A

RESEARCH REPORT
ON
Work life balance-Study of Public Sector Banks
Submitted in partial fulfillment of

The degree of

Bachelor of Business Administration (2010-13 Batch)

Sri Aurobindo College of Commerce and Management

Ludhiana

Supervisor: - Submitted By:-

Ms.Puja Jain Khwaab Grover
ASSISTANT PROFESSOR BBA 3 rd YEAR
SRI AUROBINDO COLLEGE 14310000447
OF COMMERCE AND MANAGEMENT
LUDHIANA

1
 CONTENTS

CHAPTER TITLE PAGE

NO. NO.
Certificate of approval
Declaration
Acknowledgement
List of tables and figures
Executive summary

1.. Introduction
 Definition of work life balance
 What is work life balance
 How to achieve it
 Who does it apply to
 Work life balance issues
 Impacts of work life balance
 Introduction of banks
 Need of the study
 Objectives of the study

2. Review of the literature

3. Research Methodology
 Research instrument
 Data collection
 Sample size
 Scope of the study

4. Data analysis and Interpretation

 Research Findings

5. Suggestions

6. Limitations of the study

7. Conclusion

References

Annexure

2
 CERTIFICATE OF APPROVAL

This is to certify that the project work entitled “WORK LIFE BALANCE ” is a

bonafide work carried out by Ms. Khwaab Grover in partial fulfillment for the degree of

Bachelor of Business Administration from Sri Aurobindo College of Commerce and

Management; Ludhiana affiliated to Panjab University, Chandigarh. The project report is

approved here with.

Mrs. Puja Jain

Assistant Professor

SACCM,

Ludhiana

3
 DECLARATION

I, Khwaab Grover, a Student of BBA 2010-13 Batch, Sri Aurobindo College of

Commerce and Management, Ludhiana hereby declare that the project on the topic

“WORK LIFE BALANCE” is my original work and that it has not previously formed

the basis for the award of any other Degree, Diploma, Fellowship or other similar titles. It

has been done under the guidance of Mrs. Puja Jain.

(Signature)
Khwaab Grover

4
 ACKNOWLEDGEMENT

Acknowledging debt is not easy to me as nothing gets done by one person and

I am indebted to many people. Lots of people have done things to do with discussion,

guidance, etc but first of all I’d like to salute and hats off to the supreme power, THE

ALMIGHTY GOD who created such helpful atmosphere. Without his grace this

wouldn’t have come to be today’s reality.

My acknowledgement debt will be incomplete if I fail to give sincere thank to

my Mrs. Puja Jain (Faculty Member-SACCM) as without her suggestion the project

would not have materialized of. The keen interest shown by her, her caring attitude,

cooperation, , inspiration and continuous encouragement and motivation enabled me

to complete this research work.

I express my profound gratitude to my esteemed, unswerving and erudite

principal, Dr. R. L. Behl (SACCM), for making me fortunate enough to get the

opportunity to work on this project.

Last but not the least I would like to thanks all the faculty members, the office

staff and employees of my college for their kind cooperation and guidance.My

heartfelt thanks to my parents who have given me the opportunity to be in such a

professional course.

(Signature)

Khwaab Grover

5
 LIST OF FIGURES AND TABLES

PAGE
FIGURE TITLE OF THE FIGURE NO.
NO.
1. Number of hours or work in a week
2. Working outside usual working hours
3. Ranking in order of the level of importance attached while
looking for a job
4. Level of satisfaction with the job
5. Currently living with spouse or partner
6. Living with children at home
7. Providing regular care to someone
8. Policy for work life balance in an organization
9. Work life balance initiatives in an organization
10. Suggestions by respondents for work life balance
11. Items and aspects hinder in balancing work and family
commitments
12. Items and aspects helpful in balancing work and family
commitments
13. Items and aspects hinder in balancing work and family
commitments
14. Number of hours spend for work out
15. Family responsibilities interfere with performance on job

EXECUTIVE SUMMARY

6
The concept of work life balance is becoming more and more relevant in an never

dynamic working environment. As most respondent could relate to the issue of work life

balance work life balance helps us to understand about the work imbalance. In this we

have selected various banks like UCO, PNB, SBI and ALLAHABAD BANK. 25

questionnaire were filled by the respondent from each bank. In this we see that

employees normally work outside the usual working hours, providing regular work to

someone, level of satisfaction with the job.

7
 Chapter 1

INTRODUCTION

INTRODUCTION

8
The role of employment and the place of work have changed throughout the world due to
economic conditions and social demands. Work life balance is an issue increasingly
recognized for strategic importance to organizations and of significant importance to
employees. Organizations need to attract and retain valued employees, whilst for
employees, it is the balancing responsibilities at work and at home.

Work life balance does not mean an equal balance, and the right balance today will
probably the different tomorrow. The best work life balance could be one in which
important areas of an individuals life don’t have to be neglected in favour of work related
duties and goals. A changing and growing workforce has employers looking for more
work life balance opportunities when it comes to choices of an employee.

Many trends in workforce demographic and society in general, have impacted on

business and the labour market. Global competition, renewed interest in personal lives
and family values and an ageing workforce are factors which contribute to the survival of
organization. workplaces must provide flexibility in the workplace itself, structure of
jobs, and in the way employees perform their work. One of the means to help provide
personal and professional goals is work life benefits and programs.

The concept of work-life balance according to Manfredi and Holliday (2004) is based on
the notion that paid work and personal life should be seen less as competing priorities
than as complimentary elements of a full life. The way to achieve this is to adopt an
approach that is conceptualized as a two way process involving a consideration of the
needs of employees as well as those of employers.

Why should organizations implement work life balance – is it a critical business criteria
or just “the right thing to do”?

