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WORK LIFE BALANCE & ITS RELATIONSHIP WITH JOB SATISFACTION

Submitted in partial fulfillment of the Requirements for the award of Degree of Masters in Business Economics

2013

Submitted By

SHAINY 9106 SUBMITTED TO:

Post Graduate Department of Economics GOSWAMI GANESH DUTTA SANATAN DHARAM COLLEGE SECTOR 32 C, CHANDIGARH.

DECLARATION

I hereby declare that the Summer Training Report entitled Work life balance & its relationship with job satisfaction is an authentic project of my own work as requirements of the Summer Training during the period from June 14, 2013 to July 31, 2013 for the award of degree of Masters in Business Economics, Goswami Ganesh Dutta Sanatan Dharam College, Chandigarh.

SHAINY 9106

ACKNOWLEDGEMENT Acknowledgement is not merely a formality, rather an expression of deep gratitude. While submitting the project report prepared by me on the topic WORK LIFE BALANCE & ITS RELATIONSHIP JOB SATISFACTION OF UNION BANK OF INDIA in UNION BANK OF INDIA , I here acknowledge my humble gratitude & loyal thanks to KAMAL AGGARWAL (Branch manager UNION

BANK OF INDIA, CHANDIGARH ) who gave me an opportunity to work in UNION BANK OF INDIA. I would like to thank Mrs. Garima Kamboj, Coordinator of M.B.E department and Mr. A.K Parti, project guide & G.G.D.S.D. College for giving me this opportunity of making this assignment. Last but not the least; I am thankful to all of my friends who have given me their valuable suggestions in preparing the report.

SHAINY

TABLE OF CONTENTS PART-A S.NO 1. 2. Title Company Profile Training Evaluation form Page No. 1-9 10-11

PART-B S.NO 1. 2. 3. Title Introduction Review of Literature Objectives and Scope of the Study Need for the study Hypothesis 4. 5. 6. Research Methodology Data Analysis Summary of Conclusions Recommendations 7. 8. Bibliography Appendix 44-45 46-48 26-27 28-40 41-43 Page No. 12-18 19-23 24-25

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LIST OF TABLES

Table No. A.1 Age Group Table No. A.2 Gender Table No. A.3 Marital Status Table No. A.4 Working Partner Table No. A.5 Number of dependents in the family Table No. B.1 Crosstabulation Between Work-Life Balance and Age Group Table No. B.2 Crosstabulation Between Work-Life Balance and Gender Table No. B.3 Crosstabulation Between Work-Life Balance and Marital Status Table No. B.4 Crosstabulation Between Work-Life Balance and Working Spouse Table No. B.5 Crosstabulation Between Work-Life Balance and Number Of Dependents In The Family

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PART A

1. INTRODUCTION TO BANKING SECTOR

Banks in India have played a significant role in the development of the Indian economy. Banks continue to be the major financial intermediaries with a share of 64% of total financial assets. However, non-bank financial companies and development finance institutions are also emerging as alternative sources of funding. In India, foreign banks account for only around 8% of the total assets of the banking system. Banks have been moving into certain areas that were the exclusive domain of the Development Finance Institutions (DFIs), example, Project finance and investment banking. Banks have voluntarily taken on the entire task of mobilization of savings of the household sector, over the past several decades, and helped achieve impressive household savings rates of 20% of the countrys GDP. We are already witnessing the ATMs progressing, Telebanking, and Home Banking, and the trends towards aggregation and cross selling of various financial products, such as Banking, Mutual Funds, and Insurance, to name just a few, are very evident. The ATMs may even be smart ATMs- using biometrics, to recognize customers by their voice, face or fingerprints. In essence, the new generation ATMs will be retailing ports and will change the very face of banking as well as retailing. As we achieve higher economic growth, the demand for banking products and services will increase exponentially particularly, in areas outside the handful of major cities and towns. The entire banking industry is set to undergo dramatic and sweeping changes.

RESERVE BANK OF INDIA ( CENTRAL BANK)

The Reserve Bank of India (RBI) is the central banking institution of India and controls the monetary policy. The institution was established on 1 April 1935 during the British Raj in accordance with the provisions of the Reserve Bank of India Act, 1934. The share capital was divided into shares of 100 each fully paid which was entirely owned by private shareholders in the beginning. Reserve Bank of India plays an important part in the development strategy of the government. It is a member bank of the Asian Clearing Union. Reserve Bank of India was nationalised in the year 1

1949. The general superintendence and direction of the Bank is entrusted to Central Board of Directors of 20 members, the Governor and four Deputy Governors, one Government official from the Ministry of Finance, ten nominated Directors by the Government to give representation to important elements in the economic life of the country, and four nominated Directors by the Central Government to represent the four local Boards with the headquarters at Mumbai, Kolkata, Chennai and New Delhi. Local Boards consist of five members each Central Government appointed for a term of four years to represent territorial and economic interests and the interests of cooperative and indigenous banks.

STRUCTURE

Central Board of Directors The Central Board of Directors is the main committee of the central bank. The Government of India appoints the directors for a four-year term. The Board consists of a governor, four deputy governors, fifteen directors to represent the regional boards, one from the Ministry of Finance and ten other directors from various fields. Governors The current Governor of RBI is Duvvuri Subbarao. The RBI extended the period of the present governor up to 2013. There are four deputy governors, currently K.C. Chakrabarty, Qurchit Patel, Anand Sinha and H. R. Khan. Supportive bodies The Reserve Bank of India has four regional representations: North in New Delhi, South in Chennai, East in Kolkata and West in Mumbai. The representations are formed by five members, appointed for four years by the central government and servebeside the advice of the Central Board of Directorsas a forum for regional banks and to deal with delegated tasks from the central board. The institution has 22 regional offices. The Board of Financial Supervision (BFS), formed in November 1994, serves as a CCBD committee to control the financial institutions. It has four members, appointed

for two years, and takes measures to strength the role of statutory auditors in the financial sector, external monitoring and internal controlling systems. The Tarapore committee was set up by the Reserve Bank of India under the chairmanship of former RBI deputy governor S. S. Tarapore to "lay the road map" to capital account convertibility. The five-member committee recommended a threeyear time frame for complete convertibility by 19992000. On 1 July 2007, in an attempt to enhance the quality of customer service and strengthen the grievance redressal mechanism, the Reserve Bank of India created a new customer service department. Offices and branches The Reserve Bank of India has 4 zonal offices. It has 22 regional offices at most state capitals and at a few major cities in India. Few of them are located in Ahmedabad, Bangalore,Bhopal,Bhubaneswar, Chandigarh, Chennai, Delhi, Guwahati, Hyderabad, Jaipur, Jammu, Kanpur, Kolkata, Lucknow, Mumbai, Nagpur, Patna & Thiruvananthapura. Besides it has sub-offices at Agartala, Dehradun, Gangtok, Kochi, Panaji, Raipur, Ranchi, Shimla & Srinagar.

