Effect of Work Life Balance on Job

Satisfaction.
The Case of Ethiopian Airlines
Group,Bole
International Airports
A Thesis Submitted to the School of Graduate
studies of Jimma
University for the Partial Fulfillment of the
Award of the Masters Degree in
Public Management (MPM)

BY:
Daniel Tadesse

JIMMA UNIVERSITY
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
 PROGRAM: MPM

JUNE, 2020 JIMMA, ETHIOPIA

Effectof Work Life Balance on Job

Satisfaction
(A Case of Ethiopian Airlines Group,
Bole International Airports).
BY:
Daniel Tadesse
Under the guidance of
Dr. Girmaw Assemie (Ass.prof.)
and
Mrs. Zinashbizu Lemma(Ass.prof.)

A thesis Submitted to the School of Graduate studies of

Jimma University for the Partial Fulfillment of the Award of
the Masters Degree in Public Management (MPM)

JIMMA UNIVERSITY
 COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF MANAGEMENT
PROGRAM: MPM
JUNE , 2020 JIMMA, ETHIOPIA
DECLARATION

I hereby declare that this thesis entitled “Effect of Work Life Balance on Job Satisfaction
(A Case of Ethiopian Airlines group, Bole international Airports).” has been carried out
by me under the guidance and supervision of Dr. Girmaw Assemie and Mrs. Zinashbizu

Lemma

The thesis is original and has not been submitted for the award or degree of diploma any

university or institutions.

Researcher’s Name Date signature

__________________________ ______________ _______________

CERTIFICATE

This is to certify that the thesis entitled “Effect of Work Life balance on job satisfaction
(A Case of Ethiopian Airlines Group, Bole international Airports).”submitted to Jimma
University for the award of the Masters Degree in Public Management (MPM) and is a
record of valuable research work carried out by Mr Daniel Tadesse, under our guidance

and supervision.

Therefore we declare that no part of this thesis has been submitted to any other

university or institutions for the award or any degree of diploma.

_____________ ________________ _________________

Main Advisor Signature Date

_________________ _______________ _____________

Co- Advisor Signature Date

 ABSTRACT

«The term work life environment is used to describe the surrounding conditions in which an employee operates
as well as where he lives and how both affect his/her productivity. “The study aimed at exploring the effect of
work life balance/imbalance on job satisfaction in Ethiopian Airline Group Bole International Airport. For this
study both primary and secondary data is used. Data is collected from Ethiopian Airline Group ,at Bole
international Airport from a sample of 392 employees. These respondents were selected using simple random
sampling . The collected data is analyzed using Statistical measures such as correlation and multiple regression
analysis. The major findings of the study indicated how work life balance affected overall level of job
satisfaction of employees in the organizations under the study. In addition, it also analyzed the relation of work
life balance dimensions i.e., work to personal life interference, Work life balance programs, work overload and
personal life to work interference are significantly related with job satisfaction or not. And it also tried to
identify job autonomy has effect on employees’ job satisfaction. Finally, the research has forwarded some
recommendations, such as management is required to minimize the imbalance between work and non-work life,
managements should implement work life balance programs, practices and policies, and top management should
avoid higher job pressure.
Key words: Job Autonomy, Job Satisfaction, Work life balance, Work Overload