Nowadays, most companies do agree that engaged employees – those willing to ‘go the
extra mile’ – can have a very strong effect on the success of a business and so are seeking
effective techniques that will allow them to build engagement. Employee engagement
has generated a great deal of interest in recent years as a widely used term in
organizations and consulting firms (Macey & Schneider, 2008) especially as credible

9
evidence points toward an engagement-profit linkage (Czarnowsky, 2008). Towers
Perrin, looking at over 35,000 employees across dozens of companies, showed a positive
relationship between employee engagement and sales growth, lower cost of goods sold,
customer focus, and reduced turnover.
In today’s knowledge economy employees today are looking for: opportunities to learn
and improve their skills and to have an open valve for imagination, creativity and ideas;
senior management interest in employee wellbeing; and to work for an organization with
a reputation as a good employer. Research shows that organizations that provide a
workplace culture with the psychological conditions of meaningfulness (job enrichment,
work-role fit), safety (supportive manager and co-workers) and availability (resources
available) are more likely to have engaged employees. Work-life balance is increasingly
important forengagement and affects retention. By being aware of the unique needs of
diverse groups, as well as by recognizing individual differences within these groups, H?R
can better understand the challenges of increased diversity in the organization’s
workforce (e.g., different generations, moiré females0 and work toward designing and I
implementing work-life balance policies and practices to engage diverse employee
groups. Many businesses are concerned about increasing employee engagement during
this time of financial uncertainty. One might think that the economic downturn and the
job insecurity it brings would translate into increased employee job focus and
engagement. This paper explores the notion of Employee Engagement and also some of
the rhetorical assumptions associated with workplace culture. Further, it outlines the
implementation of work-life balance policies & practices adopted industries for
developing employee engagement.

10
Creating Institutional Support Mechanisms
The first and the foremost requirement is to create conditions that will provide

organisational support towards maintaining the flexibility of work and life of the

employees. These entail the propagation of the culture of work flexibility, HR policies

and other organisational regulations that allow the employees to maintain a good mix of

personal lives with their career.

There is a need to clearly chalk out the connection between maintaining this flexibility

and the corporate objectives. For instance, managers at Eli Lilly begin their job in the

company with a clear understanding of what the company expects. They undergo a

weeklong program, called Supervisor School that blends the business case for work life

initiatives. Thus, the management ensures that the flexibility in work is linked with the

objectives of the organisation. But this is not enough. What is needed is to ensure and

communicate the support of the senior management. The top management of the

company must clearly communicate its eagerness and willingness to restructure the work

schedules in such a manner that it can balance the work and life of the employees. This

will require clear articulation from the company that it values the personal lives of its

employees. The employees must understand that their organisation also keeps in mind

the value of their life and personal relationship. Such articulation can be done through

the company’s vision and mission statements.

11
Providing Managerial Support

Only lip service towards work life balance will not suffice. Organisations must make

sure that there are proper organisational systems of work design that allows employees to

have flexible time. This may even require a new look towards HR manual, which the

organisation may have.

It is also necessary to evaluate such systems of flexibility from time to time. Otherwise,

stagnancy will creep into the work schedules, which might create new dimensions of the

problem in the work life patterns. To keep pace with the changing patterns of work and

life of employees, the organisations can arrange special training programs that will

inform the employees about the new working trends. This can be done through sharing

successful models of work schedules and real life case studies.

Practising What You Preach

Above all, the organisations need to execute their flexible work schedules. Flexible work

patterns must become a part of organisational initiatives. This will require the creation of

a networked environment that can provide a ‘back up’ system to support work

relationship. Essentially this will require employees to become cross functional, so that a

temporary emergency or a shortfall in one department can be met by other departments.

Thus, the role of HR department needs to be revisited and made more expansive and

supportive towards organisational and individual needs.

12
Sustain It

Once the organisation follows and internalises the practice of flexible work schedules for

its employees, it is very necessary that it sustains it over a long period of time. Such

sustainability can e brought about by clear demarcations of accountability and means to

measure it. In other words, the focus and purpose of creating balanced work life should

be maintained at any cost. This will also call for review and evaluation of the current

work environment and make modifications in the schedules accordingly.

Several researchers have shown that a balanced work-life creates greater employee

productivity. What important is the long-term and not the short-term, which seems to

become the focus of many organisations. So, though it may apparently seem that

employees are having more leisure, the effect of a balanced work-life will show up

positively in the bottom line of the company.

13
DEFINATION

BY RONALD CLAIBORNE

Three things necessary to obtained the balance between the work and life are

understanding time, choice and purpose.

BY SHERRIE BOURG

As a psychologist and author who specilises in stress management.

BY WILLIAM COLLIER

The idea of work life balance is based on a simple assumption, that work and life some

how not related

Oxford Dictionary defines a bank as "an establishment for custody of money, which it

pays out on customer's order."

BY MATTHEW J.GEIGER

Employees of our era work longer and harder for there modern life styles and convinces

then preindustrial.

Work-life balance is about helping staff to maintain healthy, rewarding lifestyles that will

in turn lead to improvements in productivity and performance. Strategies to achieve

balance will differ between organisations, partly depending on their function, the types of

work roles they offer, and their workforce profile.

WHAT IS WORK LIFE BALANCE

Work life balance describes the relationship between your work and the commitments in

the rest of your life, and how they impact on one another.

14
Employers, employees and government want to maximise participation in the workforce.

However, in our demanding lives many people struggle to balance work and the

responsibilities of caring for children, family members with a disability or elderly

parents.

For other workers it's often difficult to find time outside work for study, volunteering,

taking care of their own health or participating in sport and recreation.

There is no ideal work life balance; everyone is different and the 'right' balance may alter

over time as families grow older and personal commitments change.

Having options about how work is organised makes managing work and life demands

possible by allowing employees to work in non-traditional work patterns and locations

that better fit their personal commitments. Overall quality of life improves and businesses

also benefit from employees' higher morale and commitment.

For employers the capacity to negotiate flexible work arrangements provides an antidote

to loss of skills and experience and the high cost of recruitment and retention in a

competitive labour market. Employers who provide flexible work options immediately

gain a competitive edge in the labour market by becoming 'employers of choice.'

HOW TO ACHIEVE IT

Stop beating yourself up. Start by setting realistic goals. By that I mean, stop trying to

achieve the un-achievable. Your business won’t go under if you don’t get that one client--

pick yourself up and look for the next client. Blew it on a big marketing campaign? Learn

from your mistakes and implement what you learn for next time. Also, quit fooling

yourself that you can ever achieve an equal personal life and work balance. You’re an

15
entrepreneur and motivated by success. The scales may be tipped in the direction of

business, but that doesn’t make you a bad person. It makes you a driven person.

Embrace delegation. No, you don’t have to look over every piece of paper that comes

through your office, and you don’t need to follow up on every sales call your employees

make. That’s their job and why you hired them. Set up a delegation plan with the specific

skillsets needed, the best people for the jobs, deadlines and goals, and then let it go!

