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INTRODUCTION

Meaning

Maintaining a balance between work life and personal life is called Work Life
Balance.The meaning of work/life balance has chameleon characteristics. It means different
things to different groups, and the meaning often depends on the context of the conversation and
the speaker's viewpoint. The following are working definitions of terms used regarding work/life
balance;

some

definitions

overlap

and

some

are

continuing

to

evolve.

Work/family
It is a term more frequently used in the past than today. The current trend is to use titles
that include the phrase work/life, giving a broader work/life connotation or labeling referring to
specific areas of support (e.g., quality of life, flexible work options, life balance, etc.)

Work/family conflict
Work/family conflict is a push and pulls between work and family responsibilities.

Work/life balance from the employee viewpoint


It is a dilemma of managing work obligations and personal/family responsibilities.

Work/life balance from the employer viewpoint


Work/life is the challenge of creating a supportive company culture where employees can
focus on their jobs while at work.

Family-friendly benefits
The benefits that offer employees the latitude to address their personal and family
commitments, while at the same time not compromising their work responsibilities.

Work/life programs

This programs (often financial or time-related) established by an employer that offer


employees options to address work and personal responsibilities.

Work/life initiatives
This policies and procedures established by an organization with the goal to enable
employees to get their jobs done and at the same time provide flexibility to handle
personal/family concerns.

Work/family culture
It is the extent to which an organization's culture acknowledges and respects the family
responsibilities and obligations of its employees and encourages management and employees to
work together to meet their personal and work needs.

Indicators
When you have balance you are

Satisfied with your work and home lives.


Able to fulfill your responsibilities without guilt or regret.
Healthy physically and emotionally.
In control of your life

Loss of balance may cause you to

Miss work more often and not be as productive at work.


Your involvement in the community may go down.

Changing &Increasing work pressures


A decade back, employees used to have fixed working hours or rather a 9 to 5 job from
Monday to Friday. The boundary between the work and home has disappeared with time. But
with globalization and people working across countries, the concept of fixed working hours is
fading away. Instead of just 7 or 8 a day, people are spending as much as 12-16 hours every day
in office.
The technological blessings like e-mail, text messaging and cell phones which were
thought of as tools to connect them to their work being away from their workplace, have actually
integrated their personal and professional lives. Now professionals find themselves working even
when they are on vacations.
The ever-increasing working hours leave the individuals with less time for themselves
and to pursue his hobbies or leisure activities. This hinders the growth of the person as an
individual in terms of his personal and spiritual growth. Professionals working in the BPO
industry, doctors and nurses and especially IT professionals are the few examples who are facing
the brunt of the hazard constantly.

Reasons of imbalance:
There are various reasons for this imbalance and conflicts in the life of an employee.
From individual career ambitions to pressure to cope up with family or work, the reasons can be
situation and individual specific. The speed of advancement of information technology, the
increasing competition in the talent supply market has led to a "performance-driven" culture
creating pressures and expectations to performance more and better every time. Also, many a
times, many people find it difficult to say "NO" to others especially their superiors. They usually
end up over burdening themselves with work. The increasing responsibilities on the personal
front with age can also create stress on personal and professional fronts.
There was a time when employees showed up for work Monday through Friday and
worked eight- to nine-hour days. The boundaries between work and home were fairly clear then.

But the world has changed and, unfortunately, the boundaries have blurred for many workers.
The main reasons are:

Global economy
As more skilled workers enter the global labor market and companies outsource or
move more jobs to reduce labor costs, people feel pressured to work longer and produce more
just to protect their jobs.

International business
Work continues around the world 24 hours a day for some people. If you work in an
international organization, you might be on call around the clock for troubleshooting or
consulting.

Advanced communication technology


Many people now have the ability to work anywhere from their home, from their car
and even on vacation. And some managers expect this.

Longer hours
Employers commonly ask employees to work longer hours than they're scheduled.
Often, overtime is mandatory. If you hope to move up the career ladder, you may find yourself
regularly working more than 40 hours a week to achieve and exceed expectations.

Changes in family roles


Todays married worker is typically part of a dual-career couple, which makes it
difficult to find time to meet commitments to family, friends and community.

Effects
Constant struggle and effort to maintain a balance between the work and personal life
can have serious implications on the life of an individual. According to a survey, 81 per cent of
the respondents have admitted that their jobs are affecting and creating stress in their personal
lives. The pressures of the work or personal life can lead to stress. According to studies, it has
been found to that such situation can take a toll on the person's health both physiologically and
psychologically. Heart ailments, cardiovascular problems, sleep disorders, depression,
irritability, jumpiness, insecurity, poor concentration and even nervous breakdowns are
becoming common among the victims of such imbalance. Pressure, stress or tension in work
life can lead to bad social life and vice versa.

Solutions
Many experts have given different solutions to this problem.
1.

Time management is one of the best solutions which can help to reduce the 0imbalance between
the personal and the work life of the employees. Prioritizing the tasks and planning the activities
can help to take out some free time which can be utilized for other purposes.

2.

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

3.

Learn to say "no" if required.

4.

Sharing the responsibilities will help and don't commit for something which is practically
impossible.

5.

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

Conclusion
Juggling between the obligations towards the families and expectations of the
organization and constant struggle to maintain a balance can work and have serious implications
on the life of an individual. Therefore, it is important for employees to maintain a healthy
balance between work and their private lives. This will help them achieve their personal and
professional goals as well the organization they are working for.

OBJECTIVES OF THE STUDY


Primary objectives

To analyze how far the employees of ICICI Bank Ltd. India Pvt. Ltd is able to
maintain balance between their work life and personal life.

Secondary Objectives

To analyze factors contributing to work life balance of employees.

To study the factors which hinders work life balance and creates imbalances.

To suggest measures that should be concentrated to improve work life balance.

SCOPE OF THE STUDY

People would like to have a neat balance of Work & Life. The scope of balancing
both work and life by a person would be leading to good quality of life and an
enjoyable work life and career progression.

Work and Life Balance will make a person to maintain the good health and affordable
childcare and eldercare.

One can concentrate on their personal interests and voluntary work.

The balancing of work and life keep the persons away from pressurized mentality
which in turn reflect in happier life and good productivity at work.

NEED OF THE STUDY


The present study concentrates deeply in Employee Work Life Balance which refers to
how the employees are balancing the work as well as life. The concept of Employee Work Life
Balance is flexible and elastic and differs widely with time, industry, social values, degree of
industrialization, it is also moulded according to age-group, gender, social-culture, marital,
economic status, and educational level of employees.

LIMITATIONS OF THE STUDY

Even though the concept of Organizational Commitment maybe an universally


applicable concept, by nature of present study, it has got only a limited scope with
reference to the organization studied.

Further the researcher has limited the scope of the study only up to the conforming
theassociation between personal

variables and organizational commitment, even

though the scope for higher level analysis is possible.

The busy work schedule of the employees was a constraint for the study.

INDUSTRY PROFILE
Indian Banking Industrial Profile
Introduction
According to the Reserve Bank of India (RBI), the banking sector in India is sound, adequately
capitalized and well-regulated. Indian financial and economic conditions are much better than in
many other countries of the world. Credit, market and liquidity risk studies show that Indian
banks are generally resilient and have withstood the global downturn well.
With a sense of optimism slowly creeping in, the banking industry expects that 2015 will bring
better growth prospects. This optimism stems from factors such as the Government working hard
to revitalise the industrial growth in the country and the RBI initiating a number of measures that
would go a long way in helping the banks to restructure. The recent announcements of RBI, it is
felt, are a clear pointer to the future of the restructured domestic banking industry.
Market Size
The Indian banking sector is fragmented, with 46 commercial banks jostling for business with
dozens of foreign banks as well as rural and co-operative lenders. State banks control 80 percent
of the market, leaving relatively small shares for private rivals.
At the end of February, 13.7 crore accounts had been opened under Pradhanmantri Jan Dhan
Yojna (PMJDY) and 12.2 crore RuPay debit cards were issued. These new accounts have
mobilised deposits of Rs 12,694 crore (US$ 2.01 billion).
Standard & Poors estimates that credit growth in Indias banking sector would improve to 12-13
per cent in FY16 from less than 10% in the second half of CY14.