The bank has also two training colleges for its officers, viz. Reserve Bank Staff College at Chennai and College of Agricultural Banking at Pune. There are also four Zonal Training Centres at Belapur,Chennai, Kolkata and New Delhi. The central bank had to perform a wide range of promotional functions to support national objectives and industries. The RBI faces a lot of inter-sectoral and local inflation-related problems. Some of this problems are results of the dominant part of the public sector.

POLICY RATES & RESERVE RATIOS

Policy rates, Reserve ratios, lending, and deposit rates

Bank Rate

8.25%

Repo Rate

7.25%

Reverse Repo Rate

6.25%

Cash Reserve Ratio (CRR)

4%

Statutory Liquidity Ratio (SLR)

23.0%

1(i) ORGANIZATION PROFILE COMPANY HISTORY Union Bank of India was established on 11th November 1919 with its headquarters in the city of Bombay now known as Mumbai. The Head Office building of the bank in Mumbai was inaugurated by Mahatma Gandhi, the Father of nation in the year 1921, and he said on the occasion: We should have the ability to carry on a big bank, to manage efficiently crore of rupees in the course of our national activities. Though we have not many banks amongst us, it does not follow that we are not capable of efficiently managing crore and tens of crore of rupees. His prescient words anticipated the growth of the bank that has taken place in the decades that followed. The Bank now operates through over 3500 branches across the country. The Banks core values of prudent management without ignoring opportunities is reflected in the fact that the Bank has shown uninterrupted profit during all 93 years of its operations. Union Bank has been playing a very proactive role in the economic growth of India and it extends credit for the requirements of different sectors of economy. Industries, exports, trading, agriculture, infrastructure and the individual segments are sectors in which the bank has developed credit to spur economic growth and to earn from a well diversified portfolio of assets. Resources are mobilized through Current, Savings, and Term Deposits and through refinance and borrowings from abroad. The bank has a large clientele base of over 49 million. On the technology front the Bank has taken early initiatives and 100% of its branches are computerized. The Bank has also introduced Core Banking Solution with connectivity between branches. 100% of the business of the Bank is under Core Banking Solution making it a leader among its peers in infusion of technology. Many innovative products are developed using the technology platform to offer an array of choices to customers, adding speed and convenience to transactions. Technology will also enable the bank to drive substantial cost reduction while creating the requisite capacity to handle the ever increasing volume of business in a competitive environment that offers immense opportunities. 5

At the end of March 2013 the Bank achieved total business level of Rs. 475673 crore. Behind all these achievements is a dedicated team of staff, which is truly cosmopolitan in its composition. Many generations of members of staff have contributed in building up the strong edifice of the Bank. The present team of over 31000 members of staff distinguishes itself with its customer centricity, willingness to learn and adherence to values enabling us to be recognized as a career organization where people enjoy their work and relationship with customers. Corporate mission
1.

To be a customer centric organization known for its differentiated customer service

2.

To offer a comprehensive range of products to meet all financial needs of customers

3. 4.

To be a top creator of shareholder wealth through focus on profitable growth To be a young organization leveraging on technology & an experienced workforce

5. 6.

To be the most trusted brand, admired by all stakeholders To be a leader in the area of Financial Inclusion

Vision statement To become the bank of first choice in our chosen areas by building beneficial and lasting relationships with customers through a process of continuous improvement.

The brand and the promises: - Bank has adopted a simple new logo for universal appeal and to aid top of mind recall. The new logo symbolizes the qualities and values we stand for- Blue standing for the commitment and the Red for the passion the Bank brings to the work. Union bank has promised 4 key deliverables to customers based on the strength built in:1) Value for money 6

2) Committed turnaround time for delivery of products and services 3) Choice of banking channels for customers and 4) Transparency in product offerings and prices Bank promises that YOUR DREAMS ARE NOT YOUR ALONE ,there is a bank that is ready to fulfill the dreams of every one and thus ensuring that we remain GOOD PEOPLE TO BANK WITH for all times to come 2Business Operations:- Union Bank has huge and varied customer base approximating to 24 millions. Bank is targeting customers from all demographic and economic profiles and introducing products and services to meet their needs. The Bank operates in all the areas including retail lending, personal banking, corporate banking, international banking and investments & treasury. Banks lending also caters to the rural and semi urban centres, financing Agriculture and allied activities, rural artisans, micro & medium enterprises in these areas. Bank has opened 198 Village Knowledge Centres to provide information to the local community on better agriculture practices, commodities, marketing facilities and financial education. Bank also offers third party products like life and general insurance, mutual funds, on-line trading, wealth management services through tie- up with other FIs. Bank places customer at the centre of all its operations and has transformed the process, people and organizational structure. Bank has initiated a large scale transformation process named Nav Nirman to address two critical aspects of growth-instilling the drive of sales & marketing across bank staff and reconfiguration of banks business model. The transformation process focuses on four key initiatives:a) Retail Asset (marketing & processing) b) SME (marketing & processing) c) Branch sales and services (improving the customer experience in Branch) d) Centralisation of key processes. 7

Bank has brought all its branches under Core banking solutions .Union Bank is the first large bank to achieve 100% CBS roll out. Bank has taken lead to establish alternate delivery channels in the form of ATMs, internet banking, phone banking and Mobile Banking. Bank has introduced many technology based services like RTGS, online NEFT free of cost, on line application for products and services and online redressal of grievances.

Network and distribution: - The business is grouped under various Verticals and well defined Business Strategic Units were formed, which will drive the growth. Bank has a network of more than 2500 service outlets which includes specialized branches for MSME, corporate credit, Union Loan points for Retail Products etc. Bank has representative offices in Abu Dhabi and Shanghai and is in the process of opening its office in Sydney, Australia. A fully fledged overseas branch was opened in Hong Kong. To serve the varied banking needs of the NRIs, Bank has placed number of Marketing Officials at various centres in UAE and Shanghai. Bank has plans to deploy more number of Marketing Officials at many other places. Bank plans to open 500 new branches in the next six months for which it has received licences from RBI. The bank will accelerate its presence in the global market space at key locations in the next two years as part of the Vision strategy.

Diversification:- Union Bank in partnership with Bank of India and Dai-Ichi of Japan has formed a subsidiary for distribution of Life insurance products, which has started selling the products. Bank has signed an agreement with Belgian KBC group for setting up a joint venture AMC in India. Union Bank has signed Mau with NSIC for training and setting up Incubation cum Training centres to promote first generation entrepreneurs in MSME segment. Bank has entered into Mau with NCMSL for financing against warehouse receipts for agri. commodities kept at NCMSL warehouses.

Bank has announced opening 100 specialised Business Banking branches across the country to focus exclusively on MSME sector with turnaround time of 2 weeks for sanction of proposals. Bank has launched mobile banking facility U mobile which facilitates limited transactions and other services through mobile phones. .