ACKNOWLEDGEMENTS

The completion of this thesis was not easy. It was not created by the
author alone, but relied on the cooperative assistance of many unseen
hands. I sincerely acknowledge my advisors
Dr. Girmaw Assemie (Ass.prof.) and Zinashbizu Lemma (Ass.prof.),
Lecturers in Jimma University,college of Business and Economics for
their enabling support and guidance. Secondly, I extend my deepest
thanks to my sister Yimengushal Tadesse for her assistance in writing
and correcting the thesis.
TABLE OF CONTENTS
Contents
Pages
Abstract ...................................................................................................................... I
Acknowledgements .................................................................................................... II
Table of contents ....................................................................................................... III
Introduction ............................................................................................................... 1
1.1Background of the study ........................................................................................ 1
1.2 Statement of the problem ..................................................................................... 2
1.3 Objectives of the study .......................................................................................... 4
1.3.1 General objective ............................................................................................... 4
1.3.2 Specific objectives .............................................................................................. 4
1.4 Significance of the study ....................................................................................... 4
1.5 Scope of the study ................................................................................................. 5
1.6 Organization of the study ...................................................................................... 5
1.7. Definition of terms ............................................................................................... 6
Chapter two ............................................................................................................... 7
Review of the related literature .................................................................................. 7
Introduction ............................................................................................................... 7
2.1. Theoretical review of literature ............................................................................ 7
2.1.1 Definition and concept of work life balance ........................................................ 7
2.1.2. Dimensions of work-life balance ........................................................................ 9
2.2.Emperical literature………………………………………………………………..17
2.2.1 Relation between worklife balance and job satisfaction ………….… …….… 17
2.3.Jobsatisfaction………………………………………………………………..…..…20
2.4. Conceptual frame work ...................................................................................... 22
Chapter three ........................................................................................................... 23
Research methodology ............................................................................................. 23
3. 1. Introduction ...................................................................................................... 23
3.2. Research design ................................................................................................. 23
3.3. Source of data.................................................................................................... 23
3.4. Target population .............................................................................................. 23
3.4.1.Sampling size ................................................................................................... 23
3.4. 2.Sampling technique ......................................................................................... 24
3.5. Instrument and scale .......................................................................................... 24
3.6. Data processing and analysis ............................................................................. 24
3.4.1. Data processing .............................................................................................. 25
3.4.2. Data analysis .................................................................................................. 25
3.4.3. Method of presentation .................................................................................. 25
3.7.Mathematical Function ...................................................................................... 25
3.8.Validity of the research instrument…………………………………………….…25
3.9 Ethical considerations ......................................................................................... 26
Chapter four ............................................................................................................. 27
Data presentation, analysis and interpretation ......................................................... 27
4.1. Introduction ....................................................................................................... 27
4.1.2.Data analysis and interpretation ..................................................................... 27
4.2.Demographic background of respondents ……………………………………….27

4.2.1. Analysis of Respondents’ Responses on work-life-balance dimentions ………… 30

4.3. Inferential statistic ............................................................................................. 32
4.4.Reliability of the instrument…………………………………….………….………34
4.5. Discussions ........................................................................................................ 35
Chapter five .............................................................................................................. 37
5.1.summary ............................................................................................................ 37
5.2 Conclusions………………………………………………………………………….37
5.3.Recommendations .............................................................................................. 38
5.4. Direction for future research .............................................................................. 39
References ................................................................................................................ 40
Appendix
 LIST OF TABLES

Tables Pages

Table 1: Demographic Background Of Respondents .............................................. 26

Table 2: Analysis of Respondents’ Responses ........................................................ 29
Table 3.:Corrolation Between Work Life Balance
Dimensions and Job Satisfaction of Employees. ....................................... 32
Table 4: ANOVA .................................................................................................... 31
Table 5: Model Summery ........................................................................................ 32
Table 6: Multiple Regression & Collinearity Test .................................................. 33
Table 7: Summary of Reliability Study ................................................................... 34

INTRODUCTION
This chapter deal with the background of the study, statement of the
problem, objectives of the study, significant of the study, scope of the
study and limitation of the study.

1.1. Background of the study

Organizational changes due to downsizing, mergers/ acquisitions and radical changes in

technology have changed the work setups. The employees in present are more involved in
their jobs than in the last decade. The long working hours, work pressure, high demanding
jobs, use of sophisticated technology made it difficult for employees to keep a balance
between their job and family commitments (Nadeem and Abbas, 2009). (Debruyne, 2007)
suggested that when an employee perceives that his/her employer is supportive and helps to
integrate family and work-related issues, it results in a higher level of job satisfaction and
organizational commitment. (Bozionelos, Jan 2007) determined that there is an impact of
work obligations on the personal life and that there is a link or relationship between the
work-life balance and job satisfaction. (Moncrief,1996) found that if there is fairness in
policies, and then the workers are likely to be more satisfied. Job satisfaction is how people
feel about their job. It depends on the extent to which people are satisfied or dissatisfied with
their job (Vieira, 2005) it is also an important predictor of overall well-being and employee
intentions to quit. From the perspective of the organization, the availability of work-life
balance benefits in reducing absenteeism and turnover, in improving productivity and image,
and ensuring retention and loyalty whereas, in the eye of employees, the worklife balance
benefits in improving health, autonomy and stress reduction (Srivastava,2013). It is
discovered that benefits accrue among organizations and their employees by implementing
work-life programs (Cegarra eta l., 2012). Specifically, employers who implement work-life
balance programs experience increases in employee engagement, employee job satisfaction,
productivity, and profitability (Singh, 2013). The absence of such programs can result in
both direct and indirect financial losses for organizations (Cegarra et al., 2012).

