UNIVERSITI TEKNOLOGI MARA

EXAMINING THE RELATIONSHIP BETWEEN

WORK-LIFE BALANCE AND JOB SATISFACTION
IN MALAYSIA BANKING INDUSTRY

Prepared by:
FANTASTIC FOUR
BA232(5E)

STUDENT’S NAME ID
NOOR ADLINA BINTI RASHID 2019717535
NUR SAKINAH BINTI RAHMAT 2019328891
NURUL JALINA BINTI HASSAN 2019719913
SITI NURFADIAH DINIE BINTI ABDUL MAHDI 2019717965

Thesis submitted in the fulfillment

of the requirements for the
Bachelor in Office Systems Management

Faculty of Business and Management

Prepared for:
PROF. DR. NORZAIDI MOHD DAUD
 TABLE OF CONTENTS

CHAPTER I: INTRODUCTION 4
1.1 Introduction 5
1.2 Background of the Study 5
1.3 Statement of Problem 7
1.4 Objective of the Study 10
1.5 Research Questions 10
1.6 Justification of the Study 11
1.7 Significance of the Study 12
1.8 Scope of the Study 13
1.9 Definition of Terms 14

CHAPTER II: REVIEW OF LITERATURE 16

2.1 Introduction 17
2.2 Literature Review 17
Unconducive Work Environment Affect Job Satisfaction 18
Work-Life Balance has Significant Influence on Job Satisfaction 20
High Job Satisfaction but Low Work-Life Balance 22
Low Job Satisfaction and Low Work-Life Balance 25
Work-Life Balance Program is Important for Job Satisfaction 27
Long Working Hours is Harmful to Work-Life Balance 29
2.3 Summary 33

CHAPTER III: RESEARCH METHODOLOGY 35

3.1 Introduction 36
3.2 Theoretical Background and Research Framework 36
Effects of Working Hours and Work Load on Work-Life Balance 36
Working Conditions and Work-Life Balance 37
Work-Life Balance Program and Work-Life Balance 38
Work-Life Balance and Job Satisfaction 38
3.3 Research Approach & Design 39
3.4 Data Sources 40
3.5 Data Collection Technique 40
3.6 The Instrument 41
3.7 Data Analysis Technique 41
3.8 Sample Characteristics 42

CHAPTER IV: RESULTS & FINDINGS 43

4.1 Respondents Profile 44
4.2 Descriptive Analysis 44
4.3 Regression Analysis 47
4.4 Results 49

2
 TABLE OF CONTENTS

CHAPTER V: CONCLUSION & RECOMMENDATIONS 50

5.1 Discussion 51
Relationship of Work-Life Balance with Job Satisfaction 51
The Most Contributing Factor of Work-Life Balance 52
Work-Life Balance and Job Satisfaction Based on Level of Employment 53
5.2 Practical Implications & Recommendations 53
5.3 Conclusion 55
5.4 Suggestion for Future Research 55

REFERENCES 56

APPENDIXES 59

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 CHAPTER I

INTRODUCTION

4
1.1 Introduction

The purpose of this study is to investigates the factors responsible for work-life

balance which may have effect on job satisfaction level amongst the all level of

employees/management working in banking industry in Malaysia. The chapter consists of

background of the study, statement of problem, objective of the study, research questions,

justification of the study, significance of the study, scope of the study and definition of

terms.

1.2 Background of the Study

Evolution of Job Satisfaction and Work-Life Balance

W.K. Kellogg Company created four six-hour shifts to replace the traditional three

daily eight-hour shifts before World War II. This new shift resulted in increased employee

morale and efficiency. In the 1980s and 1990s, companies began to offer work-life

programs. While the first wave of these programs was primarily to support women with

children, today’s work-life programs are less gender-specific and recognize other

commitments as well as those of the family. Employees in global communities also want

flexibility and control over their work and personal lives. Life is a balancing act, and in the

society, it is safe to say that almost everyone is seeking work-life balance. Among men

and women alike, the frustrating search for work-life balance is a frequent topic of

conversation, usually translated into not enough time and/or support to do, to handle, to

manage our work commitments or personal responsibilities. To handle work-life balance,

Friedman & Greenhaus (2000) emphasize that working adults learn to build networks of

support at home, at work, and in the community. Conflict between work and family has

real consequences and significantly affects quality of family life and job satisfaction of

both men and women.

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 “Job satisfaction” has been defined as the degree to which employee has a positive

and effective orientation towards employment by organization (Azeem & Akhtar W.,

2014). Many organizations face challenges in accurately measuring job satisfaction, as the

definition of satisfaction can differ among various people within an organization. A

satisfied employee might still be one who hops up from his/her desk at 5 p.m. sharp, or

takes that head hunter phone call looking for that 5 percent bump in pay or goes home and

mumbles “fine” when asked how his/her day was at work. Whereas, “work-life balance” is

about finding the right balance between work and life, and about feeling comfortable with

both work and family commitments. Job satisfaction can also be seen within the broader

context of the range of issues which affect an individual's experience of work, or their

quality of working life. Job satisfaction can be understood in terms of its relationships

with other key factors, such as general well-being, stress at work, control at work, home-

work interface, and working conditions. The level of employees' job satisfaction increases

by many factors and when employees are satisfied with their work, they feel motivated

(Noor, 2011). There are various explanations and definitions of work-life balance, while

most accepted and general definitions states that work-life balance is the systematic

combination of work activities and life events including personal life, family, society, and

so that one can balance their individual lives along with work (Bailyn, Drago & Kochan,

2001).

Job Satisfaction and Work-Life Balance in Banking Industry

The rapid economic growth and development in the world has created new

activities and open new doors for all business organizations. The globalization trend has

put the organizations hard to retain their competitive advantage. This trend has also

affected the banking sector. Banking sector has become more competitive and the changes

in business activities bring change in culture and perception of the employees. Working in

6
the banking sector is still one of the most desirable positions, with work facilities, rewards

and prestige being a factor (Nurhasanah, 2019). However, the long working hours, work

pressure, high demanding jobs, use of sophisticated technology made it difficult for

employees to keep a balance between their job and work commitments (Nadeem & Abbas,

2009) and would affect their job satisfaction. No longer is it just a matter of remuneration

and promotional prospects, bank employees are increasingly making decisions on how well

their current work can support a balance between personal lives and paid occupation

(Tanvi & Fatama 2012).

The trend in banks to please their employees is evolving by considering several

other causes and positions in the life of employees as compared to the hours they spend in

the workplace (Uma, 2010). Work is paid employment and life is all outside the formal

job but is usually used to denote the realm of family or home life is called as work-life

balance (Ransome, 2007). In today’s banking world, employee satisfaction is key

determinant in the achievement of organizational goals (Obiageli, 2015). According to

Kaliski (2007), job satisfaction defined a worker’s sense of accomplishment and job

success. Uma (2010) described job satisfaction as part of life satisfaction that can only

occur if employees are able to create a balance between their work and personal lives.

1.3 Statement of Problem

The level of job satisfaction of employees increases with many factors and they feel

motivated when they are satisfied with their work (Noor, 2011). Thus, Riggio (2003),

stated job satisfaction concept consists of one’s feelings and attitude about one’s job.

These attitudes include all aspects of a particular job’s negative or positive feelings that are

likely to contribute to the development of satisfaction or dissatisfaction feelings. While,

Nadeem & Abbas (2009) stated that satisfaction with work-life balance is a major key of

7
employee’s job satisfaction. Some work-life balance issues are extremely important in the

workplace, such as increased level of stress, competition among employees and insecurities

in the workplace. All these factors are components and lead to disruption in work-life

balance (Bonney, 2005). Dev (2012) conducted a study in India indicate that work-life

balance is significantly correlated with job satisfaction in the banking sector. Furthermore,

long working hours, work pressure, high demanding jobs, and the use of sophisticated

technology has made it difficult for employees to maintain a balance between their

commitments to work and work (Nadeem & Abbas, 2009).

In addition, poor working organizational culture in the commercial banks which

may not encourage various types of work-life balance practices. Besides, the competition

for market leadership in the banking sector, may lead to bank managers giving their

employees excessive work load in order to meet up with their target. Employees try their

best to be retained in the organization by putting in more time at work which may be at

detriment of their personal lives. All these may affect the upbringing of children, lead to

broken and unhappy homes and poor social life (Obiageli, 2015). According to Epie

(2011), the Nigerian banking sectors is known for its long hour culture, and high work load

of employees. Banking industry in Malaysia is not exempted from this culture. They are

most likely to be faced with issue of work-life balance, due to the nature of the work

environment. Policies are been made regarding work-life balance, but its implementation

has become an issue that needs to be looked into.

Generally, banks implement the affective work-life balance promoting practices

such as telecommuting, job sharing, flexi-time, part-time work, shift work, employee

assistance programs, on-site child care facility, leave programs, and compressed work

weeks to improve employees’ job satisfaction. According to Banu & Sundharavadivel

(2019), work-life balance considered as the crucial element to reduce the work-related

8
stress of employee which in turns lead to improve the job performance of the employee.

Another study has reported that long working hours increase the risk of depression

(Tomioka, 2011 & Virtanen, 2012). These studies were conducted to show how anxiety

and depression could result from chronic stress. It showed that prolonged exposure to

cortisol and the stress hormone contributed to depression symptoms. In other study by

Ganapathi (2016), the findings showed that work-life balance policies, work load,

organizational support and financial support are determinants of work-life balance of

women employees in new private sector banks. The results indicate that there is significant

difference between socio-economic status of women employees and determinants of work-

life balance in new private sector banks. These findings resulted to the significantly and

positively influencing the job satisfaction of women employees in new private sector

banks.