2. Training Report-MBE Chandigarh

Summer Training Report by Shainy, roll no 9106 , Class MBE II Semester, done in UNION BANK OF INDIA from JUNE 14, 2013 to JULY 30,2O13.

DETAILS OF TRAINING 1. Training objectives: 1. GENERAL- To convert theoretical study into practical knowledge & to learn professional skills while working in an organization. 2. SPECIFIC-To study the relationship between work life & its relationship with job satisfaction according to demographics and other related factors. 2. Describe areas/subjects related to your course work covered during the training: 1. Research Methodology 2. Human Resource Management 3. Statistics 4. Mathematics 5. Organisational Behaviour

3. Major Skills Developed during the training: 1. Analytical skills 2. Communication skills 3. Empathetic nature 4. Patient listener 5. Cooperation

4. Comments about Training: It was overall a great experience to work as a part of UNION BANK OF INDIA. I learnt how to deal with customers & got knowledge about the work-life of bank 10

employees. The office staff of the company was very co-operative.The manager of the company was very helpful ,he lends me a big hand in the completion of my research project . If got a chance will be glad to work in the company

5. Propose how the knowledge and skills gained from the course can be utilized to further improve the effective delivery of services and achieve the goals and objectives of the Organization you undertook your training in:

As M.B.E is a course related with research & economics so I used both in my training to improve the effective delivery of services and achieve the goals & objectives of the organisation. Research is needed in every sphere of life. The organisation needs to carry out the research to start up with the new projects.

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PART-B CHAPTER-1 INTRODUCTION TO PROJECT

WORK LIFE BALANCE & ITS RELATIONSHIP WITH JOB SATISFACTION

Work life balance is a concept including proper prioritizing between work and lifestyle.

Job satisfaction is the level of contentment a person feels regarding their job.

HIGH DEMAND JOBS AND JOB SATISFACTION

When work extends into family time, it can create stresses which then extend into the workforce. One meta-analysis suggests that there is a consistent negative relationship between work-family conflict and job satisfaction. As far as work-life balance policies can reduce the conflict between work and family, they can increase job satisfaction (Konrad and Mangel, 2000). There is no strong empirical evidence of a positive association between high employee satisfaction and high productivity, but job satisfaction does have a clear negative relationship to absence and turnover. A satisfied workforce may be valuable because employees are then less likely to be absent and consequently affect the bottom line (Comfort, Johnson and Wallace, 2003).

In a typical Banks where the employees face a high job demand, the relavence of Work-Life balance increases many fold as attrition rate is very high. Employee friendly policies would facilitate employee balance work and family demands leading to greater satisfaction and in turn lower turnover.

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WORK LIFE BALANCE IN THE BANKING SECTOR AN UNEXPLORED ASPECT OF JOB SATISFACTION

WORK-LIFE BALANCE DEFINED

Evans (2001:10) in defining family friendly working arrangements/work-life balance as "arrangements, introduced voluntarily by firms, which facilitate the reconciliation of work and family life" emphasizes the proactive role adopted by some firms. However, he adds that the definition is not always easy to apply in practice. In particular, it is not always obvious which working arrangements facilitate the reconciliation of work and family life and which do not. For example, a firm may introduce shift working that could facilitate child-care for some couples through enabling them to work at different times. While some employers, and even employees, may regard this development as family friendly, many others might prefer different arrangements. For Evans, the test of whether or not a practice is family friendly or not must ultimately depend on the appreciation of the families concerned. The Australian Centre for Industrial Relations Research and Training (ACIRRT) make a similar point when they suggest that to be categorized as family friendly, flexible work arrangements must be genuinely directed towards the needs of employees and mutually agreed by employers and employees.

Work/non-work conflict is generally defined in the literature as occurring when the emotional and behavioral demands of work and non-work roles are incompatible, such that participation in one role is made more difficult by virtue of participation in the other (Greenhaus and Beutell, 1985). The main model guiding current research on work/non-work conflict is the spillover model (Loscocco and Roschelle, 1991). In this model, a positive relationship is proposed between work and non-work roles to the extent that satisfaction or dissatisfaction in one role spills over into the other (Bond et al., 1998).

Studies highlighting the link between work/non-work conflict and fatigue, stress, burnout, psychological well-being, depressed mood and physical symptoms are well documented in the research literature (Barton and Folkard, 1991; Bohle and Tilley, 1989; Duxbury, 2003; Loudoun and Bohle, 1997; NCEPH, 2003). Work/non-work 13

conflict has also been found to influence the health and well-being of workers family members such as partners and children. For example Pococks (2006) qualitative research found a link from bad jobs and unmet parental time-use preferences to negative spillover in family relationships, while a recent Australian epidemiological study found that children of parents who work consistently long hours or come home stressed were more likely to develop psychological problems and physical illness (NCEPH, 2003). In Canada, Duxbury (2003) found that work/non-work conflict affects workers ability to enjoy and nurture their family, resulting in lower levels of family well-being and stability. Work life balance contributes significantly to an employees job performance, as employees are always struggling to balance out the demands of their work and personal life. Especially in the BPO sector, where work pressures are high giving rise to high level of stress and other psychological and physiological ailments. Thus, work-life balance initiatives assume greater importance in this set up. They can be used as an active measure to reinforce retention strategies. Many employers now looking at family friendly packages in order to retain their best staff.

The commitment of employees can make the difference between those companies which compete in the market place and those which cannot. Employers who can best combine the requirements of their business for flexibility with the needs of employees and potential employees will be well placed to succeed. As the labor force is becoming more diverse, there will be an urgent need to ensure good employment relations and fair treatment for all, including those parents, individuals and families with crucial caring responsibilities.

Workers are facing an increase in the pressures they experience outside the workplace that determine their outlook to their jobs. They suggest that both rising consumer debts and more house mortgage commitments are compelling people to work longer hours and reduce the amount of time they spend outside the workplace in order to meet their financial obligations. while two-earner couples with their higher earning power are able to reach a bargain over time which takes more account of family needs, this is no longer true in households containing only one wage-earner. 14

Further research carried out on the Future of Work Programme by Jeff Hyman, from Glasgow Caledonian University along with academic colleagues in Scotland, argues: Whilst there is considerable rhetoric about the desirability of achieving work -life balance, there are no definitions or standards of work-life balance or family friendliness to draw upon. Even in terms of temporary flexibility there are considerable doubts as to whether the arrangements introduced into organizations over recent years are designed to suit employee needs rather than the productive needs of their employers. They point to the increasing complexities of peoples lives outside paid work as our wider society goes through profound social changes. This is not only reflected in the dramatic growth in the proportion of lone parent households but in the increase in the population of those aged 65 and over. In their survey of workers in eight companies drawn from Banks and software development firms in the central belt of Scotland they found compelling evidence of the way in which paid work now impinges increasingly on the quality of home life. A significant majority of women and managers said they believed their jobs prevented them spending enough time with their family and partner. On the other hand, they also thought they could not get ahead at work unless they placed a higher priority on their jobs than on their families. Moreover, many men think about their work when they are not actually working. Both software employees and those working in the call centres experienced varying degrees of stress, leaving many of them feeling exhausted at the end of the day and less able to cope with their domestic responsibilities.

