PROJECT REPORT

ON

WORK LIFE BALANCE IN BANKING INDUSTRY WITH SPECIAL

REFERENCE TO STATE BANK OF INDIA (SBI).

SUBMITTED BY

NADAR PRABHAVATHI

T.Y.B.M.S SEMESTER VI

ACADEMIC YEAR: 2019-2020

PROJECT GUIDE

MR. PRITESH SOMANI

SUBMITTED TO

UNIVERSITY OF MUMBAI

Anna Leela College of Commerce and Economics and

Shobha Jayaram Shetty College for BMS
Shashi Manmohan Shetty Higher Education Complex,
Buntara Bhavana Marg, Kurla East, Mumbai – 400070
 PROJECT REPORT

ON

WORK LIFE BALANCE IN BANKING INDUSTRY WITH SPECIAL

REFERENCE TO STATE BANK OF INDIA (SBI).

“SUBMITTED TO

UNIVERSITY OF MUMBAI

Anna Leela College of Commerce and Economics and

Shobha Jayaram Shetty College for BMS
Shashi Manmohan Shetty Higher Education Complex,
Buntara Bhavana Marg, Kurla East, Mumbai – 400070
IN PARTIAL FULFILMENT OF REQUIREMENT

FOR THE DEGREE OF

BACHELORS OF MANAGEMENT STUDIES.”

SUBMITTED BY

NADAR PRABHAVATHI

T.Y.B.M.S. SEMESTER VI

PROJECT GUIDE

MR. PRITESH SOMANI

Bunts Sangha Mumbai

 Anna Leela College of Commerce and Economics
Shobha Jayaram Shetty College for BMS
Shashi Manmohan Shetty Higher Education Complex,
Buntara Bhavan Marg, Kurla (E), Mumbai 400 070

Certificate

This is to certify that Miss. Nadar Prabhavathi has worked and duly completed
her project work for the degree of Bachelor of Management Studies under the
Faculty of Commerce in the subject of Human Resource and her project is
entitled, “ Work Life Balance In Banking Industry With Special Reference To
State Bank Of India ” under my supervision.

I further certify that the entire work has been done by the learner under my
guidance.

It is her own work and facts reported by her personal findings and investigations.

Mr. Pritesh Somani

Project Guide

Approved by –

BMS Coordinator Principal External Examiner

Date of Submission:
 Declaration

I the undersigned Miss Nadar Prabhavathi hereby declare that the work
embodied in this project work titled “ Work Life Balance In Banking Industry
With Special Reference To State Bank Of India ” , forms my own contribution
to the research work carried out under the guidance of Mr. Pritesh Somani.

Whenever reference has been made to previous works of others, it has been clearly
indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained
and presented in accordance with academic rules and ethical conduct.

Nadar Prabhavathi

Sign of Student
 Acknowledgement
To list who all have helped me is difficult because they are so numerous and the depth is
so enormous.

I would like to acknowledge the following as being idealistic channels and fresh
dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to do
this project.

I would like to thank my Principal, Dr. Padma Deshmukh, for providing the necessary
facilities for completion of this project.

I take this opportunity to thank our Co-ordiantor, Mr. Sachin Pimple, for his moral
support and guidance.

I would like to express my sincere gratitude towards my guide, Mr. Pritesh Somani
whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference books
and magazine related to my subject.

Lastly, I would like to thank each and every person who directly or indirectly helped me
in the completion of the project especially my Parents and Peers who supported me
throughout my project.
Chapter Topic
Chapter 1 Executive Summary

Chapter 2 Introduction

2.1 What is work life balance?

2.2 Why work life balance is important?

2.3 Six components of work life balance.

2.4 Steps to achieve better work life balance.

2.5 Benefits of work life balance for employers and employees.

2.6 Consequences of poor work life balance.

Chapter 3 Review of literature.

Chapter 4 Objective of study

Chapter 5 Research methodology

5.1 Research objective

5.2 Sample information

5.3 Analysis design

5.4 Analysis of data.

 Chapter 6 Company profile of State Bank Of India.

Chapter 7 Findings.

Chapter 8 Suggestions.

Chapter 9 Conclusion.

Chapter References.
10

 Executive Summary

The aim of this research is to identify the strategies that might be used by bank employees to
achieve better balance in their lives. This subject is discussed in the light of the causes and
consequences of the lack of work life balance as well as the effect on success of well-being. This
study on work life balance problems provides a significant contribution to research in this field.

The research conducted explains the effect of people entering the workforce on work life balance
issues. The purpose of this study is to examine the relationship between the supporting tools of
employees ( workplace support and non-work place support) and their work life balance in
banking industry with special reference to State Bank of India.

Organizational initiatives to provide a positive work environment are valued, as they go a long
way towards improving the quality of work life. In the context of post-liberalization, Indian
organizations are attempting to allow work-life balance through initiatives like flex days, part-
time work, child care facilities, etc. These programs are very similar to those offered in other
countries. There is no denying that this is a positive development. However, the respondents in
this study reported their inability to manage work and home. In the light of this finding, the
researcher points out the need to develop work-life balance practices to allow workers to balance
their lives. This will provide a work place for workers and make work more important to them.

The findings of this study showed that three forms of support (organizational support, family
support, and self help) contributed positively to the work-life balance of the employees.
Nevertheless, there was no meaningful relationship between the implementation and use of
work-life balance programs and the work-life balance of the employees. Work-life balance often
facilitates the relationship between employee understanding of the strategies that an organization
offered and desirable employee outcomes.

Research has shown that work / life management polices can give employers and employees a
range of benefits. Research has however highlighted that simply having work-life balance
polices may not be sufficient for employers and employees to benefit from their potential
benefits. For work-life balance polices to work effectively, organizations need to tackle possible
barriers to access to polices that are present in their workforce.

 Introduction:

 What is work life balance?

 Work life balance refers to the level of prioritization between personal andprofessional
activities in and individual’s life and the level to which activities related to their job are
present in home.

