
universities teaching faculty serving in public-sector universities in Islamabad, Pakistan
and applied linear regression analysis to test six hypotheses. The study showed that work-
life balance and work-family conflict have a positive effect on employee performance.
Job satisfaction has moderating effects on the relationships between work-life balance,
work-family conflict, and family-work conflict with perceived employee performance.

Azeez & Priyadarshini (2018) examined to identify factors which contribute to the glass
ceiling which affect women career advancement. Several factors were identified while
reviewing the literature; they are personal factors, organizational factors and societal
factors. The study also aimed at finding out which factor from the identified factors
contributed more hindrance to the career advancement opportunity for women.
Conceptual model was designed based on the information from literature review; whole
study was structured based on this conceptual model. Data is collected by floating a
questionnaire to the women employees working in IT companies in India. Sample
consists of 57 female employees from different IT companies who were in middle level
management and in senior level management. The study found that societal factors
contribute more hindrance to the women in advancing their careers, women perception
about themselves and management perception about women reaching higher position also
plays an important role.
Lavuri (2018) analysed the causes and consequences of job stress, impact of coping
strategies, job satisfaction and job performance of employees in selected public bank and
private bank. The study used responses of 148 employees from public bank and private
bank of Hyderabad. The Census method was adopted in the collection of data from
individual employee’s responses and tested by chi square, correlation and independent t -
sample test used with help of SPSS 20.0 Version. The study indicated that there was a
strong association of job related stress on employee’s performance, and there is a
significance difference of these factors in selected public bank and private
bank. According to employees opinions, coping strategies like individual and
organizational strategies are the best suitable solution to overcome the job stress in
employee’s performance.

Islam et al. (2018) examined key influences that create barriers to female employees’
progression in leadership positions in Ready Made Garments (RMG) organisations. The
area of enquiry is the ready-made garment producing organizations based on qualitative
research. 8 participants from one of the biggest RMG organisations in Saver, Dhaka,
Bangladesh were interviewed for the study. Rich qualitative data provided by the
participants were used to identify a number of key factors influencing organisational
behaviour and culture. The organisational behavioural influences included lack of work-
life balance, patriarchal and bureaucratic structure, while cultural influences are gender
stereotyping and lack of self-confidence. Further, the study revealed several ways to
overcome factors that create barriers for women holding leadership positions including
seeking mentors and building self-confidence.

Muraale et al. (2018) examined the impact of job stress on employee performance. The
study used a causal research design to carry out the data collection. For this purpose
employees from various sectors were chosen. A questionnaire with 26 items with Likert
Scale (1: strongly disagree to 5: strongly disagree) were developed and tested for its
reliability and validity prior to the distribution of questionnaire via social media. The
respondents were selected from various sectors in Malaysia using convenient sampling
technique. The survey questionnaire was sent via Facebook. Only 136 completed
questionnaires were returned (usable sample). Regression analysis was carried out to
examine the impact of stress on employee performance using SPSS21. The study found
that time pressure and role ambiguity have significant and negative influence on
employee performance. The other two factors of workload and lack of motivation do not
have any significant influence on employee performance. The study concluded that
increasing time pressure and role ambiguity would reduce employee performance in all
aspects.

Rahman (2019) investigated the importance of work-life balance and the factors that
influenced their job satisfaction level. Factor Analysis was carried out using SPSS. The
study collected data from 128 respondents, which eventually resulted in the extraction of
8 factors, including, Nature of Work, Workplace Support, Work-Life Balance Programs,
Healthy & Stress-free Mind, Salary, Other Monetary Benefits and Job Satisfaction. The
study further tested the correlation between the variables identified, followed by a
regression analysis to identify the relationship between Work-life Balance and Job
Satisfaction for the female bankers in Bangladesh. The study findings found that Work-
life Balance has definitely a substantial impact on Job Satisfaction.

2.1.3 Review of Nepalese studies

Table 2.3 shows the Nepalese literature of work life balance on job satisfaction

Table 2.3 Review of Nepalese studies

Study Major findings
Shakya (2010) Role of women in family is supposed to be important from the view
point of maintaining tradition and cultural values that sometimes create
imbalance in personal and professional life.
Katuwal (2011) Working female in Nepal still face the problem of job stress due to
ambiguity and dual career role than males.
Chaulagain and The result indicated that improving working conditions and
Khadka (2012) compensation leads to better job satisfaction and job performance.
Manandhar(2015) Social support from workplace and social support form family has
significantly positive effect on work life balance of employees.
Pathak (2015) Level of job satisfaction does not differ significantly between male and
female employees but it differs among various age groups of employees.
Shrestha (2015) Organizational commitment of the employees is found to be effected
significantly by role of supervisor and training programme of
organization.
Gaire and KC (2016) Team support co-workers’ behaviour has positive significant and with
lack of team support co-workers’ behaviour has negatively significant
behaviour.
Thapa et al. (2017) Work life balance, incentives and reward, work environment, employer
 branding, career growth and organization culture have significant
relationship between commercial banks and employees performance.
Acharya&Padmavath Career growth opportunities and organizational initiatives for WLB are
y (2018) “Excitement Features” of job satisfaction.
Adhikary (2018) There is no statistically significant relationship of WFC with career
satisfaction and social support did not emerge as a significant moderator
in the relationship between WFC and career satisfaction.

Shakya (2010) examined the level of job satisfaction of few women in Nepalese foreign
Service. A sample size of 30 semi structured interviews with racialized immigrant
women were taken in the study. Participants were recruited through posted flyers, partner
agencies, peer researcher networks and snowball sampling. Participants faced powerful
structural barriers to decent employment and additionally faced barriers associated with
household gender relations. The study makes important contributions in filling the gap on
the gendered barriers racialized immigrant women face in the labor market and the
gendered impacts of deskilling and precarity on women and their families. The result
showed that women in labor market negatively impacted their physical and mental health
as well as that of their families. These problems further constrained women’s ability to
secure decent employment

Katuwal (2011) examined job stress in association with personal attributed of university
employees in Nepal. The study used primary data collection method from the sample of
44 employees of both teaching and administrative. The study revealed that working
female in Nepal still face the problem of job stress due to ambiguity and dual career role
than males. In addition, attributes had insignificant linkage with stress.

Chaulagain & Khadka (2012) examined the factors influencing job satisfaction among
health care proffesionals at tilganga eye care center Kathmandu. Data for this study was
collected from a cross-sectional survey using a self-administered questionnaire was
conducted among all healthcare professionals; consultant ophthalmologists, medical
officers and clinical assistants at tilganga eye centre. The sample was grouped into two
categories such as ophthalmologist & medical officers (n=32) comprised of doctors and
all categories of clinical supervisors), and Clinical Assistants (n=60) comprised of all
ophthalmic assistants, lab technicians and eye health workers. Thus, the results showed
that 76% of healthcare professionals were satisfied with their current jobs at tilganga eye
centre whille, no association was found in between socio-demographic characteristics and
job satisfaction. The findings also indicated that variables such as responsibility,
opportunity to develop, staff relations and patient care were significantly influencing
factors for job satisfaction

Manandhar (2015) investigated the work life balance and employees’ career success in
the Nepalese television and hospital industries. The impacts of individual, organizational
and social variables were studies in different dimensions to obtain more complete and
accurate picture of variables related to the work life balance and its impact on the
employees’ career success. A structured questionnaire survey of 150 employees was
conducted in the two industries located in the Kathmandu valley. The descriptive
research design, reliability analysis (Cronbach’s apha), correlation and regression
analyses were used to observed and test the hypothesis. The social supports from family
and social supports from work place have significant positive effect on work life balance
both in television and hospital industries. The same result was found on employee’s
career success. The work life balance was found with significantly positive effect on job
satisfaction. Finally, the study showed the significant positive effect of work life balance
on employee’s career success in both the sector.

Pathak (2015) analyzed the level of job satisfaction among employees of commercial
banks along with the consideration of gender, age and experience differences. Four
commercial banks were selected using purposive sampling method for the study. Further,
a total of 260 respondents were selected randomly from the four banks’ head offices and
branch offices located in Kathmandu Metropolis. The modified Minnesota Satisfaction
Questionnaire (MSQ) was used to gather data about the job satisfaction of respondents.
The results indicated that almost 66% of employees are satisfied or highly satisfied with
their jobs. ‘Job security’ is the most significant factor of job satisfaction to the employees
of commercial banks in Nepal. Level of job satisfaction does not differ significantly
between male and female employees. However, there are significant differences in level
of job satisfaction among various age groups of employees.

Shrestha (2015) examined the organizational commitment of female employees of

Nepalese Financial Institutions (NFIs) and analyses the factors affecting the
organizational commitment. A structured questionnaire has been distributed to the female
employees of NFIs. Financial Institutions have been stratified into three strata namely
commercial bank, development bank and finance companies situated at Lekhnath
municipality and Pokhara sub-metropolitan city. Stratified random sampling method has
been applied for sampling. The sample size for this study is 122. The paper employs 18
statement questionnaire developed by Mowday, Steers, and Porter as measure of
organizational commitment (OC) which is used as the dependent variable in the study.
Additionally, communication, career development and role of employee, working
condition, recognition and reward, role of immediate supervisor and training program as
factors of job satisfaction have been considered as independent variables. Descriptive
analysis has been used to find frequency, mean, and percentage. Statistical tools like
correlation, independent sample t test, ANOVA, and multiple regression analysis have
been employed. The study reveals that the female employees in NFI are found to have
moderate level of organizational commitment. No significant difference is found in the
OC level of the employees by marital status, job position, organizational status,
educational level, and service year except the age of employee. The organizational
commitment of the employees is found to be effected significantly by role of supervisor
and training programme of organization. Moreover, for married employee’s role of
supervisor is found to be important factor for organizational commitment while for single
employees training programme is found to be more important.