Most of work-life balance studies are focused to examine the reason of work-life

balance conflict occurred, to find the responsibility for determining and for attaining work-

life balance and the way it is achieved according to Duxbury (2003) & Guest (2002). They

believe that behind of these studies it is shown that working time gets in the way of

relationships between family and life. According to a research made by Tabassum (2011)

in Bangladesh it was found that any initiative is taken to identify if any difference exists

between male and female employees of private banking sector of Bangladesh. They

studied work life balance of employees and the study was focused to compare the existing

work-life balance between male and female employees of private banking sector of

Bangladesh. However, there is an acute shortage of empirical knowledge to discover the

relationship of level of employment/management in the banking sector with work-life

balance and job satisfaction.

9
1.4 Objective of the Study

This research can contribute to further understanding of main and specific

objectives. Thus, the main objective is to examine the relationship between work-life

balance and job satisfaction of all level of employees/management in banking industry in

Malaysia.

The specific objectives of this study are:

(i) to investigate the relationship between antecedents (i.e. working hours,

work load, working conditions and work-life balance program) on

employees’ work-life balance and job satisfaction;

(ii) to identify the most contributing factor of work-life balance on employees’

job satisfaction, and

(iii) to examine the work-life balance and job satisfaction between group of level

of employment/management (current position).

1.5 Research Questions

The gaps found in the literature limit our understanding on work-life balance

impact on employees’ job satisfaction according to the level of employment/management

in the Malaysian banking industry. It is hoped that this study would narrow the gap of

knowledge by answering the following research questions:

i. Is there any significant relationship between work-life balance and employees’

job satisfaction among employees in banking industry in Malaysia?

ii. What is the most contributing factor of work-life balance on job satisfaction of

all level of employees in banking industry in Malaysia?

iii. Which group of level of employment/management experience low work-life

balance and job satisfaction?

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1.6 Justification of the Study

In the era of 1970, researches and academicians have started working on work-life

balance to find the best possible way of balancing work and personal life of individual.

Due to rapid growth in information technology and intensive working environment has

given much emphasis on the issue recently in both academia and business organizations.

The work environment is getting competitive day by day and employees are feeling that

they cannot manage their personal lives and family due to increased burden of work. They

are feeling hurdles in meeting the responsibilities of their family. In order to retain

employees and make them productive, organization must understand the work-life balance

and the impact of work-life balance on productivity and efficiency (Williams, 2000).

This issue is gaining popularity all around the globe and becoming critical issue to

tackle. Now organizations acknowledge that employees need equal time and importance to

their personal life along with work and if it is proper manage, it can increase job

satisfaction of the employees. So, it is recognized that individual need balance between

work responsibility and responsibilities of his/her individual life. Furthermore, employers

can get high commitment from the employees by giving them flexible working

environment and in return employees enjoy the work and flexible working environment

and increase their self-esteem which leads to fewer turnovers (Lockwood, 2003).

Greenhaus and colleagues also explored the multiple roles definition of work-life

balance further with a focus on equality of time or satisfaction across an individual’s

multiple life roles. Work–family balance was therefore defined as, “the extent to which an

individual is engaged in and equally satisfied with his/her work role and family role”.

They propose three components of work-family balance, time balance, involvement

balance and satisfaction balance (Greenhaus, Collins & Shaw 2003).

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 Moreover, different level of employees experiences different level of job

satisfaction. Therefore, this research is necessary in order to assess the relationship

between work-life balance and job satisfaction that affecting bank employees in their

working along with their personal life with regards to their level of

employment/management.

1.7 Significance of the Study

Research on work-life balance and job satisfaction has become a research area of

much importance in today’s context. In recent years, there has been a growing concern

about achieving a good balance between work and non-work commitments. The literature

has noted the importance of work-life balance, moreover among single parents, working

women, dual-career couples and fathers heavily involved in parenting (De Luis Carnicer,

2004). A new approach to human resource management policies intended to encourage

the creation of a substantial balance between employees’ working and private life. As a

result, work-life balance is a requirement that actually covers all categories of workers,

regardless of gender, age or employment status. The results of this investigation could be

highly significant and beneficial especially to the following:

i. Industry. This study can be helpful for banks to identify the work-life balance

factors influencing the employees’ job satisfaction in the result and to take

measure to restore this balance. The study is significant not only to banking

industry but also to all industries in Malaysia. The study contributes to existing

body of knowledge by providing an insight on the relationship existed between

work-life balance and job satisfaction among all level of employees. Banks and

all organizations should support employees by providing policies and programs

for a balance between work and personal life.

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 ii. Society. The findings of this study will help to raise awareness of the issues and

problem faced by employees at work by promoting work-life balance among

society. The findings also may contribute to the benefit of society considering

the importance of having family, personal life and self-health is must be balance

between works.

iii. Government. The information derives from this research will also be value to

the government as guidance on what should be emphasized in providing the

support to improve employees’ job satisfaction and balancing their life and

work. This study may also be the guidelines for the government in introducing

the new policies and approaches to reduce the work-life balance that may affect

employees’ job satisfaction. By knowing the factors that may contribute to

work-life imbalance and job dissatisfaction among employees, it will increase

government participation to more concerns on the mental and physical health of

employees in the country.

iv. Employees. Another benefit is to allow employees regardless what industry

he/she is currently involved in to measure the impact of work-life balance in

working to enhance their job satisfaction and knowledge and the concept of

work, family and personal satisfaction.

1.8 Scope of the Study

This study was carried out among employees of all levels in Malaysia banking

industry to assess the employees’ work-life balance that will perceive the employees’

work-life balance and job satisfaction level. The scope of the study focused on employees

who work at any level of employment/management at any banking sector in Malaysia. The

analysing process will expose the most contributing factor of work-life balance on job

13
satisfaction and will focusing on forming groups of segmentation that show different level

of job satisfaction among bank employees based on their level of

employment/management. The study certainly included demographic characteristics,

factors contributing to work-life balance and factors influencing employees’ job

satisfaction, but not in mental health risk, protective factors and perceived stress.

1.9 Definition of Terms

The following terms and definitions are explained in relation to the current study

and will be used from time to time:

i. Banking Industry. An industry that handles cash, credit and other financial

transactions.

ii. Bank Employee. One who works for a public or private sector bank in

exchange for wages or some other agree-to compensation regardless what

position they are holding.

iii. Level of Employment/Management. The position that the employee is currently

holding.

iv. Job Satisfaction. An effective or emotional response to various aspects or

aspects of one’s work and a worker’s sense of accomplishment and job success.

v. Work-Life Balance. The balance between work and life of an employee in

which highly contribute to improve the employee’s satisfaction, commitment

and engagement in the workplace.

vi. Work-Life Balance Program. The strategies, procedures, programs and

activities that have been implemented and maintained in the workplace to

resolve flexibility, quality of work and life and tensions between family and

work.

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vii. Work Load. Amount of work completed by a worker within a specified period

and one of the measurements of work stress amongst employees.

viii. Working Hours. The time during which an employee is required to be on the

employer’s premises, on duty or at a prescribed workplace.

ix. Working Conditions. The working environment and aspects of an employee's

terms and conditions of employment. This covers such matters as: the

organisation of work and work activities; training, skills and employability;

health, safety and well-being; and working time and work-life balance.

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 CHAPTER II

REVIEW OF THE LITERATURE

16
2.1 Introduction

This chapter will look at various studies and research framework used by previous

researchers about work-life balance and job satisfaction. The chapter starts off by

providing comprehensive review to the literature and the discussion on the research

framework particularly used by the previous researchers. Last part of this chapter

represents a significant effort that has been made to clarify and provide distinctions

between studies and its summary.

2.2 Literature Review

In the past 15 years, there has been increasing interest in work-life balance in the

popular press and in scholarly journals. This increase in interest is in part driven by

concerns that unbalanced work-life relationships may have affect on job satisfaction and

performance outcomes for individuals, families and organisations. Numerous studies

suggest that work-life balance plays a crucial role in fostering desirable job satisfaction

consequences. There is accumulating evidence that employees’ job satisfaction leads

directly or indirectly to positive workplace attitudes, intentions, behaviours and

performance outcome, both to the employees and the organizations.

Job satisfaction symbolizes feeling of contentment, freedom of thought, distance

from stress and confident approach toward job requirements by the employees. It signifies

futurist and influential concerns for employers and employees in every organization

(Baumann, 2012, Pinar, 2012, Fazlollahtabaret, 2016, Alfayad & Arif, 2017, Thies &

Serratt, 2018). It has been explained as a mix of three aspects, physiological,

environmental and psychological circumstances which direct an employee to react

decisively in relation to overall satisfaction received from different aspects of their job.

17
 Few studies were conducted in the area of the present study. We have done our

review on six previous studies about this topic together with its research model to get better

understanding on the work-life balance and job satisfaction among employees which

provides direction to the present study.

Unconducive Work Environment Affect Job Satisfaction

A study by Pavitra Dhamija and her friends conducted at five private sector banks

in India with the purpose to explore the association of job satisfaction with the quality of

work-life factors of bank employees, followed by the essential influential relationship of

these concepts with socio-demographic characteristics. The research has been conducted

using the technique of multi-stage sampling to collect primary data and the data has been

analyzed by applying descriptive statistics and regression analysis. The research showed

that the unconducive work environment have turned out to be the highly alarming factor to

the job satisfaction related to private bank employees in Chandigarh and its adjoining areas

(Dhamija P., Gupta S. & Bag S., 2018). It is found that the conducive work environment

acts as stimulus for better quality of work-life and large Indian organizations genuinely

lack employee satisfaction in this context (Philipson & Soares, 2005).

The development model of the research identified two variables; (1) quality of work

life as independent variable, and (2) job satisfaction as dependent variable. The model also

focusing on sub-factors under the quality of work life and job satisfaction to form a strong

theoretical background. In addition, this study put intervening variable of socio-

demographic into consideration to collect the right feedback from respondents. This model

identified all parameters intended to contribute toward higher job satisfaction as well as

quality of work-life is termed as an intrinsic tool which, if used effectively, can route

18
organizational to attain higher level of job satisfaction among employees (Fields and

Thacker, 1992; Cohen et al., 1997, Mosadeghrad et al., 2011).