Work life balance is a topical issue because of the increased amount of technology that
takes away the value of physical location in the balance of work and life. Earlier, taking
work home was hard or impossible so there was a clear line between professional and
personal.

Work life balance is a key aspect of a healthy working climate. Maintaining a work life
balance helps to reduce tension and helps prevent workplace burnout. Poor sleep is one of
the most important occupational health problems.

It can lead to physical symptoms such as obesity, digestive disorders, chronic aches and
heart problems. Poor sleep can also negatively impact mental health because its linked to
a higher risk of depression, anxiety and insomnia.

The exact balance between professional life and personal life can vary depending on your
age, career goalsand other obligations– but no matter what work you do or what your
responsibilities are outside the workplace maintaining the balance as even as possible is
absolutely essential.

 Why work life balance is important?

Work is one dimension of life and should not distort our personal life. The vice-versa is
also true as work is a means of livelihood. The concept is gaining prominence since it
 helps in maintaining balanced life at the work place as well as at home. Maintaining
balance encourages optimum working hours that ultimately enhances overall efficiency.
It is a common fact that increase in quantity tends to deteriorate quality. If the employee
is not over loaded with work, he is motivated to shoulder responsibilities. He does not
feel exhausted and is ready to perform every day. Work load does not kill his working
spirit and he is eager to work. When someone works willingly, he attains satisfaction and
a contended person is bound to succeed not only at work but also in life.

 Six components of work life balance

1. Self-Management
Sufficiently managing one’s self can be challenging, particularly in getting proper sleep,
exercise, and nutrition. Self-management is the recognition that effectively using the
spaces in our lives is vital, and that available resources, time, and life are finite. It means
becoming captain of our own ship; no one is coming to steer for us. 

2. Time Management
Effective time management involves making optimal use of your day and the supporting
resources that can be summoned – you keep pace when your resources match your
challenges. Time management is enhanced through appropriate goals and discerning what
is both important and urgent, versus important or urgent. It entails knowing what you do
best and when, and assembling the appropriate tools to accomplish specific tasks. 
3. Stress Management
By nature, societies tend to become more complex over time. In the face of increasing
complexity, stress on the individual is inevitable. More people, distractions, and noise
require each of us to become adept at maintaining tranquility and working ourselves out
of pressure-filled situations. Most forms of multi-tasking ultimately increase our stress,
versus focusing on one thing at a time. 

4. Change Management
In our fast-paced world, change is virtually the only constant. Continually adopting new
methods and re-adapting others is vital to a successful career and a happy home life.
Effective change management involves making periodic and concerted efforts to ensure
that the volume and rate of change at work and at home does not overwhelm or defeat
you. 

5. Technology Management
Effectively managing technology means ensuring that technology serves you, rather than
abuses you. Technology has always been with us, since the first walking stick, flint,
spear, and wheel. Now, the rate of change is accelerating, brought on by vendors seeking
expanding market share. Often there is no choice but to keep up with the technological
Joneses, but you must rule technology, not vice versa. 

6. Leisure Management
The most overlooked of the work-life balance supporting disciplines, leisure management
acknowledges the importance of rest and relaxation- that one can’t short-change leisure,
and that “time off” is a vital component of the human experience. Curiously, too much of
the same leisure activity, however enjoyable, can lead to monotony. Thus, effective
leisure management requires varying one’s activities. 
 Steps to achievea better work life balance

Achieving the healthy work life balance involves sustainably balancing our professional
and personal lives that keep our energies flowing our mind and bodies healthy and our
entire self satisfied and contended.

This means paying proper attention to all the things that enrich and satisfy including work
and job,health and fitness, family and relationships, spirituality, service to community
interests and passion, mental stimulation rest and leisure.

To get it:

1. Track your time-

Examining your current situation is the initial step towards maintaining a balanced life.
Keep a time log of all you dofor a week, including job-related and personal tasks. This
research will act as an eyeopener helping you to understand how you can use your time–
and where you fail.

2. Assess your priorities-

Spend your time thinking deeply on what’s most essential to you and listing your top
priorities at work and home. Then evaluate your time review with the key questions.
What would I need to begin? Organinse? Keep doing? Do more? Have you had less? Do
you do the opposite?

3. Set clear objectives-Take your priorities list and turn them into specific and observable
objectives. Create time on your calendar of events as you would for an important
appointment or family emergency.

4. Schedule rigorously-
 Successful people schedule their work and then carry out their strategy. You have one
life, so have one date planner. Through proper or digital, this is a medium by which you
can turn your goals and priorities in reality. Set aside 10 to 20 minutes at the beginning of
each day (or the night before) to plan your task and activities for a day ahead
.
5. Set your boundaries-
Create clear and practical limitations on what you are going to do and will not do at home
or at work. Effectively communicate those expectations with your supervisor, friends,
partners and your family.

For example, you may commit not to stay late on certain days unless there is a crisis. In
fact set aside a time at home throughout which you will never check or respond to work-
related emails or phone messages.

6. Taking care of your health-

Your health must be your important priority. If you are not physically, psychologically,
and emotionally in a good condition, both your working life and private life will suffer.
Taking good care of yourself by eating healthy meals (particularly in breakfast),
exercising at least three times a week and sleeping at least seven hours in every night.

7. Nourish your family/relationships-

Relationship are by the far main source of internal happiness with family friends and your
loved ones. If your work or professional affects your relationship with people, eventually
all aspects will struggle. Certainly there are times, when you have to work long hours.
The problem gets troublesome when such days become a law, not an exception. In
making your personal relationships a priority your productivity and work performance
will actually increase.

8. Find the time for you-

Just as your work, health and relationship, takes preferences in your life it is also
essential to prepare your own relaxation time. First engage in some tiny pleasure. Take
 probably 30 minutes of uninterrupted “you period”. It will do good for your well-being
and it will also help your relationships and your career.