Investments/developments
There have been many investments and developments in the Indian banking sector in the past
few months.

The United Economic Forum (UEF), an organisation that works to improve socioeconomic status of the minority community in India has signed a memorandum of
understanding (MoU) with Indian Overseas Bank (IOB) for financing entrepreneurs from
backward communities to set up businesses in Tamil Nadu

The RBI has allowed third-party white label automated teller machines (ATM) to accept
international cards, including international prepaid cards, and said white label ATMs can
now tie up with any commercial bank for cash supply.

With the objective of increasing investment opportunities for Indian alternative


investment funds (AIFs), the RBI has allowed these funds to invest overseas.

In a major boost for the infrastructure sector, as well as for banks financing long gestation
projects, the RBI has extended its flexible refinancing and repayment option for longterm infrastructure projects to existing ones where the total exposure of lenders is more
than Rs 500 crore (US$ 78.98 million).

Syndicate Bank is planning to open 300-500 branches in the next financial year

RBI governor Mr Raghuram Rajan and European Central Bank President Mr Mario
Draghi have signed an MoU on cooperation in central banking. The memorandum of
understanding provides a framework for regular exchange of information, policy dialogue
and technical cooperation between the two institutions. Technical cooperation may take
the form of joint seminars and workshops in areas of mutual interest in the field of central
banking, RBI said on its website.

RBL Bank has announced that it would be the anchor investor in Trifecta Capitals
Venture Debt Fund, the first alternative investment fund (AIF) of its kind in India with a
commitment of Rs 50 crore (US$ 7.89 million). This move provides RBL Bank the
opportunity to support the emerging venture debt market in India.

The RBI has allowed banks to become insurance brokers, permitting them to sell policies
of different insurance firms subject to certain conditions.

Bandhan Financial Services Pvt. Ltd has raised Rs 1,600 crore (US$ 252.69 million) from
two international institutional investors to help convert its microfinance business into a
full service bank. Bandhan was one of the two entities to get a banking licence in April
2014 along with infrastructure finance company IDFC Ltd.

Yes Bank Ltd has signed an MoU with the US governments development finance
institution Overseas Private Investment Corp (OPIC) to explore US$ 220 million of
financing to lend to micro, small and medium enterprises (MSMEs) in India.

Reliance Industries Limited (RIL) has said that it has applied for a Payments Bank
licence, where the company will be the promoter and State Bank of India will be its joint
venture partner with an equity investment of up to 30 per cent.

The RBI has allowed bonds issued by multilateral financial institutions like World Bank
Group, the Asian Development Bank and the African Development Bank in India as
eligible securities for interbank borrowing. The move will further develop the corporate
bonds market, RBI said in a notification.

The Competition Commission of India (CCI) has cleared the merger of ING Vysya Bank
with Kotak Mahindra Bank, which would create the country's fourth largest private sector
lender. The proposed Rs 15,000 crore (US$ 2.36 billion) deal is not likely to have any
appreciable adverse effect on competition in India, as per the competition "The share of
both entities in various relevant markets is insignificant," the CCI said.

Tata Consultancy Services Ltd (TCS), Indias largest software services exporter, has
announced that it has expanded its presence in Singapore with the opening of a new
1,000-seat TCS Singapore banking and financial services (BFS) centre. The new centre
replaces a 500-seat centre opened in 2011 and will offer a broader range of services to
global banks in the Asia-Pacific region, with a major focus on digital offerings.

Government Initiatives
There have been a lot of developments in the Indian banking sector.

The Government has announced a capital infusion of Rs 6,990 crore (US$ 1.1 billion) in
nine state run banks, including State Bank of India (SBI) and Punjab National Bank
(PNB), but based on new efficiency parameters such as return on assets and return on
equity. In a statement, the finance ministry said, This year, the Government of India has
adopted new criteria in which the banks which are more efficient would only be rewarded
with extra capital for their equity so that they can further strengthen their position."

The Union cabinet has approved the establishment of the US$ 100 billion New
Development Bank (NDB) envisaged by the five-member BRICS group as well as the
BRICS contingent reserve arrangement (CRA).

The RBI has decided to allow nominated banks to import gold, including coins, on a
consignment basis, extending its clarification issued in November 2014, which had eased
certain categories of gold imports.

To help Micro Small and Medium Enterprises (MSME), RBI has permitted setting up of
an exchange-based trading platform to facilitate financing of bills raised by such small
entities to corporate and other buyers, including government departments and PSUs.

Road Ahead
The Indian economy is now on the threshold of a major transformation, with expectations of
policy initiatives being implemented. Positive business sentiments, improved consumer
confidence and more controlled inflation should help boost the economic growth. Higher
spending on infrastructure, speedy implementation of projects and continuation of reforms will
provide further impetus to growth. All this translates into a strong growth for the banking sector
too, as rapidly growing business turn to banks for their credit needs, thus helping them grow.
Also, with the advancements in technology, mobile and internet banking services have come to
the fore. Banks in India are focusing more and more to provide better services to their clients and
have also started upgrading their technology infrastructure, which can help improve customer
experience as well as give banks a competitive edge.
Many banks, including HDFC, ICICI and AXIS are exploring the option to launch contact-less
credit and debit cards in the market soon. The cards, which use near field communication (NFC)
mechanism, will allow customers to transact without having to insert or swipe.
Exchange Rate Used: INR 1 = US$ 0.0157 as on April 28, 2015