Gaire and KC (2016) assessed the impact of co-worker’s behaviour on career satisfaction.
The co-worker's behaviour such as team support and lack of team support are used as an
independent dimension and employee attitudinal behaviour such as job satisfaction, job
performance and job commitment are used as a dependent variable. Similarly, the one-
way analysis of variance was also used to test the hypothesis. The sample size was 400
faculty members. Thus, the result showed that there is significant relationship between
the current and expected perception of the faculty towards the co-workers' behaviour.
Similarly, the findings also indicated that team supportive co-workers' behaviour has
positive significant and with lack of team support co-workers' behaviour has negatively
significant difference with attitudinal behaviour of the faculty.
Thapa et al. (2017) investigated the most influential factors of employee’s performance in
commercial banks of Nepal. The study used qualitative method which included 200
respondents where responses were collected from primary method. From the outcome of
the study, it illustrates that work life balance, incentives and reward, work environment,
employer branding, career growth and organization culture have significant relationship
between commercial banks and employee performance. The study further revealed that
there are no significant relationship between retention and motivation. The significant
relationship of responses of the null hypothesis influences indicated an impact on the
performances of the employees. The outcome of this study is significant to regulate
activities for enhancing employee performance by focusing on the determinants for
enhanced productivity in commercial banks.

Acharya & Padmavathy (2018) examined the organizational related factors that lead to
greater job satisfaction of employees. The study is done on a sample of 75 employees
currently working in different branches of private banks of Rupandehi district of Nepal.
Primary data for the study was collected through an online survey. The questionnaire was
sent online to employees. The researcher designed a self-structured questionnaire based
on literature review, extensive reading and academia and expert’s suggestions. The
questionnaire is based on 5 points Likert scale. To check reliability and internal
consistency of the research instrument, responses were subjected to “Cronbach’s Alpha
test”. The Cronbach’s Alpha value is calculated using SPSS. The study finding shows
that career growth opportunities and, organizational initiatives for WLB are “Excitement
Features” of job satisfaction. This study identified the organizational related variables,
which are more important to enhance the job satisfaction of employees. The study
empirically proves that organizational support to promote WLB enhances job satisfaction
of employees.

Adhikary (2018) examined the level of career satisfaction in banking sector of Nepal.
Using a sample of 381 Nepali banking professionals, this study examined the
relationships of WFC with career satisfaction and social support; this study also explored
how the socio demographic variables affected WFC, career satisfaction, and social
support. The study indicated no statistically significant relationships of WFC with career
satisfaction. However, social support did not emerge as a significant moderator in the
relationship between WFC and career satisfaction. In case of socio-demographic
variables, only organizational grouping stood out as significant difference in the level of
WFC experience among banking employees. Similarly, the result showed that social
support from home and from family both were associated with increased career
satisfaction. Further, the findings also indicated that experience of different level WFC
was found significant among employees from different organizational grouping, although
all experienced below average level WFC.

2.2 Conceptual framework

Conceptual framework is a basic conceptual structure organized around a theory. It
defines the kinds of variables that are going to be used in the analysis. This study focuses
on work-life balances that have impact on the job satisfaction of women working in the
Nepalese commercial banks. Conceptual framework of the study explains the systematic
explanation of the relationship among the dependent and independent variables. It helps
to determine and define the focus and goal of the research problems. Based on the
objectives of the study and based on the literature review, following conceptual
framework is framed to summarize the main focus and scope in terms of variables
included.

This section explains a conceptual framework in the factors of work-life balance that
have impact on the job satisfaction of women working in the Nepalese commercial banks.
The relationship between dependent variable and independent variables are constructed to
form the study framework for the study, is shown in figure 2.1

Figure 2.1: Conceptual framework

Independent Variables
Working environment
Work family conflict Dependent Variable
Supervisory support Women job satisfaction
Welfare policy
Job design
The above figure shows that the working environment, work family conflict, supervisory
support, welfare policies and job design are used in this study to measure the work life
balance and job satisfaction among working women of Nepalese commercial banks.
Similarly, working environment, work family conflict, supervisory support, welfare
policy and job design are taken as independent variable. Likewise, job satisfaction is
taken as dependent variables.

2.3 Concluding remarks

Various studies have been conducted offering many theories about work life balance and
job satisfaction among the working women .Based on different literatures, this study
attempts to analyze the effect of working environment on employee job satisfaction. The
analysis from all above study has tried to observe the impact of these independent
variables (working environment, work family conflict, supervisory support, welfare
policies, and job design) on the dependent variable (job satisfaction).

Work-life balance (WLB) is about finding the right balance between work and life, and
about feeling comfortable with both work and family commitments. According to De
Cieri et al. (2002), work-life balance is the maintenance of a balance between
responsibilities at work and at home. Naithani (2010) found that organization which
neglects issues related to employee work-life balance will end up with lower employee
productivity and in turn will find it more difficult to improve the employee job
performance. Manandhar (2011) found that social supports from family and social
supports from work place have significant positive effect on work life balance.

Gopinath (2013) found that women who had low work and family-related issues were
highly able to achieve work-life balance than those who had high rate of these issues. The
employee is responsible for limiting the amount of job-related work at home, limiting the
reliance on overtime hours, reducing business travel and becoming more knowledgeable
about work-life policies. Mc Connell (2003) found that distraction in the physical
environment can produce anxiety within the employees. When working conditions are
adequate employee feel better and perform job at highest level. Furthermore, Konrad and
Mangel (2000) reveals that the percentage of professionals and the percentage of women
employed were positively related to the development of more extensive work‐life
programs. Sageer (2012) concluded that Job design aims to enhance job satisfaction and
performance through job rotation, job enlargement and job enrichment. Sharma and
Khanna (2014) Increase in level of welfare policies including performance appraisal
system and promotional strategies improves overall satisfaction of employees at
workplace

The above studies showed that work life balance is the major indicator for predicting the
level of job satisfaction. The study related to the impact of work life balance on women
job satisfaction has been conducted in developed and developing countries. But there is
no any uniformity is the finding of the previous studies. Moreover, the empirical results
found in the other country cannot be generalized in the context of Nepal. Hence this study
is indented to stimulate more literatures in this direction. This study is just a start and
intends to fill the gap of identifying the dimensions of work life balance on women’s job
satisfaction. Moreover, this study helps to making managerial plan and policies to help in
increasing the chance for the commercial banks to survive in a competitive market.
 Chapter III

Research methodology
Research methodology is the specific procedures which are used to identify and analyze
information about a topic. Research methodology is a systematic way to solve the
research problem. In other words, research methodology describes the methods and
process applied in the entire aspect of the study. Research methodology sets out overall
plan associated with a study publications research, interview, survey and other research
techniques and could include both present and historical information. It provides a basic
framework on which the study is based. The importance of research methodology is that
different research methods are compatible with different situations, and therefore it is
important to know which method is best suitable for use with a particular hypothesis or
question.

This chapter has been divided into eight sections. Section one provides a description of
research plan and design used in this study. Second section describes the population and
sample along with the selection of enterprise for the purpose of study. Section three
describes nature and sources of data and data collection procedure. Section four explains
the method of analysis of data. Model specification along with the measurement of
variables is presented in chapter five. Section six presents the validity and reliability,
section seven presents analysis plan and finally section eight presents limitations of the
study.

3.1 Research plan and design

This study has employed descriptive and causal-comparative research designs to deal
with the issues associated with Work life balance and job satisfaction among the working
women of Nepalese commercial banks. The descriptive research design has been
employed for facts finding and searching adequate information about the Work life
balance and job satisfaction among the working women of Nepalese commercial banks. It
is used to describe the accurate results and further describe about the characteristics of the
sample. Research design involves the systematic collection and presentation of data to
give clear picture of a particular situation.
This study also used causal comparative research design that helps to analyze the possible
cause and effect relationship between various dependent and the independent variables .
More specifically, the study examines the relations hip working environment, work
family conflict, supervisory Support, welfare policy, Job design with Job satisfaction of
women employees in Nepalese commercial banks.

3.2 Description of the sample

The study is based on primary sources of data and designed to analyze the perception of
employees on the relationship between work life balance and job satisfaction of women
in Nepalese commercial banks. The total number of observations for the study consists of
150 respondents for analyzing the relationship of working environment, work family
conflict, supervisory Support, welfare policy, Job design with Job satisfaction of women
employees in Nepalese commercial banks. For the selection of the sample respondents,
convenience sampling has been used.

A set of questionnaires shown in appendix was prepared and distributed to the employees
of commercial banks.
Table 3.1 shows the number of commercial banks along with the number of respondents
selected for the study.

Table 3.1: List of sample commercial banks selected for the study along with the
number of observations
S.N. Name of the banks Observations
1 Bank of Kathmandu Limited  5
2 Everest Bank Limited 12
3 Global IME Bank Limited 4
4 Himalayan Bank Limited 15
6 Kumari Bank Limited 5
7 Laxmi Bank Limited 5
8 Machhapuchchhre Bank Limited 5
9 Mega Bank Nepal Limited 3
10 Nabil Bank Limited 7
11 Nepal Bangladesh Bank Limited 5
12 Nepal Bank Limited 4
13 Nepal Credit and Commerce Bank Limited  8
14 Nepal Investment Bank Limited 8
15 Nepal SBI Bank Limited 20
16 NIC Asia Bank Limited 5
17 NMB Bank Nepal Limited 5
18 Prabhu Bank Limited 10
19 Prime Commercial Bank Limited 6
 20 RastriyaBanijya Bank Limited 5
21 Sanima Bank Limited 2
22 Siddhartha Bank Limited 9
23 Standard Chartered Bank Limited Nepal 2
24 Sunrise Bank Limited 2
 Total number of respondents 150
Source: Field Survey, 2021
Thus, the study is based on 150 observations.

3.3 Nature and sources of data

This section elaborates on how data were collected to carry out this study. The study is
based on primary data using a structured questionnaire. The variables used in this study
are dependent variables (job satisfaction) and independent variables (working
environment, work family conflict, supervisory support, welfare policy, job design,).
There are altogether 150 respondents. The questionnaire was divided into different
sections where the first section includes the respondent’s personal details and rest of
other section includes multiple choice questions and statement questions regarding the
subject matters.