Communicate to your source of spirit. Faith in god or deity may be a

fundamentallydifficult to properly find inspiration
, supervision and confidence from. This can beneficial to set aside a weekly rest day to.

9. Leaving work at the office-

Create and on-off mental leap between work and home. It actually sets up a change
operation between the two area. This could comprise of listening music or audio books
through your evening commute, exercising at the fitness club, running your daily chores
or making personal commitments. Its also stops you from spending a twenty minutes
extra at the office immediately after your normal working hours, which then transfer into
several hours.

10. Practice the choices-

Most forwardly-thinking organization nowadays develop polices and practices that
enable work life balance. Checkout what opportunities the organizations has to offer in
terms of flexible hours, working from home, a shortened job week, job sharing or half-
time work.

You should find an approach that will help you to work effectively and efficiently while
reducing stress and saving personal time at the same time. If there is no dynamic
management system at your organization anyway consider suggesting it.

11. Perform smarter not harder-

Use time more wisely is the crucial skill that all can learn from receptionist to the CEO.
Adopting the right mix of time-management practices will reduce the stress and save you
up to an hour a day. It could include use of technologies to become more coordinated,
organizing emails and voicemails, reducing boredom and learning to say “no”.
12. Know when to ask for help-
If at work you are overburdened and it causes an unnecessary stress do not stay silent.
Try to explain your situation to your supervisor or manager. Unfeasible work conditions
can typically be minimized but some assertiveness will be expected on your part.
However if you remain evaded by a balanced life or you experience a chronic stress talk
to a professional such as a counselor, mental health worker etc. Enjoy the benefits of the
serviceyour worker support program offers.

Don’t get confused by thinking you have got to make big changes at once. Although only
few of the above techniques are applied, they can have a significant and tangible impact
on your life. Start with one clear objectives– and then add others oneby one.

 Benefits of work life balance for employers and employee:

One of the challenges facing and suffering workers is managing work and professional
life. Fortunately more and more companies are adopting best practices when it comes to
getting their workers into work life balance. This is because they know that doing so not
only help the workers but also their companies well. In general, it remains one of the
most significant workplace characteristics even exceeding the compensation.

 What are the benefits of managing work and life at the company?

a. Flexible working hours

Many companies now allow their employees to work for a dayfrom home so that they can
take care of personal and private matters even if they are working. In addition, there are
supervisors who demand that their employees work for certain hours a day or leave early
so that after office hours they can attend to their children.

b. Alternate work days

Nursing staff were already appreciating the benefit of reporting for the duty by only four
days by taking 10 to 12 hours shift schedules in some hospital. A survey shows that most
 efficient alternate schedules of work is to let the employees work 10 hours a day and have
3 days of rest.

c. Day care privileges

Many companies are offering childcare services for the parents who work which ensures
that mother’s and father’s can take care of their children with them at work and take care
of them for a fraction of the charge or at no expense at all. By this way the parents with
children can concentrate more on the job rather than getting their minds pre-occupied
with how their children do at home and worrying about how to get babysitters.

 Benefits of work life balance of Employees:

a. Effective time management-

By reporting to work those hours of the day in which workers are more successful they
will able to maximize their efficiency and complete their tasks on time. This will give
them more time to start other projects later in the week.

In fact, if the team members are given longer hours of work in exchange for three days
off from work they will be able to organize their work and split it different tasks. This
will alsogivethem some time to do their personal matters at home without compromising
the research.

b. Autonomy and personal growth-

If an organization’s members are allowed to choose their schedules as well as the days
within the week they report for work. They will have the autonomy to make decisions
about their work and personal life.
 This is advantageous for the workers as they become more self-confident and more
assertive. It would also enhance employee morale makingemployees more happy and
fulfilled.

c. Increased focus-
A workforce with good practices in life and work is important to make sure that workers
are more engaged in the workplace. Through giving the employees the ability to report
and do their job during hours when they are busy and their concentration is at its highest
they will do more work and need not think about the meeting, family and the work
obligation.

d. Employee engagement-
People differ when it’s comes to hours of day, when they are inspired to work and they
are more successful. People who sleep late would prefer to work late at night rather
thenwake up early.

When employees are able to choose their work schedule they will be happier at their
workplace. When workers are happy and satisfied they are more likely to be involved in
their jobs and driven to provide quality customer service.

e. Personal wellbeing-
Flexible working weeks and flexible working hours gives employees rest time and stress
reduction. Rather than spending hours merely to get to and from work. Employees can
use this time to begin work early and finish early, even for one day a week in their
conveniences of their homes. This can also reduce stress at work and give them enough
time to relax or exercise and prepare for another demanding week of work.

Less stress will lower the risk of medical conditions and encourage healthier life for
individuals. When workers are able to manage their work schedules they may feel less
tension from work and life.
 Benefits of work life balance of Employers:

a. Enhanced employees efficiency-

By allowing employees to enjoy flexible work schedules, employers can make sure that
their employees will work when they are more efficient. For instance, that an employee is
an not a morning person. If an employee is allowed to report late hour of work and stay
after office hours, this employee will able to focus on the task in hand.

There are people who are owls at night, who find it difficult to concentrate in the
morning. At hours that lead to their biological clocks letting them to perform their duties
would be more efficient and productive with efficiency increasing up to 21%

b. Reduced employee turnover-

Employees who commute for several hours a day to work are more likey to be late for
work and exhausted even before the day of work starts. If the daily commute isalready
exhausting enough, they will more taxed once they take care od their responsibilities,
particularly if they are working in challenging nature.

Job stress is one of the causes of high turnover of employees. But if the employees
aregiventhe opportunity in working for day from the home they will be more comfortable
at workand choose to work with the company. In fact the potential candidates are
encouraged to apply to the company and contribute into development and sales.

c. Reputation build up-

If a company provides a work life balance to it’s employees, it will able to retain the top
performers. This will ensure that key employees will remain effective andefficient but the
clients will be assured that the company has only the best employees in their team. This
will create and company image and helps to gain reputation.
 Because of the number of benefits it provide work life balance is necessary for both
employers and employees. This is why most employers are using best practices to
provide their workers as much needed balance.