Share. Part of the problem with work-life balance is that entrepreneurs think they need to

shield their friends and family from the problems of the business, when in reality, sharing

the ups and downs of entrepreneurship can bring you closer and allow you to spend more

time with them. Need extra help in the office? Bring your kids in to help, or have your

spouse set up some appointments for you. Once you let people in, both sides will stop

feeling isolated. Plus, you never know when someone has an idea you haven’t thought of

that could help your business grow.

WHAT DOES IT APPLY TO

part-time working. For example, an employee might start work later and finish early in

order to take care of children after school flexi-time. Employees may be required to work

within essential periods but outside 'core times' they often get flexibility in how they

work their hours Job-sharing. Typically, two employees share the work normally done by

one employee Working from home. New technology makes communication with office

and customers possible by telephone, fax and email from home, car or other remote

locations term-time working. An employee on a permanent contract takes paid or unpaid

leave during school holidays Staggered hours. Employees in the same workplace have

different start, finish and break times – often as a way of covering longer opening hours

16
Annual hours. This is a system which calculates the hours an employee works over a

whole year. The annual hours are usually split into 'set shifts' and 'reserve shifts' which

are worked as the demand dictates Compressed working hours. Employees work their

total agreed hours over fewer working days – for example, a five-day working week is

compressed into four days Shift-working. Shift-work is widespread in industries which

must run on a 24-hour cycle, such as newspaper production, utilities and hospital and

emergency services.

INTRODUCTION OF BANKS

Finance is the life blood of trade, commerce and industry. Now-a-days, banking sector

acts as the backbone of modern business. Development of any country mainly depends

upon the banking system.

The term bank is either derived from old Italian word banca or from a French

word banque both mean a Bench or money exchange table. In olden days, European

money lenders or money changers used to display (show) coins of different countries in

big heaps (quantity) on benches or tables for the purpose of lending or exchanging.

A bank is a financial institution which deals with deposits and advances and other related

services. It receives money from those who want to save in the form of deposits and it

lends money to those who need it.

The banking industry in any economy provides its financial backbone. This places it on a

completely different platform from any other industry, including regulated utilities. While

its criticality for the economy is undisputed, it is this criticality that also makes it

vulnerable to failure. This is the reason the banking industry is regulated, albeit in

17
different degrees, in every economy. A fair amount of research, both international

and Indian, has gone into determining the factors that affect bank performance. However,

the relationship between performance and stock returns has not received much attention.

With more and more banks in India getting listed in the stock markets, shareholder value

creation has assumed importance along with the other traditional objectives these banks

(especially nationalised banks) were set up for. The challenge before banks is to create

such value by differentiating themselves from competition on the one hand, while

working within the regulatory boundaries on the other. They do not enjoy the freedom

firms in most other industries do with regard to business strategy formulation and/or

policy making. Hence, it makes sense to look at what exactly banks need to concentrate

on in order to create an impact in the stock market. An attempt is made in this paper to

delineate the items of published information that have an impact on stock performance

from those that do not, for the Indian banking industry. The study is restricted to

information appearing in the annual accounts of the banks. Sarkar, Sarkar and Bhaumik1

looked at how ownership impacted performance, measured by the return on assets (ROA)

and operating profit (OPR). They looked at data for the years 1994 and 1995, which

omitted new public banks in the analysis. However, foreign banks were included. The

present study looks at another Veena S Iyer is a fourth year student in the

Fellow Programme, IIM Bangalore, specializing in Finance.

Punjab National Bank (PNB) is an Indian financial services company based in New

Delhi, India. PNB is the third largest bank in India by assets. It was founded in 1894

byLala Lajpat Rai and is currently the second largest state-owned commercial bank in

18
India ahead of Bank of Baroda with about 5000 branches across 764 cities. It serves over

37 million customers. The bank has been ranked 248th biggest bank in the world by the

Bankers' Almanac. The bank's total assets for financial year 2007 was about US$60

billion. PNB has a banking subsidiary in the UK, as well as branches in Hong Kong,

Dubai and Kabul, and representative offices in Almaty, Dubai, Oslo, and Shanghai.

Punjab National Bank

Type Public

Traded as BSE: 532461

NSE: PNB

Industry Banking, Financial services

Founded 1895

Founder(s) Lala Lajpat Rai

Headquarters New Delhi, India

Key people K R Kamath (Chairman & MD)

Products Credit cards, consumer

banking,corporate banking, finance
and insurance, investment
banking,mortgage loans, public
banking,public equity, wealth
management

19
 Revenue 416.86 billion (US$7.59 billion)
(2012)

Net income 50.25 billion (US$914.55 million)

(2012)

Total assets 4.704 trillion (US$85.61 billion)

(2012)

Owner(s) Government of India

Employees 62,127 (2012)

Website www.pnbindia.in

Uco Bank, formerly United Commercial Bank, established in 1943 in Kolkata, is one of

the oldest and major commercial bank of India. Ghanshyam Das Birla, an eminent Indian

industrialist, during the Quit India movement of 1942, had conceived the idea of

organizing a commercial bank with Indian capital and management, and the United

Commercial Bank Limited was incorporated to give shape to that idea. The Bank was

started with Kolkata as its Head Office with an issued capital of Rs 2 crore and a Paid-up

capital of Rs 1 crore. The bank, along with 13 major commercial banks of India, was

nationalized on 19 July 1969 by the Government of India. Its name was changed to UCO

Bank, in 1985, by an act of Indian Parliament as a bank in Bangladesh existed with the

name “United Commercial Bank” which caused confusion in the international banking

arena. As of 6 January 2013 the bank had 2550 Service Units spread all over India, with

four overseas branches two each in Singapore and Hong Kong. The Bank has 41 Zonal

20
Offices spread all over India. Mr Arun Kaul is currently the Chairman and Managing

director of UCO Bank. It has a turnover of around Rs 14,000 crores.

UCO Bank

Type Public

Traded as NSE: UCOBANK&section=7

UCOBANK
BSE: 532505

Industry Banking, Financial services

Founded 6 January 1943

Headquarters Kolkata, West Bengal, India

Area served Worldwide

Key people Arun Kaul

(Chairman and Managing Director)

Products Consumer banking, corporate

banking, finance and
insurance,investment
banking, mortgage loans, public
banking, wealth management

Profit Rs.1109 Crores (2012)

21
 Owner(s) Government of India

Employees 23,000 (2012)

Website www.ucobank.com

State Bank of India (SBI) is a banking and financial services company based in India. It
is a state-owned corporation with its headquarters in Mumbai, Maharashtra. As of March
2012, it had assets of US$360 billion and 14,119 branches, including 157 foreign offices
in 32 countries across the globe making it the largest banking and financial services
company in India.