Andhra Bank was founded by the eminent freedom fighter and a


multifaceted genius, Dr. Bhogaraju Pattabhi Sitaramayya. The Bank was registered on
November 20, 1923 and commenced business on November 28, 1923 with a paid up capital of
Rs 100,000 (US$ 1,563.92) and an authorised capital of Rs 1 million (US$ 15,640.37). Andhra
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of your business or your aspirations, we treat everyone as
individual and special. This means offering you choices, not
only in relation to our products and services but also in the
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private sector headquartered in Kerala having more than
thousand branches and ATMs spread across different States in
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base. The rating factors in the long standing track record of the
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Allahabad Bank is the oldest Bank in India and was founded
in 1865 by a group of Europeans in the historic city of
Allahabad. The Bank, in 1923, shifted its head office to
Kolkata, then the countrys commercial capital. The Bank is
carrying long and glorious annals of 146 years, stretched over
last three centuries. Allahabad Banks total busin...
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Indian Overseas Bank (IOB) was founded on February 10,
1937, by Mr M Ct M Chidambaram Chettyar, a pioneer in
many fields - Banking, Insurance and Industry with the twin
objectives of specialising in foreign exchange business and
overseas banking. IOB had the unique distinction of
commencing business on February 10, 1937 (on the inaugural
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Bank of India was founded on September 7, 1906 by a group
of eminent businessmen from Mumbai. The Bank was under
private ownership and control till July 1969 when it was
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of the society. The bank has built a network of 1,512 branches,
48 extension counters and 1,528 ATMs, that span all 28 states
and 4 union territories in the country. The Bank has the highest
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Dena Bank was founded in 1938 by Mr Devakaran Nanjee
under the name Devakaran Nanjee Banking Company. Later
the name was changed to Dena Bank. The bank is
headquartered in Mumbai, India and was nationalised by the
Government of India in 1969 along with 13 other major banks.
The
bank
has
over
1,400
branches.
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http://www.denabank.com/inde...
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Canara Bank was founded in 1906 by Mr Ammembal Subba
Rao Pai at Mangalore in Karnataka. The bank has gone
through various phases of growth trajectory in over hundred
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phenomenal, especially after nationalisation in 1969 and
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Bank of Baroda was founded by Maharaja Sayajirao Gaekwad
on July 20, 1908. It was set up under the Companies Act of
1897 with a paid up capital of Rs 1 million (US$ 16,357.89).
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in India as well as abroad. As of March 31, 2012, the bank had
total asset size of Rs 447321.47 crore, which plac...
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London, it was originally established in Hong Kong by Mr
Thomas Sutherland in 1865, with a view to serve the needs of
the merchants of the China coast and finance the growing
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Punjab National bank (PNB) is one of the largest nationalised
banks in India providing services to its customers. The bank
enjoys strong fundamentals, large franchise value and good
brand image. PNB was founded on May 19, 1894. The
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assets of Rs 5,367.95 billion (US$ 89.24 billion) for the year
ended March 31, 2013. The bank has a network of 3,753
branches and 11,292 ATMs in India, and has a presence in 18
other countries. It offers a wide range of banking products and
financial services to corporate and retail cust...
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Established in 1955, State Bank of India (SBI) is the largest
public sector bank in India. The bank is capitalised to the
extent of US$ 129.3 million with a government holding of
62.31 per cent as on May 2013. The banks main divisions
include treasury, retail banking, corporate/wholesale banking
and other banking businesses. SBI is one of the l...
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Axis Bank is the third largest private sector bank in India. It
offers the entire spectrum of financial services to customer
segments, covering large and mid-corporates, MSME,
agriculture and retail businesses. As on March 31, 2013, the
bank had a large footprint of 1947 domestic branches
(including extension counters) and 11,245 ATMs spread acr...
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HDFC Bank Established in 1994, Housing Development


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services company based in Mumbai, Maharashtra. The bank is
the first of its kind to receive an in-principle approval from the
Reserve Bank of India (RBI) for establishment of a bank in the
private sector. The Bank transacts both traditiona...

Last Updated: March, 2015

Total Indian banking sector assets reached US$ 1.8 trillion in FY14 from US$ 1.3 trillion in
FY10, with 70 per cent of it being accounted by the public sector. Total lending and deposits
increased at a compound annual growth rate (CAGR) of 20.7 per cent and 19.7 per cent,
respectively, during FY07-14 and are further poised for growth, backed by demand for housing
and personal finance.

Credit off-take has been surging over the past decade, aided by strong economic growth, rising
disposable incomes, increasing consumerism and easier access to credit. Total credit extended
went up to US$ 1.28 trillion by October 31, 2014. Deposits have grown at a CAGR of 19.7 per
cent during FY0714 to an estimated US$ 1.31 trillion.

The Reserve Bank of India (RBI) has relaxed its branch licensing policy, thereby allowing banks
(which meet certain financial parameters) to set-up new branches in tier-2 to tier-6 centers,
without prior approval from RBI. It has emphasised the need to focus on spreading the reach of
banking services to the un-banked population of India.

The real annual disposable household income in rural India is forecasted to grow at CAGR of 3.6
per cent over the next 15 years. Rising incomes are expected to enhance the need for banking
services in rural areas and therefore drive the growth of the sector, programs like MNREGA have
helped in increasing rural income aided by the recent Jan Dhan Yojana.

COMPANY PROFILE

BANK PROFILE

About Us:
ICICI Bank is
India's
largest
private
sector
bank with total
assets of Rs. 6,461.29 billion (US$ 103 billion) at March 31, 2015 and profit after tax Rs. 111.75
billion (US$ 1,788 million) for the year ended March 31, 2015. ICICI Bank currently has a
network of 4,050 Branches and 12,890 ATM's across India.
History
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution,
and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46%
through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs
listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an allstock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors
in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the
Government of India and representatives of Indian industry. The principal objective was to create
a development financial institution for providing medium-term and long-term project financing
to Indian businesses.
In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group offering a wide variety of products
and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank.

In 1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.
After consideration of various corporate structuring alternatives in the context of the emerging
competitive scenario in the Indian banking industry, and the move towards universal banking, the
managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI
Bank would be the optimal strategic alternative for both entities, and would create the optimal
legal structure for the ICICI group's universal banking strategy. The merger would enhance value
for ICICI shareholders through the merged entity's access to low-cost deposits, greater
opportunities for earning fee-based income and the ability to participate in the payments system
and provide transaction-banking services. The merger would enhance value for ICICI Bank
shareholders through a large capital base and scale of operations, seamless access to ICICI's
strong corporate relationships built up over five decades, entry into new business segments,
higher market share in various business segments, particularly fee-based services, and access to
the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI
and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services
Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by
shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at
Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve
Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking
operations, both wholesale and retail, have been integrated in a single entity.

ICICI Group Companies

ICICI Group
http://www.icicigroupcompanies.com
ICICI Lombard General Insurance Company
http://www.icicilombard.com
ICICI Prudential Life Insurance Company
http://www.iciciprulife.com/public/default.ht
m

ICICI Securities
http://www.icicisecurities.com

ICICI Prudential AMC & Trust


http://www.icicipruamc.com

ICICI Venture
http://www.iciciventure.com
Disha Financial Counselling
http://www.icicifoundation.org
ICICI Direct
http://www.icicidirect.com
ICICI Bank also has banking subsidiaries in
UK and Canada
ICICI Foundation
http://www.icicifoundation.org

Corporate Social Responsibility


ICICI Bank is deeply engaged in human and economic development at the national level.
The Bank works closely with ICICI Foundation across diverse sectors and programs.

ICICI Banks CSR Policy

ICICI Foundation for Inclusive Growth

Write to us at: ICICI Bank Limited


ICICI Phone Banking Center, ICICI Bank Tower, 7th floor,
Survey no: 115/27, Plot no. 12, Nanakramguda, Serilingampally,
Hyderabad 500032.

Registered Office: ICICI Bank Limited


Landmark, Race Course Circle, Vadodara 390 007.

Corporate Office: ICICI Bank Towers,


Bandra-Kurla Complex, Mumbai 400 051.
+91 22 26531414

26

ICICI Group

SERVICES PROVIDED BY BANK

PERSONAL

A
Deposits

B
Loans

C
Cards

BANKING
NRI

urance

service/On-li

Investment

Property

service
Insurance/Lo

Solutions
Online taxes

n
SME service

Money

Bank

BANKING
BUSINESS

transfer
Corporate net

Accounts
Cash

Trade

BANKING

banking

Management

services

27

D
E
Investment/Ins Demat

Workplace Responsibilities

Fair Employment Practices and Diversity:

ICICI Group is committed to adoption of fair employment practices. It ensures


diversity of workplace through efforts to recruit, develop and retain the most talented
people from a diverse candidate pool. It upholds the principle that advancement is
based on talent and performance and there is a commitment to equal opportunity.

As a fair employment practice, we expect that you shall not (during the course of your
service or upon cessation of your service for a period of six months from the date of
cessation) directly or indirectly on your own accord or on behalf or in conjunction with
any other person, convey or solicit or attempt to induce any employee or business
associate to leave their current employment with the ICICI Group and join the service
of the new employer or any competitor.

Fair Competition:

A
lthough it is common to gather information about the general marketplace, including
competitors' products and services, the Company wants to compete fairly Drug Free
Workplace.

Y
ou should ensure that your workplace is healthy and productive and free from drugs
Discrimination and Harassment and Intimidation.