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CHALLENGES TO THE INTRODUCTION OF WORK-LIFE BALANCE POLICIES IN ORGANIZATIONS

CHALLENGES FACED BY ORGANISATION/EMPLOYER

Among employers a range of concerns are suggested for reluctance to introduce flexible work arrangements (Kodz et al, 2002). Often companies are conscious of potential benefits for their employees, however, they regard these as diffuse, difficult to quantify and to outweigh the administrative costs and disruption caused to their operations. Employers also tend to raise concerns in relation to setting a precedent, worrying that the general availability of such policies will open the floodgates to unlimited demand. Associated with this is a fear that some employees will take advantage of the policy, regarding flexible working as an entitlement for which no return to the firm is required. Finally, some organizations claim that there is no demand among their staff for family friendly working arrangements (Dex and Scheibel, 2002).

Some employers, and also colleagues of employees with caring responsibilities, are concerned that the absence of staff availing of flexible work arrangements increases pressure on other staff to maintain a presence at work and to deliver on targets. Furthermore, there is some evidence that this can lead to resentment, with those without children or other caring responsibilities believing that they make a bigger commitment than those availing of family friendly working arrangements. However, overall it is worth noting that Hogarth et al (2001) found that employees were less concerned than employers about any potential unfairness arising from work-life balance practices. Managers do appear to experience difficulties in putting company flexible working policies into practice. Kodz et al (2002) emphasise the lack of guidance given to mangers in implementing family friendly working arrangements. In particular, they have difficulty in deciding who should have access to flexible work arrangements, if opportunities are limited whether to decide on a first come basis and if this is the approach, how then to ensure parity of treatment among all staff they manage. Other major difficulties referred to by managers in the IES research include:

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Senior managements lack of visible support for flexible work arrangements, resulting in a mixed message in relation to its acceptability within the organization;

Ambivalence and/or lack of clarity about roles and responsibilities for implementing flexible work arrangements between line mangers and the HR unit;

Their own capacity to manage the people side of implementing flexible work arrangements and, as a consequence of their implementation, redesign work patterns and roles successfully.

Yet, the importance of overcoming these challenges is emphasized by Steinberg et al (2002, on behalf of the Roffey Park Institute) who argue that it is the attitudes, skills and behaviors of line managers that ultimately determine the success of flexible working arrangements. However, based on findings from a number of organizational case studies, the Roffey Park researchers suggest that the existence of family friendly working arrangements in itself does not create difficulties and resentment within organizations. Rather, in situations where there is already under-staffing, excessive workloads and last minute, unpredicted tasks, the existence of family friendly working arrangements is likely to exacerbate the situation.

CHALLENGES FACED BY THE EMPLOYEES

Despite the efforts made by their employers to implement family friendly working arrangements, a number of factors appear to deter employees from taking up arrangements to improve the reconciliation of work and family commitments. Furthermore, reference by participants in the IES Study to difficulties experienced by colleagues who had chosen to work flexibly suggests that many of these concerns are real. These barriers come under a range of headings summarised below:

Lack of knowledge in relation to family friendly working arrangements or procedures for taking them up or the absence of supporting infrastructure, for example

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to work from home, should in principle be straightforward to reconcile where employers are committed to implementing policies in relation to family friendly working arrangements. However, the other barriers referred to above are more complex, and particularly with respect to obstacles presented by excessive workloads, the attitudes of managers and colleagues, and the impact on career prospects are linked to the overall culture of the organization.

Workload pressures prevent some employees from taking up flexible work arrangements; they simply feel that pressures of work would not allow it. These barriers appear to be particularly strong among employees working long hours, in professional environments or where an organisation is already experiencing staff shortages. Evidence in Kodz et al (2002) from survey participants who had taken-up family friendly working arrangements suggests that these concerns can be legitimate. For example, respondents referred to work loads that were not reduced commensurate to their reduction in hours and as a result bringing work home to complete for which they are not paid.

Concerns that availing of family friendly working arrangements would damage career prospects are strongly reported. The belief that availing of family friendly working arrangements would be seen as a lack of commitment to ones career were strongly reported in the research conducted by Kodz et al, Evans and Hogarth, with men in particular claiming that availing of family friendly working arrangements would not be regarded as acceptable. The absence of role models within organisations, that is senior managers who either had or currently were working flexibly, further heightened these concerns.

Finally, it is important to note that the financial consequences of availing of many family friendly working arrangements, particularly those involving reduced hours and therefore income, preclude some employees from availing of them. Clearly this factor is particularly strong among lower paid workers and among those in single income households.

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CHAPTER-2 REVIEW OF LITERATURE

1. Sirgy and Jiyun (2007), in their paper The Pleasant Life, the Engaged Life, and the Meaningful Life: What about the Balanced Life? pointed out that balance in life contributes significantly to subjective well-being. Balance contributed to subjective well-being because of the satisfaction limit that people derived from a single life domain. People have to be involved in multiple domains to satisfy the full spectrum of human development needs. Different life domains tend to focus on different human developmental needs. More specifically, balance contributed to subjective well-being because subjective well-being can only be attained when both survival and growth needs are met. High levels of subjective well-being cannot be attained with satisfaction of basic needs or growth needs alone. Both needs have to be met to induce subjective well-being. 2. Tausig Fenwick (2001), in Unbinding Time: Alternate Work Schedules and Work-Life Balance examined the possibility that alternate work schedules affect perceived work-life imbalancethe time bind. The results showed that alternate schedules per se did not unbind time. However, perceived control of work schedules increased work-life balance net of family and work characteristics. The most consistent family characteristic predicting imbalance is being a parent. The most consistent work characteristic predicting imbalance is hours worked. Once we controlled for hours worked, women and part-timers showed to perceive more imbalance. Younger and better educated persons also perceived more work-life imbalance. However, they also reported higher levels of schedule control and since schedule control improved work-life balance, it may be more important for unbinding time than schedule alternatives. 3. Lockwood,(2004), in Work life balance- challenges and solutions observed that in the organizations and on the home front, the challenge of work/life balance was rising to the top of many employers' and employees' consciousness. In today's fast-paced society, human resource professionals seek options to positively impact the bottom line of their companies, improve employee morale, retain employees with valuable company knowledge, and keep pace with 19