The bank traces its ancestry to British India, through the Imperial Bank of India, to the
founding in 1806 of the Bank of Calcutta, making it the oldest commercial bank in
theIndian Subcontinent. Bank of Madras merged into the other two presidency banks—
Bank of Calcutta and Bank of Bombay—to form the Imperial Bank of India, which in
turn became the State Bank of India. The Government of India nationalised the Imperial
Bank of India in 1955, with the Reserve Bank of India taking a 60% stake, and renamed
it the State Bank of India. In 2008, the government took over the stake held by the
Reserve Bank of India. SBI has been ranked 285th in the Fortune Global 500 rankings of
the world's biggest corporations for the year 2012.

SBI provides a range of banking products through its network of branches in India and
overseas, including products aimed at non-resident Indians (NRIs). SBI has 14 regional
hubs and 57 Zonal Offices that are located at important cities throughout the country.

SBI is a regional banking behemoth and has 20% market share in deposits and loans
among Indian commercial banks.

The State Bank of India was named the 29th most reputed company in the world
according to Forbes 2009 rankings and was the only bank featured in the "top 10 brands
of India" list in an annual survey conducted by Brand Finance and The Economic
Times in 2010.

22
 State Bank of India

Type Public

Traded as NSE: SBIN

BSE: 500112
LSE: SBID
BSE SENSEX Constituent

Industry Banking, Financial services

Founded 1 July 1955

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Key people Pratip Chaudhuri

(Chairman)

Products Credit cards, Consumer

banking, corporate banking,finance
and insurance,investment
banking, mortgage loans, public
banking, wealth management

Revenue US$ 36.950 billion (2012)

23
 Profit US$ 3.202 billion (2012)

Total assets US$ 359.237 billion (2012)

Total equity US$ 20.854 billion (2012)

Owner(s) Government of India

Employees 292,215 (2012)

Website www.sbi.co.in

Allahabad Bank NSE: ALBK, BSE: 532480 which began operations in 1865, has its
head-quarters in Kolkata is the oldest joint stock bank in India. The bank was founded
in Allahabad in 1865 and as of 31 March 2012 now has over 2500 branches throughout
India.[1] The Chairman and Managing Director of the bank is Shubhalakshmi Panse. The
bank has a branch in Hong Kong and a representative office in Shenzen.

Allahabad Bank

Type Public

Traded as BSE: 532480,

NSE: ALBK

24
 Industry Banking, Financial services

Founded 1865

Headquarters Kolkata, India

Number of 2500 branches (2012)

locations

Shubhalakshmi
Key people
Panse (Chairman& MD)

T.R Chawla (Executive

Director)
Services Finance and insurance
Consumer banking

Corporate banking
Revenue 168.22 billion (US$3.06
billion)(2012)
Operating 37.70 billion (US$686.14
income million)(2012)
Net income 18.67 billion (US$339.79
million)(2012)
Total equity 5.00 billion (US$91 million)
(2012)
Website allahabadbank.in

IMPACTS OF WORK-LIFE IMBALANCE

25
Impacts outside work

When discussing the impacts of work-life imbalance, most participants tended to focus

on impacts outside the workplace. These seemed to be the areas where most participants

felt they were missing out and were coming under significant pressure from others.

Pressure from family members often meant there was an element of guilt associated with

an imbalance in favour of work. Impacts of work-life imbalance on their life outside

work are discussed following.

Relationships

In nearly all groups there were a few respondents that claimed to have problems with

their relationship with their partner due to work encroaching into personal time. A

number stated that their relationships had ended in divorce or counselling had been

required to mend relationships.

Health

Physical health was seen as an area affected by poor work-life balance. Some groups

had respondents that attributed a colleagues or family member’s death to work pressure.

Others claimed to have or had health problems which they associated with overwork.

IMPACTS AT WORK

Relationships

Much like relationships outside work, relationships with work colleagues were also seen

to be affected by poor work-life balance. Some claimed to be irritable or more likely to

get into arguments with colleagues when under pressure

Mistakes

26
If a person’s work-life balance was poor, it was seen as likely to lead to mistakes on the

job. Many employees in the groups claimed to have either personally experienced or

witnessed incidents where accidents had occurred due to work pressure.

Job satisfaction

While some derived satisfaction from working hard, there was a point where employees

felt that overwork would impact on the level of job satisfaction an employee could gain

from their job.

27
 NEED AND OBJECTIVE OF THE STUDY

NEED OF THE STUDY

Due to the present, the working of the public banks is constantly changing. As the

working the public banks is changing day by day. The life of the public bank employees

is not the same as today. The working, work load, the stress and different functions of the

bank is changing rapidly.

Objectives of the study:

 The main objective is to find the reasons for imbalance between the work and

family.

 To know about the balance among the work and family commitments.

28
 CHAPTER-2

REVIEW
OF
LITERATURE

29
Work-Life Conflicts

Work-life conflicts exist when the line separating the work and personal/family activities

becomes diffused and blur. This work-life conflict can originate in the home or in the

work environment (Frone, Yardley, & Markel, 1997). Work-life conflict is often the result

of having too many things to do and too little time in which to do them (Greenhaus &

Beutell, 1985; Voydanoff, 2002) since work schedules tend to be less flexible than

personal schedules Eagle, Miles, & Lcenogle (1997). Consequently Greenhaus &

Parasuraman (1999) found work is more likely the cause of work-to-life conflicts. Work

and life can not be treated as separate domains. Changes in one almost always affect the

other. Spending more time with family, for instance should require spending less time

working. The above situation becomes grimmer when according to some writers

irrespective of the antecedents of the work-life and life-work conflicts; an increase in one

typically leads to an increase in the other (Frone et al. 1997).

Some researchers like Gutek et al. (1991), Frone et al. (1992a), Williams and Alliger

(1994), Eagle et al. (1997), Frone et al. (1997), Hammer et al. (1997), Hsieh et al. (2005),

Wesley and Muthuswamy (2005), Kinnunen and Mauno (2007) and Rajadhyaksha and

Ramadoss (2010) have focused on assessing work family conflict/ work life balance

among employees in various settings and also identified the direction of spillovers.

Gutek et al. (1991) conducted a study using two separate samples of employed people

with families, a systematically selected sample of psychologists and a volunteer sample

of managers. The findings indicated that the two types of perceived less family

30
interference with work than work interference with family. However, when Frone et al.