28

ICICI Group is committed to prohibition of harassment and intimidation of


employeesin the workplace. The ICICI Group discourages conduct that implies
granting or withholding favours or opportunities as a basis for decisions affecting an
individual, in return for that individuals compliance. Such harassment is the easier
form of harassment to identify because it takes the form of either a threat or a promise,
whether explicitor implied.

ICICI Group has a Gender Neutral Policy that prohibits unwelcome advances, requests
for sexual favours, or other verbal or physical conduct where such conduct has the
purpose or effect of unreasonably interfering with an individuals work performance or
creating an intimidating, hostile or offensive working environment. Safety in the
Workplace.

ICICI Group considers safety of employees as the primary concern. The ICICI Group
is committed to safety of employees and expects its businesses and employees to
comply fully with appropriate laws and internal regulations.

ICICI Group encourages responsible behaviour of its employees and colleagues that
result in the best possible accident prevention measures. This applies both to the
technical planning of workplaces, equipment, and processes and to safety management
and personal behaviour in everyday workplace.

29

Awards & Recognitions

Awards - 2015
ICICI Bank

ICICI Bank won the Best Foreign Exchange Bank at Finance Asias 2015 Country
Banking Achievement Awards.

Congratulations to Mr. Rakesh Jha for securing the top position in the category of
Best CFO for banks, announced by Institutional Investor, a US-based magazine. This
result was determined by a poll in which 625 sell side analysts across 16 sectors
participated. The poll is part of an initiative by the magazine to determine the 2015 All
Asia Executive Team rankings among financial institutions.

ICICI Bank has been adjudged the Best Retail Bank in India by The Asian
Banker. It has also emerged winners in the categories of Best Internet Banking Initiative
and Best Customer Risk Management Initiative awards given by The Asian Banker.

ICICI Bank has been declared as the first runner up at Outlook Money Awards
2015 in the category of Best Bank.

ICICI Bank won an award in the BFSI Leadership Summit & Awards in the 'Best
Phone Banking for End-users category.

ICICI Bank won in six categories and was the first runner-up in one category
among Private Sector Banks at IBA Banking Technology Awards, 2015. The bank was
declared winner in the six categories of Best Technology Bank of the Year, Best use of
Data, Best Risk Management Initiatives, Best use of Technology in Training, Human
Resources and e-Learning initiatives, Best Financial Inclusion Initiative and Best use of
Digital and Channels Technology. ICICI Bank was the first runner-up in Best use of
Technology to Enhance Customer Experience.

Awards - 2014
ICICI Bank

ICICI Bank has ranked second at the 'National Energy Conservation Award 2014'
under the office buildings (less than 10 lakh kWh/year consumption) category.
30

Ms. Chanda Kochhar received an honorary Doctor of Laws from Carleton


University, Canada. The university conferred this award on Ms. Kochhar in recognition of
her pioneering work in the financial sector, effective leadership in a time of economic
crisis and support for engaged business practices.

Ms Chanda Kochhar featured in The Telegraph (UK) list of '11 most important
women in finance'.

ICICI Bank has been recognised as one of the 'Top Companies for Leaders' in India
in a study conducted by Aon Hewitt.

IDRBT has given awards to ICICI Bank in the categories of 'Social Media and
Mobile Banking' and' Business Intelligence Initiatives'.

ICICI Bank won the award for the Best Bank - Global Business Development
(Private Sector) in the Dun & Bradstreet - Polaris Financial Technology Banking Awards
2014.

ICICI Bank was awarded the Certificate of Recognition as one of the Top 5
Companies in Corporate Governance in the 14th ICSI (The Institute of Company
Secretaries of India) National Awards for Corporate Governance.

ICICI Bank has been honoured as The Best Service Provider - Risk Management,
India at The Asset Triple A Transaction Banking, Treasury, Trade and Risk Management
Awards 2014.

Mr Rakesh Jha has been ranked as the Best CFO in India at the 14th Annual
Finance Asia's Best Managed Companies Poll.

ICICI Bank has won The Corporate Treasurer Awards 2013 in the categories of
'Best Cash Management Bank in India' & 'Best Trade Finance Bank in India'.

ICICI Bank has been awarded the 'Best Retail Bank in India', 'Best Microfinance
Business' and Best Retail Banking Branch Innovation' under the 'Excellence in Retail
Financial Services awards 2014' by The Asian Banker.

Ms Chanda Kochhar, MD & CEO, ICICI Bank, has been named among Fortune's
50 most powerful women in business for the fourth consecutive year.

Ms. Chanda Kochhar, MD and CEO received the 'Mumbai Women Of The Decade'
award by ASSOCHAM.

Awards - 2013
ICICI Bank

ICICI Bank has been adjudged winner at the Express IT Innovation Award under
the Large Enterprise category.
31

ICICI Bank wins awards under the categories of 'Most Innovative Bank' and 'Most
Innovative use of Multi-Channel Infrastructure' at the Indian Bank's Association's
BANCON Innovation Awards 2013.

ICICI Bank won the Asian Banking & Finance Retail Banking Award 2013 for the
Online Banking Initiative of the Year

ICICI Bank won an award under the Social Media category at the InformationWeek
EDGE Award

Ms. Chanda Kochhar, MD and CEO has been awarded as the Best CEO - Private
Sector category at the Forbes India Leadership Awards 2013

Ms. Chanda Kochhar, MD & CEO, has been named as the most powerful woman in
business in India for the third consecutive year in Fortune's list of '50 Most Powerful
Women In Business: The Global 50'. She is also among the four most powerful women in
business in the world, according to the list.

ICICI Bank received the award for 'Best Private Sector Banker' by the Sunday
Standard Best Bankers Awards 2013.

ICICI Bank has been awarded the 'Best Banker - All round expansion' by the
Sunday Standard Best Bankers Awards 2013.

ICICI Bank won 'Best Banker - Efficiency & Profitability' by the Sunday Standard
Best Bankers Awards 2013.

Mr KV Kamath, Chairman, receives the "AIMA Managing India" Award for


"Outstanding Institution Builder"

Ms Chanda Kochhar, MD & CEO, receives the "AIMA JRD Tata Corporate
Leadership Award" 2012

ICICI Bank has won the Trade Finance Magazine Award for Excellence 2013,
under the category of 'Asia Pacific Awards : Best Trade Bank in India'

ICICI Bank received the Asian Banking & Finance Wholesale Banking Awards
2013 for the India Domestic Trade Finance Bank of the Year

ICICI Bank Limited has been awarded as the Best Private Sector Bank under the
category Global Business Development for the Dun & Bradstreet - Polaris Financial
Technology Banking Awards 2013

ICICI Bank has been one of the recipients of the Corporate Governance Asia
Annual Recognition Awards 2013

Ms Chanda Kochhar, MD & CEO, is one of the recipients from India, for the 4th
Asian Corporate Director Recognition Awards 2013
32

Awards - 2012
ICICI Bank

ICICI Bank received the Golden Peacock Innovative Product / Service Award for
its Tab Banking project. The Golden Peacock Awards were instituted by the Institute of
Directors and was headed by Justice P N Bhagwati, Ex Chief Justice of India.

ICICI Bank received the "Dataquest Technology Innovation Awards 2012" for Data
center migration by Dataquest.

ICICI Bank was conferred the Best Performance Award for Self Help Group (SHG)
Bank Linkage Programme in NABARD's State Level Awards announced by their
Maharashtra Regional Office. The Bank received the first prize for the year 2010-11 in the
Private Sector Bank category and 2nd runner up for the year 2011-12 in the Commercial
Bank category.

For the second consecutive year, ICICI Bank won the NPCI's NFS Operational
Excellence Awards in the MNC and Private Sector Banks Category for its ATM network.