This study has been designed to understanding the opinions of respondents regarding the
perception of employees on the relationship between work life balance and job
satisfaction of women in Nepalese commercial banks. Employees were humbly requested
to provide the degree of agreement and disagreement in the five-point Likert scale
questions ranging from (1-Strongly disagree to 5-Strongly agree). A single follow-up was
done approximately three-weeks after initial delivery. The questionnaire used in the study
is presented in the appendix.

3.4 Method of data analysis

The main purpose of data analysis in this study is to analyze perception of employees on
the relationship between work life balance and job satisfaction of women in Nepalese
commercial banks. First, all the data were collected through questionnaire and then it was
managed. After gathering all the completed questionnaires from the respondents it was
analyzed and presented in proper tables. The questionnaire includes personal information
about respondent such as gender, age, family size, designation, marital status, year of
service and qualification. Descriptive, correlation and regression methods of analysis are
used in the study. The data are analyzed by using Statistical Package for Social Science
(SPSS). The descriptive statistics include mean, standard deviations; minimum and
maximum values of the variables are used to describe the characteristics of respondents.
Correlation analysis is used to evaluate the direction of relationship between the
dependent and independent variables. Along with this, regression analysis is used to find
out the influence of independent variable over dependent variable.

3.5 The model specification

Following econometrics model equation is employed to test different hypothesis that

there is positive relationship between work life balance and job satisfaction of women
employees in Nepalese commercial banks. The dependent variables are women employee
job satisfaction and independent variables are working environment, work family
conflict, managerial support, welfare policy and job design. Therefore, the model takes
the following forms
JS= α + β1WE+ β2 WF+ β3SS+ β4 WP+ β5 JD + e
Where,
α = Slope
β1, β2, β3, β4, β5, β6 = Coefficient of variables
Dependent variable
JS= Job satisfaction of women employees
Independent variables

WE= Working environment

WF = Work family conflict

MS= Supervisory Support

WP= welfare policy

JD= Job design

3.6. Validity and reliability
Validity refers to the truthfulness of findings. It determines whether the study truly
measures what it was intended to measure or how truthful the study results are. It refers
to the accuracy of a measure and a measurement is valid when it measure and perform the
functions that it support to perform. Reliability, on the other hand, refers to the credibility
of the test, and it mainly tests measurements results and measurement tools (stability and
consistency). The extent to which results are consistent overtime and an accurate
representation of the total population under study is referred to as reliability, and if the
results of a study can be reproduced under a smaller methodology, then the research
instrument is considered to be reliable. The value of Cronbach's alpha of collected
primary information is presented in Table 3.2.

Table 3.2: Coefficient of Cronbach’s alpha

Variables Cronbach Alpha No of items

Working environment 0.700 5

Work family conflict 0.724 5

Supervisory support 0.866 5

Welfare policy 0.816 5

Job design 0.784 5

Job satisfaction 0.746 5

Overall 0.868 30

Source: Responses on Survey Likert Questionnaire

The table shows that calculated Cronbach’s alpha for independent variables working
environment, work family conflict, supervisory support, welfare policy & job design and
dependent variable is job satisfaction of women are 0.700, 0.724, 0.866, 0.816, 0.784 and
0.746 respectively. Since, all the calculated values are above 0.7, it indicates that the data
taken for the study are reliable. The Cronbach’s alpha of 30 quantitative data is 0.868,
which means 86.8 percent of the data taken for the study is reliable and 13.2 percent of
data is error.
3.7 Analysis plan
This section discusses how the analysis has been conducted in chapter four. It is
necessary to follow certain steps and procedures in analyzing data in order to understand
the results and generalize the findings. The analysis of primary data intends to study the
association and cause and effect relationship between the variables. The questionnaire
includes personal information about respondent such as gender, age, marital status,
family size, year of service and qualifications . This section is divided into various
subsections first of which deals with the descriptive statistics of the sample observations
including the mean, standard deviation, minimum and maximum values of the
observations. Correlation analysis has been conducted in the second section followed by
the stepwise regression analysis. Test of significance, standard error of estimate and
correlation have also been tested to make the results more valid. All the observed
relationship and findings have been interpreted to derive the meaningful conclusions
regarding the Work life balance and job satisfaction among the working women of
Nepalese commercial banks.

3.8 Limitations of the study

In the context of Nepal data collection is the major problem in conducting this kind of
study. The major limitations of the study are as follow:

1. The study is completely based on the primary sources of data regarding work life
balance and job satisfaction among the working women in Nepalese commercial
banks. Therefore, the reliability of conclusions of the study depends upon the
accuracy of information provided by the respondents.
2. The study focused only on commercial banks of Nepal. As Work life balance and
job satisfaction differ between the diverse industries, the conclusions drawn from
this study might not be suitable for other organizations.
3. The study excludes other financial institution like development bank, finance
companies and micro finance.
4. The study is based on the assumptions of linear regression between dependent and
explanatory variable. The study excluded the non-linear regression assumptions.
Hence, the scope of this study is limited; all assumptions may not be satisfied.
 Chapter IV

Results and discussion

This chapter provides systematic presentation, interpretation and analysis of primary data
to deal with various issues associated with work life balance and its effect among women
employees in Nepalese commercial banks. Different statistical and regression models
described in previous chapter have been used for the study purpose. This chapter is
divided into three sections. The first section deals with the presentation and analysis of
the primary data and presents the results of questionnaire survey. The second section
covers the analysis of regression model including correlation analysis. The third section
of this chapter deals with concluding remarks on the basis of findings from primary data
analysis.

4.1 Presentation and analysis of data

This study is primarily based on primary data, which mainly deals with qualitative aspect
in term of work life balance and job satisfaction among working women of Nepalese
commercial banks. This section also presents the results of questionnaire survey
conducted among different group of women employees. Questionnaire survey was
designed to understand the view of respondents in relation to work life balance and job
satisfaction among working women of Nepalese commercial banks. A set of
questionnaires including Likert scale type of questions was provided. Altogether 120
respondents are surveyed and analyzed in accordance with the objective of the study. The
respondents profile along with their personal characteristics and result of the survey are
presented in the following sections. The percentage, frequency, mean value, weighted
average mean value has been calculated to do the proper analysis of the data.

4.1.1 Respondents’ profile

The respondent’s profile reveals the personal characteristic of respondents combined on

the basis of different personal characteristics such as age group, marital status, family
type, academic qualification, years in organization, organizational position (designation)
and monthly income. Demographic characteristic plays a significant role in
understanding behaviour of the consumers. This section therefore describes the
demographic characteristics of the respondents of Nepalese commercial banks.

This section deals with age, marital status, family type, academic qualification, years in
organization, organization position (designation) and monthly income of the respondents
which are shown in Table 4.1.

Table 4.1: Demographic characteristics of the respondents

Respondent's profile Frequency Percentage

Age( years)
15-25 years 44 29.3
25-35 years 61 40.7
35-45 years 37 24.7
45-55 years 8 5.3
Total 150 100
Marital status
Single 76 50.7
Married 71 47.3
Divorced 3 2
Total 150 100
Family type
Joint 47 31.3
Nuclear 103 68.7
Total 150 100
Academic qualification
Intermediate 13 8.67
Bachelor 46 30.67
Master degree 76 50.67
M.Phil/Ph.D. 15 10
Total 150 100
Years in the organization
Below 2 57 38
2-5 48 32
5-10 34 22.7
10 and above 11 7.3
Total 150 100
Designation
Manager 17 11.3
Officer 45 30
Assistant 59 39.4
Operating level employee 29 19.3
Total 150 100
Monthly income
15000-30000 59 39.3
30000-45000 32 21.37
45000-60000 35 23.3
60000-75000 13 8.7
75000 and above 11 7.3
Total 150 100
Source: Field survey, 2020

Age
Age of the respondent is one of the most important characteristics in understanding the
views about the particular problems. The age group of the respondents is categorized into
four groups i.e. 15-25 years, 25-35 years, 35-45 years and 45-55 years. The classification
of the respondents by age category is presented in Figure 4.2.

Figure 4.1: Classification of the respondents by age

Age group
70
60
50
40
Response
30 Percentage
20
10
0
15-25 25-35 35-45 45-55

The figure 4.1 shows that the majority of the respondents (40.7percent) belong to age
group 25-35 years followed by age group of 15-25 years (29.3percent), age group 35-
45years (24.7percent), age group between 45-55 years (5.3 percent).

Marital status
Marital status of the respondent is one of the most important characteristics in
understanding the views about the particular problems. The marital status of the
respondents is categorized into three group i.e. Single, Married and Divorced. The
classification of the respondents by marital status category is presented in Figure 4.2.

Figure 4.2: Classification of the respondents by marital status

 Marital status
2%

Married
Single
Divorced
47% 51%

The figure shows that the majority of the respondents (51percent) are married
respondents followed by single respondents (47percent), and divorced respondents are
(3percent).

Family type
Type of the family on which respondent belong is one of the most important
characteristics in understanding the views about the particular problems. The family type
of the respondents is classified into two groups i.e. joint and nuclear. The classification of
the respondents by family type is presented in Figure 4.3.

Figure 4.3: Respondent classified by family type

Family type

31%
Joint
Nuclear

69%

The figure shows that the majority of the respondents (69 percent) are from nuclear
family followed by joint family (31percent).
Academic qualification
Education is one of the most important characteristics that might affect the person’s
attitudes and the way of looking and understanding. The academic qualification of the
respondents is categorized into five groups i.e. intermediate, Bachelor degree, master
degree and M phill /PhD. The classification of the respondents by academic qualification
in terms of number and percent is shown in Figure 4.4.

Figure 4.4: Respondents classified by academic qualification

80
60
40
20
0
Response
Percentage

The figure shows that majority of the respondents (50.66 percent) are master’s degree
holders followed by bachelor’s degree holders (30.67 percent), followed by M.Phil.
/Ph.D. degree holders level (10percent) and intermediate level (8.67 percent).

Organizational position (Designation) of the respondents

Designation is one of the most important characteristics in understanding the views about
the particular problems. The designation of the respondents is categorized into four levels
i.e., assistant level, officer level, manager level and operating level is shown in figure 4.5.