Some studies have also connected sustainability with human element in the

organizations could fetch better results from employees in term of commitment and

motivation (Pfeffer, 2010; Speth, 2010; Scully-Russ, 2012; Singh; 2018). Job awareness

and commitment positively impacts on job satisfaction of bank employees. A plethora of

factors can persuade employee’s job satisfaction level in the organization which is

expected to change in equation with social, demographic and economic developments

(Sureshchandar et al., 2001; Colwell et al., 2008; Lenka et al., 2009; Belias et al., 2015;

Miao et al., 2017). Due to that, perceived job motivators influence job satisfaction of bank

employees. Besides, the conducive work environment acts as a stimulus for better quality

of work life and large Indian organizations genuinely lack employee satisfaction in this

context (Philipson and Soares, 2005; Bowen, 2016; Pugh and Subramony, 2016; Bellou et

al., 2017). Singh, 2016; Bozionelos and Singh, 2017 explored the concept of work

environment and confirmed its importance for the benefit of employees. However, this

study showed that unconducive work environment is negatively associated with job

satisfaction of bank employees.

While socio-demographic factors are concerned, existing literature supports the

association of job satisfaction and socio-demographic profile such as gender and age of the

employees (Dorman and Zapf, 2001; Ho and Au, 2006), work experience and education

level (Fairbrother and Warn, 2003), and level of income (Clark, 1997; Coomber and

Barriball 2007; Bowen, 2016; Singh et al., 2016; Pugh and Subramony, 2016; Bellou et al.,

2017, Leiter and Maslach (2003) reported a significant positive association of the quality

of work life with work experience and age of industrial workers in Bangladesh, followed

19
by the positive association of income and quality of work life among hospital employees

(Furnham, 1990; Singh, 2006; Royuela et al., 2008; Hussain et al., 2017).

Other than that, the sub-factors of job satisfaction include pay, promotion,

supervision, fringe benefits, contingent rewards, operating procedures, co-workers, nature

of work and communication. The findings revealed the unconducive work environment has

confirmed negative association with job satisfaction and the study foresees to contribute

useful information to the top management level in the organizations to enhance employees’

overall job satisfaction. The study recommends the authors to extend their study on the

banking industry or with some different target audience (yet unexplored) due to the size of

the sample is small compared to the entire population working in respective private banks

and the study considered only private sector banks.

Work-Life Balance has Significant Influence on Job Satisfaction

On the other hand, a research done in banks in Jakarta by Kasbuntoro, Dasih Irma

& Sari Maemunah (2020) revealed that work-life balance have a significant influence on

employees’ job satisfaction. This is in accordance with the research conducted by

Nurendra & Saraswati (2016) and foreign research with the same conditions that have been

carried out by Adikaram & Jayatilake (2016) who get the same results namely having a

positive and significant influence on job satisfaction. The study found that work-life

balance is important in human resource management because it has a significant influence

on job satisfaction, based on the theories that job satisfaction could indirectly affect

employee performance. The respondents were employees from five different banks in

Indonesia consisting private banks and own-state banks. These five banks were considered

to be able to represent the bank industry in Indonesia.

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 The model of work-life balance of this literature concentrate on the ability of a

person to balance the demands of work with their personal and family needs

(Schermerhorn, 2013). It is the ability of individuals to fulfill their work and family

commitments, as well as other non-job responsibilities. Clark (2000) describe work-life

balance as the level of satisfaction individuals feel when they can function at work and at

home with minimal role conflict. The model has been used to find the relationship

between the independent variables and the effect to dependent variables. The independent

variables in this model is work-life balance comprises of working hours, working

conditions, work pressure, change of job and Work-Life Balance Programs, while the

dependent variable is job satisfaction. According to Kasbuntoro et al., (2020), the

relationship in the hypothesis test examined those six variables and the hypothesis accepted

only H1 (Work-life balance and job satisfaction have a significant effect), H4 (Work

pressure and job satisfaction have a significant effect), H5 (Change of job and job

satisfaction have a significant effect) and H6 (Work-Life Balance Programs and job

satisfaction have a significant effect). The hypothesis rejected is H2 (Working hours and

job satisfaction have a significant effect) and H3 (Working conditions and job satisfaction

have a significant effect).

The findings concluded work-life balance has a significant effect on job satisfaction

industry banks in Jakarta and it is important in human resource management because it has

a significant influence on job satisfaction that will indirectly affect employee performance.

Kasbuntoro et al., (2020), suggested that the next researcher should be able to add

mediation variables to find out more deeply about the influence of the two variables,

because more variables are expected to get more precise results in the future.

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High Job Satisfaction but Low Work-Life Balance

Another research to examine the effect of work-life balance on job satisfaction also

has been carried out by Arunika M.M. & Kottawatta H. (2015) to identify which factors of

work-life balance have more influence on employees’ job satisfaction. This study was

done on the non-executive employees in public banking sector in Colombo District. The

sample method of the survey was simple random sampling. The data collected from the

sample were analysed using univariate, bivariate and multivariate analysis. The research

pointed out that there is negative effect of work-life balance on job satisfaction among the

non-executives of the public banks in Colombo district. The study revealed work-life

balance was important to determinant of intrinsic aspects of job satisfaction. It was found

that employees are more committed towards their job to get higher reward and

appreciation. This attitude towards their jobs however increased family conflict but

increases job satisfaction.

Research model of the study explains that the dependent variable of this study

which is job satisfaction that is influenced by independent variable, which is work-life

balance. Work-life balance consists of six sub variables such as work to family

interference, family to work interference, work stress, life stress, work load and job

autonomy. Malik and others (2010) examined a relationship of work-life balance and job

satisfaction in a sample and revealed that there was no significant effect of work-life

balance on job satisfaction. While, Yadav and Dabhade (2014) revealed work-life balance

was an important determinant of intrinsic aspects of job satisfaction. It was found that

employees are more committed towards their job to get higher reward and appreciation.

This attitude towards their jobs however increased family conflict but increases job

satisfaction. The study done by Nadeem and Abbas (2009) revealed that there was a

negative relationship between work to family interference, family to work interference,

22
work load and stress with job satisfaction of employees. Based on the arguments and

empirical evidence the first hypothesis of this study was developed as there is a negative

effect of work-life balance and employee job satisfaction.

As Greenhaus and Beutell in 1985, work-family interference is a state of affairs

where the work and family domains interfere with one other (Kafetsios 2007, p. 15).

According to Kafetsios (2007), work-life conflict may be either positively or negatively

affect to the psychological aspects of worker. The study found that work to family

interference is recorded as a negative relationship (Nadeem & Abbas 2009). As Oswald in

2002, household responsibilities were over-involved by the job related responsibilities. As

indicated by Ezra and Deckman (1991), Jayaweera (2005), Cabrita and Heloisa (2006);

Janasz and Behson (2007) and Nadeem and Abbas (2009), there is negative effect of the

work to family interference. Carlson, Grzywacz and Kacmar (2010), Carly, Allen and

Spector (2002) and Netemeyer, Boles and McMurrian (1996) also pointed out that there

was negative relationship between work to family conflict with job satisfaction.

The second sub variable of work-life balance is family to work interference. There

are different life matters which directly and indirectly affect to the works of employees.

As Nadeem and Abbas (2009), family problems like child care or elderly care may be a

family matters which interfere with work. As Narayana and Savarimuthu (2014), there

was negative relationship between families to work interference with job satisfaction of

women working in IT industry. Carlson, Grzywacz and Kacmar (2010), Carly, Allen and

Spector (2002) and Netemeyer, Boles and McMurrian (1996) pointed out that there was

negative relationship between family to work conflict with job satisfaction. According to

the available research findings, there is a negative effect of family to work interference on

employee job satisfaction.

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 The third sub variable of work-life balance is work stress. There are different

studies pointed out that there was significant relationship between work family conflicts

with job stress (Bedeian et al. 1988; Netemeyer et al 2004; Allen et al 2000; Aryee 1992;

Kossesk & Ozeki 1998). Job stress on the topic of work-life balance consists of two

directions, family related stress and work-related stress. As Bedeian et al. (1988),

Lopopolo (2002), Netemeyer et al. (2004), there was negative relationship between job

stresses on job satisfaction. Hart in 1999 found strong negative relationship between non-

job stressors and non-work satisfaction.

Last but not least, the workload. Workload is two forms which are physical and

mental (Kawada et al. 2010). Moderate staff satisfaction with amount of variety in job was

found by Houston et al in 2006. A negative relationship with job overloads and job

satisfaction was found by Altaf and Awan in 2011 of their study. Shujat et al. (2011)

pointed out through their study that work pressure had negative and weak relation with

employees’ job satisfaction. Awang & Ahmad (2010) pointed out that there was lack of

significant among workload and job satisfaction. However, Chimanika et al (2007) found

that high volume of workload leaded low job satisfaction among staff members. Hence,

this study was formulated as there is a negative effect of work pressure or work load on

employee job Satisfaction.

The level of employees' job satisfaction also increases by many factors and when

employees are satisfied with their work, they feel motivated (Noor 2011). Job autonomy is

one of the core dimensions of job characteristic model. Job autonomy was found as the

greatest effect on job satisfaction of employee by Loher et al in 1985. However, the

moderate effect of job autonomy on job satisfaction was found by Morris and Venkatesh in

2010. DeCarlo and Agarwel (1999), Finn (2001), Liu et al. (2005), Nguyen et al. (2003),

24
Thompson and Prottas (2005), and Wang and Netemeyer (2002) concluded that there was a

positive effect of job autonomy on job satisfaction of employee.