workplace trends. This article provided human resource professionals with an historical perspective, data and possible solutions--for organizations and employees alike--to work/life balance. Three factors--global competition, personal lives/family values, and an aging workforce--present challenges that exacerbate work/life balance. This article offered the perspective that human resource professionals can assist their companies to capitalize on these factors by using work/life initiatives to gain a competitive advantage in the marketplace. 4. Backett(2003), in her study Work-life balance in the Indian food retail companies observed that more that a third of workers worked extra hours in their own time every week in order to get their jobs done. However, two-thirds of workers were satisfied with the hours they work, while 28% preferred to work less even if it means earning less. Hen it comes to responsibilities outside of work, 43% of employees said they were responsible for the care of someone such as a child or an elderly relative. When it came to rating work-life balance, more than half of respondents reported good, very good or excellent work life balance, with the average rating falling between OK and GOOD. However, 40% of respondents indicated that they had some or a lot of difficulty getting the balance they wanted. When work life balance ratings and the level of difficulty achieving work-life balance were combined into an overall measure, just over half of people experience work-life balance (54%). 5. Directorate of Human Resources and the Business School (2004), in its research project on Work-life balance an audit of staff experience observed that The majority of staff felt that their line mangers style supported the notion of work-life balance at least some of the time (89.5%) and that they could discuss work-life balance related issues with them, again at least some of the time (83.4%). Academic staff were the group least happy with their line managers attitudes towards work-life balance. There were marked variations in current levels of flexibility for staff on different contracts. Manual staff were the most likely to work part-time (42.9%) APT&C the most likely to have flexitime (42.8%) and academics and senior managers the most likely to work from home occasionally (62% and 68.4% respectively). 1.9 Over half of respondents (55.2%) would like to work more flexibly. The working arrangements most often cited as 20

being of interest to those who would like more flexibility were flexitime (48.2%), working from home occasionally (40.4%) and compressed working hours (39.3%). The most common reasons given for wanting more flexible working were: To suit overall needs (29.9%), To reduce the amount of travelling (24.2%), To pursue a course of study or training (18.5%), Childcare responsibilities (17.5%) and To pursue a major interest outside work (14.2%). The results supported most of the findings of the survey and provided more in depth information concerning staff awareness of current work-life balance policies offered by the university, their experience of work-life balance at Brookes and the perceived advantages and disadvantages of introducing more flexible working practices. 6. Duxbury and Higgins(2001),in their paper Work-Life Balance in the New Millennium: Where Are We? Where Do We Need to Go? examined the effects of three types of work-life conflict: role overload (having too much to do), work to family interference, where work gets in the way of family, and family to work interference, where family demands (such as a child or elder care) get in the way of work.

7. Heskett (2004), in Work life: Is productivity in the balance? said that who follows global trends and has lived in Asia and Europe suggests the questions of the month. He wrote: "... Natural resources and geopolitical advantages played no small role in the Asians rise to power, but the bulk of the credit belonged to their work ethic and entrepreneurial spirit... There had been a recent shift in Asians attitudes towards the work-life balance... In some ways, Asians were adopting a European attitude towards labor: 'work to live' instead of 'live to work.' Clearly, many organizations regarded work-life benefits (as a subset of all benefits) as an investment designed, among other things, to attract and retain talent. Such benefits recognized the growing demands on the lives of people, particularly at times when jobs are being expanded to achieve higher productivityto do more with less. Responses had ranged all the way from flex-time work hours to sabbaticals intended to enable people to tend to extended personal challenges and "recharge their batteries." 21

8. Burke(2000), in Do managerial men benefit from organizational values supporting work-personal life balance?, examined the relationship of managerial and professional men's perception of organizational values supporting work-personal life balance in their workplace and their work experiences, indicators of work and life satisfaction and psychological wellbeing. Data were collected from 283 men using anonymous questionnaires. Managerial men reporting organizational values more supportive of work-personal life balance also reported working fewer hours and extra hours, less job stress, greater joy in work, lower intentions to quit, greater job career and life satisfaction, fewer psychosomatic symptoms and more positive emotional and physical wellbeing. 9. Fisher et al. (2007),in their study Performance Monitoring, Supervisory Support, and Job Characteristics and Their Impact on Employee Well-Being Amongst Four Samples of Call Centre Agents in South Africa reported a descriptive comparison of selected aspects of work experience reflected by four groups of employees drawn from four contrasting Banks environments based in the Gauteng Province of South Africa. The Banks were selected as representing distinct business and management practices in terms of the envisioned market and the service model enacted within each Banks. Participants were Banks agents who completed a questionnaire survey of aspects of their work life experiences and context free life satisfaction. In addition, interviews were conducted with supervisors in each Banks to assess supervisory practice, and some follow up interviews were conducted with call centre agents. Findings do not fit neatly into a Tayloristic-Empowerment continuum, but rather point to a more complex balance between the unfavorable work demands experienced and wider feelings of self worth. Implications for job design and enhanced well being were summarized.

10. Marni & Deckman (1996), in their study Balancing Work and Family Responsibilities: Flextime and Child Care in the Federal Government explored the question that Do family-Friendly policies made for a more satisfied federal work force? The influx of mothers into the workforce has heightened the federal government awareness of the need to help employees balance work and family responsibilities. The authors conducted ordinary h t squares regression 22

analyses using the 1991 Survey of Federal Employees to investigate how the use of family-Friendly policies affected workers 'satisfaction with their jobs and work family balance. They found that satisfaction with work family balance is a vital component of an employee job satisfaction, and the use of policies such as on-site child care and flextime appeared to help employees, particularly mothers, face the dual demands of work and family life better.

23

CHAPTER 3 OBJECTIVE, NEED OF THE STUDY, HYPOTHESIS (1)RESEARCH OBJECTIVES The objectives of the study : Study Of Work-Life Balance And Its Relationship With Job Satisfaction: A Study In The Selected Branches of UNION BANK OF INDIA are given as under: 1. To study the work-life balance among the employees of selected Banks on the basis of demographic variables like Gender and Marital Status, Working Partner and Dependents in the family. 2. To study the relationship between work-life balance and job satisfaction among the employees of selected Banks The scope of the study is restricted to the top private sector banks in and around Chandigarh.

(II) Need for study Work life balance contributes significantly to an employees job performance, as employees are always struggling to balance out the demands of their work and personal life. Especially in the Banking sector, where work pressures are high, giving rise to high level of stress and other psychological and physiological ailments. Thus, work-life balance initiatives assume greater importance in this set up. They can be used as an active measure to reinforce retention strategies. Many studies have been conducted abroad to establish a relationship between work life balance and various organizational factors like work hours, management support and employee control etc. however little research has been done in India in the same context. This study aims at studying work-life balance in the Indian context among high demand jobs i.e in the Banks and tries to explore an empirical relationship between work life balance and job satisfaction. Also, work-life balance varies among employees on the basis of Gender, Marital Status, Working Partner and Dependents in the family. This study proposes to throw light upon the difference in the perceptions about work-life balance with respect to these demographic variables. 24

The findings would give the employer an insight into the needs of the workforce and align its policies accordingly. Also, it would help in understanding the differences that exist in its workforce and how these differences affect their work and personal life needs. These findings can further be studied to fine tune various work-life balance policies such as childcare, job sharing , flexible working hours etc, according to the specific needs of its workforce.