Mr.K.V.Kamath was awarded the "Hall Of Fame" by Outlook Money for his long
standing contribution in the financial services sector.

ICICI Bank won the Best Bank - India Award by The Banker.

Ms. Chanda Kochhar ranked 18th in the Fortune's list of '2012 Businesspersons of
the Year'. The 50 global leaders is Fortune's annual ranking of leaders who are "the best in
business".

Ms. Chanda Kochhar tops the list of "50 Most Powerful Women in Business" by
Fortune India.

ICICI Bank tops the list of "Private sector and Foreign Banks" by Brand Equity,
Most Trusted Brands 2012. It ranks 15th in the "Top Service 50 Brands".

Awards - 2011
ICICI Bank

ICICI Bank won the "Best Domestic Provider of FX Services (India)", "Best
Domestic FX Provider for Innovative FX Products and Structured Idea (India)", "Overall
Best Domestic Interest Rates Services (India)" and "Overall Best Credit Research &
Market Coverage for the Local Currency Bonds (India)", in the Asiamoney Corporate FX
Poll
ICICI Bank received the "Best House Of the Year (India)", by Asia Risk
33

ICICI Bank was awarded the "Best Derivatives House (India)", by The Asset Triple

ICICI Bank received the "Best Foreign Exchange Bank (India)", by Finance Asia

ICICI Bank won the "Vanilla hedging instruments and Structured hedging
instruments India Winner, 2011" for "Interest Rate and Currency Products", by Asia Risk
Corporate Rankings

ICICI Bank won the 'NFS Operational Excellence Award -2011' in the 'Best BankPrivate & Foreign Banks Category' for its ATM Network

BOARD OF DIRECTORS

Board of Directors

Board Members
Mr. M. K. Sharma, Chairman

Ms. Chanda Kochhar,


Managing Director & CEO

..............................................
...........................................
Mr. Dileep Choksi
..............................................

Mr. N. S. Kannan,
Executive Director

Mr. Homi R. Khusrokhan

...........................................

..............................................

Mr. K. Ramkumar,
Executive Director

Mr. M.S. Ramachandran


...........................................
..............................................
Mr. Rajiv Sabharwal,
Executive Director

Dr. Tushaar Shah


..............................................
Mr. V. K. Sharma

34

..............................................
Mr. V. Sridar
..............................................
Mr. Alok Tandon

Executive Director's

Chanda Kochhar
Managing Director and Chief Executive Officer

35

N.S. Kannan

K. Ramkumar

Rajiv Sabharwal

Executive Director

Executive Director

Executive Director

2.1 REVIEW OF LITERATURE


The Work-Life Balance Concept
The importance of managing an employees WLB has increased markedly over the
past 20 years (De Bruin & Dupuis, 2004). There have been changes in several areas that
directly impact on this issue. Firstly, jobs have become more complex and employees have
been put under pressure to produce quality results in shorter timeframes and with fewer
resources (Hosie, Forster &Servatos, 2004) that has resulted in a redefinition of normal
working hours. Secondly, the demographic make-up of the labour force (i.e. gender,
36

ethnicity, dual career couples, religion, multi-generational workplaces etc), and thirdly the
very nature of the employment contract has necessitated that organisations effectively
manage their employees wellbeing, stress and job satisfaction (Greenhaus& Powell,
2006).
Organisational interest in the management of the WLB derives from evidence that
there is little doubt any more that there is a clear connection between the way people are
managed and organisational performance (Purcell, 2002:1), and that with the onset of
predicted skill-shortages, the ability to offer effective WLB employment opportunities may
become a source of competitive advantage.
Ideally, the WLB concept requires organisations to effectively integrate employees
work and non-work roles such that levels of multiple-role conflict, and the associated stress
and job-dissatisfaction, are minimised or avoided (De Bruin & Dupuis, 2004; Greenblatt,
2002). In attempts to achieve a WLB, however, western organisations have tended to adopt
a limited set of policies such as on-site child-care facilities, on-site gymnasiums,
telecommuting opportunities, and even on-site sleeping quarters for the employee and their
family (Hacker &Doolen, 2003; Hyman & Summers, 2004). Each has attempted to
increase the flexibility by which employees can enact their work-roles whilst
simultaneously enabling them to enact their family-based roles to the minimum extent
necessary.

37

Issues in Work-Life Imbalance

Despite their best intentions, there remains considerable contention about the
effectiveness of organisational WLB policies in delivering flexibility and reducing stress
and job-dissatisfaction in the modern workplace (Eates, 2004; Kirrane& Buckley, 2004).
Researchers have identified two empirical shortcomings within the WLB literature that
have served to undermine its theoretical and practical usefulness. The first relates to the
WLB literatures almost exclusive focus on the work-family interface at the expense of
other important life-balance issues. Buzzanell et al, (2005) notes that the WLB literature
typically portrays role conflicts for white, married, professional and managerial women,
with little reference to the many other demographics represented in the modern
organisation. Shorthose (2004) and Wise and Bond (2003) go so far as to state that the
WLB discipline is essentially flawed, as it is one-dimensional, assumes a unitary HR
perspective, and that its underlying management has been one of maintaining the statusquo rather than the adoption of competitive and future-oriented HR policy.
The second relates to the literatures inability to clearly define the interaction of
work and non-work roles that impact employees working-life (i.e. stress, job satisfaction
etc.). Elloy and Smith (2004) and Spinks (2004), for example, state that because an
individuals non-work roles are inherently ambiguous and idiosyncratic, organisations are
incapable of understanding how their enactment (or otherwise) impacts each individual.
Spinks (2004), in particular, suggests that organisations are either incapable (or unwilling)
to understand their workforce in sufficient detail, and have instead defaulted to a one-sizefits-all policy regime that has simply enabled employees to stay at work longer rather
than enable them to enact their important non-work roles. The inadequacy of current WLB
policy regimes is highlighted by Kigers (2005) study that revealed that less than two
percent of employees actually participate in available WLB programs.
Dex and Smith (2002) cite two main causes for this low figure. The first relates to
equity, with many employees reporting that they did not wish to appear a special case or
to require special treatment to their colleagues. This is supported from the results of
Waters &Bardoels (2006) study that found a range of workplace cultural factors that
reduced the willingness of Australian university staff to access WLB policy options.
38

The second is that the wide range of policies adopted by organisations has been
based on an ill-informed conceptualisation of contemporary WLB, and that this has led to
its ineffective formalisation in HRM practices. The consequence for organisations not
taking a more holistic approach to WLB is increased issues in attraction and retention of
employees in the context of skills shortages in significant occupational groups. The work
expectations of Generation X (born 1965 to 1979) and generation Y (born 1980 onwards)
(Mackay, 1997) place higher importance on WLB than previous generations and these
employees will be attracted to and remain longer with organisations that provide flexibility
in accordance with individual employee expectations (Henry, 2005). There is evidence of
an increase in women managers holding values and goals with greater emphasis on WLB
who are opting to leave organisations and undertaking consulting or contracting work
which can permit greater control of WLB conflict (Beck & Davis, 2005).