Low Job Satisfaction and Low Work-Life Balance

On another study to investigate the relationship between work-life balance and job

satisfaction done by Arunashantha A. (2019) revealed that most of the employees seem not

satisfied with their job and as a result they cannot have proper work-life balance. This

study was done using 360 employees as a sample and they represent shipping and logistics

sector of the ACB Maritime Agencies, Colombo in Sri Lanka. The data were analyzed

using factor analysis and structural equation model. Organization should have a work

arrangement that help employees have flexible in timing and the ability to spend more time

with their families.

As a result, these arrangements lead to higher level of job satisfaction, the more

flexibility employees are more satisfied and they report high job satisfaction (Gayathiri &

Ramakrishnan, 2013). Work-life balance practices such as part of the job for those with

family responsibility make employee happier and satisfied as they can handle family

matters as well as their working life. Employers should provide their staff with service that

support them to have time with their families such as flexi-time, healthcare, sports centers,

entertainment programs, implementation of work-life policies. When employees have

good work-life balance arrangements, they are encouraged to perform better which in turn

increase the company profits.

The conceptual framework of this study has been used to test the impact of

employees’ work-life balance on job satisfaction, whether it has a negative impact or a

positive impact. Job satisfaction has been defined as the degree to which employees have a

positive and effective orientation towards employment by organization (Azeem & Akhtar

25
W., 2014). Many organizations face challenges in accurately measuring job satisfaction, as

the definition of satisfaction can differ among various people within an organization. As a

result, these arrangements lead to higher level of job satisfaction, the more flexibility

employees are the more satisfied ad they report high job satisfaction (Gayathiri &

Ramakarishnan, 2013).

The study shows that there are positive relationships found on work-life balance by

work stress. The study conducted by (Nadeem & Abbas, 2009) found that a negative

correlation exists between stress and job satisfaction. Increase in stress leads to decrease in

employee job satisfaction. They found that a positive relationship between working hours

and job satisfaction where working hours is a one predictor for work satisfaction in the

research. In other words, people who work more hours are more satisfied in their work.

They also pointed out in the research that income mediate relationship between working

hours and job satisfaction as income is positive correlated with longer working hours.

(Nadeem & Abbas, 2009) further added other factors like salary, organization policy and

satisfaction of supervisors are associated with job satisfaction and minimize the impact of

stress.

The second factors affecting of employees’ work-life balance on job satisfaction is

management support. To handle work-life balance, Friedman & Greenhaus emphasize that

working adults learn to build networks of support at home, at work and in the community.

The results are found by previous research conducted by (Parvin, 2011). They concluded

in their research that there is a positive relationship between management support and

work-life balance. Similarly, (Varatharaj & Vasantha, 2012) research identified that

management support is critical to work life balance initiative. This type of encouragement

can be strengthening to provide timely and constructive feedback on the employee

performance. Managers pay an important role in the success of work-life programs

26
because they are in apposition to encourage or discourage employee’s efforts to balance

their work and family.

According to the study, there is positive relationship between family support and

work-life balance. This result is consistent with other studies and supported (Azeem &

Akhtar W, 2014). They found that the support from family members will play a significant

role in balancing personal and work life. Family member support is a leading judge of

work life balance. Women employees also have adult children can easily balance than

women with younger age kids. Similarly, women employees who need to take care of

older parents or in laws health responsibility have lesser work life balance than their

colleagues. In conclusion, family member’s support affects the work life balance of

employees. Lower balance may lead to higher absenteeism, lower job satisfaction and

sometimes may turn to higher employee attrition. Organizations with cooperative work

culture may help them to hiring a suitable balance in their performance and personal life.

Work-Life Balance Program is Important for Job Satisfaction

An additional study also done in Sri Lanka to analyze the impact of work-life

balance on employees’ job satisfaction in private sector commercial banks was done by

Adikaram D.S.R. (2016). The data is collected in consideration of demographic factors

and factors affecting the job satisfaction with respect to working hours, working

conditions, work-life balance programs, employee intention to change job and work

pressure. 150 questionnaires were distributed among the employees of different

commercial banks. The data were analysed using correlation and regression analysis. The

findings also suggest that work-life balance has a significant impact on employee job

satisfaction in private sector commercial banks of Sri Lanka.

27
 The study has found out that work-life balance program has significant relationship

with employees’ job satisfaction compare to working hours and working conditions.

Working hours and working conditions do not have much impact on employees’ job

satisfaction level because employees of private sector commercial banks have made it a

norm to work long hours and give more priority to their job activities than their personal

life activities. Work-life balance program have positive and significant impact on

employees’ job satisfaction because this program help employees to reduce their work

burden (Ueda, 2012). Accordingly, organizations can increase its employees’ job

satisfaction by increasing work-life balance programs for employees, which is like to help

them manage their job life.

The research framework of the study has been used to analyze the relationship

between work-life balance and employee job satisfaction. There is the independent

variable of the study, which are working hours, working conditions, work pressure, change

of job, and work-life balance programs that connected to the dependent variable which is

employee job satisfaction. The study found that working hours and working conditions do

not have a significant effect on the level of job satisfaction because employees of private

sector commercial banks have made it the norm to work long hours and to give more

attention to their job than to non-job activities in their lives. In addition, as in most private

sector organizations, private sector commercial banks provide their employees with

working conditions by making the working environment more convenient, providing

sufficient tools, equipment, organizing unleash events and atmospheres.

The third independent variable is work pressure. Saleem et al. (2013) found in their

study that job stress has an impact on job satisfaction of employees in the banking sector of

Bahawalpur. Ashfaq et al. (2013) also found that job pressure is related to the employee’s

job performance in Pakistan's banking sector. The fourth independent variable is a change

28
of job. Chahal et al. (2013) suggested to increase the efficiency of the employee's bank

should timely appraise their employees and encourage them to work hard because satisfied

employees are the reasons for the organization’s success. When employees are satisfied

with their jobs, they become loyal and committed to the organization. As they become

loyal, the employees will not change their job.

This study has also found out that there is a significant correlation relation of work-

life balance programs on employee job satisfaction in the private banking sector. It is

supported by other studies also. For example, Ueda (2012) concluded that work-life

balance programs have a positive and significant effect on employee job satisfaction of

full-time and part-time workers working in Japanese business organizations. According to

the findings of this study, these programs help employees minimize their workload and

efficiently carry out their work. Banking sector can increase employee job satisfaction by

increasing work-life balance programs for employees, which is likely to help them manage

their job life. The findings of the current study further revealed that the work-life balance

is substantially positively correlated with job satisfaction, so increasing the work-life

balance could also increase the job satisfaction of employees.

Long Working Hours is Harmful to Work-Life Wellbeing

Another research by Ya-Yuan Hsu and Chyi-Huey Bai (2019) was done to examine

whether the associations between working hours, job satisfaction and work-life balance are

mediated by occupational stress. Questionnaires were administered to 369 respondents

working in the high-tech and banking industries. The study results indicated that

occupational stress acts as mechanism in the links between working hours and work-life

balance and job satisfaction. The analysis revealed significant correlations between long

working hours and both occupational stress and work-life balance, as well as between

29
occupational stress and both work-life balance and job satisfaction. According to the

results, problems in occupational stress and alertness resulting from being burdened with

higher working hours seem to have many harmful ramifications for work-life wellbeing,

such as work-life imbalance and job dissatisfaction. Past investigations also have found

that both work-life balance and job satisfaction are impacted by overtime work (A. Nakata,

2006).

The research model has been used to discover the relationship between prolonged

working hours and occupational stress. The effects of occupational stress are work-life

balance and job satisfaction. Past investigations have found that both work-life balance

and job satisfaction are affected by overtime work. At the same time, the relationships

between long working hours and occupational wellbeing, health, and quality of life is not

yet entirely clear, although previous studies have found that excessive working hours can

lead to a number of specific health issues, including depression, anxiety, and sleep

disturbances.

As a result, expending excessive amounts of energy at work have resulted in

various physical reactions, including fatigue and physiological activation. Associations

have also been found between employees who engage in overtime work without

corresponding improvements in productivity and a higher risk of voluntary unpaid

overtime work and reduced quality of life at home. Banking jobs involve both substantial

financial stakes and considerable interpersonal pressure, which can lead to long-term

energy depletion among employees in the banking sector. Working hours impact

occupational stress, which in turn impacts work-life balance and job satisfaction. The

more hours an employee work, the more stress they will become, it can lead to work-life

imbalance and job satisfaction become low.

30
 Author Title Abstract Methodology Findings Recommendations
Dhamija P., Measuring of Job The paper intends to explore ➢ Using primary The unconducive work The size of the sample is
Gupta S. & Satisfaction: The Use of the association of job data environment has confirmed small to compare to entire
Bag S. (2018) Quality of Work-Life satisfaction with the quality ➢ Multi-stage negative association with job population working in
of work-life factors of bank satisfaction. The study respective private banks and
Factors sampling
employees, followed by the foresees to contribute useful the study considered only
essential influential ➢ Survey information to the top private sector banks. The
relationship of these questionnaire management level in the authors could extend their
concepts with socio- organizations to enhance study on the banking industry
demographic characteristics, employees’ overall job or with some different target
thereby, proving its own satisfaction. audience (yet unexplored).
distinct contribution to the
subsist body of literature.
Kasbuntoro, Work-Life Balance and The paper aims to find out ➢ Using primary Work-life balance has a The researchers are expected
Dasih Irma & Job Satisfaction: A Case about work-life balance and data significant influence on job to be able to add mediation
Sari Study of Employees on job satisfaction in the bank ➢ Survey satisfaction industry banks in variables to find out more
Banking Companies in industry in Indonesia. Jakarta. Work-life balance is deeply about the influence of
Maemunah questionnaire
Jakarta important in human resource the two variables. More
(2020) management because it has a variables are expected to get
significant influence on job more precise results in the
satisfaction that will future.
indirectly affect employee
performance.
Arunika The Effect of Work Life To investigate what extent ➢ Using primary Work-life balance was The model is relatively small,
M.M. & Balance on Employee work-life balance affects on data important to determinant of and did not take in to
Kottawatta Job Satisfaction among job satisfaction among non- ➢ Univariate, intrinsic aspects of job consideration other factors
Non-Executives executives in the public that might have affected the
H. (2015) bivariate and satisfaction. The positive
in the Public Banking banking sector in Colombo relationships between the
district. multivariate attitude towards jobs however variables that influence work-
Sector in Colombo
analysis increased family conflict but life balance and job
District
increases job satisfaction. satisfaction.