(III) HYPOTHESIS H1 Male employees working in Banks have a higher level of work-life balance than females employees working in Banks H2 Married employees working in Banks have a higher level of work-life balance than single employees working in Banks H3 Employees working in Banks with non-working partners has a higher level of work life balance than ones having a working partner. H4 Employees working in Banks with dependents in the family have higher worklife balance than employees working in Banks without dependents in the family H5 There is a positive relationship between work-life balance and job satisfaction among the employees working in Banks

25

CHAPTER 4 RESEARCH METHODOLOGY

(1) PROBLEM DEFINITION

Importance of defining a problem can be judged from the fact that unless a problem has been defined it is very difficult to point out / decide whether or not the research work has been useful in helping the researcher understand all the nuances of the situation resulting in a hazy understanding of the situation. The problem for present research was clearly and precisely stated as the following: Study Of Work-Life Balance And Its Relationship With Job Satisfaction: A Study In The Selected Branches of UNION BANK OF INDIA.

(2) FORMATION OF QUESTIONNAIRE An exploratory research was conducted to understand the difference in perceptions of employees working in the selected Banks, about work-life balance on the basis of Age Group, Gender, Marital Status, Presence of a Working Spouse and Number of Dependents in the family. The study was limited to selected banks in Chandigarh. The banks were selected on the basis of number of employees. Descriptive research was done to find out the work-life balance and the relationship with job satisfaction level of the employees. Also, a descriptive research was used to study the relationship between various factors determining Work-Life Balance among the employees in the selected Banks. The Work-Life Balance Questionnaire was based upon an Australian Study, Influences on work/ non-work conflict conducted by Cameron Allan, Rebecca Loudoun and David Peetz a surveying 15 organizations and covering over 900 employees in diverse industries in Queensland, Australia. The Job Satisfaction Questionnaire used was the The Warr-Cook-Wall scale. The Questionnaires were distributed to employees of each Banks with a Response Rate of 88%.

(3) DISTRIBUTION OF QUESTIONNAIRE Convenient and Judgmental, Non-Random Sampling was used to collect samples from the selected Banks. The sample consisted of 88 employees working in the Banks. 26

(4) DATA ANALYSIS Cross tabulation and Chi-Square test for Significance were used to study the relationship between Work-Life Balance and various Demographic Variables viz: Age Group, Gender, Marital Status, Working Spouse and Number of Dependents in the Family. Regression Analysis was used to study the relationship between the Dependent Variable Work-Life Balance and Independent Variable of Job Satisfaction.

(5) LIMITATIONS OF THE STUDY 1. The number of completed questionnaires obtained was smaller than desired and hoped for. A better analysis could have been possible with a larger sample size.

2. The Male to Female ratio in the surveyed Banks were not equal and skewed towards Males. Thus, effect of Work-Life Balance among Females could not be studied through this study.

27

CHAPTER 5 ANALYSIS

SECTION A 1. THE DEMOGRAPHIC PROFILE OF THE EMPLOYEES OF THE SELECTED BANKS Valid Frequency Valid 25-35 yrs 36-45 yrs 45 and above Total 23 51 14 88 Percent 26.1 58.0 15.9 100.0 Percent 26.1 58.0 15.9 100.0 Cumulative Percent 26.1 84.1 100.0

Table A.1 : Age Group

Fig. A.1 Interpretation: 26.1% of the respondents are of 20-25 years of age. Majority of the Employees fall in the age group of 26-30 years comprising of 58% of the total respondents. Only 15.9% of the employees are more than 31 years of age

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Valid Frequency Valid male female Total 71 17 88 Percent 80.7 19.3 100.0 Table A.2 : Gender Percent 80.7 19.3 100.0

Cumulative Percent 80.7 100.0

Fig A.2

Interpretation: Majority of the respondents 80.70% are male. Only 19.30% of the Employees are female

29

Valid Frequency Valid married single Total 45 43 88 Percent 51.1 48.9 100.0 Percent 51.1 48.9 100.0

Cumulative Percent 51.1 100.0

Table A.3 : Marital Status

Fig A.3

Interpretation: Of the total 88 employees who were surveyed, 51.10% were Married and 48.90% were single

30

Valid Frequency Valid 0 yes no Total 4 31 53 88 Percent 4.5 35.2 60.2 100.0 Percent 4.5 35.2 60.2 100.0

Cumulative Percent 4.5 39.8 100.0

Table A.4: Working Partner

Fig A.4

Interpretation:

Of the total 88 respondents, majority of the employees had a non-working spouse i.e. 60.20%. 35.30% of the Employees had working spouse.

31

Valid Frequency Valid 0 1-2 3-4 4 and above Total 21 44 22 1 88 Percent 23.9 50.0 25.0 1.1 100.0 Percent 23.9 50.0 25.0 1.1 100.0

Cumulative Percent 23.9 73.9 98.9 100.0

Table A.5: Number of dependents in the family

Fig A.5

Interpretation:

Half of the Employees surveyed(50%) had 2-3 Dependents in the family. 23.90% had no dependents, 25% had 3-4 dependents and only 1.1% of the dependents had more than 4 dependents in the family denoting smaller(nuclear) families .

32

SECTION B 2. Relationship of Work-life balance and various demographic groups

(1)Work-life balance and Age Group of the Respondent AGEGROUP 1(252(3645 3(46 and above) 3 8 2 1 14 6 56 22 4 88 Total

35yrs) yrs) AVERAGE 1- strongly disagree 0 15 7 1 23 3 33 13 2 51

WORK-LIFE- 2 -disagree BALANCE 3- neither agree not disagree 4 -agree

Table B.1 : Crosstabulation Between Work-Life Balance and Age Group

Fig B.1 Interpretation:

The 26-30 year age group has high level of work-life imbalance. 33 respondents i.e. 37.5% of the total respondents of this age group feel that they have a low work-life balance. Also, 56 out of 88 i.e 63% of the total respondents across various age groups disagree that they have a balanced work and family life. A small portion of the sample population i.e 4.5% agrees that they experience work-life balance. 33

The average Work-Life Balance of the total sample came out to be 2.27. 20-25 yrs of employees reported an average Work-Life Balance of 2.41. 26-30 yrs of Employees reported An Average Work-Life Balance of 2.32 and the Employees of the Age group>30 reported an average Work Life Balance of 2.23

The value of chi square is coming out to be 18.497(p=.778) which denotes that there is no statistical association between work life balance and age group.