Employers with supportive work-family cultures have employees who are more engaged and
less likely to experience burnout (Leary et al., 2013). Individuals often leave an organization
due to burnout (Kossek et al., 2011). Besides, employee performance is higher in
organizations that actively promote work-life balance (Bloom et al, 2013). These
organizations also have employees with lower absenteeism rates attributable to illness
(Thriveni, 2012). Authors from a variety of disciplines have stated that the nature of an
individual’s work environment can directly affect both employee productivity and
organizational productivity (Bloom et al., 2013;Cottini, 2011; Rice, 2011).In this regard; the
Human Resource Strategy of aviation group, sets out Ethiopian's plans to ensure the
recruitment, development, motivation and high performance of the best quality of employees
in all business units of the Ethiopian Aviation Group to meet the strategic objectives and
goals outlined in Vision 2025. This Strategy of aviation group tries to articulate targeted
retention strategies like improving the quality of leadership and supervision, transparency in
the organization culture, working conditions, linking reward with performance etc.

Even if, the working environment of Airlines is burdensome and clear for everybody, there is
no previously conducted research in this topic at Ethiopian Airline Group level that is the
reason why the researcher determines to study work-life imbalance in Ethiopian Airline
group. This study will have been assisted in addressing the effect of work-life balance on
employee job satisfaction in the Ethiopian Airlines group at Bole International Airport,
Addis Ababa.

1.2. Statement of the problem

Work life balance is a major component of employee’s job satisfaction (Ezra & Deckman,
1996). Long working hours and priority of work role expectation over family role increase
the employee’s family to work interference (Beauregard, 2006). The use of family friendly
policies such as flexible time and onsite childcare appears to help employees particularly
working mothers, who have dual demand of better work and family life (Ezra & Deckman,
1996).

According to (Elloy & Smith,2003);spending more time in office, dealing with clients and
the pressures of job can affect the personal life, sometimes making it impossible to even
complete the private responsibilities. On the other hand, personal life can also be demanding
if employees have a kid or aging parents, financial problems or even problems in the life of
a dear relative. It can lead to Absenteeism from work, creating stress and lack of
concentration at work.
Several studies had tried to determine the link between dimensions of work life balance and
job satisfaction. Some studies related to factors of work life balance that affect job
satisfaction are evaluated starting from the earlier studies.Increase in working hours
increases the workload, which negatively affects the job satisfaction of the employees.
(Duxbury and Higgins,2001) revealed in their research that increases in work overload leads
to work to family interference, which leads to less organizational commitment and decreases
job satisfaction. (Cabrita and Perista, 2006) And (Green,1999) found that the employees are
more satisfied and committed to their job if organizations are supportive of work life
balance. It is also found from the previous research that organizational values supporting
work-life balance have important work and personal consequences for men as well as
women. In addition (Jayaweera, 2005) found that such organizational values has higher life
satisfaction and more positive emotional and physical wellbeing for managerial, professional
employees and family too.Though there had been several foreign studies on the relationship
between work life balance and job satisfaction, there are only few studies that examine the
relationship between work life balance and job satisfaction of employees in Ethiopian
context.For this study the researcher has examined thesis conducted in this particular title on
comercial bank of Ethiopia Wolita sodo district by (Afize Jemal Mohamed,2016). Among
the initiating factors for the resercher to conduct study on this topic is disimilariry between
bank and Airlines industry,no research is conducted in this area in Ethiopian airlines as per
the knowledge of the researcher.Furthermore, the resercher found that Afize’s study
approach is only quantitative in its nature.Finally, even if the human capital management
strategy of Ethiopian Aviation group (July, 2010), explains the human capital is a vital
intangible asset in the airline, it does not have clear programs on work-life balance and
directions on how to mitigate employees Job dissatisfaction. It is necessary to investigate
whether work life balance has an effect on job satisfaction among employees of Ethiopian
Airlines Group. In this context, the purpose of this study carried out inquiry on effects of
 work life balance on job satisfaction of employees in Ethiopian Airlines Group. In light of
this, the study has attempted to answer the following basic questions:

1. What is the effect of work overload on employees job satisfaction in the Ethiopian Airlines
Group at Bole Airport?
2. What is the effect of private life interference to work-life on employees job satisfactionin
Ethiopian Airlines Group at Bole Airport?
3. What is the effect of work-life balance programs on employees job satisfaction in Ethiopian
Airlines Group at Bole Airport?