31
Author Title Abstract ➢ Methodology Findings Recommendations
Arunshantha The Impact of Work- To analyze and identify ➢ Using primary The results revealed that most Further research could extend
A. (2019) Life Balance on Job relationship between work- and secondary of the employees seem not the finding from this study by
Satisfaction: With life balance and job data satisfied with their job and as identifying more variables that
Special Reference to satisfaction and is there any a result they cannot have could have more influence on
➢ Survey
ABC Private Limited in impact of work-life balance proper work-life balance. relationship between work life
Sri Lanka on job satisfaction. questionnaire Most of staff are on tasks that balance and job satisfaction,
are in high demand and that such as teleworking
need to be finished in very technology, job autonomy,
strict deadlines. cultural and environmental
variables and etc.
Adikaram Impact of Work Life To determine whether job ➢ Using primary The findings suggest that This study can be replicated
D.S.R. Balance on Employee satisfaction differs by work and secondary work-life balance has a with samples as a whole of
(2016) Job Satisfaction life, and whether there is a data significant impact on banking industry or as a
in Private Sector relationship between work employee job satisfaction in comparison between private
➢ Survey
Commercial Banks of life and job satisfaction. private sector commercial and public banking sector
Sri Lanka questionnaire banks of Sri employees and researchers
Lanka. need to pay more attention to
different other factors in
future studies of work life
balance on job satisfaction
behaviours.
Hsu Y.Y. & Long Hours Effects on To examined whether the ➢ Using primary The analysis revealed The sample of participants
Bai C.H. Work-Life Balance and associations between data significant correlations came exclusively, the high-
(2019) Satisfaction. working hours, job ➢ Survey between long working tech and banking industries
satisfaction, and work-life hours and both occupational and the workloads of
questionnaire
balance are mediated by stress and work-life balance, employees in those industries
occupational stress. as well as between typically vary on a seasonal
occupational stress and both basis. The authors could
work-life balance and focus their study on the
job satisfaction. banking industry only.

32
2.3 Summary

Taking everything into account, it has been realized that there are weaknesses and

limitations on the previous researches that we have reviewed. As for the first research by

Dhamija P., Gupta S. & Bag S. (2018), the sample size is small to be compared to the

entire population working irrespective private banks in Chandigarh and its adjoining areas

and the study considered only private sector banks. Thereby, our recommendation for

future research is to widen the scope for a comparative between private and public sector

banks. The authors could extend their study on the banking industry or with some different

target audience (yet unexplored).

The weaknesses we found for the second research by Kasbuntoro, Dasih Irma &

Sari Maemunah (2020) is there is no mediation variable to influence the dependant variable

and its impact on the independent variables. Therefore, we suggest the researchers are to

be able to add mediation variables to find out more deeply about the influence of the two

variables. More variables are expected to get more precise results in the future.

Next, for the third research by Arunika M.M. & Kottawatta H. (2015), we found

that the model is relatively small, and did not take in to consideration other factors that

might have affected the relationships between the variables that influence work-life

balance and job satisfaction. Further research studies should consider alternative methods,

such as a longitudinal study among non-executives instead of cross sectional survey design

to measure the variables.

Research done by Arunshantha A. (2019) only serves as a base that requires future

research to do more investigations. Further research could extend the finding from this

study by identifying more variables that could have more influence on relationship

between work life balance and job satisfaction, such as teleworking technology, job

autonomy, cultural and environmental variables and etc.

33
 The weakness we found on the next research by Adikaram D.S.R. (2016) is limited

to the private sector commercial banks only. This study can be replicated with samples as

a whole of banking industry or as a comparison between private and public banking sector

employees. It is suggested that researchers need to pay more attention to different other

factors in future studies of work life balance on job satisfaction behaviours.

Lastly, research done by Hsu Y.Y. & Bai C.H. (2019) was to analyze whether the

associations between working hours, job satisfaction and work-life balance are mediated

by occupational stress. It is found that the sample of participants came exclusively from

two different industries, the high-tech and banking industries and the workloads of

employees in those industries typically vary on a seasonal basis. Therefore, we

recommend the authors could focus their study on the banking industry only.

Now after going through the review process, it has been realized that although the

researchers across disciplines have extensively researched the concepts of job satisfaction

and work-life balance, none of them investigate the work-life balance and the level of job

satisfaction among bank employees at all level of employment/management. Accordingly,

there is a need to explore the association between work-life balance and job satisfaction of

bank employees from different level of employment/management to contribute more as the

issues will be explored deeper in depth rather than solely based on the influence factors.

34
 CHAPTER III

RESEARCH METHODOLOGY

35
3.1 Introduction

This chapter clearly defines the research methods used to conduct this study. The

chapter will explain how the necessary data and information to address the research

objectives and questions was collected, presented and analyzed. Reasons and justifications

for the research approach and design, data sources, data collection techniques, research

instruments, data analysis techniques used are given.

3.2 Theoretical Background and Research Framework

Key concepts and relevant theories tested by previous scholars would be the pillar

and sources of the study. The combination of the theoretical will become the basis of the

belief which explains the relationship between work-life balance and job satisfaction

among employees. Referring to the most contributing factor of work-life balance on job

satisfaction of banking industry in Malaysia, it is important to associate these theoretical

and explanation are made possible by integration of variables to get and optimum result

and better insight to unearth problem. Therefore, the reviews on the past literature relevant

to the research topic has propelled the formulation of a research framework and the

construction of five testable hypotheses as mentioned below.

Effects of Working Hours and Work Load on Work-Life Balance

Individuals spend the majority of their waking time working, thus job satisfaction

has a significant impact on overall happiness and quality of life (Frey & Stutzer, 2010).

An excessive workload creates perceptions that the effort-exchange perception is unfair,

thus reducing job satisfaction (Mulki, 2008). In addition, mobile technology increases

workload perceptions as both the organization and the customer expect customer service

people to be always available and capable of providing an immediate response to their

36
requests (Duxbury, 2014 & Leclercq-Vandelannoitte, 2017). There is growing attention on

the impact of time at work due to overtime work load and specifically the match between

the hours employees wish to work and the hours they actually work. Some individuals

might be willing and able to prioritize non-work time to devote to themselves, their

families or their communities (Golden, 2006). Others might prefer or be required to work

longer hours to obtain a larger paycheck or other intrinsic and extrinsic rewards (Wilkins,

2007, McKee-Ryan & Harvey, 2011). Past investigations also have found that both work-

life balance and job satisfaction are impacted by overtime work (A. Nakata, 2006).

Increased working hours actually leads to degradation in work-life balance, for example

when an employee is required to work overtime excessively to complete a task than is

necessary will result to no or limited time to spend on personal life. To test this relation,

we suggest the following hypotheses:

H1: There is a relationship between working hours and work-life balance.

H2: There is a relationship between work load and work-life balance.

Working Conditions and Work-Life Balance

Different factors within the working environment such as wages, working hours,

autonomy given to employees, organizational structure and communication between

employees and management may affect job satisfaction (Lane, Esser, Holte, & Anne,

2010). Chandrasekar (2011) argue that an organization needs to pay attention to create a

work environment that enhances the ability of employees to become more productive in

order to increase profits for organization. As such, in order to test whether there is any

significant relationship between working conditions and work-life balance, we propose the

following hypothesis:

H3: There is a relationship between working conditions and work-life balance.

37
Work-Life Balance Program and Work-Life Balance

The core of work-life balance program is a concept of moral intelligence and

motivation that will create balance in work, self-management, self-motivation, and

responsibility. In order to maintain the quality and commitment of the employees who are

required to achieve the targets given, many companies are currently implementing this kind

of programs. According to Frame & Hartog (2003), work-life balance means employees

have balance time, work pressure, pay, between work and life outside. This actually means

that work-life balance programs could help employees to have better work-life balance. To

test such a relation, we put forth the following hypothesis:

H4: There is a relationship between work-life balance program and work-life balance.

Work-Life Balance and Job Satisfaction

Work-life balance is the balance of life in work. This balance in work is an

important factor that can support increased job satisfaction with a job. Hutcheson (2012)

reveals that work-life balance is a form of satisfaction in individuals in achieving life

balance in their work. Shujat (2011) found out that there was a positive relation of work-

life balance on employees’ job satisfaction. Workers with a good balance of time and

pleasant social life will have a high Employee Engagement (Bakker, 2008) and will affect

employee satisfaction with their work. The following proposition thus ensues:

H5: There is a relationship between work-life balance and job satisfaction.

In summary, the theoretical framework shows the research model along with the

propositions to be tested in this study. If working hours (H1), work load (H2), working

conditions (H3) and work-life balance program (H4) have an impact on work-life balance,

it may influence the job satisfaction (H5).

38
 Figure 1 : Theoretical framework and hypotheses of this stud

3.3 Research Approach & Design

Heppner (1992) describe a research design as a plan or structure for an

investigation or a list of specifications and procedure for conducting and controlling a

research project. In other words, it can be described as a master plan which indicates the

strategies for conducting a research. On another note, Burns & Grove (1993) define

quantitative research as a formal, objective, systematic process to describe and test

relationships and examines cause and effect interactions among variables. For this study, a

descriptive survey was used and the information was collected through self-administered

questionnaire distributed to the subjects.