(1997) developed and tested an integrative model of work family interface using a sample

of 372 employed adults who were married and/or parents, the findings supported the

indirect reciprocal relation between work to family and family to work conflict. Family

to work conflict was found to have indirect influence on work to family conflict via work

distress and work overload. Work to family conflict had indirect impact on family to

work conflict via increased parental overload.

Rajadhyaksha and Ramadoss (2010) tested the model given by Frone et al. (1997) on a

sample of 405 women in India and found that Indian data moderately supported within

and cross domain relationship hypothesized in the model.

Hammer et al. (1997) collected the data from 399 dual-earner couples and found that

work family conflict had strong crossover effects for both males and females, indicating

that individual’s level of work family conflict was a significant predictor of their partner’s

level of work family conflict.

31
 CHAPTER- 3

RESEARCH
METHODOLOGY

32
RESEARCH INSTRUMENT:

A questionnaire was developed on the basis of foregoing review of literature. The

questionnaire consisted of includes 14 closed ended questions and 1 open ended question.

Out of 14 questions there are 2 questions which have further sub parts. A five-point likert

-type scale ranging from extremely dissatisfied (1) to extremely satisfied (5) was related

to some of the identified selection attributes.

DATA COLLECTION:

The data was collected from the public banks of Ludhiana. The respondents were

employees who work in public sector banks and were willing to respond to the questions.

The employees were currently working and thus were able to generate an appropriate

response. The survey was conducted from 4 selected public banks in Ludhiana, Punjab.

1) SBI BANK
2) UCO BANK
3) PUNJAB NATIONAL BANK
4) ALLAHABAD BANK

25 respondents were taken from each bank.

33
Secondary data used in the study was collected from the internet.

SAMPLE SIZE:

The target population of the study included employees who work in public sector banks.

The method used for data collection was Convenience Sampling as this method seemed

acceptable and appropriate. A total of 100 employees were taken as sample.

SCOPE OF THE STUDY:

This study will facilitate in understanding the employee’s satisfaction towards their jobs.

This study is confined to 4 banks i.e SBI BANK, UCO BANK, PNB BANK, AND

ALLAHABAD BANK.

BANK in Ludhiana district. Thus the degree of reliability cannot be taken to be always

accurate.

There are certain constraints of this study:

a) The size of sample is small.

b) The study is limited to Ludhiana district.

c) The period of study is limited.

34
DATA ANALYSIS

&

INTERPRETATION
35
1. How many hours in a week do you normally work ?

Table no. 1

Standard hours 20-30 30-40 40-50 50&above

Percentage of employees 2% 40% 38% 20%

Graph no. 1

STANDARD HOURS

36
 Table no. 2

Paid overtime 2-4 4-6 6-8 8&above

Percentage of employees 8% 25% 60%% 7%

Graph no. 2
Paid Overtime

Table no. 3

Extra hours without pay 0-5 5-10 10-15 15-20

Percentage of employees 10% 20% 25% 45%

37
 Graph no. 3

INTERPRETATION:

The above tables and graphs shows that there are 38% employees who work 40-50 hrs in

a week as their standard time. There are more than 60% who work 6-8 hrs as paid

38
overtime. While there are 25% of employees who work 10-15 hrs overtime without any

extra payment.

2. Do you normally work any hours outside the “usual” working week?
( Early mornings before 8am, evenings after 5pm or weekend work)

YES
40%
60% NO

INTERPRETATION:

The above figure shows that 40% of the respondents work outside usual working week

and 60% of the respondents do not work outside usual working hours.

39
 3. Rank the factors listed below in the order of importance attached to

them while looking for a job?

Ranks 1 2 3 4 5 6 7 8 9 10
Salary /
13% 2% 4% 21% 10% 11% 5% 12% 14% 8%
wages
Holidays 17% 1% 12% 10% 6% 14% 7% 13% 4% 16%
Career
development 8% 15% 5% 12% 7% 13% 14% 6% 3% 17%
process

Flexible
working 12% 3% 14% 8% 23% 7% 13% 5% 13% 12%
hours

Training
16% 10% 6% 7% 5% 12% 8% 12% 10% 23%
opportunity

Location of
4% 11% 13% 9% 13% 5% 6% 10% 25% 3%
work place
Interest for
2% 8% 25% 10% 6% 8% 12% 1% 12% 2%
the job
Leave
15% 25% 2% 3% 13 10% 7% 21% 11% 6%
arrangement
Job security 15% 13% 6% 11% 12% 7% 10% 3% 4% 3%
Friendly
environment
11% 12% 13% 9% 5% 13% 18% 7% 1% 10%

INTERPRETATION:

The above table shows that there is a mixed response from the respondents related to the

level of importance attached to them while looking for a job.

4. Overall , how satisfied would you say you are with your job ?

40
 a. Very satisfied
b. Satisfied
c. Quite satisfied
d. Not satisfied

INTERPRETATION:

The Figure shows satisfaction of the employees regarding the types of jobs at the

public sector banks. It shows that 46% of the respondents are very satisfied , 40 % of the

respondents are satisfied, 12% of the employees are quite satisfied while 2% of the

employees are not satisfied.

5. Are you currently living with a spouse or partner ?

YES

92%
8% NO

41
INTERPRETATION:

The above picture shows that 92% of the public bank employees are living with their

partner while only 8% of the employees are not living with their partners.

6. Do you have any children living at home with you? If yes how

many.

YES
78%
22% NO

42
INTERPRETATION:

The above figure shows that 78% of the respondents are having children at home while

22% of the employees do not have children at home.

7. Do you look after , or provide any regular care or help for any sick ,

elderly or disabled adults ?

43
 35% YES

65% NO

INTERPRETATION:

The above figure depicts that 35% of the respondents are providing some sort of regular

care or help for any sick or disabled person while 65% of the respondents do not do so.

The help can be in the form of money or in kind.

8. Does your organization have policy for “work life balance”?

YES
80%

20% NO

44
INTERPRETATION:

The above figure depicts that 80% of the respondents feel that the organization in which

they are working have a policy of work life balance . which means that their organization

looks into the interest of their employees. While 20% of the respondents feel that their

organization does not have policy for work life balance .