4. What is the effect of job autonomy on employees job satisfaction in Ethiopian Airlines
Group at Bole Airport?
5. What is the effect of work -life interference to private life on employees job satisfaction in
Ethiopian Airlines Group at Bole Airport?

1.3. Objectives of the study

1.3.1. General objectives
The general objective of the study is to examine the effect of work life balance on job
satisfaction at Ethiopian Airlines Group at Bole international Airports.

1.3.2. Specific objectives

The following are specific objectives of the research.
1. To find out the effect of work load over Job satisfaction.
2. To examine effect of work interference on personal life on Job satisfaction.
3. To find out effect of work life balance programs on Job satisfaction.
4. To examine effect of job autonomy on job satisfaction.
5. To examine effect of personal life interference on job satisfaction.

1.4. Significance of the study

In addition to fulfilling the academic requirement of the researcher, the result of the study
will have the following benefits. Primarily, the results of this study will benefit to the
Ethiopian Airline group; by understanding the state of work-life imbalance and its effect on
job satisfaction as it will help the organizations to take corrective measures i.e. it contributes
to lay the foundation for developing, achieving, and sustaining effective strategies of
worklife balance programs in increasing employee job satisfaction. Finally, It will help other
researchers who want to conduct further study on the subject.
1.5. Scope of the study

The study is limited to Ethiopian Airline group at Bole international Airport operating in
Ethiopia since 1946. The study looks at top management, middle manager, supervisors and
junior staff. This study focused on five dimensions (Work to personal life interference,
personal life to work interference, job overload, job autonomy, and work life balance
programs) of work life balance based on reviewed literature.

.
1.6. Organization of the study

The study is organized in to five chapters. Accordingly, the first chapter commences with the
introduction part of the study; the second chapter discusses the details of related literature of
the study; the third chapter focuses on research methodology and the fourth chapter
discusses data presentation, analysis and finally in chapter five conclusion were drawn based
on analysis and possible recommendations were forwarded by the researcher based on the
investigation.
1.7. Definition of terms

Control at work: Control at work refers to how an individual feels about his or her
involvement with decision that directly affects them at work (Easton & Van Laar, 2012).
General well-being: General well-being refers to the degree to which an individual is
content with his or her life in its entirety (Easton & Van Laar, 2012).
Home-work interface: Home-work interface is the extent to which an individual is able to
determine when, how, and where he or she works (Easton & Van Laar, 2012).
Job and career satisfaction: Job and career satisfaction is the level of satisfaction an
individual experiences related to his or her job and career (Easton & Van Laar, 2012).
Stress at work: Stress at work refers to the extent to which an employee experiences stress
while doing his or her work (Easton & Van Laar, 2012).
Work-life balance programs: Work-life balance programs are changes to policiesand
practices that provide more autonomy to workers in choosing the nature of their work, the
time spent on work, the location of their work, and the provision of support resources that
facilitate non-work roles (Kossek, Lewis, & Hammer, 2012).
Working conditions: Working conditions are a construct that evaluates the degree to which
an employee is satisfied or dissatisfied with the resources provided to do his or her work and
the overall environment within which the employee works (Easton & Van Laar, 2012).
Quality of working life: Quality of working life is an aggregate of factors related directly to
work and indirectly that establishes how work may be good for an individual (Van Laar et
al., 2007).

CHAPTER TWO

REVIEW OF THE RELATED LITERATURE

INTRODUCTION

The literature on Work-life balance with different prospective are studied and available, in
recent years, there has been an increased interest in work family interface in the human
resource management literature, especially regarding the sources and outcomes of conflict
between these two spheres. A number of studies have addressed this issue from different
perspectives. In this chapter, an endeavor has been made to provide an overview of various
aspects of Work-Life Balance through the review of existing literature. The sources referred
include various journals, books, doctoral thesis, working papers, reports, magazines, internet
sites, newspapers etc.
2.1. Theoretical Review of Literature
2.1.1 Definition and Concept of Work life Balance

According to (Lewis,2002), there has been an evolution in the way in which work and
personal life are conceptualized in the scientific literature. The focus initially was and
continues to be, on the conflict between work and family.