A descriptive survey was selected because it provides an accurate portrayal or

account of the characteristics and/or behaviour of a particular individual or group and

relatively quick, easy and cheap to conduct. This design was chosen to meet the objectives

of the study, namely to examine the relationship between work-life balance and job

satisfaction of all level of employees in banking industry in Malaysia.

39
3.4 Data Sources

The research relied on primary data in order to come up with accurate and objective

findings. Primary data refers to data collected for the first time in the field for the purpose

for which it is originally used (Jewel, 2001). Primary data for this particular study was

collected using questionnaires. Questionnaires were given to employees at all level in all

banking industries across Malaysia. Primary data collection was given the highest priority

in this research as there was limited published material and may not be accurate on the

subject under study.

3.5 Data Collection Technique

The study was carried out using questionnaires, in which the questionnaires were

distributed randomly through digital platform (online). Saunders (2003) argues that a

reasonable and moderate high response rate is guaranteed with self-administered

questionnaires, hand delivered and collected questionnaires. The questionnaire survey also

provides greater uniformity across research situations as respondents respond to the same

standardized questions. At the same time, the questionnaire survey techniques give the

respondents enough time to respond to the questions as they were given their own time to

answer the questionnaires. Thus, the element of anonymity associated with the

questionnaire survey technique enhances the chances of getting honest response.

Since it is generally impossible to study the entire population, this study typically

relies on sampling to acquire the section of population to perform the observational study.

Therefore, simple random sampling is the best technique to achieved unbiased sample.

40
3.6 The Instrument

The survey questionnaire used in this study contained seven sections, shown in the

Appendix. The first section contains seven questions capturing the respondents’

demographic information such as gender, age, marital status, highest level of education,

current position, banking sector and work experience in current position. The remaining

sections comprised four items on working hours measurement, four items on work load

measurement, five items on working conditions measurement, five items on work-life

balance program measurement, five items on work-life balance measurement and five

items measuring the job satisfaction of employees. All items in section C to G were

measured using a five-point Likert scale ranging from 1 = strongly disagree to 5 = strongly

agree. While the use of multiple choices questions for section A and B allows respondents

to answer questions with ease and their responses to be easily tabulated.

3.7 Data Analysis Techniques

Data are being analyzed in identifying the relationship and impact of work-life

balance factors on job satisfaction of all level of employees in banking industry in

Malaysia. Quantitative data analysis tools are used to analyze the collected data. The

primary data collected from the sample were analyzed using the computer based statistical

data analysis package, Statistical Package for Social Sciences (SPSS). Descriptive analysis

and regression analysis have been applied to draw the results of results of the study.

Descriptive statistics are used to describe and interpret the socio-demographic of

respondents, while regression analysis is used to test the hypotheses of the study.

41
3.8 Sample Characteristics

The present research investigates the association of job satisfaction with work-life

balance of bank employees while considering their socio-demographic profiles. This study

covered both private sector (commercial bank) and public sector (government link

company) of banking industry in Malaysia. The respondents are from different cadres,

namely, general manager/assistant general manager, director/deputy director/assistant

director, head/assistant of head of department/unit, manager/assistant manager, senior

executive/executive, chief clerk/clerk were requested to contribute in this survey.

42
 CHAPTER IV

RESULTS & FINDINGS

43
4.1 Respondents Profile

The number of respondents after data cleansing was done showed only 142 people

from 144 respondents who answered the questionnaire were selected for analysis. Table 1

reports the main socio-demographic attributes of respondents. Surprisingly, the majority of

the respondents are female, as if women are becoming dominant in the rapidly growing

services sector of banking. Women (57.7%) prevailed over men (42.35%). About half of

respondents were aged between 31 and 40 years (43.7%). Majority of the respondents

were married (77.5%) and most of them possessed bachelor degree as the highest level of

education (45.1%). More than half of them were holding senior executive/executive as

their current position (52.1%) with working experience of less than 10 years (52.1%) and

almost of them were from private banking sector (85.9%). Response received by various

positions of respondents in banking sector thus corroborates the definition of bank

employees provided by the researchers and supports the attempt to unravel the objectives

and questions of this research.

4.2 Descriptive Analysis

From the cumulative data gathered, descriptive analysis has been done to know the

distribution of the data. The mean value gathered is the average value for each variable.

The table below show the mean for four independent variables and one dependent variable.

Descriptive analyses were obtained for the interval scaled. The responses are scaled using

5-point Likert scale where 1 was anchored to “Strongly Disagree”, 2 as “Disagree”, 3 as

“Neutral”, 4 as “Agree” and 5 as “Strongly Agree”.

44
 Table 1 : Demographic profiles of the respondents

Socio-demographic Category Frequency Percentage

variable

Gender Male 60 42.3

Female 82 57.7

Age 21 - 30 years 35 24.6

31 - 40 years 62 43.7
41 - 50 years 36 25.4
51 - 60 years 9 6.3

Marital Status Single 30 21.1

Married 110 77.5
Divorced 2 1.4
Widowed 0 0

Highest Level of Secondary School 24 16.9

Education Diploma 37 26.1
Bachelor Degree 64 45.1
Master Degree 16 11.3
PhD/DBA 0 0
Other 1 0.7

Current Position General Manager/Assistant General 2 1.4

Manager
Director/Deputy Director/Assistant 0 0
Director 11 7.7
Head/Assistant Head od Department/Unit 23 16.2
Manager/Assistant Manager 74 52.1
Senior Executive/Executive 26 18.3
Chief Clerk/Clerk 6 4.2
Other
122 85.9
Banking Sector Private Sector (Commercial Bank) 20 14.1
Public Sector (GLC-Government Link
Company)
35 24.6
Work Experience 1 - 5 years 39 27.5
6 - 10 years 31 21.8
11 - 15 years 7 4.9
16 - 20 years 30 21.1
More than 20 years

45
 Table 2 : Descriptive Analysis of All Factors Affecting Job Satisfaction

Std.
Section Factors Mean
Deviation
B Working Hours 1.9824 0.25725
C Work Load 3.7289 0.88099
D Working Conditions 3.6958 0.81952
E Work-Life Balance Program 3.2085 0.83772
F Work-Life Balance 3.2282 0.57543

From Table 2, Work Load (3.7289) show the highest mean compared to other. It is

an indication that on average, most of the bank employees viewed that work load has the

most significant impact on their job satisfaction compared to other factors. This is

followed by Working Conditions (3.6958), Work-Life Balance (3.2282) and Work-Life

Balance Program (3.2085). The result also indicates the bank employees believed that

Working Hours (1.9824) does not have much effect on their job satisfaction.

Table 3 : Descriptive Analysis of Work-Life Balance and Job Satisfaction

with Current Position

Std.
Factors Current Position Mean
Error
Work-Life General Manager/Assistant General Manager 3.40 0.000
Balance Head/Assistant Head of Department/Unit 3.38 0.8981
Manager/Assistant Manager 3.15 0.1252
Senior Executive/Executive 3.29 0.8752
Chief Clerk/Clerk 3.09 0.1548
Others 3.10 0.0290
Job General Manager/Assistant General Manager 2.20 0.000
Satisfaction Head/Assistant Head of Department/Unit 3.65 0.1360
Manager/Assistant Manager 3.05 0.0917
Senior Executive/Executive 3.41 0.0658
Chief Clerk/Clerk 3.96 0.1359
Others 4.30 0.3292

46
 Descriptive analysis also has been done to examine each level of

employment/management (current position) results on work-life balance and job

satisfaction. The responses are scaled using 5-point Likert scale where 1 was anchored to

“Strongly Disagree”, 2 as “Disagree”, 3 as “Neutral”, 4 as “Agree” and 5 as “Strongly

Agree”. Table 3 reports that chief clerk/clerk has the lowest mean of 3.09 for Work-Life

Balance, and as for Job Satisfaction is General Manager/Assistant General Manager which

is 2.20.

4.3 Regression Analysis

Regression analysis is a constructive statistical technique that can be used to

analyze the association between a set of independent variables and a single dependent

variable (Hair et al., 2005). Multiple regression analysis provides a means of objectivity

assessing the degree and the character of the relationship between the independent

variables and the dependent variables (Sekaran, 2009). The regression coefficient indicates

the relative importance of each of the independent variables in the prediction of dependent

variable. Thus, multiple regression analyses (MRA) were conducted to analyze the direct

relationship between working hours, work load, working conditions and work-life balance

program with work-life balance and work-life balance with job satisfaction.

Table 4 : Coefficient Table for Variables Predicting Work-Life Balance

Model Unstandardized Coefficients Standardized t Sig.

Std. Coefficients
B Beta
Error
1 (Constant) 2.017 0.443 4.559 0.000
Working Hours -0.043 0.174 -0.019 -0.248 0.804
Work Load 0.205 0.052 0.314 3.970 0.000
Working Conditions 0.021 0.076 0.030 0.275 0.784
WLB Program 0.141 0.076 0.206 1.864 0.064
Dependent Variable: Work-Life Balance

47
 Based on Table 4, the Working Hours variable is not significant. It is because the

result is 0.804 (80.4%), which is above the 5% of significance level. Hence, explain that

Working Hours variable is not related with Work-Life Balance variable, while the result for

Work Load variable is 0.000 (0%), which is below the 5% of significance level. Therefore,

Work Load variable is significant. Hence, explain that Work Load variable is positively

related with Work-Life Balance variable. Looking at the Working Conditions variable, the

result is not significant. It is because the result is 0.784 (78.4%), which is above the 5% of

significance level. Hence, explain that Working Conditions variable is not related with Work-

Life Balance variable. Next, the Work-Life Balance Program variable is not significant

because the result is 0.064 (6.4%), which is above the 5% of significance level. Hence, explain

that Work-Life Balance Program variable is not related with Work-Life Balance variable.

Table 5 : Coefficient Table for Variable Predicting Job Satisfaction

Model Unstandardized Coefficients Standardized t Sig.