9. Which of the following work life balance initiatives are in place in

the organization?
a) Organizes recreational activities occasionally
b) Celebrates occasions like birthdays and anniversary
c) Encourages the involvement of my family members in work achievement award

functions
d) Yearly master health check up
e) Provides gym , medical coverage with parents
f) Provides support for child care
g) Invests in transportation facilities to reduce difficulty faced by employees in

community
h) Provides casual spaces for chatting, listening music. Or getting tea/coffee with

friends
45
Work life balance initiatives in an organization Percentage
Organizes recreational activities occasionally 22%
Celebrates occasions like birthdays and anniversary 35%
Encourages the involvement of my family members in work 1%
achievement award functions.
Yearly master health check up 5%
Provides gym , medical coverage with parents. 1%
Provides support for child care. 10%
Invests in transportation facilities to reduce difficulty faced by 5%
employees in community.
Provides casual spaces for chatting, listening music. Or getting 1%
tea/coffee with friends.

INTERPRETATION:

The above table shows us the clear picture of the various levels of initiatives by the

organizations for the work life balance of the employee working with the organizations.

The table depicts that more than half of the organizations i.e. 35% of the public banks

celebrate occasions like birthdays and anniversary in the banks amongst the employees.

46
There are some banks i.e. 22% which organizes recreational activities for their employees

as an initiative for work life balance. Then very less percent is given to the initiatives like

transport facilities , health check ups , providing support for child care , family

involvement in work achievement award functions i.e. 5%, 5%, 10%, and 1%

respectively. While there are few work life balance initiatives which are not followed by

any of the public banks. 1% response is given to the provision of casual spaces for

relaxing and also the provision of gym facilities in banks.

10 Which of the following hinder you in balancing your work and family

commitments?

a) Long working hours

b) Compulsory overtime
c) Shift work
d) Meetings/training after office hours
e) Other, specify

Items and aspects hinder in balancing work and family Percentage

commitments
Long working hours 65%
Compulsory overtime 25%
Shift work 5%
Meetings/training after office hours 5%
Others 0%

47
INTERPRETATION:

The above table shows that maximum number of respondent i.e. 65% feel that long

working hours in the organization hinders in balancing their work and family

commitments. The respondents feel that the working hours is pretty long that they are

unable to balance their lives. 25% of the respondents feel that compulsory overtime in the

organizations is responsible for the hindrance in balancing their work life balance.

Whereas very less number of respondents feel that shift work and meetings/training after

office hours makes it difficult to balance their lives i.e. only 5% and 5% respectively.

48
11. Which of the following help you to balance your work and family

commitments?

a) Working from home

b) Technology like cell phones/laptops

c) Being able to bring Children to work on occasions

d) Support from colleagues at work

e) Support from family members

f) Others, specify___________.

Items and aspects helpful in balancing

Percentage
work and family commitments
Working from home 15%
Technology like cell phones/laptops 75%
Being able to bring Children to work on
3%
occasions
Support from colleagues at work 4%
Support from family members 3%
Others, specify___________. 0%

49
INTERPRETATION:

The abobe table shows that there are various ways through which its being helpul for the

employees in balancing there work and family commitments. The maxmum number if

respondents i.e. 75% feel that the latest technology like cell phones / laptops are being

quite useful in helping them in balancing work and lamily commitments. 15% of the

respondents believe that working some part of their office taks from home help them

balancing their commitments. Very less number of respondents think that support from

collegues and the support from family members help them reduce their works. They are

4% and 3% respcetiely.

50
12. Which of the following hinder you in balancing your work and family

commitments?

a) Technology such as laptops/cell phones

b) Frequently traveling away from home

c) Negative attitude of peers and colleagues at work place

d) Negative attitude of supervisors

e) Negative attitude of family members

c) Others, specify___________

Items and aspects hinder in balancing work and family Percentage

commitments
Technology such as laptops/cell phones 23%
Frequently traveling away from home 20%
Negative attitude of peers and colleagues at work place 40%
Negative attitude of supervisors 12%
Negative attitude of family members 5%
Others, specify___________ 0%

51
INTERPRETATION:

The above table shows that there are various reasons that hinder the respondents in

balancing their work and family commitments. The maximum number of respondents i.e.

40% believe that the negative attitude of peers and colleagues at work plce is the biggest

hindrance in balancing their work and family commitments. While 23% and 20% of the

respondents feel that technology such as laptpos/ cell phones and frequently travelling

away from home is a cause of hindrance in balancing their work and family commitments

respectively.

12% of the respondents feel that negative attitude of superiors creates the imbalance in

their work and family commitments. Whereas only 5% of the respondents feel that the

negative attitude of family members make it difficult to balance their work and family

commitmnets.

52
13. How many hours do you spend time for working out?

a) less than half an hour

b) half an hour

c) half an hour to one hour

d) more than 1 hour

e) no work out

Number of hours spend for work out Percentage of employees

Less than half an hour 18%
Half an hour 25%

Half an hour to one hour 6%

More than 1 hour 5%

No work out 46%

53
INTERPRETATION:

The above pie cahrt dipicts that more than half of the respondents i.e 46% do not spend

there time in working out. as they believe that no time is left for such activities and some

54
other reasons. 25% of the respondents spend about half an hour in some sort of wort ,

18% spent about less than half an hour while only 6% spend from half an hour to one

hour . There are only 5% of the respondents who spend more than 1 hour for work out.

14. To what extent does your family life and family responsibilities interfere

with your performance on your job in any of the following ways?

This question is futher divided into 10 sub questions. They are as follows:

Table no. 1

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree

55
Family matters
reduce the time
14% 54% 13% 6% 13%
you can devote
to your job

Graph no. 1

INTERPRETATION:

The above graph dipicts that 54% of the public bank employees feels that their family

matters reduce the time they can devote to their jobs. While on the extreme side 13% of

the employees strongly disagree with the statement. They believe they can easily balance

their lives.

Table no. 2

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Family worries or problems
11% 50% 33% 5% 1%
distract you from your work

56
 Graph no. 2

INTERPRETATION:

The above graph dipicts that 50% of the public bank employees feels that their family

worries or problems distract them from their work . While on the extreme side there is

only 1% of the employees strongly disagree with the statement. They believe they can

easily balance their lives. Their family worries do not effect their work .

Table no. 3

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Family activities stop you

getting the amount of sleep you 4% 6% 80% 6% 4%

need to do your job well

Graph no. 3.

57
INTERPRETATION:

The above table and graph shows that the majority of the employees of public banks are

neutral in responding the statement that family activities stop them in getting the amount

of sleep they need to do the job well. The majority feels that they do not have any idea

regarding the answer of the statement.