The contribution of the WLB literature, therefore, appears limited in its ability to
provide a useful framework for both academics and practitioners alike (Hyman
&Summers, 2004). Despite its name, the WLB literature has remained largely focused on
the work-family interface and fails to accurately identify and define the array of work and
non-roles that impact inter alia on an individuals stress levels and job satisfaction (Hacker
&Doolen, 2003; Mellor, Mathieu, Barnes-Farrell &Rogelberg, 2001; Noor, 2004; Pocock,
2005). In order to overcome these issues, Elloy and Smith (2003: 63) suggest that an
effective conceptualisation of the WLB requires:
an holistic approach to human resource management, which implies a
greater awareness of the total context of workers daily lives, not just those
hours they spend at work.
Guest (1987, 1997 & 2002) suggests for the WLB literature to incorporate a holistic
approach to HR management and better inform organisational HR policy development, its
design and implementation should adopt the following four criteria:

That the WLB literature maintains a focus on the integration of HR policies


with the organisations vision, goals and strategy. Central to this point is the
consistency between the organisations espoused culture and the context of its
WLB approach;
39

That the implementation of WLB policies create a set of internally consistent


employment polices intended to produce employee commitment, flexibility
and quality mutual flexibility and commitment being a cornerstone of the
concept of a WLB programme;

That there is recognition of the importance of human resources and of the


need to engage in practices which reflect this understanding. Therefore,
managers internalising (and demonstrating by their behaviour) the
importance of human resources is fundamental to the link between WLB
goals and their achievement; and

That there is a response by employees to the WLB policies (i.e. an up-take


of WLB opportunities by employees) and to the behaviour of the line
managers (i.e. a recognition by employees that their superiors are committed
to the achievement of a meaningful WLB).

Therefore, the degree to which employers can support the achievement (and benefits
associated with) effective WLB/HR policy depends on two main considerations: the
manner in which the WLB is defined and formalised within HR policy, and/or how
managers respond to employee requests for WLB relief. In terms of its formalisation,
organisations need to be aware of the extent to which WLB is operationalised that is,
whether it is to be regarded as a right, a right to request, or as a matter of managerial
discretion. In terms of managerial responses, organisations need to decide whether to
apply an authoritarian approach (i.e. hard HR), a paternal approach (i.e. benevolent), or
a commitment (i.e. Soft HR) approach to employee requests for WLB relief. It is this
intersection between corporate culture, as enacted, in rituals and practices modelled by
organisational leaders that set the tone for employees responses to WLB initiatives. Where
leaders work very long hours, tend to take little annual leave and then in small amounts,
demand travel at short notice (Sinclair, 2005) and require employee availability at the
leaders whim and wears these sacrifices as badges on honour, it follows that employees
are, at best, cautious in utilising WLB.
The achievement of an effective WLB-HR policy interface has largely failed in
Australia given the issues discussed above, and an exploration of possible remedies
represents the research opportunity for this paper.
40

QUALITY OF WORK LIFE IN FOURRTS, CHENNAI: AN OUTLOOK FROM


JEROME M.ROSOWS PERCEPTION (2008)
-by PremaManoharan, 2010

The QWL is one of the aspects useful to retain resources. This approach considers
people as assetsto the organization rather than as costs and motivates people by
satisfying not only their economic needs but also their social and psychological ones.

Quality of work life focuses on all aspects of workers life and the satisfaction of
the workforce in an organization. The definition of Jerome M Rosow, President of
the Work in AmericanInstitute, about QWL is considered for the study. The
identified seven critical factors which will affect the quality of work life-pay,
employee benefits, job security, alternative work schedules,Occupational stress,
participation and democracy in the workplace are studied.

Good health is the primary goal of the society and this study was done by
researcher to find out whether a company in health care industry takes care of its
employees too.

The researcher opted a descriptive study done among employees of FOURTTS, a


firm in Pharmaceutical industry.

Questionnaires were used to collect the primary data and the statistical tools used
are percentage analysis, chi-square test.

The sample size and the time limitation were the main constraints.

41

EMPLOYEES MIRRORING ON QUALITY OF WORK LIFE- AN EMPIRICAL


EVALUATION(2010)
- byJ.ARTHI & DR.KIRUPA, PRIYADARSHINI.M

In this paper researcher through light on Quality of work life (QWL) that has
increasingly gained recognition, as employees want to feel respected at work for what they
do and who they are. Today's business climate is increasingly characterized by rapid
change and Fierce competition. Organizations must adapt to this environment if they are to
survive and prosper.
Proactive managers and human resource departments respond to this challenge by finding
new ways to improve productivity. As a goal, QWL aims to improve organizational
effectiveness through the creation of more challenging, satisfying and effective jobs and
work environments.
Here researcher projects the ideas from the research conducted in a selected organization
and the consolidation of results reveal the major influential factors of QWL.
They also give a suggestive model to achieve favorable QWL environment in
anyorganisation.

A WAY OF LIFE: JOB STRESS AND TURNOVER INTENTION (2008)


-

byR.T.NIRMAL KUMAR, S.DEEPA and M.KEERTHIGA

In this paper the researcher focuses on the job stress. According to him, man's life
today faces all sorts of challenges, obstacles that hamper normal functioning and most of
the time it is too hard to handle. In a nut shell, stress is ubiquitous these days, becoming an
increasingly global phenomenon affecting all countries, all professions and all categories
of workers, families and society in general. It is a physical and mental response to
everyday demands, particularly those associated with change.

42

Stress is the change that drives the worker from normal psychological and physical
condition (Behr andNewman, 1978).Stress takes heavy toll of the persons health and his
capacity to adjust with others.They state about the few years evidence has accumulated
from around the world to show that the mostCommon cause of destructive ill health is
stress at work.
As a result of which, an individual faces many psychological as well as
psychosomatic disorders. A stressful workplace is rarely a productive one. Therefore the
researcher says that employers must develop stress management key to retain the existing
employees in the workplace. As it, become very important for organizations to retain their
employees, in today's competitive environment.
This research helps to understand the relationship between job stress, Personality
Characteristics and intent to leave employment, which aid administrators seeking to attract
and retain employees.

QUALITY OF WORK LIFE IN TODAYS ERA


-

byDR. A. ARUMUGAM & K. SIVAGAMA SHUNMUGA SUNDARI(2009)

Here the researcher discusses about Quality of work life (QWL) denotes all the
organizational inputs which aims at the employee's satisfaction and enhancing
organizational effectiveness. It is referred to as favorable or unfavorable of the job
environment for people. Many early QWL efforts focus on job enrichment.
Researcher states that today QWL gives much concern about decent wages,
convenient working hours, conducive working conditions etc. In a deeper sense, QWL
refers to the quality life of individuals in their working organizations. QWL provides for
the balanced relationship among work and non-work and family aspects of life.
In this paper the researcher discusses several notable factors that influence QWL
are adequate & fair compensation, safety and healthy working conditions, opportunity to
use & develop human capabilities, opportunities for career growth etc. This study was
carried out to find out the evolution of QWL and some ameliorative criteria for measuring
QWL. It is concluded that there is vast change in QWL and to find out the latest changes in
QWL.
43

2.2 Research Methodology


Research methodology is a way to systematically solve the research problem. It is
the scientific method of conducting a research.

It consists of defining the research

objectives, preparing the research design, determining the sample design, collecting the
required data its analysis, interpretation and finally drawing conclusions out of it and
giving suggestions.
Research Design
The research design used for this study is Descriptive research.
Universe
The sample for this study is taken from ICICI Bank Ltd. India Pvt.Ltd.
Sampling Method
The sampling method adopted by researcher is Non probability convenience
sampling method.
No. of Samples
Among the total population of 1700, 125 samples has been taken for the research.
Data Collection Method
Primary and Secondary data were collected for carrying out research.
(a) Primary Data
Primary Data was collected by way of Questionnaire, using relevant
variables related to this study.
(b) Secondary Data
Secondary data was collected from journals, company website, and relating
to the company profile, industry profile and review of literature.
Data Analysis Tools
The tools used for analyzing data are frequency tables, Chi-square, Rank
correlation, Friedman test, and one way Anova.

44

DATA ANALYSIS AND INTERPRETATION

TABLE No. 3.1.1


MARITAL STATUS OF THE RESPONDANCE

45

Opinion
Single
Married
Total

Respondents
82
43
125

Percentage
65.6
34.4
100

CHART: 3.1.1
SHOWING MARITAL STATUS OF THE RESPONDANCE
82

90
80
70
60
50

43

40
30
20
10
0
Single
Married

Interpretation:
The above table shows that 65.6% are single and 34.4% are married in the
organization.