 Consequences of poor work life balance:

When you find balancing the expectations of your career and rest of your life more
difficult then you are not only one. Most of the people face difficulties in balancing their
personal and work life. There used to be a time when the distinctions between job and
home was pretty clear. Currently, however work is likely to compromise your personal
life–and maintaining work life balance is nota small task.

Most of the people are having a harder time for maintaining balance in their lives because
there have been cut backs and layoffs where they work and they are worried that it may
occur to them too. So they’re putting in the extra hours because they believe it’s going to
help them to maintain their position or even get that promotion they have be waiting for
quite some time. If you are tempting to work extra hours at work, if you spend most of
your time at work your home life will probably be taking a risk.

Poor Work life balance can have serious consequences such as:

a. Stress-
Employees must be ever performing and ever learning to adapt themselves to the
dynamic market conditions. Adding to this is the constant pressure from the superiors to
meet the targets. Thus, employees have no other choice but to sacrifice their personal
space. The entire process is creating stress on the employees which are the root cause for
many other problems.

b. Physical problem-
 The numbers of employees suffering from physical ailments like hypertension, diabetes,
heart attacks have grown considerably in the past. Women employees are the worst
affected due to the long and stressful working hours and are facing severe gynecological
problems like cancer and abortions, etc.,

c. Relational problems-
Since employees are spending more time at work rather than at home, spouses, parents,
children are no longer given the time they deserve.

d. Hangover-
Working for longer hours at the office, increases employee interaction. The employees
tend to stay in their professional world (mentally) though they are at home. The effect of
professional anger is carried to home.

e. Unethical practices: to handle the stress, the employees tend to adopt Unethical practices
like boozing, smoking, drugs, improper relation etc. Also there are chances that the
employee may resort to unfair means to get their work done ultimately by hook or crook.

f. Disturbed families-
The worst hit is the family members of the employees. Fighting with the target
achievement may sometimes result in neglecting the family. The number of broken
family has gone up drastically.

g. Decreased performance- Employees in the organization are never at peace. When they
are at work place issues at home are a concern and vice-versa. Unknowingly, the
employees get into a frustration and cannot give their best to their profession.

h. Organization in jeopardy-
It all starts with stress and ultimately the employee ability and performance is at
crossroads. The output to the situation may be that the organization may not achieve its
 goals or the employee is no longer satisfied with the organization. In either case, the
entire organization is in jeopardy

 Review of Literature

1. Goyal K.A, Agrawal A (2015) in the paper titled“Issues and Challenges faced by Work
Life Balance in Banking Industry of India”explained that Work life balance polices and
programs are an investment in the organization that improves productivity, reduces
absenteeism, improves customer service, improves health make work flexible as well as
satisfying and motivating employees particularly in banking industry.

2. Kumaraswamy M.,Ashwini S. (2015)in paper titled as“ Challenges in Work Life Balance
of Married working women”studies that it is critical foremployees to maintain a healthy
balance between work and their personal life. Typically those employees that have a
better work life balance contribute more to the organization’s performance. Through
providing productive and efficient employees the organization can provide better services
to the customer. Changes in family environment that have influenced individual work life
balance in today’s context include nuclear families, single oarent household, and dual
earning parents, parents working at different locations and growing household jobs.

3. Santhosh R.S., Jain R. (2016) in their paper “Study of Effect Jioof Communicating and
Working Hours on Work life Balance of Working Fathers in Mumbai”proved that long
working hours and long commuting hours are seriously affecting the Work Life Balance
of working fathers in metro cities. There is no need to research and investigate further on
this subject in order to improve lives and productivity of working men in metro cities of
India. Work Life Balance Challenges for Indian Employees: Socio cultural implications
and strategies”
4. Mohanty A., Kesari L. (2016)in the paper titled “Work Life Balance Challenges for
Indian Employees: Socio Cultural Implications and Strategies” conducted interviews with
some of the Indian HR managers working in manufacturing, IT and Telecom sectors in
India. They have said that the MNC’s have come up with the initiatives to offer
provisions such as flexi time, pay paternity leave, child care facilities and tools such as
video conferencing to reduce commuting to office. At the same time no formal initiatives
have to taken to improve Work Life Balance. The slow and differential HR policy
response in India as compared to western countries can be attributed to the political
ideologies slow pace of change in socio- demographic structure and attitudes of
employers.

5. Satuluri P., Reddy S. (2013)in paper titled “Effects of Stress on Work Life Balance- A
study on Female Police Personnel”highlighted the imbalances in Female Police Constable
of Andra Pradesh and to find the impact of demographics of the respondents on their
stress. The results reveled that there was a positive correlation between stress and work
life balance, and stress was the predictor of work life balance.

6. Kakkar, Jyoti, Bhandari, Anuradha (2016) in the paper titled“A Study onWork Life
Balance in the Indian Service Sector from a Gender Perspective”highlighted numerous
studies on work life balance issues faced by women at workplace, yet studies on this
topic focus men in a limited number. Studies in gender differences are available in huge
numbers. However, there are few studies that talk of work life balance with reference to
men, for either they have been ignored or have been taken for granted for being a
stronger sex, be it at home or at work front. This stereotype that the men face worldwide
may be a reason for not being able to capture the limelight that women have been able to
when it comes to work life balance issues.

7. Johnathon R. B. Halbersleben and Anthony R. Wheeler (2015) in paper titled“ The costs
and benefits of working with those you love: A demand/resource perspective on working
with family”depicted that the role of working with the family in the process of
 employeestress and well-being have been largely ignored in the review literature. This
paper attempted to present a model, based on Edwards and Rothbard’s (2000) writing in
work family linkages, to describe the role of working with family of employee stress and
well-being. The model suggests that working with family leads to high level of work-
family integration, which changes the manner in which work-family linkages function
and provide unique demands and resources that shape the employees stress and
experience.