Figure 4.5: Organizational position of respondents

designation
70
60
50
40 Response
30 Percentage
20
10
0
Manager Officer Assistant Operating level
employee
Figure 4.5 shows that majority of the respondents (39.4percent) are at assistant level
followed by officer level (30 percent), operating level (19.3percent), and manager level
(11.3percent).

Years in an organization
Work experience is any experience that a person gains while working in a specific field
or occupation. The work experience of the respondents is categorized into four levels i.e.
below 2 years, 2-5 years, 5-10 years and10 years and above. The classification of
respondents according to their work experience is shown in the figure 4.6.

Figure 4.6: Years in an organization

Years in an organization
60
50
40 Response
30 Percentage
20
10
0
Below 2 years 2-5 years 5-10 years 10 and above

Figure 4.6 shows that majority of the respondents (39.3percent) have work experience
below 2 years, (32percent) have experience of 2-5 years, (22.7percent) have experience
of 5-10 years and (7.3percent) possess experience of more than 10 years.

Monthly income
Income of the respondent is one of the most important characteristics in understanding
the views about the particular problems. The income of the respondents is categorized
into four group i.e., 15000-30000, 30000-45000, 45000-60000, 60000-75000 and 75000
&above is shown in figure 4.7.
Figure 4.7: Respondent classified by income
 Monthly income
70
60
50 Response
40 Percentage
30
20
10
0
15000-30000 30000-45000 45000-60000 60000-75000 75000& above

Figure 4.7 show that majority of the respondents i.e. (39.3percent) have income of15000-
30000,followed by income of 45000-60000 a month (23.3percent),income of 30000-
45000 a month (21.37), income of 60000-75000a month (8.7 percent) and income above
75000(7.3 percent).

4.1.2 Employees’ perception on the level of work life balance

This section presents the response on employees’ perceived level of working

environment, work family conflict, supervisory support, welfare policy, job design and
employees’ perception on regarding job satisfaction of women in Nepalese commercial
banks. Table 4.2 presents perceptions of respondents towards working environment of
Nepalese commercial banks.

Table 4.2: Respondent’s perception on working environment

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding working environment.
Statements
  1 2 3 4 5 N Mean
There is pressurized working F 24 26 50 37 13 150  
environment at my workplace.
% 16.0 17.3 33.3 24.7 8.7 100 2.92
A(%) 33.3 33.3 33.4    
I have to do some work unwillingly F 19 38 68 20 5 150  
because of groups/political pressure.
% 12.7 25.3 45.3 13.3 3.3 100 2.69
A(%) 38 45.3 16.6    
F 14 25 82 24 5 150  
I do my work under tense circumstances  % 9.3 16.7 54.7 16.0 3.3 100 2.87
  A(%) 26 54.7 19.3    
The responsibility for the efficiency and F 14 13 41 63 19 150  
productivity of many employees’ thrust % 9.3 8.7 27.3 42.0 12.7 100 3.40
 A(%) 18 27.3 54.7    
Work allotted to me is according to my F 21 12 26 63 28 150  
preference and skills  % 14.0 8.0 17.3 42.0 18.7 100 3.43
  A(%) 22 17.3 60.7    
 
Total Weighted Mean 3.06

The majority of the respondents (33.4percent) agreed that the working environment of
their workplace has pressurized environment. However, respondents (33.3percent)
disagreed on the statement that their workplace has pressurized environment, whereas
rests (33.3percent) are neutral on the statement. The average mean value of the statement
is 2.92.It indicates that the working environment of their workplace has pressurized
environment

The majority of the respondents (45.3percent) are neutral that employees have to do some
work unwillingly because of groups/political pressure; whereas some respondents (38
percent) are disagreed on the statement that employees have to do some works
unwillingly because of groups/political pressure. The rest of the respondents (16.6
percent) agreed on the statement. The average mean value of the statement is 2.69. It
indicates that employees have to do some work unwillingly because of groups/political
pressure.

Likewise, majority of the respondents (54.7 percent) of the respondents are indifferent on
the statement. However, the respondents (26 percent) disagreed on the statement that
employees have to do their work under tense circumstances and rests (19.3 percent)
agreed that employees have to do their work under tense circumstances. The average
mean value is 2.87. It indicates that employees have to do their work under tense
circumstances. 
Likewise, the majority of the respondents (54.7percent) agreed that the responsibility for
the efficiency and productivity of many employees’ thrust upon them. However, others
(27.3 percent) are neutral and rests (18percent) of the respondents disagreed on the
statement. The average mean value is 3.40. It indicates that the responsibility for the
efficiency and productivity of many employees’ thrust upon them.

Similarly, the majority of the respondents (60.7percent) agreed that work allotted to the
employees is according to their preference and skills. However, others (22 percent)
disagreed on the statement work allotted to the employees is according to their preference
and skills and rests (17.3 percent) of the respondents are neutral on the statement. The
average mean value is 3.43. It indicates that work allotted to the employees is according
to their preference and skills.
The mean of the perceptions on nature of working environment, ranges from a minimum
value of 2.69 percent to the maximum value of 3.43. Among them, the most significant
observations of the respondents regarding the nature of working environment is work
allotted to the employees is according to their preference and skills with mean value of
3.43 whereas the most insignificant observation is that the employees have to do some
work unwillingly because of groups/political pressure with mean value of 2.69.
Weighted average mean value for the working environment is 3.06 which indicate that
that employee’s perceive the there is a friendly working environment in Nepalese
commercial banks It also indicates that significant variation does not exist among the
commercial banks in terms of employees’ perception on working environment.

Table 4.3 presents the perceptions of respondents towards work family conflict in
Nepalese commercial banks.

Table 4.3: Respondent’s perception on work family conflict

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding work family conflict

Mea
Statements   1 2 3 4 5 N n
I have not experienced conflicts in F 25 49 37 31 8 150  
schedule when it comes to family 20.
events and work. % 16.7 32.7 24.7 7 5.3 100 2.65
A(%) 49.4 24.7 26    
I believe that appropriate weekly F 7 29 61 33 20 150  
working hours reduces possibility of 22.
conflicts between my work and my % 4.7 19.3 40.7 0 13.3 100 3.20
relationships with my family.
A(%) 24 40.7 35.3    
After working hours, it is possible for F 10 27 65 33 15 150  
me to manage time for my families. 22.
% 6.7 18.0 43.3 0 10.0 100 3.10
A(%) 24.7 43.3 32.2    
My company gives us time off to F 7 21 60 47 15 150  
attend to critical personal matters 31.
% 4.7 14.0 40.0 3 10.0 100 3.28
A(%) 18.7 40.0 41.3    
My company allows us flexibility to F 11 25 51 51 12 150  
start work at varying times depending % 7.3 16.7 34.0 34.0 8.0 100 3.18
upon urgency of participation in family
issues.
A(%) 24 34.0 42.0    
  Weighted average 3.08

The majority of the respondents (49.4percent) disagreed that employees have not
experienced conflicts in schedule when it comes to family events and work. However,
some respondents (26percent) agreed that employees have not experienced conflicts in
schedule when it comes to family events and work whereas rests (24.7percent) are neutral
on the statement. The average mean value is 2.65. It indicates that employees have not
experienced conflicts in schedule when it comes to family events and work

The majority of the respondents (40.7percent) are neutral on the statement, whereas some
respondents (35.3percent) agreed that appropriate weekly working hours reduces
possibility of conflicts between their work and relationships with their family whereas
rest of the respondents (24percent) disagreed that appropriate weekly working hours
reduces possibility of conflicts between their work and relationships with their family.
The average mean value is 3.20. It indicates that appropriate weekly working hours
reduces possibility of conflicts between their work and relationships with their family.

Likewise, majority of the respondents (43.3percent) are neutral on the statement.

However, some respondents (32.2percent) agreed that after working hours, it is possible
for employees to manage time for their families and rest of the respondents (24.7percent)
disagreed on the statement that after working hours, it is possible for employees to
manage time for their families. The average mean value is 3.10. It indicates that after
working hours, it is possible for employees to manage time for their families.

Regarding the responses on the statement “My company gives us time off to attend to
critical personal matters”, majority of respondents (41.3 percent) agreed that the company
gives employees time off to attend to critical personal matters, whereas some respondents
(40percent) are neutral on the statement. However, rests of the respondents (18.7percent)
disagreed on the statement that that the company gives employees time off to attend to
critical personal matters. The average mean value is 3.28. It indicates that the company
gives employees time off to attend to critical personal matters.
 Similarly, the majority of the respondents (42percent) agreed that company allows
employees flexibility to start work at varying times depending upon urgency of
participation in family issues. However, others (34percent) are neutral and rests
(24percent) of the respondents disagreed on the statement. The average mean value is
3.18. It indicates that company allows employees flexibility to start work at varying times
depending upon urgency of participation in family issues.

The mean of the work family conflict ranges from a minimum value of 2.65 to the
maximum value of 3.28. Among them, the most significant observations of the
respondents regarding the work family conflict that “My company gives us time off to
attend to critical personal matters”, whereas the most insignificant observation is
employees have not experienced conflicts in schedule when it comes to family events and
work with mean value of 2.65.

Weighted average mean value for work family conflict is 3.08 which indicate that
employee’s perception on work family conflict is good in Nepalese commercial banks. It
also indicates that significant variation does not exist among the commercial banks in
terms of employees’ perception on work family conflict.

Table 4.4 presents the perceptions of respondents towards supervisory support in

Nepalese commercial banks.

Table 4.4: Respondent’s perception on supervisory support

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding supervisory support.