46

TABLE No. 3.1.2


SHOWING THE NEGATIVE ATTITUDES OF PEERS AND
COLLEAGUES AT WORK PLACE

Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
4
40
17
38
26
125

Percentage
3.2
32
13.6
30.4
20.8
100

CHART: 3.1.2
SHOWING THE NEGATIVE ATTITUDES OF PEERS AND COLLEAGUES AT WORK PLACE
Strongly Disagree

26

Disagree

38

Neutral

17

Agree

40

Strongly Agree

4
0

10

15

20

25

30

35

40

45

Interpretation:
The above table shows that 3.2% strongly agrees, 32% of them are agree, 13.6%
have the neutral opinion, 30.4% disagrees with this and 20.8% strongly disagree withthe
negative attitudes of peers and colleagues at work place.

47

TABLE No. 3.1.3


SHOWING THE RESPONSES FOR TRAINING/MEETING AFTER
OFFICE HOURS

Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
0
3
25
84
13
125

Percentage
0
2.4
20
67.2
10.4
100

CHART: 3.1.3
SHOWING THE RESPONSES FOR TRAINING/MEETING AFTER OFFICE HOURS
90

84

80
70
60
50
40
25

30
20

13

10
0

3
0 Agree
Strongly

Agree

Neutral

Disagree

Strongly Disagree

Interpretation:
The table infers that 2.4% of them agree, 20% have a neutral opinion, 67.2
disagrees and10.4% strongly disagrees with the Training/Meeting after office hours.

48

TABLE No. 3.1.4


SHOWING THE RESPONSES FOR RIGHT REMUNERATION FOR
THEIR WORK

Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
12
11
91
11
0
125

Percentage
9.6
8.8
72.8
8.8
0
100

CHART: 3.1.4
SHOWING THE RESPONSES FOR RIGHT REMUNERATION FOR THEIR WORK
90

84

80
70
60
50
40
30
20

20
10

16

0
Strongly Agree

3
Agree

Neutral

Disagree

Strongly Disagree

Interpretation:
The above table infers that 9.6% strongly agree, 8.8% agree, 72.8% are neutral,
8.8% disagrees with the remuneration that they are getting for their work.

49

TABLE No. 3.1.5


SHOWING THE RESPONSES TO WORK IN NIGHT SHFITS TO EARN
MORE

Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
22
74
15
3
11
125

Percentage
17.6
59.2
12
2.4
8.8
100

CHART: 3.1.5
SHOWING THE RESPONSES TO WORK IN NIGHT SHFITS TO EARN MORE
Strongly Disagree

Disagree

16

Neutral

84

Agree

20

Strongly Agree

2
0

10

20

30

40

50

60

70

80

90

Interpretation:
The table shows that 17.6% strongly agree, 59.2% agree, 12% are neutral, 2.4%
disagrees and 8.8% strongly disagrees to work in Night Shifts to earn more.

50

TABLE No. 3.1.6


SHOWING THE RESPONSES TO WORK INDIVIDUALLY IN THEIR
WORK ASSIGNED TO THEM

Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

Respondents
2
20
84
16
3
125

Percentage
1.6
16
67.2
12.8
2.4
100

CHART: 3.1.6
SHOWING THE RESPONSES TO WORK INDIVIDUALLY IN THEIR WORK ASSIGNED TO THEM
3

Strongly Disagree
Disagree

16

Neutral
84

Agree

20
2

Strongly Agree
0

10

20

30

40

50

60

70

80

90

Interpretation:
The table shows that1.6% strongly agrees, 16% agrees, 67.2% are neutral, 12.8%
disagrees and 2.4% strongly disagrees to work individually in their work assigned to them.

51

Statistical Tools
Chi Square for Age and Flexible Work hours
Null Hypothesis:
There is no association between Age and flexible work hours.
Alternate Hypothesis:
There is association between Age and flexible work hours.

Case Processing Summary


Cases
Valid
N
Age * Flexible Work
125
Hours

Missing
Percent

Percent

Percent

85.6%

21

14.4%

146

100.0%

Age * Flexible Work Hours Cross tabulation


Count
Flexible Work Hours
Not
Provided provided
Age

Total

Total

20-25 57

24

81

26-30 18

23

31-35 4

36-40 7

12

39

125

86

Total

52

Chi-Square Tests

Value

Degree Assumption.
of
Significance.
freedom (2-sided)

Pearson Chi-Square

4.152a

.246

Likelihood Ratio

3.976

.264

Linear-by-Linear
Association

1.380

.240

N of Valid Cases

125

a. 2 cells (25.0%) have expected count less than 5. The


minimum expected count is 2.81.

Symmetric Measures

Nominal by Nominal

Contingency Coefficient

N of Valid Cases

Value

Approx. Sig.

.179

.246

125

Inference
In examining the observed cell frequencies it can be concluded that the Pearson
chi-square value 4.152 in a significance of .246 is well above the alpha level of .05.so there
is no significant association between age and flexible work hours.

53

Friedman Test for Monetary and Non-Monetary Benefits


The variables that is chosen for the Friedman test is PAY

Null Hypothesis
There is no significant difference in relationship between monetary and Nonmonetary benefits and right pay.
Alternate Hypothesis
There is significant difference in relationship between monetary and Non-monetary
benefits and right pay.

Ranks
Mean Rank
1.75

Are you getting paid rightly for your work

Monetary benefits offered by the firm is


2.58
equivalent to other firms in the same industry
Non-monetary benefits offered by the firm is
1.67
equivalent to other firms in the same industry
Test Statistics
Numbers
Chi-Square
Degree of Freedom
Assumption Significance

125
79.654
2
.000

Inference
The result of Friedman test indicates there is significant difference between
monetary and non-monetary benefits in reaction to getting paid rightly for both, p<.05 and
that non-monetary benefit has close association with getting paid rightly for work.

54

Correlation for Stress related Disease and Long Working Hours


To know the correlation between stress related disease and long working hours

Null Hypothesis
There is no relationship between long working hours and stress related disease.
Alternate Hypothesis
There is relationship between long working hours and stress related disease.

Correlations

StressRelatedDisease
Pearson Correlation

Stress Related Disease

Long Working Hours

.102
.259

Sig. (2-tailed)
125
Number
Long working hours
.102
Pearson Correlation
Sig. (2-tailed)
Number

125
1

.259
125

125

Inference
There is perfect relationship between long working hours and stress related disease
as Pearson correlation is .102 and alternate hypothesis is accepted.

55

One Way ANOVA for Gender and Stress Related Diseases


To analyse the stress related diseases by gender wise.

Null Hypothesis
There is no significant difference between gender and stress related disease.
Alternate Hypothesis
There is significant difference between gender and stress related disease.

ANOVA
Gender

Between
Groups
Within
Groups
Total

Sum of
Square
s

Degree of
Freedom

Mean
Square

Frequency

Significanc
e

.383

.096

.377

.825

30.529

120

.254

30.912

124

Inference
There is no significant difference between gender and stress related disease as the
level of significance is more than 0.05

56

Chi Square for Age and Stress related Disease


The Variables that is chosen are Age and Stress related disease
Case Processing Summary
Cases
Valid
N
Age * Stress Related
125
Disease

Missing

Total

Percent

Percent

Percent

85.6%

21

14.4%

146

100.0%

Age * Stress Related Disease Cross tabulation


Count
Stress Related Disease
Hypertension Obesity
Age

Total

Total
Frequent
Diabetes Headaches

None

20-25 16

47

81

26-30 4

15

23

31-35 0

36-40 0

12

13

12

68

12

125

20

Chi-Square Tests

Value

Degree Assumption
of
Significance.
Freedom (2-sided)

Pearson Chi-Square

38.095a

12

.000

Likelihood Ratio

33.643

12

.001

Linear-by-Linear
Association

.335

.563

N of Valid Cases

125

a. 13 cells (65.0%) have expected count less than 5. The


minimum expected count is .86.