The term "work" is being used here is referring to paid work or employment. The term
"Work-life balance" is a contested term, with many alterations suggested, such as "work-life
integration", Work-life interface", Work-life Masonic", Work-life reconciliation", or
Worklife coordination" (Mc Pheron, 2007). As early as 1960's researchers have begun to
study and find some imbalance between work and personal life. Various studies on work-life
thereafter find that what happened at the workplace have a significant impact on individuals
and their families. Work-life balance means adjusting the pattern of work so that your
employees can benefit from a better fit between their work and areas of their personal life
and in long run hope to achieve sustainable development and profitability (Verma, 2007).
The profitability and productivity of the organization depend on two factors that are
interrelated performance and commitment of employees. These factors depend on the
workforce of the organization. But every employee has two aspects of his/her being a
personal life and professional life. Both of these are difficult to separate and from a source
of conflict. If an organization wishes better productivity and more committed employees,
then they have to be happy and satisfied. The balance is achieved when an individual's right
to a fulfilled life inside and outside paid work is accepted and respected as a room, to the
mutual benefit of the individual business and society (Narendera , 2007). Work-family
balance is a form of inter role conflict in which role pressures from the work and family
domains are mutually incompatible in some respect (Koizumi, 2000).

According to (Greenhaus et al. ,2003), work-family balance refers to a 50/50 balance

between work and family concerning the amount of time, involvement, and satisfaction.
Time balance refers to spending an equal amount of time on work and family roles.
Involvement balance involves being psychologically involved in work and family roles to
the same extent. Satisfaction balance occurs when an individual is equally satisfied with
their work and family roles (Greenhaus et al., 2003). One limitation of this approach is that
not all individuals may desire a 50/50 balance between their work and family lives
(Rapaport et al. 2002). Also, as is the case with the concept of work-family conflict, the use
of the term "family" is problematic. Instead of using the term "family," some researchers
suggest that the term "personal life" should be used so that the experiences of non-married
or single individuals, or childfree individuals, are considered (Burke, 2004). And also, life
 refers to both family (traditional family experience) and personal life (other non-work
aspects such as leisure time and community services (Barnett, 1998) and (Reynolds, 2005).

The concept of work-life balance is based on the notion that paid work and personal life
should be seen less as competing priorities than as complementary 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"( Lewis,
2000).

According to (Clark ,2000) Work-life balance is the phenomenon of striking an ideal balance
between the professional life of an individual and their personal life with all of their
respective associations. The level of importance is given to this phenomenon these days is
because of the harmful results brought about because of the severe lack of this phenomenon.

Although work/life balance has traditionally been assumed to involve the devotion of equal
amounts of time to paid work and non-work roles, more recently the concept has been
recognized as more complex and has been developed to incorporate additional components. A
recent study explored and measured three aspects of work/life balance (Greenhaus et al.
2003).

• Time balance, which concerns the amount of time given to work and non-work roles.
• Involvement balance, meaning the level of psychological involvement in, or commitment to,
work and non-work roles.
• Satisfaction balance or the level of satisfaction with work and non-workroles.

Although most research focuses on family life, recent evidence e.g., (Galinsky et al. ,1996)
suggest that even employees without traditional families (e.g., non-parents and single
employees) experience conflict between their roles and should be included in the research.
Thus, rather than focusing on general work-family conflict, it seems beneficial to consider
the broader aspects of both works–personal life conflict as well as personal–work-life
conflict. There are real costs related to work and family conflict for employees and
organizations.

According to (Burke,1988); (Thomas & Ganster,1995) there is evidence that the conflict
related to work and personal demands can lead to negative health outcomes for employees
and may decrease organizational commitment and job satisfaction, and increase burnout.
Detrimental health outcomes encompass both physical health (e.g., somatic complaints,
blood cholesterol) and mental wellbeing (e.g., stress, depression, vitality/energy, and life
satisfaction).

2.1.2. Dimensions of work-life balance

Employees attitudes towards their organizations and life are affected by work-
lifebalance.Work-life-balance is especially important when organization has to manage
technically professionals becouse their high commitment and loyality is needed for the
success of the organization according to (Scholarios & Marks, 2006).According to (Nadeem
& Abbas,2009) work to family interference is recorded as a negative relationship. (Nadeem
& Abbas et al,2009) stated family problems like chaild care & elderly care may be a family
matters which interfere with work.On the other hand,a negative relationship with job
overload and job satisfaction was found by( Altaf and Awan,2011). (Finn ,2001) concluded
that there was a posetive effect of job autonomy on job satisfaction.