Statements
  1 2 3 4 5 N Mean
My supervisor encourages me at work. F 3 8 28 72 39 150  
% 2.0 5.3 18.7 48.0 26.0 100 3.9
A(%
) 7.3 18.7 74    
I can rely on my supervisor to help me out with
F 1 15 38 70 26 150  
work problem.
% 0.7 10 25.3 46.7 17.3 100 3.7
A(%
) 10.7 25.3 64    
My supervisor assigns reasonable work at fair F 1 16 50 58 25 150  
deadline. % 0.7 10.7 33.3 38.7 16.7 100 3.6
A(%
) 11.4 33.3 55.4    
My supervisor respects the co-worker’s opinions. F 2 14 37 76 21 150  
% 1.3 9.3 24.7 50.7 14.0 100 3.7
A(%
) 10.6 24.7 64.7    
My supervisor takes an interest in my professional F 3 16 44 65 22 150  
development.
% 2.0 10.7 29.3 43.3 14.7 100 3.5
A(%
) 12.7 29.3 58  

  Weighted average mean  3.7

The majority of respondents (74percent) agreed that the supervisor encourages their
employees at work whereas some respondents (7.3percent) respondents disagreed to the
statement that the supervisor encourages their employees at work and rest (18.7percent)
of the respondents are neutral on the statement. The average mean value is 3.9. It
indicates that supervisor encourages their employees at work.

Likewise, the majority of respondents (64 percent) agreed with the statement “I can rely
on my supervisor to help me out with work problem”, whereas some respondents
(25.3percent) are neutral that employees can rely on their supervisor to help them out
with work problem, and the rest (10.7percent) respondents disagreed to the statement.
The average mean value is 3.7. It indicates that employees can rely on their supervisor to
help them out with work problem.

The table indicates that the majority of respondents (55.4percent) agreed that the
supervisor assigns reasonable work at fair deadline, whereas some respondents
(11.4percent) disagreed that the supervisor assigns reasonable work at fair deadline, and
the rest (33.3 percent) are neutral on the statement. The average mean value is 3.6. It
indicates that the supervisor assigns reasonable work at fair deadline.

The majority of respondents (64.7percent) agreed that the supervisor respects the co-
worker’s opinions. Whereas, some respondents (24.7percent) are neutral on the
statement that the supervisor respects the co-worker’s opinions and the rest
(10.6percent) respondents disagreed to the statement. The average mean value is 3.7. It
indicates that supervisor respects the co-worker’s opinions.

Regarding the responses on the statement “My supervisor takes an interest in my

professional development.” majority of respondents (58percent) agreed that the
supervisor takes an interest in my professional development, whereas some respondents
(29.3 percent) neutral that the supervisor takes an interest in my professional
development. However, rest (12.7) respondents disagreed on the statement. The average
mean value is 3.5. It indicates that the supervisor takes an interest in my professional
development.

The mean of level of supervisory support ranges from minimum value of 3.5 to the
maximum value of 3.9. Among them, the most significant observation is that the
supervisor encourages their employees at work with mean value of 3.9 whereas the most
insignificant observation is “The supervisor takes an interest in my professional
development.” with mean value of 3.5.

Weighted average mean value for the level of relationship with co-worker is 3.7 which
indicate that employees’ perception on supportive supervisor is good in Nepalese
commercial banks. It also indicates that significant variation does not exist among the
commercial banks in terms of managerial.

Table 4.5 presents perceptions of respondents towards flexible welfare policy of Nepalese
commercial banks.

Table 4.5: Respondent’s perception on welfare policy

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding welfare policy.

Mea
Statements   1 2 3 4 5 N n
I am satisfied with the motivational factor like
recognition provided by my organization.  F 2 17 46 62 23 150  
  1. 30. 15.
% 3 11.3 7 41.3 3 100 3.58
A(% 30.
) 12.6 7 56.6    
Welfare facilities provided by the organization to the F 2 12 43 80 13 150  
employees are satisfactory.  1. 28.
  % 3 8.0 7 53.3 8.7 100 3.62
A(% 28.
) 9.3 7 62    
F 4 15 42 68 21 150  
2. 28. 14.
% 7 10.0 0 45.3 0 100 3.58
My organization provides satisfactory compensation or A(% 28.
non-monetary rewards according to the work  ) 12.7 0 59.3    
My organization has good career prospect for its F 3 8 43 78 18 150  
 2. 28. 12.
% 0 5.3 7 52.0 0 100 3.66
employees  A(% 28.
  ) 7.3 7 64.0    
F 6 10 45 73 16 150  
4. 30. 10.
Counseling programs for the employees are organized % 0 6.7 0 48.7 7 100 3.55
by the organization regularly  A(% 30.    
  ) 10.7 0 59.4    
 
Total Weighted Mean 3.59

The majority of the respondents (56.6 percent) agreed that employees are satisfied with
the motivational factor like recognition provided by organization. However, some
respondents (30.7 percent) are neutral on the statement, whereas rests (12.6 percent)
disagreed on the statement that employees are satisfied with the motivational factor like
recognition provided by organization. The average mean value of the statement is 3.58.It
indicates that employees are satisfied with the motivational factor like recognition
provided by my organization.

Likewise, majority of the respondents (62 percent) agreed that welfare facilities provided
by the organization to the employees are satisfactory. However, the respondents (28.7
percent) of the respondents are indifferent on the statement and rest (9.3 percent)
disagreed on the statement that welfare facilities provided by the organization to the
employees are satisfactory. The average mean value is 3.62. It indicates that welfare
facilities provided by the organization to the employees are satisfactory.

The majority of the respondents (59.3 percent) agreed that the organization provides
satisfactory compensation or non-monetary rewards according to the Work. However,
some respondents (28percent) are neutral on the statement whereas rest (12.7percent)
respondents disagreed on the statement that the organization provides satisfactory
compensation or non-monetary rewards according to the Work. The average mean value
of the statement is 3.58.It indicates that organization provides satisfactory compensation
or non-monetary rewards according to the Work.

Similarly, majority of the respondents (64percent) agreed that organization has good
career prospect for its employees. However, the respondents (28.7percent) of the
respondents are indifferent on the statement and rests (7.3percent) disagreed on the
statement that organization has good career prospect for its employees. The average mean
is 3.66. It indicates that organization has good career prospect for its employees.

The majority of the respondents (59.4percent) agreed that counselling programs for the
employees are organized by the organization regularly, whereas some respondents (30
percent) are neutral that the counselling programs for the employees are organized by the
organization regularly. The rest of the respondents (10.7percent) disagreed on the
statement. The average mean value of the statement is 3.55. It indicates that counselling
programs for the employees are organized by the organization regularly.

The mean of the perceptions on nature of welfare policy, ranges from a minimum value
of 3.55 percent to the maximum value of 3.66. Among them, the most significant
observations of the respondents regarding the nature of welfare policy is “organization
has good career prospect for its employees.” with mean value of 3.66 whereas the most
insignificant observation is the counselling programs for the employees are organized by
the organization regularly with the mean value of 3.55.

Weighted average mean value for the welfare policy is 3.59 which indicate that
employee’s perception on nature of welfare policy is good in Nepalese commercial
banks. It also indicates that significant variation does not exist among the commercial
banks in terms of employees’ perception on welfare policy.

Table 4.6 present perceptions of respondents towards working hours of Nepalese

commercial banks.

Table 4.6: Respondent’s perception on job design

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding job design.

Statements   1 2 3 4 5 N Mean
I have never been to a situation where I F 44 47 37 20 2 150  
have to neglect my family % 29.3 31.3 24.7 13.3 1.3 100 2.26
responsibilities due to work overload.
A(%) 60.6 24.7 14.6    
Work allotted to me is according to my F 11 20 43 58 18 150  
qualification and skills. % 7.3 13.3 28.7 38.7 12.0 100 3.34
A(%) 20.6 28.7 50.7    
I believe that I would concentrate better
F 15 15 43 55 22 150  
on my job if I worked from a different
workstation from time totime % 10.0 10.0 28.7 36.7 14.7 100 3.36
 A(%) 20.0 28.7 51.4    
I can perform my tasks well because they F 11 16 56 57 10 150  
are less complex and balance my work
and personal life.
% 7.3 10.7 37.3 38.0 6.7 100 3.26
A(%) 18.0 37.3 44.7    
The job gives me a chance to use my
personal initiative or judgment in F 14 10 37 74 15 150  
carrying out the work. % 9.3 6.7 24.7 49.3 10.0 100.0 3.44
A(%) 16 24.7 59.3    

Weighted Mean 3.13

The majority of the respondents (60.6percent) disagreed that the employees have never
been to a situation where they have to neglect family responsibilities due to work
overload. However, some respondents (24.7percent) are neutral on the statement whereas
rest (14.6 percent) agreed that the employees have never been to a situation where they
have to neglect family responsibilities due to work overload. The average mean value is
2.26. It indicates that this statement is insignificant.

The majority of the respondents (50.7percent) agreed that work allotted to employees is
according to their qualification and skills, whereas some respondents (28.7 percent) are
neutral on the statement and rest of the respondents (20.6percent) disagreed that work
allotted to employees is according to their qualification and skills. The average mean
value is 3.34. It indicates that work allotted to employees is according to their
qualification and skills.

Likewise, majority of the respondents (51.4percent) agreed that the employees would
concentrate better on their job if they worked from a different workstation from time to
time. However, some respondents (28.7percent) are neutral on the statement and rest of
the respondents (20.0percent) disagreed on the statement that the employees would
concentrate better on their job if they worked from a different workstation from time to
time. The average mean value is 3.36. It indicates that working from different stations
could lead to greater concentration at work.

Regarding the responses on the statement “Employees can perform their tasks well
because they are less complex and balance the work and personal life.”, majority of
respondents (44.7 percent) agreed that they can perform their tasks well because they are
less complex and balance the work and personal life, whereas some respondents
(37.3percent) are neutral on the statement. However, rests of the respondents
(18.0percent) disagreed on the statement that can perform their tasks well because they
are less complex and balance the work and personal life. The average mean value is 3.26.
It indicates that tasks can be done well because they are less complex and balance both
work and personal life.

Similarly, the majority of the respondents (59.3percent) agreed that the job gives
employees a chance to use personal initiative or judgment in carrying out the work.
However, others (24.7 percent) are neutral and rests (16percent) of the respondents
disagreed on the statement. The average mean value is 3.44. It indicates that job gives
employees a chance to use personal initiative or judgment in carrying out the work.