8. Murthy M. And Shastri S. (2015)observed various issues in Work life Balance of parents
in paper titled as “ A Qualitative study on Work Life Balance of Employees working in
Private Sector”, like parenting issues: Need more time to children, Showing work
frustration on children. Marital Issues : Need more time of spouse, not able to give time
to spouse. Role conflict/Role guilt: doubtful about how good they are in the roles that
they play at home. E.g.-as a mother or a daughter in law.

9. Shalini and Bhawan (2012) reported in their study,“Quality if Work Life Balance”is been
used by the organization as a strategic tool to attract and retain the employees and more
importantly to help them to maintain work life balance and equal attention on
performance and commitment at work.

10. Lazar I. (2010)in paper titled “Role of Work Life Balance Practices in Order to Improve
Organizational Performance”, showcased that everyone benefits from good practice in
work life balance. For instance, business through easier recruitment, improved retention,
and easier service, delivery, as the labour market grows more skilled and experienced
people are available to work; people with disabilities, through improved access to work;
and the workforce generally where they are better able to balance theirwork with other
aspects of lives.
11. Gregory A. and Milner S. (2011) in paper titled "Fathers and work-life balance in France
and the U.K : policy and practice" explored the impact of national institutional
frameworks for work-life balance- within the broader context of national fatherhood
regimes- on work organizations and on fathers' take-up of such measures, and the ways in
which organizational (and sectorial) constraints shape. WLB policy provision and
delivery, particularly as they relate to fathers. In the U.K, despite a discourse of gender
neutrality, a tension between family law and employment law has been noted in this
respect, while in France gendered assumptions about the provision of childcare mean that
work-life balance policies are framed, sometimes explicitly, in terms of mother's need to
reconcile home and family life

12. Vasanthi S., Chandra R. S. (2013) in the paper titled "Balancing the See-Saw of Work
Life in Textile Industries with special reference to link up Textile private limited,
Chennai" states that workers family life relationship is in the average level, juggling
between the obligations towards the families and expectations of the organization can
have serious implications on the life of an individual. Importance of healthy and happy
employees is correlated with better turnover and good decisions thus contributing to
organizational goals. An assured good work life balance will not only attract young and
talent persons and also used to retain the existing experienced talent.

13. Sinha D. (2013) in the paper titled "Study of Work-Life Balance @ CCIL (India), Noida"
It is found that the work-life balance among the employees at CCIL is moderate to good.
The organization believes that the work life balance will ensure higher levels of
productivity from employees thereby reaping the benefits for the organization in long
run. CCIL is quite innovative in implementing employee centric policies and considers
human resources to be its most valuable assets. From the study it is well identified that
quality of work-life is good amongst the employees at CCIL.

14. Madipelli S., Sarma, Veluri V.S., Y. Chinnappaiah (2013) in the paper titled "Impact of
Work Life Imbalance on Employee Personal Life- An Empirical study on select
Insurance Employees" says that It is believed that male employees have more level of
 balance than female employees. To test this opinion, analysis was conducted on the basis
of opinions of the employees and it was found that working women are better in coping
with her changing roles, than male employees. This is so because women are good in
managing their domestic and career responsibilities. The young employees are
successfully balancing their work and family, than the aged employees due to their
different role conflicts.

15. Bhatia Y. and Srilatha. S (2015) in the paper titled "Work-Life Balance and Gender
Differences in Middle Level Managers in India" -, The results indicates that Women are
more affected than men due to work-family conflict because they traditionally spend
more hours in household work than men. Women managers consistently report
significantly higher job, family role conflict, which is accompanied by higher mental and
physiological strains than men.

16. Linkow P. and Civian J. (2011) in the paper titled "Men and Work-life Balance
Integration- A Global Study" highlighted the gender stereotype that men derive their
identities largely from work, and women largely from family and relationships, was not
supported by the study. For the most part, men and women reported comparable work
identity and personal/family identity. Work identification appears to be much higher in
emerging markets. Both sources of identity were highly correlated with employee
engagement in the emerging markets.

17. Ujvala Rajadhyaksha (2012) in the paper titled "Work-Life Balance in South East Asia:
The Indian Experience" represented angle of social for work-life initiatives. Such a
perspective requires greater reliance on governmental policy in addition to organizational
incentive to balance work-family demands. At the moment, however there is an absence
of a governing policy at the national level to guide work family efforts for varied
segments of workers in the country. There is absence of policy initiatives or
organizational interventions for workers in the unorganized sector.
18. Purohit M. (2013) in the paper titled "A Comparative Study of Work Life Balance in
various Industrial Sectors in Pune region" highlighted Pune's Industry's realities with
respect to work-life balance are segmentation of work and life domains of employees,
inequality in work-life orientation of organizations. The implementation of work- life
programs has both individual and organizational benefits. Effective work- life programs
facilitate a symbiotic relationship between the employee and employer for mutual
benefits. Employees who are better able to balance the demands on their time are more
satisfied and content. In turn they are able to perform better.

19. White M. et. al. highlighted the parameters in their paper titled ‘High-performance
Management Practices, Working Hours and Work–Life Balance' regarding selected high-
performance practices and working hours on work–life balance, analyzed with data from
national surveys of British employees in 1992 and 2000. Alongside long hours, which are
a constant source of negative job-to-home spillover, certain ‘high performance’ practices
have become more strongly related to negative spillover during this period.

20. Drew E. et.al (2005) in paper titled "Work/Life balance: senior management champions
or laggards?" represented a major contribution to our understanding of the factors that
inhibit the adoption and promotion of work/life balance by senior managers in other
organizations/sectors. It also demonstrates that while there is a willingness to discuss and
countenance more flexibility there are serious negative perceptions about
 Objective of study

 To study work life balance of employees in Banking Industry.

 To study the effects of work life balance on job satisfaction of Banking Industry.

 To study and suggest suitable solutions for work life balance.