Table no. 4

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Family obligations reduce the

time you need to relax or be 5% 5% 79% 4% 7%

by yourself

Graph no. 4

58
INTERPRETATION:

The above table and graph shows that the majority of the employees of public banks are

neutral in responding the statement that family obligations reduce the time one needs to

relax or be by oneself.. The majority feels that they do not have any idea regarding the

answer of the statement.

Table no. 5

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Your job reduces the

amount of time you can 32% 31% 11% 22% 6%

spend with the family.

Graph no. 5

59
INTERPRETATION:

The above table and graph shows that the majority of the employees of public banks

agree to the statement that their job reduces the amount of time one can spend with the

family. While 22% of the bank employees feels that they disagree with the above

statement.

Table no. 6

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Problems at
work make
42% 18% 23% 16% 1%
you irritable
at home
Graph no. 6

60
INTERPRETATION:

The above table and graph shows that the majority of the employees of public banks

strongly agrees with the statement that the problems at work sometimes make them

irritable at home. while on the extreme side there are 16% of the employees who

disagrees with the statement. Which means that the majority goes in favour of the

statement.

Table no. 7

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Your work involves a lot
11% 15% 38% 36% 0%
of time away from home.

Graph no. 7

61
INTERPRETATION:

The above table and graph shows that majority of the respondents i.e. 36% feels that their

work involves alot of time away from home . That means that majority has to move

unvoluntarily away from home for work pupose. While there is very less percent of the

employees who feel that they do not need to move to places away from home for work

purposes.

Table no. 8

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Your job takes up so much
energy you don’t feel up
to do things that need 3% 10% 45% 35% 7%
attention at home.

62
 Graph no. 8

INTERPRETATION:

The graph and the table above shows that majority of the bank employees i.e. 45% is

neutaral towards the statement that their jobs take up so much eneery that they don’t feel

up to do things that need attention at home . while very small percent feels that they

strongly agrees to the above statement whereas only 7% strongly disagrees to the above

statement.

Table no. 9

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree

Employees are
expected to put
their jobs
88% 5% 2% 4% 1%
before family
and personal
matter.

63
 Graph no. 9

INTERPRETATION:

The above table and graph shows that 88% of the public bank employees strongly agrees

to the statement that they ate expected to put their jobs before their family and personal

matter. While very less percent o respondents disagreees with the statement.

Table no.10

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
Work life balance policies
applied in same way at all
alevels of managemant in 29% 22% 19% 13% 7%
your organisation or it covers
all levels in hierarchy.

Graph no. 10

64
INTERPRETATION:

The above table and graph shows that the majority of respondents i.e 29% believes that

the work life balance policies are applied in the same way at all the levels of management

In their organisations or it covers all levels in hierarchy.

Table no. 11

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
You take
special
initiatives to 70% 17% 2% 9% 2%
manage your
diet

Graph no. 11

65
INTERPRETATION:

The above table and graph shows that 70% of the respondents strongly agree to the point

that they take special initiatives s to manage their diet. Which means that they are quite

balanced with their routine . while there are only 17% of the respondents who do not take

any sort of initiative to manage their deit.

Table no. 12

Strongly Strongly
Statement Agree Neutral Disagree
Agree Disagree
You suffer
from stress
1% 3% 4% 86% 6%
related
diseases

Graph no. 12

66
INTERPRETATION:

The above table and graph depicts that 86% i. e majority of the respondents disagrees

from the statement that they suffer from stress related diseases. While only 3% agrees to

the statement.

67
 RESEARCH
FINDINGS

 In this study, I have found out that 60% of the employees normally work outside

the usual working hours.

 It is analysed from the study that long working hours has been considered as the

biggest hindrance in balancing the work and family commitments. 65% of the

employees are suffering from long working hours.

68
 In this study we have found that 25% of the employees feel that the compulsary

overtime is the biggest hindrance in balancing their work and familt

commitments.

 This study reveals that overall 40% of the employees are satisfied with their jobs

while 46% of the employees are highly satisfied with their jobs 14% of the

employees are the ones who are less satisfied .

 According to my study, 92% of the respondents are living with their spouse or

partner and only 8% of the respondents are living alone. Which means that

allmost evey employee needs to give time to his/her family.

 The study also reveals that 50% of the employees working in public banks do not

have children at home while very less percentage of the employees have children

at home. So they need to devote proper time with their children as well.

 The analyses of the study shows that 80% of the organisations do have certain

policies for work life balance. While 20% of the organizations do not have such

policies.

 The study shows that most of the organisations i.e. 35% of them use initiatives

like celebrating occassions like birthdays and anniversary to increase the

interpersonal relations within the collegues . In addition to it there are 22% of the

organisations which organises recreational activities occassionally to boost up the

morale of the employees. Whereas very less percent of response is given to other

innitiatives like involvement of family members in work achievement award

functions, yearly master health check ups provision of support for child care , and

investing in transport facilities etc.

69
 The study clearly reveals that techonology like cell phones or laptops has been of

great help in balancing work and family commitments.

 In this study we have found that 40% of the employees feel that negative attitude

of peers and colleagues at work place is a cause of imbalance of work and family

commitments.

 It is analysed that 46% do not spend any time of the day in working out. There is

only 5% of the employees who actually spend more than 1 hour for working out.

CHAPTER-5
70
 Suggestions

 According to the majority of opinions from the respondents surveyed for this

study it is suggested that every bank must take some initiative for work life

balance for a healthy working environment.

71
 A majority of respondents feel that they should not make them work very long

hours. Working time should be limited.

 According to the majority of opinions from the respondents surveyed for this

study it is suggested that overtime should not be made compulsory. It has become

a biggest hindrance in balancing their lives.

 According to the study the majority of the respondents feel that they should be

allowed to bring children to work , so that they do not have family worries with

them at work. and special provisions should be made for child care within the

organization.
 A majority of respondents feel that frequently traveling away from home is a

biggest hindrance in balancing their work and family commitments. So ,

according to the study it should be mentioned about the type of job before

selecting the employees for jobs. So he ones who will be able to manage will be

joining .
 From the study above it is found that very less organizations follow various

policies like yearly health check ups , recreational activities, involvement of

family members in work achievement award functions etc. so its is suggested that

such work life policies should be followed up by every organization for a healthy

working environment.