The mean of the job design ranges from a minimum value of 2.26 to the maximum value
of 3.44. Among them, the most significant observations of the respondents regarding the
job design is “The job gives employees a chance to use personal initiative or judgment in
carrying out the work.” with mean value of 3.70, whereas the most insignificant
observation is “Employees have never been to a situation where they have to neglect the
family responsibilities due to work overload.” with mean value of 2.26.

Weighted average mean value for job design is 3.13 which indicate that employee’s
perception on job design is good in Nepalese commercial banks. It also indicates that
significant variation does not exist among the commercial banks in terms of employees’
perception on job design.

Table 4.7 presents the perceptions of job satisfaction of women employee in Nepalese
commercial banks.

Table 4.7: Respondent’s perception on job satisfaction

This table shows the number of responses, percent and mean on the five-point Likert scale 1 as strongly
disagreed, 2 as disagreed, 3 as neutral, 4 as agreed and 5 as strongly agreed and it is calculated on basis
of respondents’ opinion regarding job satisfaction of women employee.

Statements   1 2 3 4 5 N Mean
I feel I am being paid a fair amount F 3 11 42 67 27 150  
for the work I do. % 2.0 7.3 28.0 44.7 18.0 100 3.69
A(%) 9.3 28.0 62.7    
I like the people I work with each F 0 7 45 72 26 150  
day % 0.0 4.7 30.0 48.00 17.3 100 3.78
A(%) 4.7 30.0 65.3    
When I do a good job. I receive the F 4 17 34 73 22 150  
recognition for it that I should % 2.7 11.3 22.7 48.7 14.7 100 3.61
receive
A(%) 14 22.7 63.4    
I see myself working for my current F 29 43 46 25 7 150  
employer till I retire % 19.3 28.7 30.7 16.7 4.7 100 2.58
A(%) 48 30.7 21.4    
I am satisfied with the benefits I F 3 20 45 70 12 150  
receive % 2.0 13.3 30.0 46.7 8.0 100 3.45
A(%) 15.3 30.0 54.7    

  Weighted average 3.42

The majority of respondents (62.7percent) agreed that they are being paid a fair amount
for the work they do, whereas some respondents (28.0percent) of the respondents are
neutral on the statement and rest (9.3 percent) respondents disagreed to the statement
that they are being paid a fair amount for the work they do. The average mean value is
3.69. It indicates that employees are being paid a fair amount for the work they do.

Likewise, the majority of respondents (65.3percent) agreed that they like the people they
work with each day, whereas some respondents (30.0percent) are neutral that employees
like the people they work with each day, and the rest (4.7percent) respondents disagreed
to the statement. The average mean value is 3.78. It indicates that employees like the
people they work with each day.

The table indicates that the majority of respondents (63.4percent) agreed that when they
do a good job, they receive the recognition for which they should receive, whereas some
respondents (22.7 percent) are neutral on the statement and the rest (14percent) disagreed
that when they do a good job, they receive the recognition for which they should receive.
The average mean value is 3.61. It indicates that employees have received recognition for
doing good job.

The majority of respondents (48percent) disagreed that employees saw themselves

working for the current employer till they retire, whereas some respondents
(30.7percent) are neutral on the statement that the employees saw themselves working
for the current employer till they retire and the rest (21.4percent) respondents agreed to
the statement. The average mean value is 2.58. It indicates that the most insignificant
observation “employees saw themselves working for the current employer till they
retire”.
Regarding the responses on the statement “I am satisfied with the benefits I receive.”
majority of respondents (54.7percent) agreed that employees are extremely satisfied with
the benefits they received from the organization, whereas some respondents (30.0percent)
neutral that employees are extremely satisfied with the benefits they received from the
organization. However, rest (15.3) respondents disagreed on the statement. The average
mean value is 3.45. It indicates that employees are extremely satisfied with the benefits
they received from the organization.

The mean of level of job satisfaction ranges from minimum value of 2.58 to the
maximum value of 3.78. Among them, the most significant observation is “Employees
like the people they work with each day” with mean value of 3.78 whereas the most
insignificant observation is “Employees see themselves working for the current employer
till they retire.” with mean value of 2.58.

Weighted average mean value for the level of job satisfaction among women employees
is 3.42 which indicate that women’s perception on job satisfaction is good in Nepalese
commercial banks. It also indicates that significant variation does not exist among the
commercial banks in terms of job satisfaction among working women.

4.2 Correlation analysis

Kendal’s correlation is used to analyze the relationship between work life balance and job
satisfaction among working women in Nepalese commercial banks. Pearson’s coefficient
is often used as a test statistic in a statistical hypothesis test to establish whether two
variables may be regarded as statistically dependent. Correlation measures the strength
and the direction of a linear relationship between dependent and independent variables.
The study has used correlation analysis to show the correlation between the dependent
variable job satisfaction (JS) and the independent variables working environment, work
family conflict (WF), supervisory support (SS), welfare policy (WP) and job design (JD)

Table 4.8: Kendall’s Tau correlation coefficients matrix

This table presents Kendall’s Tau correlation coefficients between dependent variable and independent
variables. The correlation coefficients are based on 150 observations. The dependent variable is JS (Job
satisfaction). The independent variables are WE (Working environment), WFC (Work family conflict), SS
(Supervisory support), WP (Welfare policy) and JD (Job design).
 Variable Mean SD WE WFC SS WP JD JS
WE 3.065 0.740 1        
 WFC 3.085 0.724 0.117 1        
SS 3.690 0.732 0.180** 0.045 1      
WP 3.616 0.649 0.365** 0.118** 0.205** 1    
JD 3.133 0.787 0.398** 0.201** 0.230** 0.433** 1  
JS 3.425 0.663 0.299** -0.121* 0.145** 0.310** 0.286** 1
** *
Note: The asterisk signs ( ) and ( ) indicate that the results are significant at one percent and five percent levels
respectively.

Table 4.8 shows the Kendall’s Tau correlation coefficient of dependent (working
environment, work family conflict, supervisory support welfare policy and job design)
and independent (job satisfaction) variables for commercial banks. The study reveals that
working environment is positively correlated to women employee job satisfaction
indicating that better working environment leads to higher level of women employee job
satisfaction. Likewise, the result shows that work family conflict has a negative
relationship with job satisfaction. It shows that increase in work family conflict leads to
decrease in women employee job satisfaction. The result also reveals that supervisory
support is positively correlated to women employee job satisfaction. It implies that
increase in supervisory supports leads to increase in women employee job satisfaction.
Similarly, welfare policy is positively correlated to job satisfaction. It indicates that better
the welfare policy, higher would be the women employee job satisfaction. Likewise, job
design has a positive relationship with women employee job satisfaction. It states that
better the job design, higher would be women employee job satisfaction.

4.3 Regression analysis

Having indicated the Kendall’s Tau correlation coefficients, the regression analysis has
been carried out and the results are presented in Table 4.9. More specifically, it shows the
regression results of working environment, work family conflict, supervisory support,
welfare policy and job design on women employee job satisfaction in Nepalese
commercial banks.

Table 4.9: Regression results of working environment, work family conflict,

supervisory support, welfare policy and job design on job satisfaction of women
employees
The results are based on 150 observations from 24 sample commercial banks by using linear regression
model. The model is JS= α + β1WE+ β2 WFC+ β3SS+ β4 WP+ β5 JD + e where, dependent variable is JS
(Job satisfaction) and the independent variables are WE (Working environment), WFC (work family
conflict), SS (Supervisory Support), WP (Welfare policy ) and JD(Job design) . The reported results also
include the values of F-statistics (F), adjusted coefficient of determination (R 2) and standard error of
estimates (SEE).

S.N Regression coefficients of Adj. F-

. Intercept R_bar2 SEE value
WE WFC SS WP JD
2.899 0.172
1 (12.726)* (2.377)**         0.030 0.653  5.648 
*
2.740 -0.474
2 (11.845)*   (3.040)*       0.052 0.645  9.242 
* *
1.733 0.458
3 (7.185)**     (7.148)*     0.252 0.573  51.100 
*
4 1.370       0.568   0.305 0.552  66.418 
(5.349)** (8.15)**
2.502 0.295
5 (11.946)*         (4.547)* 0.117 0.623  20.674 
* *
2.260 0.163 -0.215
6 (7.333)** (2.321)* (2.992)*       0.080 0.636  7.451 
*
1.238 0.118 -0.093 0.417
7 (3.871)* (1.863) (1.392) (6.242)*     0.269 0.567  19.236 
*
0.789 0.056 -0.028 0.265 0.387
8 (2.518)* (0.934) (0.428) (3.777)* (4.721)*   0.362 0.529  22.103 
* *
0.629 0.049 -0.031 0.234 0.360 0.122
9 (1.96)* (0.822) (0.494) (3.307)* (4.377)* (2.085)* 0.376 0.524  18.960 
* *
Notes:
i. Figures in parenthesis are t-values
ii. The asterisk signs (**) and (*) indicate that the results are significant at one percent and five
percent level respectively.
iii. Job satisfaction is dependent variable.

Table 4.9 shows that that the beta coefficients for working environment are positive with
women employee job satisfaction. It indicates that better working environment has a
positive impact on women employee job satisfaction. This finding is similar to the
findings of Muzhumathi and Rani (2012). However, the result reveals that the beta
coefficients for work family conflict are negative with women employee job satisfaction.
It reveals that work family conflict has a negative impact on women employee job
satisfaction. This finding is consistent with the findings of Greenhaus et al. (2006).
Similarly, the result reveals that the beta coefficients for supervisory support are positive
with women employee job satisfaction. It reveals that supervisory support has a positive
impact on women employee job satisfaction. This finding is similar to the findings of
Afzal et al. (2019). The result also shows that the beta coefficients for welfare policy are
positive with women employee job satisfaction. It indicates that better welfare policy has
a positive impact on women employee job satisfaction. This finding is consistent with the
findings of Khademi (2014). Likewise, the result reveals that the beta coefficients for job
design are positive with women employee job satisfaction. It reveals that better job
design has a positive impact on women employee job satisfaction. This finding is similar
to the findings Abid (2013). The result also shows that the beta coefficients of all the
explanatory variables are significant at one percent level.