Std. Coefficients
B Beta
Error
1 (Constant) 3.081 0.376 8.199 0.000
WLB 0.129 0.115 0.095 1.130 0.260
Dependent Variable: Job Satisfaction

Table 5 shows the Work-Life Balance variable is not significant. It is because the

result is 0.260 (26%), which is above the 5% of significance level. Hence, explain that Work-

Life Balance variable is not related with Job Satisfaction variable.

48
4.4 Results

Based on Table 6 below, individual variables reveal that only work load (p <0.05)

was found to have a significant relationship with work-life balance. Therefore, the

hypothesis H2 was supported. However, working hours (p = 0.804), working conditions (p

= 0.784) and work-life balance program (p = 0.064) do not significantly predict work-life

balance, and as a result, H1, H3 and H4 were rejected. Meanwhile, H5 also rejected

because work-life balance does not significantly predicts job satisfaction (p = 0.260).

Table 6 : Hypotheses Result

Causal
Hypothesis Factor β Sig. Result
Relationship
H1 Working Hours → WLB -0.043 0.804 Rejected
H2 Work Load → WLB 0.205 0.000 Supported
H3 Working Conditions → WLB 0.021 0.784 Rejected
H4 WLB Program → WLB 0.141 0.064 Rejected
H5 WLB → Job Satisfaction 0.129 0.260 Rejected

Figure 2 : Findings of the current study

49
 CHAPTER V

CONCLUSION & RECOMMENDATIONS

50
5.1 Discussion

This study was accomplished to examine the relationship between work-life

balance and job satisfaction among employees in banking industry in Malaysia. This study

has reported the findings from the statistical procedures used to answer the research

questions. This study incorporates to researcher’s efforts to recognize the impact of work

life balance on employees’ job satisfaction in banking industry in Malaysia. Specifically,

the study is guided by three research questions:

i. Is there any significant relationship between work-life balance and employees’ job

satisfaction among employees in banking industry in Malaysia?

ii. What is the most contributing factor of work-life balance on job satisfaction of all

level of employees in banking industry in Malaysia?

iii. Which group of level of employment/management experience low work-life balance

and job satisfaction?

Relationship of Work-Life Balance with Job Satisfaction

The results of this study found that there was no significant effect of work-life

balance on job satisfaction in Malaysia banking industry. The present finding shows

ambivalence relationship of work-life balance with job satisfaction. This research

highlighted that bank employees’ job satisfaction were not very much affected by the

work-life balance. However, this result is not accordance with the previous research

conducted by Kasbuntoro, Dasih Irma & Sari Maemunah (2020), Arunshantha A. (2019),

Adikaram D.S.R. (2016) and Arunika M.M. & Kottawatta H. (2015), where those foreign

reseach found that work-life balance do have a significant influence on job satisfaction.

51
 Contradiction result of this study with the previous foreign studies is said to believe

that employees in Malaysia, especially in banking industry does not really pay much

attention on their work-life balance. It is a norm that employees in Malaysia do not have a

great experience with their attempts to balance time in the office with time at home, as

nearly half of them said they can “only sometimes” manage. Even if they do get to step

away, most of them “constantly worry” about work. For this study, all of our respondents

rate their current work-life balance situation as “neutral”.

The Most Contributing Factor of Work-Life Balance

This study also found that all of the factors used in to measure the work-life balance

are not significant with work-life balance (working hours, working conditions and work-

life balance program) except for work load factor that is found to have significant impact

on work-life balance. This mean that work load is the most contributing factor of work-life

balance on job satisfaction of all level of employees in banking industry in Malaysia. The

employees believe that excessive work load disturbs their personal activities which ignites

improper work-life balance and affects their job satisfaction.

Similar results are found by previous research conducted by Arunika M.M. &

Kottawatta H. (2015). They found that increase in work load leads to decrease in

employees’ work-life balance. Job insecurity, financial problems and the competitive job

market may have forced employees to take on heavy work loads and make compromises.

Increases of work load has impact on employees’ leave and holidays when employees are

unable to take all of their leave entitlement or have to cancelled or cut short the holiday due

to work. Not just at work, work load is also impacting upon life outside work and make it

difficult for the employees to balance their family or private life with work.

52
Work-Life Balance and Job Satisfaction Based on Level of Employment/Management

The results of the study reveal that employees who work in chief clerk/clerk

position has the lowest work-life balance, while the General Manager/Assistant General

Manager position were the one who experience the lowest level of job satisfaction. It can

be concluded that, the lower the position of an employee in banking industry, the lower

work-life balance they will experience. While for the job satisfaction aspect, the higher the

position will lead to the lower level of job satisfaction.

5.2 Practical Implications and Recommendations

It is obvious now that rapid increase in the work responsibilities is due to the

changes in life and organization. Without we realize it, work-life balance has become one

of important factors in determining the employees’ job satisfaction. Based on the results

and findings of the study, the following recommendations are made.

Management support for work-life balance seems critical in this banking industry

because work-life balance may have impact on employees’ job satisfaction. Therefore,

policies to employees and to organization should be implemented, that comprises different

arrangement that assist employees to have better life and help the organization to sustain

and be more competitive. Accordingly, banking industry can increase employees’ job

satisfaction by increasing the work-life balance initiatives, which is likely to help them

manage their balance between work and personal life. With regards to the work load, the

organization should have proper work arrangement that help employees to have flexible

time and ability to spend more time with their families. Furthermore, technology adoption

could also plays essential role in facilitating the work completion that can reduce the work

load. Other than providing the employees with work-life balance initiatives such as flex-

time, entertainment programs and implement good work policies to reduce work load,

53
providing employees with technology equipment that can help employees to work smarter

also can be influential factor for their job satisfaction. Employees with high level of job

satisfaction leads to high performance because they are encouraged to perform better

which in turn increase the organization profits.

This study can be served as guidance for the Government to provide support to

improve work-life balance and job satisfaction of all employees in Malaysia. The effect of

work-life balance and job satisfaction should not be underestimated because half of today’s

employees are not satisfied with their job. One of the causes of dissatisfaction on job is

said to be the work-life balance. Thus, organizing seminars or programs on work-life

balance can help all industries to understand the importance of work-life balance and ways

to achieve it. Such seminars can teach how to better manage the work load, negotiate more

on flexible working conditions, and other work-life balance issues that may have impact on

job satisfaction.

This study can help to raise awareness of the issues and problem faced by

employees at work by promoting work-life balance among society. The findings also may

contribute to the benefit of society considering the importance of having family, personal

life and self-health is must be balance between works. Frequent promotion about work-life

balance can contribute to wider knowledge on importance of work-life balance that can

help societies to maintain a good work-life balance.

All employees must make sure to measure the impact of work-life balance in

working to enhance their job satisfaction. Better understanding on the knowledge and

concept of work, family and personal satisfaction is important in order to have higher level

of job satisfaction. Employees need to be aware of work load segregation, hence to take

action to avoid work load increment. To treat work-life balance practices such as part of

54
the job especially for those with family responsibility can make employee happier as they

can handle matters as well as their working life.

5.3 Conclusion

The main objective of this study was to examine relationship or work-life balance

that affecting employees in banking industry in Malaysia. The result of this research has

steered the researcher to answer three research objectives that the researcher intended to

achieve. Where one hypothesis (H2) was accepted and four other hypotheses (H1, H3, H4

and H5) were rejected. The significant relationship between work load and work-life

balance were identified using multiple regression analysis. Therefore, this study concludes

that workload is strongest factor predicting work-life balance among bank employees.

Based on theories described before, work-life balance is important in human resource

management because it has significant influence on job satisfaction, where it can indirectly

impact employees’ performance especially in banking industry in Malaysia.

5.4 Suggestions for Future Research

This study put forward some limitations and clears the path for future research.

First, the sample size (142) is small, when compared to the entire population working in

respective private and public sectors of banking industry in Malaysia. Second, the study

considered only incorporated four variables that might have affected the relationship

between work-life balance and job satisfaction of employees. Future research is

recommended to examine other factors that affect work-life balance besides working

hours, work load, working conditions and work-life balance program. More variables are

expected to get more precise results in the future. This research can also be extended with

some different target audience (yet unexplored) in other service industry.

55
REFERENCES

56
 REFERENCES

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Private Sector Commercial Banks of Sri Lanka. International Journal of Scientific
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2. Arunika M.M. and Kottawatta H. (2015). The Effect of Work Life Balance on
Employee Job Satisfaction among Non-Executives in the Public Banking Sector in
Colombo District. Human Resource Management Journal, 3(1), 60-71.

3. Arunshantha A. (2019). The Impact of Work-Life Balance on Job Satisfaction: With

Special Reference to ABC Private Limited in Sri Lanka. American Journal of
Humanities and Social Sciences, 3(6), 97-108.

4. Auranzeb and Sana A. B. (2016). Work Life Balance and Job Satisfaction: An
Assessment of Pakistan’s Banking Sector. Research on Humanities and Social Sciences,
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5. Dhamija P., Gupta S., and Bag S. (2018). Measuring of Job Satisfaction: The Use of
Quality of Work-Life Factors. An Internal Journal, 26(3), 871-892.

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8. Kasbuntoro, Dasih Irma and Sari Maemunah. (2020). Work-Life Balance and Job
Satisfaction: A Case Study of Employees on Banking Companies in Jakarta.
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9. Kruja D. and Jaupi M. (2020). Work Life Balance and Banking Sector Employee Job
Satisfaction. Happiness and Contemporary Society, 7(35), 140-143.

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10. Maureen S. A. and Jonatahan H. W. (2020). Global Comparisons of Job Satisfaction
Across Occupational Categories. Global Forum for Empirical Scholarship, 8(1), 38-59.