72
 Chapter- 6
LIMITATIONS
OF
THE STUDY

1. People were hesitating to give answers of the questions during the study.

2. The study is conducted in a limited area(Ludhiana).

3. There was a problem of non-cooperation from respondents.

4. The size of sample is small.

5. The period of study is limited.

73
6. Only four main banks were taken into consideration for study.

7. No respondent gave any suggestion.

74
 Chapter -7
CONCLUSION

Over the last few years, banking has become one of the fastest growing sectors in the

Indian economy. Organized banks have the policy for work life balance. They take

initiatives to balance the lives of their employees while there are few banks which do not

have any policy for balancing the work and life commitments of their bank employees.

75
Work life balance is one of the most talked about topics now. There are around 70% of

public bank employees who work outside usual working hours. This means those

employees are not able to fulfill family commitments timely.

There are quite many organizations which take initiatives like celebrating occasions like

birthdays and anniversaries , this is highly helpful in boosting up the morale of the

employees. While there can b other initiatives like involvement of family members in

work achievement functions. This way their families also feels good that their family

member, if not giving time at home are achieving something in the work life .

It is revealed from the study that employees of public sector banks believe that the long

working hours is the biggest hindrance in balancing their work and family commitments.

While they believe that technology like cell phones and laptops have helped a lot in

achieving in the balance in their lives.

Employees do not have time for their work out. They do not have time for work out or to

spend time for themselves. Which is a serious matter to look into.

In brief , the study reveals that policies for work life balance of the employees is crucial

for the growth of the banking sector. Various initiatives should be taken to help the

employees to do well in the public sector.

76
 CHAPTER-8
REFERENCES

77
1. “India banking” report 2011 by Jones Lang LaSelle Meghraj.

2. Marketing Research by Naresh Malhotra, 3rd Edition.

3. Employees Relationship Management by J. Seth.

4. The Great Indian Bank Story” report 2010 by Earnst & Young.

5. Statistics for Management by Levin and Rubin, 7th Edition.

6. www.indiabanking.com for technical terms of banking.

7. www.3isite.com for articles on banking development

8. Annual report of ICICI bank.

9. Guest, D. and Conway, N. (2000). The Psychological Contract in the Public

Sector. London: CIPD

10. Handy, C. (1994). The Empty Raincoat. London: Hutchinson

11. Haworth, J. (1997). Work, Leisure and Well-Being. London: Routlege.

12. . http://en.wikipedia.org/wiki/Work%E2%80%93life_balance
13. http://www.brunel.ac.uk/__data/assets/file/0005/90806/phdSimp2011IbiyinkaOjo

.pdf
14. http://www.bizresearchpapers.com/23%5B1%5D.%20Arooj.pdf

78
 CHAPTER-9

ANNEXURE

QUESTIONNAIRE

Dear respondent

79
 I am Khwaab Grover. Doing BBA at Sri Aurobindo College Of Commerce And

Management. As a part of my curriculum, I am doing a project on Work Life Balance of

the employees at public banks. For the completion of my project, I would like to gather

some information from you. I would be obliged if you co-operate with me in filling the

questionnaire. Since the questionnaire is being used for academic purpose, the

information gathered will be strictly confidential.

1. How many hours in a week do you normally work?(Please write in space provided
against each category)

Standard Extra hours

hours Hrs. Paid overtime Hrs. without pay Hrs.

2. Do you normally work any hours outside the ‘usual’ working week?
(Early mornings before 8am, evenings after 5pm or weekend work)
Yes No

3. Rank the factors listed below in the order of importance attached to them while

looking for a job?

(Rank 1-most important and 10-least important)
Salary/ wages …… Location of the work place ..…

Holidays …… Interest for the job ……

Career development prospect …… Leave arrangement …..

Flexible working hours ....… Job security …..

Training opportunity …… Friendly environment …..
4. Overall, how satisfied would you say you are with your job?
Very satisfied Satisfied Quite satisfied Not Satisfied
5. Are you currently living with a spouse or partner?
Yes No
6. Do you have any children living at home with you? If yes how many.
Yes No No. of Children

80
7. Do you look after, or provide any regular care or help for any sick, elderly or

disabled adults?
Yes No
8. Does your organization have policy for “work life balance?
Yes No Don't Know
9. Which of the following work life balance initiatives are in place in your

organization?
 Organizes recreational activities occasionally
 Celebrates occasions like birthdays and anniversary
 Encourages the involvement of my family members in work achievement award

functions
 Yearly master health check up
 Provides gym, medical coverage with parents
 Provides support for child care
 Invests in transportation facilities to reduce difficulty faced by employees in

community
 Provides casual spaces for chatting, listening music, or getting tea/coffee with friends
10. Do you have any suggestion about ‘work life balance’?
11. Which of the following hinder you in balancing your work and family commitments?

a) Long working hours

b) Compulsory overtime

c) Shift work

d) meetings/training after office hours

e) Others, specify_________________

12. Which of the following help you balance your work and family commitments?

a) Working from home

b) Technology like cell phones/laptops

c) Being able to bring Children to work on occasions

d) Support from colleagues at work

81
 e) Support from family members

f) Others, specify___________.

13. Which of the following hinder you in balancing your work and family commitments?

a) Technology such as laptops/cell phones

b) Frequently traveling away from home

c) Negative attitude of peers and colleagues at work place

d) Negative attitude of supervisors

e) Negative attitude of family members

c) Others, specify___________
14. How many hours do you spend time for working out?
a) less than half an hour
b) half an hour
c) half an hour to one hour
d) more than 1 hour
e) no work out
15. To what extent does your family life and family responsibilities interfere with
your performance on your job in any of the following ways?
Statement Strongly Agree Neutral Disagree Strongly
Agree Disagree

Family matters reduce the time you can devote to

your job
Family worries or problems distract you from your
work
Family activities stop you getting the amount of
sleep you need to do your job well

Family obligations reduce the time you need to

relax or be by yourself

Your job reduces the amount of time you can spend

with the family

Problems at work make you irritable at home.

82
Your work involves a lot of time away from home

Your job takes up so much energy you don’t feel up

to doing things that need attention at home

Employees are expected to put their jobs before

family and personal matter

Work life balance policies applied in same way at

all levels of management in your organization or it
covers all levels in hierarchy.
You take special initiatives to manage my diet

You suffer from stress-related disease

Personal profile:

Name:

Age :

20-30 30-40 40-50 50-60 above 60

Gender: male / female

Marital status: married/unmarried

E-mail:

Work experience in years: …………….

Nature of organization: public sector/ private sector

Nature of business: banking/insurance etc.

83