4.4 Concluding remarks

This study has mainly focused on work life balance and job satisfaction among working
women of Nepalese commercial bank. This study has used working environment, work
family conflict, supervisory support, welfare policy and job design components as
independent variables and job satisfaction are dependent variable. The result documented
in this study is based on the 24 selected commercial banks.

Out of 150 respondents, the majority of the respondents (40.7percent) belong to age
group 25-35 years followed by age group of 15-25 years (29.3percent), age group 35-
45years (24.7percent), and age group between 45-55 years (5.3 percent). Likewise,
majority of the respondents (50.66 percent) are master’s degree holders followed by
bachelor’s degree holders (30.67 percent), followed by M.Phil. /Ph.D. degree holders
level (10percent) and intermediate level (8.67 percent). Under designation, majority of
the respondents (39.4 percent) are at assistant level followed by officer level (30 percent),
operating level (19.3percent), and manager level (11.3percent). Similarly, majority of the
respondents (39.3percent) have work experience below 2 years, (32percent) have
experience of 2-5 years, (22.7percent) have experience of 5-10 years and (7.3percent)
possess experience of more than 10 years. Moreover, majority of respondents 68.7percent
of respondent are nuclear and remaining 31.3percent are joint. Likewise, majority of
respondents 50.7 percent are married, 47.3percent of respondent are single and remaining
2 percent are divorced.

The study showed that working environment has a positive impact on women employee
job satisfaction indicating that better working environment leads to higher level of
women employee job satisfaction. Likewise, the result showed that work family conflict
has a negative impact on job satisfaction. It shows that increase in work family conflict
leads to decrease in women employee job satisfaction. The result also revealed that
supervisory support has a positive impact on women employee job satisfaction. It implies
that increase in supervisory supports leads to increase in women employee job
satisfaction. Similarly, welfare policy has a positive impact on job satisfaction. It
indicates that better the welfare policy, higher would be the women employee job
satisfaction. Likewise, job design has a positive impact on women employee job
satisfaction. It states that better the job design, higher would be women employee job
satisfaction.

After making the entire analysis of the data, the first hypothesis (H1) that deals with
positive relationship of working environment and job satisfaction is accepted. The study
shows that better the working environment higher would be the job satisfaction.
Similarly, the second hypothesis (H2) has been accepted because work family conflict is
negative with job satisfaction. This shows that higher the work family conflict lower
would be the job satisfaction. Similarly, hypothesis third (H3) has been accepted as
supervisory support has positive relationship with and job satisfaction. It indicates greater
the supervisory support higher would be the women’s job satisfaction.

However, the fourth hypothesis (H4) that deals with positive relationship of welfare
policy and job satisfaction is accepted. The study shows that better the welfare policy
higher would be the job satisfaction. The fifth hypothesis (H5) is accepted as job design
has positive relationship with job satisfaction. It shows that better job design higher
would be the women’s job satisfaction.
 Chapter V

Summary and conclusion

This chapter presents the brief summary of the entire study and highlights the major
findings of the study. Furthermore, the major conclusions are discussed in separate
section of this chapter which is followed by some recommendations regarding the work
life balance and job satisfaction among working women of Nepalese commercial banks.
Finally, the chapter ends with the scope of the future research in the same field.

5.1 Summary
Work-life balance is a combination of interactions among different areas of one’s
employed life, the pro and cons associated with the balance or imbalance can affect
various levels of employees required roles. Work-life balance is defined as “people
spending sufficient time at their jobs while also spending adequate time on other pursuits,
such as family, friends, and hobbies” (Smith, 2010). Imbalance in work and life means
that the two phases of responsibilities are not fulfilling. The more or less in one phase
may lead to disturbance in another also which affect both the work life and personal of an
employee.

Work-life balance (WLB) is about finding the right balance between work and life, and
about feeling comfortable with both work and family commitments. Work-life balance is
essentially the balance between three components, namely, paid work, unpaid work and
personal time. There is no one accepted definition of what constitutes a WLB practice,
the term usually refers to one of the following factors: organizational support for
dependent care, flexible work options and family or personal leave (Kar & Misra, 2013).
Organization which neglects issues related to employee work-life balance will end up
with lower employee productivity and in turn will find it more difficult to improve the
employee job performance. Women experienced fundamentally higher family obstruction
with work in contrast with men. Anyway there were no noteworthy contrasts among
people in the experience of work obstruction with family. Further, a working woman
achieves a work-life balance when she is able to enjoy her professional and personal life.
Work life balance is the most challenging issue faced by employees and employers now
days. With the increase in work pressure and advancement in technology working needs
have increased. Also with the change in rules and regulations in banking industry
working scenario has become more complicated and thus there are lot of disturbances and
imbalances in the life of bank employees, working across all levels. Owing to this work
pressure, maintaining a harmonious work-family life is becoming more difficult
especially for female bank employees. Job satisfaction variable such as working
environment, work family conflict, supervisory support, welfare policies and job design
helps to increase the level of women employee in an organization.

The major objective of the study is to analyze the impact of work life balance on job
satisfaction among the working women in Nepalese commercial banks. However, the
specific objectives of the study are to determine the impact of working environment,
work family conflict, supervisory support, welfare policy and job design on job
satisfaction in Nepalese commercial banks, to examine the perception of employees on
the level of working environment, work family conflict, supervisory support, welfare
policy and job design with job satisfaction in Nepalese commercial banks, to examine the
relationship of working environment, work family conflict, supervisory support, welfare
policy and job design with job satisfaction in Nepalese commercial banks and to analyse
the most important factor in determining the level of job satisfaction in Nepalese
commercial banks.

This study is based on primary source of data. The primary source of data is used to
access the opinion of the respondents with respect to the job satisfaction in Nepalese
commercial banks. Altogether, 24 commercial banks were selected for the study and 150
questionnaires were collected. To achieve the objectives of the study structured question
are prepared. Descriptive statistics, correlation coefficient and a step wise regression
method has been applied to estimate the relationship between dependent variable job
satisfaction and independent variables working environment, work family conflict,
supervisory support, welfare policies and job design. The collected data has been
processed with the use of SPSS statistical package. Based on the analysis of data, the
major findings of the study are summarized as follows:
The major findings of this study are as follows:

1. The majority of the respondents (40.7 percent) belong to age group 25-35 years
followed by (29.3 percent) respondents between the age group of 18-25 years,
(24.7 percent) respondents between age group 35-45years, (5.3 percent)
respondents between the age group 45-55.
2. The majority of the respondents (50.7 percent) are married respondents followed
by (47.3 percent) single respondents, and (2 percent) respondents are divorced.
3. The majority of the respondents (68.7 percent) are from neutral family followed
by (31.3 percent) respondents from joint family.
4. In terms of academic qualification, majority of the respondents (50.66 percent)
are master degree holders followed by bachelor degree holders (30.67 percent),
followed by M. Phil /Ph.D. degree holders level (10 percent) and intermediate
level (8.67 percent).
5. Regarding the position of respondent, majority of the respondents (39.4percent)
are at Assistant level followed by (30percent) officer level, (19.3percent)
operating level, and (11.3 percent) manager level.
6. Regarding the work experience of respondents, majority of the respondents (38
percent) have work experience below 2 years followed by experience of 2-5 years
(32 percent), (22.7 percent) experience of 5 less than 10 years and (7.3 percent)
experience of more than 10 year.
7. In terms of earning, majority of the respondents i.e. (39.3 percent) have income of
15000-30000 a month, (23.3 percent) have income of 45000-60000 a month,
(21.3 percent) have income of 30000-45000 a month, (8.7 percent) have income
of 60000-75000 and (7.3 percent) have income of 75000 and above.
8. The majority of the respondents (33.4 percent) agreed that the working
environment of their workplace has pressurized environment. Likewise, majority
of the respondents (45.3percent) are neutral on the statement that employees have
to do some work unwillingly because of groups/political pressure
9. Likewise, majority of the respondents ((54.7 percent) of the respondents are
neutral on the statement that employees have to do their work under tense
circumstances. Similarly, the majority of the respondents (54.7 percent) agreed
 that the responsibility for the efficiency and productivity of many employees’
thrust upon them.
10. The majority of the respondents (60.7 percent) agreed work allotted to the
employees is according to their preference and skills. Likewise, the majority of
the respondents (49.4 percent) disagreed that employees have not experienced
conflicts in schedule when it comes to family events and work. Similarly, the
majority of the respondents (40.7percent) are neutral on the statement that
employees believe that appropriate weekly working hours reduces possibility of
conflicts between their work and relationships with their family.
11. Likewise, majority of the respondents (43.3percent) are neutral on the statement
that after working hours, it is possible for employees to manage time for their
families. Regarding the responses on the statement “My company gives us time
off to attend to critical personal matters”, majority of respondents (41.3 percent)
agreed with the statement.
12. Similarly, the majority of the respondents (42 percent) agreed that company
allows employees flexibility to start work at varying times depending upon
urgency of participation in family issues.
13. The majority of respondents (74 percent) agreed that the supervisor encourages
their employees at work. Likewise, the majority of respondents (64 percent)
agreed with the statement “I can rely on my supervisor to help me out with work
problem”.
14. Majority of respondents (55.4 percent) agreed that the supervisor assigns
reasonable work at fair deadline. Likewise, the majority of respondents (64.7
percent) agreed that the supervisor respects the co-worker’s opinions.
15. Regarding the responses on the statement “My supervisor takes an interest in my
professional development.” majority of respondents (58 percent) agreed that the
supervisor takes an interest in my professional development. Likewise, the
majority of the respondents (56.6 percent) agreed that employees are satisfied
with the motivational factor like recognition provided by organization.
16. Likewise, majority of the respondents (62 percent) agreed that welfare facilities
provided by the organization to the employees are satisfactory. Similarly, the
 majority of the respondents (59.3 percent) agreed that the organization provides
satisfactory compensation or non-monetary rewards according to the Work.
17. Similarly, majority of the respondents (64 percent) agreed that organization has
good career prospect for its employees. Likewise, the majority of the respondents
(59.4 percent) agreed that counselling programs for the employees are organized
by the organization regularly.
18. The majority of the respondents (60.6 percent) disagreed that the employees have
never been to a situation where they have to neglect family responsibilities due to
work overload. Likewise, the majority of the respondents (50.7 percent) agreed
that work allotted to employees is according to their qualification and skills.
Similarly, majority of the respondents (51.4 percent) agreed that the employees
would concentrate better on their job if they worked from a different workstation
from time to time.
19. Regarding the responses on the statement “Employees can perform their tasks
well because they are less complex and balance the work and personal life.”
majority of respondents (44.7 percent) agreed with the statement. Likewise, the
majority of the respondents (59.3 percent) agreed that the job gives employees a
chance to use personal initiative or judgment in carrying out the work. Similarly,
the majority of respondents (62.7 percent) agreed that they are being paid a fair
amount for the work they do.
20. The table indicates that the majority of respondents (63.4 percent) agreed that
when they do a good job, they receive the recognition for which they should
receive. Likewise, the majority of respondents (48 percent) disagreed that
employees saw themselves working for the current employer till they retire.
Similarly, regarding the responses on the statement “I am satisfied with the
benefits I receive.” majority of respondents (54.7percent) agreed with the
statement.
21. The correlation matrix for commercial banks reveals that working environment is
positively correlated to employee job satisfaction indicating that better working
environment leads to higher level of employee job satisfaction
 22. The correlation matrix for commercial banks reveals that work family conflict has
negative relationship with employee job satisfaction. It shows that higher work
family conflict leads to decrease in the employee job satisfaction.
23. The correlation matrix for commercial banks reveals that supervisory support is
positively correlated to employee job satisfaction. This implies that higher level of
supervisory support leads to higher level of employee job satisfaction.
24. The correlation matrix for commercial banks reveals that Welfare policy and job
design is positively correlated to job satisfaction. It indicates that better the
welfare policy and job design, higher would be the employee job satisfaction.
25. The regression result shows that working environment has positive impact on job
satisfaction. This indicates that better working environment leads to higher level
of job satisfaction of women employees in Nepalese commercial banks.
26. The regression result shows that work family conflict has negative impact on job
satisfaction and employee’s performance. This indicates that higher the work
family conflict, lower would be the job satisfaction.
27. The regression result shows that supervisory support has positive impact on job
satisfaction. This indicates that better the supportive supervisor, higher would be
the job satisfaction of women employees in Nepalese commercial banks.
28. The regression result shows that welfare policy has positive impact on job
satisfaction. This indicates that better the welfare policy, higher would be the job
satisfaction of women employees in Nepalese commercial banks.
29. The regression result shows that job design has positive impact on job
satisfaction. This indicates that good job design lead to the higher job satisfaction
of women employees in Nepalese commercial banks.