 Research Methodology
Research methodology is the way to systematically solve the research problem. It may be
understood as science of studying how research is done scientifically.

 Research objective

1. To study are the employees are satisfied with the working of bank.
2. To study do they get enough time for family after work.
3. To study that they are able to balance there work life.
4. To study that the policy of work life management helps to increase productivity of bank.
5. To study flexible working hours of bank due to current work life management policy.
6. To study leave policy of bank.
7. To study with the help of good work life balance does the company will be more
effective and successful.

 Sample information

1. Data collection – Survey

2. Type of data – Primary and Secondary
3. Sample Area – State Bank of India
4. Type of questionnaire – Structured
5. Statistical tools uses – Pie Charts and Column Charts
6. Sample Size – 50
 Analysis Design

6 employees are between the age group of 20-23

15 employees are between the age group of 23-27
15 employees are between the age group of 27-31
9 employees are between the age group of 31-35
 5 employees are between the age group of 35-39

24 employees are between the income level of 20000-25000

11 employees are between the income level of 25000-30000

6 employees are between the income level of 30000-35000

2 employees are between the income level of 35000-40000

4 employees are between the age group of 40000-45000

2 employees are between the age group of 45000-50000

1 employees are between the age group of 50000-55000

54% respondents are male i.e 27 respondents are male

46% Respondents are female i.e 23 respondents are female

 Analysis of data

25 employees are working between 0-5 years.

18 employees are working between 5-10 years.

7 employees are working between 10-15 years.

47 Respondents are satisfied with the working hours

3 Respondents are not satisfied with the working hours.

46 employees get enough time for their family

4 employees don’t get enough time for their family.

45 employees feel that they are able to balance their work life

5 employees feel that they are not able to balance their work life.
For 24 employees work is distributed by providing flexible work timings.

For 18employees work is distributed by proving leaves to manage work

For 8 employees job share option is provided

45 employees think policy of work life management helps to increase productivity of bank

5 employees think policy of work life management does not helps to increase productivity
of bank
45 employees feel that they are able to balance their work life due to work life management
policy of bank

5 employees feel that they are not able to balance their work life due to work life
management policy of bank.
24 employees rated good for flexible working hours provide by bank due to current work
life management policy

23 employees rated better for flexible working hours provide by bank due to current work
life management

3 employees rated low for flexible working hours provide by bank due to current work
lifemanagement.
47 employees are satisfied with the leave policy of bank.

3 employees are dissatisfied with the leave policy of bank.

49 employees think that if employees have good work life balance the bank will be more
effective and successful.

1 employees think that if employees have good work life balance the bank will be more
effective and successful
 Company profile of State Bank of India Profile

The origin of the SBI goes back to the 1st decade of 19th century with the establishment of
Bank of Calcutta in Calcutta on 2nd June 1806. Three years later the bank received its
character and was re-designed as the Bank of Bengal (2nd January 1809). A unique institution
, it was the first joint stock bank of British India sponsored by the Government of Bengal.
The bank of Bombay (15th April 1840) and the Bank of Madras (1st July 1843) followed by
the bank of Bengal.

This three Bank remained at the apex of modern banking in India till their amalgamation as
the Imperial Bank of India on 27th January 1921 primarily Anglo-Indian creations , the three
presidency banks came into existence either as a result of compulsions of imperial finance or
by the felt needs of local European commerce and were not imposed from outside in an
arbitrary manner to modernize India’s economy.

Their evolution was , however , shaped by ideas called from similar developments in Europe
and England, and was influenced by changes occurring in the structure of both the local
trading environment and those in the relations of Indian economy to the economy of Europe
and the global economic framework.

The establishment of the Bank of Bengal marked the advent of limited liability, joint stock
banking in India. So was the associated innovation in banking, viz. the decision to allow the
Bank of Bengal to issue notes, which would be accepted for the payment of public revenues
within the restricted geographical area. This right of note issue was very valuable not only for
the Bank of Bengal but also to its 2 siblings the Bank of Bombay and Madras.
It meant an accretion to the capital of the banks, a capital on which proprietors did not have
to pay any interest. The concept of deposit banking was also an innovation because the
practice of accepting money for safekeeping (and in some cases, even investment on behalf
of the clients) by the indigenous bankers had not spread as a general habit in most parts of
India. But, for a long time, and especially upto the time that the three presidency banks had a
right of note issue, bank notes and government balances made up the bulk of the investible
resources of the banks.

The three banks were governed by royal charters, which were revised from time to time.
Each charter provided for a share capital, four-fifth of which were privately subscribed and
the rest owned by the provincial government. The members of the board of directors, which
managed the affairs of each bank, were mostly proprietary directors representing the large
European managing agency houses in India. The rest were government nominees, invariably
civil servants, one of whom was elected as the president of the board.

The business of the banks was initially confined to discounting of bills of exchange or other
negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.1 lakh and the period of accommodation
confined to three months only.

The security for such loans was public securities, commonly called Company’s Paper,
bullion, treasure, plate, jewels, or goods ‘not of a perishable nature’ and no interest could be
charged beyond a rate of twelve per cent. Loans against goods like opium, indigo, salt
woolens, cotton, cotton piece goods, mule twist and silk goods were also granted but such
finance by way of cash credits gained momentum only from the third decade of the
nineteenth century. 

All commodities, including tea, sugar and jute, which began to be financed later, were either
pledged or hypothecated to the bank. Demand promissory notes were signed by the borrower
in favour of the guarantor, which was in turn endorsed to the bank. Lending against shares of
the banks or on the mortgage of houses, land or other real property was, however, forbidden.
Indian were the principal borrowers against deposit of Company’s paper, while the business
of discounts on private as well as salary bills was almost the exclusive monopoly of
individuals Europeans and their partnership firms. But the main function of the three banks,
as far as the government was concerned, was to help the latter raise loans from time to time
and also provide a degree of stability to the prices of government securities.