34

(2) Work-Life Balance and Gender of the Respondent GENDER MALE AVERAGE WORK-LIFEBALANCE 1 2 3 4 Total 5 47 16 3 71 FEMALE 1 9 6 1 17 6 56 22 4 88 Total

Table B.2 : Crosstabulation Between Work-Life Balance and Gender

Fig B.2 Interpretation:

63.63% of the respondents disagree that they have a work-life balance in their jobs out of which 53.40% of them are males and 10.22% are females. However, when we talk of women who disagree with the presence of work-life balance in their jobs, as a percentage of total women respondents in the sample the percentage comes out to be 52.9%. The males reported an average Work-Life Balance score of 2.23 and the Females reported and average Work-Life Balance Score of 2.41, the overall Work-Life Balance score being 2.27. The value of chi square is coming out to be 10.774(p=.548) which denotes that there is no statistical association between work life balance and gender of the respondent. 35

(3) Work-Life Balance and marital Status of the Respondent MARITAL STATUS 1MARRIED AVERAGE WORK-LIFEBALANCE 1 2 3 4 TOTAL 6 28 8 3 45 SINGLE 0 28 14 1 43 6 56 22 4 88 2Total

Table B.3: Crosstabulation Between Work-Life Balance and Marital Status

Fig B.3 Interpretation: 63.63% of the total respondents disagree with the presence of work-life balance in their jobs. Out of these 31.8% are married and 31.8% are unmarried or single.

The respondents in the sample who were married has an Average Work-Life Balance of 2.17 whereas the single respondents reported an Average Work-Life Balance of 2.37 The value of chi square is coming out to be 22.558(p=.0.032) which denotes that there is a significant statistical association between work life balance and marital status of the respondents. 36

(4) Work-Life Balance and working spouse in the family WORKING SPOUSE 0(NO REPLY AVERAGE WORK-LIFEBALANCE 1 2 3 4 Total 0 28 14 1 43 1(YES) 3 20 5 3 31 2(NO) 3 8 3 0 14 Total 6 56 22 4 88

Table B.4 : Crosstabulation Between Work-Life Balance and Working Spouse

Fig B.4 Interpretation: Out of the total respondents who disagreed to the presence of work-life balance in their jobs, 35.7% of the respondents have their spouse working whereas only 14.28% of the respondents whose spouse were not working, reported low work-life balance.35.22% of the total respondents had their spouse working whereas only 15.9% of the total respondents had a non working spouse. Respondents with a working spouse reported a Work-Life Balance of 2.25 and the respondents who had a non-working spouse reported and average Work-Life Balance of 2. The value of chi square is coming out to be 29.113(p=.027) which denotes that there is a significant statistical association between work life balance and working spouse in the family. 37

(5) Work-Life Balance and number of Dependents in the Family DEPENDENTS 1 0 Dependents AVERAGE WORK-LIFEBALANCE 1 2 3 4 Total 2 14 5 0 21 1-2 Dependents 2 28 11 3 44 2 3-4 3 Above 4 Total

Dependents Dependents 2 13 6 1 22 0 1 0 0 1 6 56 22 4 88

Table B.5 : Crosstabulation Between Work-Life Balance and Number Of Dependents In The Family

Fig B.5 Interpretation: Of the total respondents who reported low work-life balance, 25.8% had no dependents, 48.38% had 1-2 dependents in the family and 24.19% had 3-4 dependents in the family. Lowest work-life balance was observed in the group of families with 1-2 dependents i.e. 48.38%. Respondents with no dependents in the family reported an average work-Life Balance of 2.14, Respondents with 1-2 Dependents in the family reported an average Work-Life Balance of 2.34, Respondents with 3-4 Dependents in the family reported an average Work-Life Balance of 2.17 whereas respondents with more than 4 respondents reported an average Work-Life Balance of 2. The value of chi square is coming out to be 24.470(p=.928) which denotes that there is no statistical association between work life balance and number of dependents in the family. 38

SECTION C 3. WORK-LIFE BALANCE AND ITS RELATIONSHIP WITH JOB SATISFACTION To explore the relationship between Work-Life Balance and Job Satisfaction, Linear regression Analysis was done. In the model Job Satisfaction acted as the independent variables and Work-Life Balance as the Dependent variable.

Regression Analysis Coefficients(a) Unstandardized Model Coefficients Std. B 1 (Constant) JS 8.579 1.201 Error .700 .279 .422 Beta 12.252 4.313 .000 .000 Standardized Coefficients t Sig.

a Dependent Variable: TOTAL WORK-LIFE-BALANCE

Interpretation:

The table showing Regression Analysis for the total sample revealed that there Job Satisfaction turned out to be relevant and were obtained as predictors. The coefficient for the above predictors Job Satisfaction was 1.201. The general linear model to predict Work-Life Balance, based on the independent variable Job Satisfaction can be described as: WLB = 8.579+ 1.Job Satisfaction + Error Term

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HYPOTHESIS TESTING

H1

Male call centre executives have a higher level of Work-Life Balance than females Employees in the Banks The hypothesis has been rejected.

H2

Married Employees in the Banks have a higher level of work-life balance than single Employees in the Banks This hypothesis has been accepted denoting a significant positive relationship

H3

Employees in the Banks with non-working partners has a higher level of Work Life Balance than ones having a working partner. This hypothesis has been accepted denoting a significant positive relationship

H4

Employees in the Banks with dependents in the family have higher WorkLife Balance than Employees in the Banks without dependents in the family. This hypothesis has been rejected

H5

There is a significant and positive relationship between Work-Life Balance and Job Satisfaction among Employees in the Banks This hypothesis has been accepted and shows significant positive relationship with Job Satisfaction.

40

CHAPTER 6 CONCLUSIONS AND RECOMMENDATIONS

1.

Chi-Square test for Significance to study the effect of various Demographic Variables( Age Group, Gender, marital status, working spouse and number of dependents in the family) over the Work-Life Balance of the employee yielded the following results:

i.

Work-Life Balance has a significant relationship with the Marital Status of the Respondent.38.86% of the married couples reported WorkLife imbalance as compared to 31.8% of the Non-Married respondents. Married Employees working in Banks experienced higher dissatisfaction with the work and personal life balance as compared to their Unmarried/Single counterparts.

ii.

Work-Life Balance was also found to have a significant relationship with the presence of a working spouse in the family.68.8% of the total respondents had a working spouse out of which 51.1% of the respondents reported Work-Life Imbalance.

2.

To study the relationship between Work-Life Balance and Job Satisfaction Work-Life Balance was regressed with Job Satisfaction and following results were obtained:

i.

Work-Life Balance was found to be dependent on Job Satisfaction. This variable accounted for 29.6% of the total variation in the Work-life Balance of the employees working in the Union Banks of Chandigarh.