According to Wood & de Menezes,2010) family-friendly, or work-family

practices/programs have come to the forefront of employement policies.(Hemantaha
Kumara Kuttawatta,Jan 2015) wrote work family balance consists of six sub variables such
as work to family interference,family to work interference,work stress,family stress,work
load and job autonomy.Having taken these litreatuers as an input,this study took the
following five dimentions or factors of work-life-balance to review their effect on employees
job satisfactions.
A. Work to Family Interference
According to (Googins ,1991); the relationships, struggles, and conflicts between workers
and employers and between families and the workplace grew in this era. The time to perform
one task (related job or family) does not leave sufficient time to take up with other task
related to family (personal life) or work. When work takes priority over personal life it is
Work to personal life Interference (WLI). This type of conflict is mostly seen in male
employees as they are more committed to their work responsibilities about family
responsibilities. However, women are not fully exempted with this type of conflict.
According to (Nadeem and Abbas, 2009) found that job satisfaction is significantly
negatively correlated with work to life interference. (Adams et al., 1996) revealed that when
work interfered with life, it reduced the satisfaction from the job and life as a whole. An
employee faces different family problems along with their job responsibilities. The child
care or elderly care responsibilities some time interfere in the job and create a situation of
the family to work interference. Work-life balance is a major component of an employee's
job satisfaction (Ezra and Deckman, 1991). Long working hours and priority of work role
expectation over family role increase the employee's family to work interference
(Beauregard, 2006).
 B. Family to Work Interference
When family responsibilities become a hindrance to perform the work effectively it becomes
Family to Work Interference (FIW). Many factors contribute to intensifying family to work
interference which mainly includes family responsibilities such as child and elderly care.
The conflict between work and family now becomes a crisis for the organizations. With the
increase in dual family parents, more job demand and long working hours made it almost
impossible to create a balance between work and family.
According to (Frone ,2003); (Hammer & Thompson, 2003) Collectively, a manifestation of
stress due to competing for role demands, conflict is considered a bi-directional construct, in
that work can interfere with family (i.e., work-to-family conflict) and family can interfere
with work (i.e., family-to-work conflict). both are a reflection of the three primary stressors
(i.e., causes of conflict), which serve as manifest variables according to (Greenhaus &
Beutell 1985, pp 77-82). he explains the three primery stressors as:

 Time-based conflict: Time-based conflict is defined as stress resulting from when "time
devoted to one role makes it difficult to fulfil requirements of another role".
 Strain-based conflict: Strain-based conflict is defined as stress resulting from when "strain
produced by one role makes it difficult to fulfil requirements of another role".
 Behaviour-based conflict: Behavior-based conflict is defined as stress resulting from when
"behaviour required in one role makes it difficult to fulfil requirements of another role".