A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras
occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note
issue of the presidency banks was abolished and the Government of India assumed from 1
March 1862 the sole power of issuing paper currency within British India. The task of
management and circulation of the new currency notes was conferred on the presidency
banks and the Government undertook to transfer the Treasury balances to the banks at places
where the banks would open branches. None of the three banks had till then any branches
(except the sole attempt and that too a short-lived one by the Bank of Bengal at Mirzapore in
1839) although the charters had given them such authority. But as soon as the three
presidency bands were assured of the free use of government Treasury balances at places
where they would open branches, they embarked on branch expansion at a rapid pace.

By 1876, the branches, agencies and sub agencies of the three presidency banks covered most
of the major parts and many of the inland trade centers in India. While the Bank of Bengal
had eighteen branches including its head office, seasonal branches and sub agencies, the
Banks of Bombay and Madras had fifteen each.

The presidency Banks Act, which came into operation on 1 May 1876, brought the three
presidency banks under a common statute with similar restrictions on business. The
proprietary connection of the Government was, however, terminated, though the banks
continued to hold charge of the public debt offices in the three presidency towns, and the
custody of a part of the government balances. The Act also stipulated the creation of Reserve
Treasuries at Calcutta, Bombay and Madras into which sums above the specified minimum
balances promised to the presidency banks at only their head offices were to be lodged. The
Government could lend to the presidency banks from such Reserve Treasuries but the latter
could look upon them more as a favour than as a right.

The decision of the Government to keep the surplus balances in Reserve Treasuries outside
the normal control of the presidency banks and the connected decision not to guarantee
minimum government balances at new places where branches were to be opened effectively
checked the growth of new branches after 1876. The pace of expansion witnessed in the
previous decade fell sharply although, in the case of the Bank of Madras, it continued on a
modest scale as the profits of that bank were mainly derived from trade dispersed among a
number of port towns and inland centres of the presidency.

India witnessed rapid commercialization in the last quarter of the nineteenth century as its
railway network expanded to cover all the major regions of the country. New irrigation
networks in Madras, Punjab and Sind accelerated the process of conversion of subsistence
crops into cash crops, a portion of which found its way into the foreign markets. Tea and
coffee plantations transformed large areas of the eastern Terais, the hills of Assam and the
Nilgiris into regions of estate agriculture par excellence. All these resulted in the expansion
of India’s international trade more than six-fold.

The three presidency banks were both beneficiaries and promoters of this commercialization
process as they became involved in the financing of practically every trading, manufacturing
and mining activity in the sub-continent. While the Banks of Bengal and Bombay were
engaged in the financing of large modern manufacturing industries, the Bank of Madras went
into the financing of large modern manufacturing industries, the Bank of Madras went into
the financing of small-scale industries in a way which had no parallel elsewhere.
But the three banks were rigorously excluded from any business involving foreign exchange.
Not only was such business considered risky for these banks, which held government
deposits, it was also feared that these banks enjoying government patronage would offer
unfair competition to the exchange banks which had by then arrived in India. This exclusion
continued till the creation of the Reserve Bank of India in 1935.

The presidency Banks of Bengal, Bombay and Madras with their 70 branches were merged
in 1921 to form the Imperial Bank of India. The triad had been transformed into a monolith
and a giant among Indian commercial banks had emerged. The new bank took on the triple
role of a commercial bank, a banker’s bank and a banker to the government.

But this creation was preceded by years of deliberations on the need for a ‘State Bank of
India’. What eventually emerged was a ‘half-way house’ combining the functions of a
commercial bank and a quasi-central bank.

The establishment of the Reserve Bank of India as the central bank of the country in 1935
ended the quasi-central banking role of the Imperial Bank. The latter ceased to be bankers to
the Government of India and instead became agent of the Reserve Bank for the transaction of
government business at centres at which the central bank was not established. But it
continued to maintain currency chests and small coin depots and operate the remittance
facilities scheme for other banks and the public on terms stipulated by the Reserve Bank.

It also acted as a bankers’ bank by holding their surplus cash and granting them advances
against authorized securities. The management of the bank clearing houses also continued
with it at many places where the Reserve Bank did not have offices. The bank was also the
biggest tenderer at the Treasury bill auctions conducted by the Reserve Bank on behalf of the
Government.
The establishment of the Reserve Bank simultaneously saw important amendments being
made to the constitution of the Imperial Bank converting it into a purely commercial bank.
The earlier restrictions on its business were removed and the bank was permitted to
undertake foreign exchange business and executor and trustee business for the first time.

The Imperial Bank during the three and a half decades of its existence recorded an
impressive growth in terms of offices, reserves, deposits, investments and advances, the
increases in some cases amounting to more than six-fold. The financial status and security
inherited from its forerunners no doubt provided a firm and durable platform. But the lofty
traditions of banking which the Imperial Bank consistently maintained and the high standard
of integrity it observed in its operations inspired confidence in its depositors that no other
bank in India could perhaps then equal. All these enabled the Imperial Bank to acquire a pre-
eminent position in the Indian banking industry and also secure a vital place in the country’s
economic life.

When India attained freedom, the Imperial Bank had a capital base (including reserves) of
Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively
and a network of 172 branches and more than 200 sub offices extending all over the country.

In 1951, when the First Five Year Plan was launched, the development of rural India was given the
highest priority. The commercial banks of the country including the Imperial Bank of India had till then
confined their operations to the urban sector and were not equipped to respond to the emergent needs of
economic regeneration of the rural areas. In order, therefore, to serve the economy in general and the
rural sector in particular, the All India Rural Credit Survey Committee recommended the creation of a
state-partnered and state-sponsored bank by taking over the Imperial Bank of India, and integrating with
it, the former state-owned or state-associate banks.

An act was accordingly passed in Parliament in May 1955 and the State Bank of India was constituted
on 1 July 1955. More than a quarter of the resources of the Indian banking system thus passed under the
direct control of the State. Later, the State Bank of India (Subsidiary Banks) Act was passed in 1959,
 enabling the State Bank of India to take over eight former State-associated banks as its subsidiaries
(later named Associates).