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RECOMMENDATIONS

The business case in support of family-friendly policies indicates that higher organizational performance may be achieved due to lower staff turnover, reduced employee stress, attraction and retention of high-quality staff and greater staff satisfaction and commitment (Russell et al., 2000).

1. The Working Hours should be restricted to the shift hours and the periodic trainings and meetings, target settings should be inclusive within this period so that the working hours do not spill over into the non-work hours.

2. More Employee Control over the shift timings. Different age groups have different life styles and responsibilities and fixed shift timings lay undue high demands on them.

3. All the Banks showed similar trend of a low Work-Life Balance. This points out towards a closer monitoring the pulse of its workforce through periodical employee surveys to understand their perspective towards Work-Life Balance policies and identify their needs.

4. Our study points out a relationship between Work-Life Balance and Marital Status and also that Married Employees experience a lower Worklife Balance than their Unmarried counterparts. Thus there should be a greater integration of work and family. The organizations should attempt to integrate the families with the workplace. Facilities like Family Health Clubs, Vacation Tours and Sports Tournaments would help the family participate more with the organization, building a healthy relationship and decreasing work-non work conflict of the employee.

5. A regular and a structured sports program. Regular Tournaments and Competitions would promote better relationship among peers and also act as an effective stress buster. The workload pressure can be effectively tackled through a healthier lifestyle.

42

6. Workplace facilities like Crches, subsidized nursery places outside of work, help with childcare arrangements during school holidays can facilitate employees especially women who have to take leaves to take care of their young children. However, no organization has such facility. They preferred to pay for facilities aimed at alleviating symptoms of worklife imbalance amongst their employees than providing facilities that might prevent work-life imbalance in the first place.

7. Full organizational commitment "from the top", accompanied by written policies, procedures and guidelines; the final decision to lie with the line manager involved, clearly operating within the agreed policies and procedures, and taking overall responsibility for the impact of such arrangements within their functional area, as well as for the provision of meaningful feedback in cases where such arrangements are refused. WorkLife Balance is often given lip service but the work culture and compensation policies are not designed to support it.

8. There should be a provision of sufficient support within the organization to ensure the smooth operation/implementation of work-life balance policies arrangements, including the provision of training and other supports for managers in relation to planning and operating within a flexible working environment, and the availability of a "back up" team of highly experienced staff to fill in the short term gaps that may arise in balancing available staff with work commitments.

43

7. REFERENCES 1. Sirgy, M. Joseph and Wu, E. Jiyun, The Pleasant Life, the Engaged Life, and the Meaningful Life: What about the Balanced Life?, Springer Science+Business Media B.V., 2007.

2. Tausig, Mark and Fenwick, Rudy, Unbinding Time: Alternate Work Sc hedules and Work-Life Balance, Journal of Family and Economic Issues, Springer Netherlands, Volume 22, Number 2 / June, 2001, pg no. 101-119

3. Lockwood,Nancy

R.,

Work/Life

Balance

:Challenges

and

Solutions,

SHRMResearch Quarterly, 2003

4. Backett, Kathryn and Milburn, Work-life balance in the Indian food retail companies, February 2004

5. Manny,Simran and Gupta,Meenakshi ,Work-life balance an audit of staff experience, Directorate of Human Resources and the Business School,October, 2004

6. Duxbury ,Linda and Higgins,Chris, Work-Life Balance in the New Millennium: Where Are We? Where Do We Need to Go?, CPRN Discussion Paper No. W|12, Canadian Policy Research Networks, October 2001, http://www.cprn.org 7. Heskett ,James, Work life: Is productivity in the balance?, July 5th 2004

8. Burke,Ronald, Do managerial men benefit from organizational values supporting work-personal life balance?, Women in Management Review , # MCB University Press ,Volume 15 . Number 2, 2000 . pp. 8189

9. Fisher, James , Miller ,Karen and Thatcher Andrew,Performance Monitoring, Supervisory Support, and Job Characteristics and Their Impact on Employee Well-Being Amongst Four Samples of Call Centre Agents in South 44

Africa,Ergonomics and Health Aspects of Work with Computers, Springer Berlin / Heidelberg ,Volume 4566/2007, pg no.48-56

10. Sturges, J., & Guest, D. (2004). Working to live or living to work? Work/life balance early in the career.Human Resource Management Journal, 14(4), 5.

11. Bedeian, A. G., Burke, B. G., & Moffett, R. C. (1988). Outcomes of work -family conflict among male and female professionals. Journal of Management, 14, 475 491.

12. Duxbury, L., C. Higgins and C. Lee (1994), Work-Family Conflict: A Comparison by Gender, Family Type and Perceived Control, Journal of Family Issues 15: 449-466.

13. http://www.unionbankofindia.com/

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8. Annexure

QUESTIONNAIRE For the following questions please make use of this scale: Strongly disagree Disagree Neither agree Agree nor disagree SD D N A SA Strongly agree

The following questions are relating to work-life balance In my Organization.. SD 1 I leave on time on most of the days from work/office 2 3 4 6 7 8 9 Long working hours are taken for granted I often take home office work If I take time off or get sick, my work just builds up while I am away Performance targets set by management are reasonable Employees are treated with equal fairness Management can be trusted to say things the way they are Management tries to cooperate with employees 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 5 5 5 5 1 D 2 N 3 A 4 SA 5

10 Employees have enough say if problem arises with the management 11 I have a say in how many hours I work in a week 12 I have a say over my starting and finishing time 13 I have a say over when I have a meal break 14 I have a say over when I take time off for holidays, appointments etc.

46

15 I have a say over my workload 16 I work more hours each week than I like 17 I am satisfied with the balance between my work and personal life 18 I get told at home that I am working too hard 19 My work responsibilities interfere with my social life more than they should 20 I am often too tiered to enjoy my time away from work

1 1 1 1 1 1

2 2 2 2 2 2

3 3 3 3 3 3

4 4 4 4 4 4

5 5 5 5 5 5

The following questions are relating to Job Satisfaction In my organization.

SD 21 22 I am satisfied with the physical conditions of work I am satisfied with the freedom I get to choose the method of work 23 I am satisfied with my colleagues and fellow workers 24 I am satisfied with the recognition I get for good work 25 I am satisfied with the responsibility I get in my work 26 27 I am satisfied with the remunerations I get I am satisfied with the opportunities I get to use my abilities 28 29 I am satisfied with the hours of work I am satisfied with the variety in my job 1 1 1 1 1 1

D 2 2

N 3 3

A 4 4

SA 5 5

1 1

2 2

3 3

4 4

5 5

2 2

3 3

4 4

5 5

47

30 Age Group 31 Gender 32 Marital Status

25-35 Male

1 1

36-45 Female Single

2 2 2

46 and above 3

Married 1

33 Is your spouse working? Yes 1 No 2

34 Number of dependents in the family (non-working wife, parents and children) 0-2 1 3-4 2 4 and above 3

THANK YOU

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