5.2 Conclusion

Work life balance is the most challenging issue faced by employees and employers. With
the increase in work pressure and advancement in technology, working needs have
increased. Owing to this work pressure, maintaining a harmonious work-family life is
becoming more difficult especially for female bank employees. Job satisfaction variable
such as working environment, work family balance, supervisory support, welfare
policies and job design helps to increase the level of women employee in an organization.

The study showed that working environment, supervisory support, welfare policy and job
design have positive impact on women employee job satisfaction. However, work family
conflict has a negative impact on women employee job satisfaction. The study concluded
that work life balance plays vital role in enhancing the level of employee job satisfaction
among working women in Nepalese commercial banks. The study also concluded that
welfare policy followed by work family conflict and supervisory support is the most
influencing factor that explains the changes in women employee job satisfaction in
Nepalese commercial banks.

5.3 Recommendations
On the basis of the findings of the study, the following recommendations are made:

1. The study showed a positive relationship between working environment and job
satisfaction. Hence, banks willing to enhance employee’s job satisfaction should
focus on providing better working environment to employees.
2. The study observed that majority of respondent found banking industry is labour
intensive (24/7 a week) and promotes conflict between work and family. Hence,
banks willing to increase the level of employee job satisfaction should focus more
on making employee’s work life on balance.
3. The study showed a positive relationship between supervisory support and job
satisfaction of women employees. Hence, banks willing to enhance job
satisfaction should focus on encouraging employees to talk freely regarding works
and support one another.
4. The study showed a positive relationship between welfare policy and job
satisfaction. Hence, the banks willing to increase job satisfaction level should
focus more on providing welfare facilities to women employees.
5. The job design has a positive relationship with job satisfaction. The result hence
indicates that better the job design, higher would be the job satisfaction of
employees in commercial banks. Thus, banks willing to increase job satisfaction
 should try to make job more creative and interesting and increase the level of job
satisfaction.

5.4 Scope for future research

This study can be regarded as the preliminary steps in investigating the work life balance
practices and job satisfaction of women employees in context of Nepalese commercial
banks. There are enough grounds for future researchers which are listed below:

i. This study includes respondents of commercial banks only. So, future

studies can be carried out by selecting other financial institutions like
development banks, finance companies and insurance companies too.
ii. This study has taken only primary data as sample. Academicians are
suggested to take secondary data as a sample for more convenient result.
iii. This study has mainly considered five variables of job satisfaction. So, in
future the study can be conducted by including other variables like
organizational culture, work overload and stress at work.
iv. This study includes women respondents only. Male are not taken into
consideration for the study. Hence, further studies can be carried out by
male.
v. This study has applied linear regression model. Furthermore, the study can
be done by using some advanced statistical tools such as using non- linear
statistical tools.
vi. The findings of this study cannot be generalized to manufacturing, trading
enterprises, finance and insurance companies because the study is only
based on commercial banks. Hence, further studies can be done including
manufacturing, trading enterprises, finance and insurance companies.
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 Questionnaire

Dear respondent,
I am Miss Jyoti Poddar, student of Uniglobe College MBA (Finance).I am undertaking a
Graduate Research Project entitled “Work life balance and job satisfaction among the
working women of Nepalese commercial banks” to meet the partial fulfillment of the
requirement for the Master Degree in Business Administration (MBA) from Uniglobe
College, Pokhara University. The information provided by youwill be used for research
purpose for MBA. I request you to spare just few minute to answer my questions. Your
idea and information will be great importance for the research. I do assure you that your
information will be kept confidential and used for academic purpose only.I look forward
your support and co-operation to enable me in the successful completion of my research.

JyotiPoddar
MBA (Finance)
Uniglobe College, Kathmandu, Nepal

Section 1: Demographic Characteristics

Please give a tick mark as an appropriate one.

1. Age of the respondent

a) 18- 25
b) 25-35
c) 35-45
d) 45-55

2. Marital status
a) Single
b) Married
c) Divorced

3. Family type
a) Joint
b) Nuclear

4. Academic qualification
a) Intermediate and below
b) Bachelor’s degree
c) Master’s degree or above
d) M.Phil./PhD
 5. Years in the organization
a) Below 2
b) 2-5
c) 5-10
d) 10 and above

6. Organizational position( designation)

a) Manager
b) Officer
c) Assistant
d) Operating level employee

7. Monthly income (Rs.)

a) 15000-30000
b) 30000-45000
c) 45000-60000
d) 60000-75000
e) 75000 and above

Section B:

Please tick mark (✔) in one of the best option that the best matches your opinions.

Please make a tick mark on the following statement according to your purpose of
investment. The scale contains 5- point Likert Scale representing (5= Strongly agree,
4= Agree, 3= Neutral, 2= Disagree, 1= Strongly disagree)

Independent variables
S. ITEMS SD(1) D(2) N(3 A(4) SA(5)
N )
I1 Working Environment
1. There is pressurized working environment at
my workplace.

2. I have to do some work unwillingly because

of groups/political pressure.
3. I do my work under tense circumstances
4. The responsibility for the efficiency and
productivity of many employees’ thrust upon
me.
5. Work allotted to me is according to my
preference and skills
S. ITEMS SD(1) D(2) N(3 A(4) SA(5)
N )
I2 Work Family conflict
1. I have not experienced conflicts in schedule
when it comes to family events and work.

2. I believe that appropriate weekly working

hours reduces possibility of conflicts between
my work and my relationships with my
family.

3. After working hours, it is possible for me to

manage time for my families.
4. My company gives us time off to attend to
critical personal matters

5. My company allows us flexibility to start

work at varying times depending upon
urgency of participation in family issues.

S. ITEMS SD(1) D(2) N(3) A(4 SA(5)

N )
I3 Supervisory support
1 My supervisor encourages me at work.

2 I can rely on my supervisor to help me out

with work problem.

3 My supervisor assigns reasonable work at

fair deadline
4 My supervisor respects the co-worker’s
opinions.
5 My supervisor takes an interest in my
professional development

S. ITEMS SD(1) D(2) N(3) A(4 SA(5)

N )
I4 Welfare Policy
 1 I am satisfied with themotivational factor
like recognition provided by my
organization.
2 Welfare facilities provided by the
organization to the employees are
satisfactory
3 My organization provides satisfactory
compensation or non-monetary rewards
according to the Work
4 My organization has good career prospect
for its employees
5 Counseling programs for the employees are
organized by the organization regularly
S. ITEMS SD(1 D(2) N(3 A(4) SA(5)
N ) )
I5 Job design
1 I have never been to a situation where I have
to neglect my family responsibilities due to
work overload.
2 Work allotted to me is according to my
qualification and skills.
3 I believe that I would concentrate better on
my job if I worked from a different
workstation from time totime
4 I can perform my tasks well because they are
less complex and balance my work and
personal life.
5 The job gives me a chance to use my personal
initiative or judgment in carrying out the
work.

Dependent Variables

S.N ITEMS SD(1 D(2 N(3) A(4 SA(5)

) ) )
D1 Job satisfaction of women employee
1 I feel I am being paid a fair amount for the
work I do
2 I like the people I work with each day
3 When I do a good job. I receive the
recognition for it that I should receive

4 I see myself working for my current

 employer till I retire

5 I am satisfied with the benefits I receive

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