The State Bank of India was thus born with a new sense of social purpose aided by the 480 offices
comprising branches, sub offices and three Local Head Offices inherited from the Imperial Bank. The
concept of banking as mere repositories of the community’s savings and lenders to creditworthy parties
was soon to give way to the concept of purposeful banking sub serving the growing and diversified
financial needs of planned economic development. The State Bank of India was destined to act as the
pacesetter in this respect and lead the Indian banking system into the exciting field of national
development.

 Transformation Journey in State Bank Of India

The State Bank of India, the country’s oldest Bank and a premier in terms of balance sheet size, number
of branches, market capitalization and profits is today going through a momentous phase of Change and
Transformation – the two hundred year old Public sector behemoth is today stirring out of its Public
Sector legacy and moving with an agility to give the Private and Foreign Banks a run for their money.

The bank is entering into many new businesses with strategic tie ups – Pension Funds, General
Insurance, Custodial Services, Private Equity, Mobile Banking, Point of Sale Merchant Acquisition,
Advisory Services, structured products etc – each one of these initiatives having a huge potential for
growth.

The Bank is forging ahead with cutting edge technology and innovative new banking models, to expand
its Rural Banking base, looking at the vast untapped potential in the hinterland and proposes to cover
100,000 villages in the next two years.

It is also focusing at the top end of the market, on whole sale banking capabilities to provide India’s
growing mid / large Corporate with a complete array of products and services. It is consolidating its
global treasury operations and entering into structured products and derivative instruments. Today, the
Bank is the largest provider of infrastructure debt and the largest arranger of external commercial
borrowings in the country. It is the only Indian bank to feature in the Fortune 500 list.

The Bank is changing outdated front and back end processes to modern customer friendly processes to
help improve the total customer experience. With about 8500 of its own 10000 branches and another
5100 branches of its Associate Banks already networked, today it offers the largest banking network to
the Indian customer. The Bank is also in the process of providing complete payment solution to its
clientele with its over 8500 ATMs, and other electronic channels such as Internet banking, debit cards,
mobile banking, etc.

With four national level Apex Training Colleges and 54 learning Centres spread all over the country the
Bank is continuously engaged in skill enhancement of its employees. Some of the training programs are
attended by bankers from banks in other countries.

The bank is also looking at opportunities to grow in size in India as well as Internationally. It presently
has 82 foreign offices in 32 countries across the globe. It has also 7 Subsidiaries in India – SBI Capital
Markets, SBICAP Securities, SBI DFHI, SBI Factors, SBI Life and SBI Cards – forming a formidable
group in the Indian Banking scenario. It is in the process of raising capital for its growth and also
consolidating its various holdings.

Throughout all this change, the Bank is also attempting to change old mindsets, attitudes and take all
employees together on this exciting road to Transformation. In a recently concluded mass internal
communication programme termed ‘Parivartan’ the Bank rolled out over 3300 two day workshops
across the country and covered over 130,000 employees in a period of 100 days using about 400
Trainers, to drive home the message of Change and inclusiveness. The workshops fired the imagination
of the employees with some other banks in India as well as other Public Sector Organizations seeking to
emulate the programme.
The CNN IBN, Network 18 recognized this momentous transformation journey, the State Bank of India
is undertaking, and has awarded the prestigious Indian of the Year – Business, to its Chairman, Mr. O. P.
Bhatt in January 2008.
 Findings
 Most of the employees working are between the age of 20-27 and 27-31. 54% of
employees working in the bank are male and only 46% of employee

 Most of the employees are working with the income level between 20000-25000 and
25000-30000. The employees are mostly working between 0-5 years and 5-10 years. And
94% of employees are satisfied with the working hours of bank.

 92% of employees get enough time for family after working hours. And 90% of
employees feel that they are able to balance their work life and their personal life.

 48% of employees rated excellent for flexible working hours provide by bank due to
current work management policy.

 46% of employees rated good for flexible working hours provide by bank due to current
work life management policy.

 90% of employees think that policy of work life management helps to increase the
productivity of bank.

 90% employees feel that they are able to manage their work life due to work life
management policy of bank. And 94% of employees are satisfied with the leave policy of
bank.
 98% of employees think a good work life management helps the organization to be more
effective and successful.
 Suggestions

The following suggestions can be given to manage the work life balance:

 Time management is one of the best solutions which can help to reduce the imbalance
between the personal and the work life of the employees.

 Prioritizing the tasks and planning the activities can help to take out some free time
which can be utilized for other purposes.

 Taking some time out for hobbies and leisure activities, spending time with loved
ones can help to beat the stress.

 Learn to say "no" if required. Sharing the responsibilities will help to maintain work
life balance

 Don't commit for something which is practically impossible in order to avoid the
stress.

 Utilizing the ‘flexible working hours’ option of the organizations to get some free
time.

 The effective employee work-life balance has better organizational commitment

which leads to better production output and minimum employee turnover.
  Continue with the environment and sanitation hygiene facilities as the employees are
very much satisfied with them.
 Conclusion

Work-life balance programme offer a win-win situation for employers and

employees. While the employee may perceive work-life balance as the dilemma of
managing work obligations and non-work responsibilities, work-life balance from
the employer‘s point of view encompasses the challenge of creating a supportive
company culture where employees can focus on their jobs while at work.

In whichever way it is viewed, the existence of effective work-life balance

programme in an organization will do both the employee and employer good.

Balancing between the family responsibilities and the organization’s expectations and
the continuous struggle to maintain a professional balance can have serious effects
foe an individual’s life.

Work and personal life problems occurs when the work and family roles, burden,
obligation and responsibilities become incompatible. Hence it is essential for workers
to sustain a healthy balance between personal and their professional interest as well as
the company for which they operate.

The study concluded that the work life balance have become a challenge for banking
industry for both private and public banks and also that the work of employees
increases as they make time for family and personal interests.
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