57

Symmetric Measures
Nominal by Nominal

Contingency Coefficient

N of Valid Cases

Value

Approx. Sig.

.483

.000

125

Inference
In examining the observed cell frequencies it can be concluded that the Pearson
chi-square value 38.095 in a significance of .000 is well above the alpha level of .05.so
there is no significant relationship between age and stress related disease.

58

3.2FINDINGS OF THE STUDY

As per the analysis there is no relationship between the age of the employees and
flexible working hours.

The employees are getting paid rightly for their work both monetarily and non
-monetarily.

The employees due to their long working hours are being affected by stress related
diseases.

There is no relation between the gender and the stress related diseases.

According to the study, the stress related diseases are no way related to the age of
the employees.

73% of the respondents are neutral in saying that they receive right remuneration
for their work.

67% of the respondents disagree that they have to stay after office hours to attend
training/meeting 20% are neutral and 10% disagree with that.

67.2% of the respondents agree that they work individually to complete the work
assigned to them.

77% of the respondents agree that they work in night shifts to earn more.

51.2% of the respondents disagree that they have negative attitude towards peers
and colleagues at work place whereas 35.2% of the respondents agrees the same.

44.8% of the respondents are male and 55.2% of them are female.

13.7% of the respondents are finished their Bachelor degree, 50.7% of the
respondents are post graduate, and 21.2% of the respondents are professionals.

34.4% of the respondents are single and 65.6 % of them are married.

55.2% of the respondents are in nuclear family were as 44.8% are in joint family.

59

3.3 SUGGESTION OF THE STUDY

The organization can give flexible working hours to their employees in the
organization and hence they can get relaxed for their next day.

Fun at work can be encouraged to keep the employees relaxed at work.

The gender has no way relation with the stress but still facilities and other
compensation can be provided to the female workers.

Organization should conduct stress relieving programs like yoga and meditation for
the employees regularly in order to reduce the stress level.

Sessions on time management, work planning can be provided to employees by


their managers.

By creating a friendly circumstance within the organization, the employees would


enjoy working with their colleagues not considering the age or gender.

Work can be shared among team mates in order to complete the tasks on or before
time. This will not be a burden for an individual employee.

Employees should be satisfied by providing their appraisal/bonus/incentives on


time which will make them happy at work in turn they will lead their life happily.

60

3.4CONCLUSION
The study was conducted in ICICI Bank Ltd. India private limited, Chennai, on the
topic Work Life Balance. Based on the study conducted the following conclusions were
drawn. It was found that, even though most of the employees are of the age below 25, they
suffered from stress related diseases. Most of the employees have problems concerning
fixed working hours. The employees at ICICI Bank Ltd. get two days off in a week still
they are not able to spend quality time with their family because of work pressure.
Work life balance of employees can be enhanced by considering the above
suggestions.

61

BIBLIOGRAPHY:
Mamoria C B &Gankar S V (2004),Personnel Management, Himalaya Publishing
House.
P Nick Blanchard and James W Thacker (2008),Work life balance, Strategies, and
Practices, Prentice Hall.
Micheal Armstrong (1996),A Hand Book of Personnel Management Practice, Kogan
Page Ltd.
DR.S. Shajahan (2004),A Hand Book of Research Methods for Management, Jaico Pub
House.
P.R. Vittal& V. Malini (2004),A Hand Book of Statistical & Numerical Methods,
Margham Publications.
Robert L. Mathis Jhon H. Jacjson (2006),A Hand Book of Human Resource
Management,Kogan Page Business Books.

ARTICLES:
RameeshaKalra& Monika Bhatia, Lecturers School of Management - Ansal Institute of
Technology, Gurgaon

WEBSITES:
www.google.co.in/human resources/work and life
www.citehr.com/balancing work and life
www.hrfolks.com/studyonworkandlife
www.ICICI Bank Ltd. .com/aboutus/company-overview.asp

62

Questionnaire

Demographic
1) Name(Optional) :
2) Age

3) Gender

Male
Female

4) Education Qualification :

Degree
Post graduate
Professionals
Others

5) Marital Status :

Single
Married

6) If married employment details of Spouse:

Private
Government
Business
Professional

7) Family Type:

Nuclear
Joint

63

8) If yours is a joint family, please answer the following:


i)

Details of dependent adults

Gender

Relationship

ii) Who takes care of your children when you come to work?

Baby sitter

Child care center

In-laws/Parents

iii) Time spent on family chores in a day

Less than 2 hours

2 to 4 hours

More than 4 hours

iv) Time spent with children in a day

Less than 2 hours

2 to 4 hours

More than 4 hours

64

Age

v) Who has primary responsibility in taking care of the following cases


Responsibility

Self

Parents/In-laws

Child care
Elder care
Caring for sick child
Caring
child

for

disabled

Caring
adult

for

disabled

Caring for sick adult

9) If yours is a Nuclear family answer the following questions:


i) Who takes care of your children?

ii)

Child care Centre

In-laws/Parents

Time spent on family chores in a day

Less than 2 hours

2 to 4 hours

More than 4 hours

iii) Time spent with children in a day

Less than 2 hours

2 to 4 hours

More than 4 hours


65

House help

66

Managing Work Life


Give your response how you manage to have balance between work and life.
10) Please tick the relevant option that you look for to manage stress?
Yoga
Meditation
Entertainment
Dance
Music

11) Which of the following work Life- Balance Initiatives are provided by your
organization?

Work life Balances Initiatives

Provide
d

Not
Provide
d

Flexible working hours


Working from home
Technology like cell phones/laptops
Career break
Time off for family engagements/events
On-site child care
Family leave policies
Elder care initiatives
Time off for over time
Child care consultation and counseling
12) Do you suffer from any stress-related disease?
Hypertension
Obesity
Diabetes
Frequent headaches
None
Give your response about how do you balance your work life in a scale of Strongly Agree
to Strongly Dis-agree.
67

5. Please state your level of agreement for the following statements


Strongly Agree (SA), 4. Agree (A), 3. Neutral (N), 2.Dis-agree (D), 1. Strongly disagree
(SD)

SA
13

Long working hours

14

Compulsory overtime

15

Shift work

16

Frequently travelling away from home

17
18

Negative attitudes of peers and colleagues at work


place
Meetings/training after office hours

19

Are you getting paid rightly for your work

20

To earn more do you work in night shifts

21

To avail the shift allowance do you change your work


shift
Monetary benefits offered by the firm is equivalent to
other firms in the same industry
Non-monetary benefits offered by the firm is
equivalent to other firms in the same industry
Performance appraisal done by your superior
provides you any added advantage(e.g. hike in salary,
promotion)
Can you perform the job assigned to you individually

22
23
24
25
26
27
28

The expectation of your higher-ups leads to more


stress in work
when you are loaded with more work how do you
manage with that
Satisfactory performance of any job depends on
physical fitness

68

SD

29

Job assigned is interesting that gives joy/fun at work

30

when discussions made by superior you have chance


to give your opinion
The training offered during probation period makes
you feel secure in your job
The job that you have chosen is right choice for your
future
The employer makes you feel secured in your job

31
32
33
34
35
36

Among your tight schedule are you able to look after


the welfare of your family members
The time that is spent with your family members is
adequate
Look more for holiday trips to spend with your
family

Thank You for your time.

69