11. Mayeesha F. R. (2019). Work Life Balance as an Indicator of Job Satisfaction Among
the Female Bankers in Bangladesh. European Journal of Business Management, 11(6),
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12. Muhammad Kashif, Elaine B. and Zainudin Awang. (2017). The Combined Effects of
Job Stress, Customer Abuse and Emotional Intelligence on Employee Turnover. Journal
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13. Nurhasanah M., Kalimin and Dedy T.S. (2019). The Effect of Work Life Balance on
Job Satisfaction and Female Employee Performance in Commercial Bank in Kendari
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14. Rajesh K. Y. and Nishant Dabhade. (2014). Work Life Balance and Job Satisfaction
Among the Working Women of Banking and Education Sector. International Letters of
Social and Humanistic Sciences, 21(5), 181-201.

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Employee Job Satisfaction in Private Banking Sector of Karachi. Journal of
Management and Social Sciences, 7(2), 8-15.

58
APPENDIXES

59
 DATA ANALYSIS SUMMARY FROM SPSS

Statistics
Highest
Marital Level of Current Banking Work
Gender Age Status Education Position Sector Experience
N Valid 142 142 142 142 142 142 142
Missing 0 0 0 0 0 0 0

Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
Gender 142 1.00 2.00 1.5775 .49571
Age 142 1.00 4.00 2.1338 .86072
Marital Status 142 1.00 3.00 1.8028 .43335
Highest Level of Education 142 1.00 6.00 2.5352 .95027
Current Position 142 1.00 7.00 4.8944 1.02250
Banking Sector 142 1.00 2.00 1.1408 .34909
Work Experience in Current 142 1.00 5.00 2.7042 1.44295
Position
Valid N (listwise) 142

Gender
Cumulative
Frequency Percent Valid Percent Percent
Valid Male 60 42.3 42.3 42.3
Female 82 57.7 57.7 100.0
Total 142 100.0 100.0

Age
Cumulative
Frequency Percent Valid Percent Percent
Valid 21-30 35 24.6 24.6 24.6
31-40 62 43.7 43.7 68.3
41-50 36 25.4 25.4 93.7
51-60 9 6.3 6.3 100.0
Total 142 100.0 100.0

60
 Marital Status
Cumulative
Frequency Percent Valid Percent Percent
Valid Single 30 21.1 21.1 21.1
Married 110 77.5 77.5 98.6
Divorced 2 1.4 1.4 100.0
Total 142 100.0 100.0

Highest Level of Education

Cumulative
Frequency Percent Valid Percent Percent
Valid Secondary School 24 16.9 16.9 16.9
Diploma 37 26.1 26.1 43.0
Bachelor Degree 64 45.1 45.1 88.0
Master Degree 16 11.3 11.3 99.3
Other Qualifications 1 .7 .7 100.0
Total 142 100.0 100.0

Current Position
Cumulative
Frequency Percent Valid Percent Percent
Valid General Manager/Assistant 2 1.4 1.4 1.4
General Manager
Head/Assistant Head of 11 7.7 7.7 9.2
Department/Unit
Manager/Assistant Manager 23 16.2 16.2 25.4
Senior Executive/Executive 74 52.1 52.1 77.5
Chief Clerk/Clerk 26 18.3 18.3 95.8
Other Positions 6 4.2 4.2 100.0
Total 142 100.0 100.0

Banking Sector
Cumulative
Frequency Percent Valid Percent Percent
Valid Private 122 85.9 85.9 85.9
Public 20 14.1 14.1 100.0
Total 142 100.0 100.0

61
 Work Experience in Current Position
Cumulative
Frequency Percent Valid Percent Percent
Valid 1-5 35 24.6 24.6 24.6
6-10 39 27.5 27.5 52.1
11-15 31 21.8 21.8 73.9
16-20 7 4.9 4.9 78.9
More than 20 30 21.1 21.1 100.0
Total 142 100.0 100.0

Descriptive Statistics
N Mean Std. Deviation
WorkingHours 142 1.9824 .25725
WorkLoad 142 3.7289 .88099
WorkConditions 142 3.6958 .81952
WorkLifeBalanceProgram 142 3.2085 .83772
WorkLifeBalance 142 3.2282 .57543
JobSatisfaction 142 3.4986 .78379
Valid N (listwise) 142

Report
WorkLifeBalance
Current Position Mean N Std. Deviation
General Manager/Assistant General 3.4000 2 .00000
Manager
Head/Assistant Head of 3.3818 11 .45126
Department/Unit
Manager/Assistant Manager 3.1478 23 .43991
Senior Executive/Executive 3.2838 74 .56666
Chief Clerk/Clerk 3.0923 26 .69335
Other Positions 3.1000 6 .85557
Total 3.2282 142 .57543

62
 Report
JobSatisfaction
Current Position Mean N Std. Deviation
General Manager/Assistant General 2.2000 2 .00000
Manager
Head/Assistant Head of 3.6545 11 .29787
Department/Unit
Manager/Assistant Manager 3.0522 23 .60066
Senior Executive/Executive 3.4189 74 .75283
Chief Clerk/Clerk 3.9692 26 .78931
Other Positions 4.3000 6 .71274
Total 3.4986 142 .78379

Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.017 .443 4.559 .000
WorkingHours -.043 .174 -.019 -.248 .804
WorkLoad .205 .052 .314 3.970 .000
WorkingConditions .021 .076 .030 .275 .784
WLBProgram .141 .076 .206 1.864 .064
a. Dependent Variable: WLB
Coefficientsa
Standardize
d
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 3.081 .376 8.199 .000
WLB .129 .115 .095 1.130 .260
a. Dependent Variable: JobSatisfaction

63
 RESEARCH/SURVEY QUESTIONNAIRE

EXAMINING THE RELATIONSHIP BETWEEN JOB SATISFACTION AND

WORK-LIFE BALANCE IN MALAYSIA BANKING INDUSTRY

SECTION A: RESPONDENT PROFILE/PERSONAL INFORMATION

A1. Gender
Male Female

A2. Age
21 - 30 years 31 - 40 years
41 - 50 years 51 - 60 years

A3. Marital Status

Single Married
Divorced Widowed

A4. Highest Level of Education

Secondary School Diploma
Bachelor Degree Master Degree
PhD/DBA Other Qualifications: ………………...

A5. Current Position

General Manager/Assistant General Manager
Director/Deputy Director/Assistant Director
Head/Assistant Head of Department/Unit
Manager/Assistant Manager
Senior Executive/Executive
Chief Clerk/Clerk
Others (Please specify): ………………..

A6. Banking Sector

Private Sector (Commercial Bank) Public Sector (GLC - Government Link
Company)

A7. Work Experience in Current Position

1 - 5 years 6 - 10 years
11 - 15 years 16 - 20 years
Greater than 20 years

64
SECTION B: WORKING HOURS MEASUREMENT

B1. How many days you work in a week?

1 - 4 days 5 days
6 days Everyday

B2. How many hours you work in a day?

1 -4 hours 5 -8 hours
9 -10 hours More than 10 hours

B3. Do you always have to work overtime?

Yes No

B4. Do you feel your working hours affect your time for your private life?
Yes No

SECTION C: WORK LOAD MEASUREMENT

(Please rate your score between 1: Strongly Disagree to 5: Strongly Agree)
Strongly Strongly
Disagree Agree
C1. I know and understand the responsibilities of my job. 1 2 3 4 5

C2. I feel that my workload is heavier than it needs to be. 1 2 3 4 5

C3. I feel my capacity is not enough to handle/complete the 1 2 3 4 5

amount of task at work.
C4. My job is very demanding (e.g. I have constant pressure, I 1 2 3 4 5
have to work fast and I have to put in great effort).

SECTION D: WORKING CONDITIONS MEASUREMENT

(Please rate your score between 1: Strongly Disagree to 5: Strongly Agree)
Strongly Strongly
Disagree Agree
D1. I have a safe and healthy work environment. 1 2 3 4 5

D2. I have complete work infrastructure to do my job (e.g. 1 2 3 4 5

computer, printer, scanner & etc).
D3. There is a strong team work at my workplace. 1 2 3 4 5

D4. I have no problem to receive assistance from co-workers 1 2 3 4 5

when necessary.
D5. My supervisor provides me with sufficient information 1 2 3 4 5
related to work.

65
SECTION E: WORK-LIFE BALANCE PROGRAM MEASUREMENT
(Please rate your score between 1: Strongly Disagree to 5: Strongly Agree)
Strongly Strongly
Disagree Agree
E1. My organization has flexible leave policies. 1 2 3 4 5

E2. My organization has initiative program to connect with the 1 2 3 4 5

communities (e.g. local charity program)
E3. My organization offer on-site or sponsored childcare. 1 2 3 4 5

E4. My organization does offer creative incentives such as 1 2 3 4 5

vacation vouchers or extra time off.
E5. My organization provides assistance to pursue on-going 1 2 3 4 5
education support employee’s personal development.

SECTION F: WORK-LIFE BALANCE MEASUREMENT

(Please rate your score between 1: Strongly Disagree to 5: Strongly Agree)
Strongly Strongly
Disagree Agree
F1. I find it hard to juggle work-life balance. 1 2 3 4 5

F2. I managed to balance my work life with my personal life. 1 2 3 4 5

F3. I bring back my office task to home. 1 2 3 4 5

F4. I often think and worry about my work when I am at 1 2 3 4 5

home.
F5. I am satisfied with my working hours and it fits my 1 2 3 4 5
personal life.

SECTION G: JOB SATISFACTION MEASUREMENT

(Please rate your score between 1: Strongly Disagree to 5: Strongly Agree)
Strongly Strongly
Disagree Agree
G1. I am very happy at work. 1 2 3 4 5

G2. I believe that I am productive in my job. 1 2 3 4 5

G3. My work never causes me anxious and depressed. 1 2 3 4 5

G4. My life outside work does not interfere with my job. 1 2 3 4 5

G5. On the whole, I am very happy and satisfied with my job. 1 2 3 4 5

66