Other international research on the determinants of work-life conflict includes an early study
conducted by (Pleck et al. ,1989) who concluded that certain job characteristics were
strongly correlated with work-life conflict. These include the number of hours worked,
irregular starting times, frequent and uncontrollable overtime work, an inflexible work
schedule and physically or psychologically demanding work. (Burke,1997) on the other
hand, found that organizational values, associated with high performance and involvement,
created an environment that can make it more difficult for employees to achieve or even
wish to achieve balance in their work and life roles. Apart from the job characteristics and
organizational values mentioned above, (Papalexandris and Kramar,1997)stated that
individual variables could also influence work-life balance. These included age, sex,
qualifications, pay, professional aspirations and family status as well as attitudes,
expectations and priorities assigned to the various roles by both partners. Finally, (Duxbury
and Higgins' ,2001) found that the greater number of roles that individuals have, the more
likely that they will experience high work overload. Amongst these, married individuals
with children or eldercare experienced the highest conflict. (Duxbury and Higgins, 2001)
revealed in their research that increases in work overload lead to work to family
interference, which leads to less organizational commitment and decreases job satisfaction.
C. Job Overload
According to (Rizzo et al. ,1970) work overload is defined as incompatibility between the
work requirements and the amount of time and resources available to comply with these
requirements. Work overload occurs when an individual's work role is characterized by too
much work, time pressures, deadlines, and lack of necessary resources needed to fulfil
duties, commitments, and responsibilities associated with work role (Beehr & Glazer, 2005).
Work overload happens when job demands exceed the time and resources available (Gryna,
2004).
Overload occurs where multiple demands exceed resources, and maybe either qualitative or
quantitative. Qualitative overload refers to a situation where a task is too difficult to
complete, while quantitative overload is experienced when there are too many tasks that
need to be done. Most authors discuss overload in terms of the latter. A consequence of dual-
career couples undertaking multiple roles is that they may become more susceptible to
overload in the home and work environment. While the two sets of overload may be
independent, there may also be reciprocal relationships between them, as a combination of
tensions between career and domestic demands (David & Catherine, 2003).
According to (Linda ,2004) quantitative work overload occurs when an employee is
assigned too great a volume of work to accomplish in a specified timeframe. It is very
prevalent in our achievement-oriented society and is associated with job tension, job
dissatisfaction and various physical and psychological strain symptoms. Linda also
described that qualitative work overload occurs when the work requires skills, abilities, and
knowledge beyond what the person has. It occurs when employees feel that they lack the
ability to do the job regardless of the amount of time available to them to complete the job.
It may also result when performance standards are set so high as to appear unattainable.
Overloading employees with unreasonable work expectations (e.g. undue pressure,
impossible deadlines, and unnecessary disruptions) is a form of workplace bullying or
abusive supervision. It commonly involves placing undue pressure on employees, setting
impossible deadlines for the completion of work, or excessive unnecessary disruptions.
According to (Derek et al. ,2009) the potential costs of treating employees in this manner are
considerable. For instance, overloaded employees are more likely to make mistakes, feel
anger or resentment toward their employers or co-workers, experience high levels of stress,
have poorer health and work-family balance, and seek employment elsewhere.
D. Job Autonomy
Job autonomy is defined as the degree to which the job provides substantial freedom,
independence, and discretion to the individual in scheduling work and in determining the
procedures to be used in carrying it out (Saragih, 2011). Job autonomy in the organization
can be defined as, physical performance or set of practices relating the allocation of
responsibility and produce the chain of command to give employees greater than before
decision-making power in respect to the implementation of their main work activities (Leach
et al., 2003). Job autonomy is likely to provide employees with the freedom of power over
how they carry out their task in the organization, which is likely to reduce emotional tense
and mental stress, caused by necessary present certain emotions and enhance their general
satisfaction of employee in the organization (Saragih, 2011).
Job autonomy is one of the resources that help worker balance work and family roles. It is
necessary the relationship of job autonomy with work-life balance because the presence of
job autonomy gives the freedom to employees to prioritize and schedule the work and
determine the better way to carry out the given task. (Aryee, 1992) noticed that the
instrumental value attached to job autonomy in the form of schedule inflexibility gives
psychological enrichment to employees that make them better balance their both work and
family domains. The studies of (Preamux ,2007) revealed a negative relationship of job
autonomy with multi-role work to family conflict and family to work conflict.The discretion
is given to managing the demands thus becomes the control mechanism that has a direct
impact to lessen worker's felt conflict (Premaux, 2007). Studies of (Aryee, 1992) has found
that job autonomy to directly impact work to family conflict but similar to the studies of
(Parasuraman and Simmers, 2001); (Premaux ,2007) did not discover effects of job
autonomy on either direction of work to a family conflict may be due to the distorted
distribution of autonomy in their sample. Fewer studies exist that examine the relationship
between job satisfaction and job autonomy, Job autonomy emerged as having a strong and
clear correlation with job satisfaction, more autonomy in a job leads to higher job
satisfaction among employees (Cabrita and Perista,2006). The provision of greater
autonomy to the employees can go a long way to enhance their work-life balance and
minimize the work interference in personal life (Walia, 2014).
According to (Nadeem & Abbas ,2009); (Gronlund,2007) job autonomy is found to be a
strong predictor of job satisfaction, jobs with high demands and high control, experience less
job satisfaction. (Kim,2001) also concluded in the research that autonomy has a significant
positive effect on job satisfaction. Job autonomy is found to be a strong predictor of job
satisfaction, jobs with high demands and high control, experience less job satisfaction
(Gronlund,2007).
E. Work Life Balance Programs and Practices
Work-life balance practices are deliberate organizational changes in programs or
organizational culture that are designed to reduce work-life conflict and enable employees to
be more effective at work and in other roles. The transition from viewing work-life balance
practices solely as a means of accommodating individual employees with caregiving
responsibilities to recognizing their contribution to organizational performance and
employee engagement is an important paradigm shift that is still very much 'in process.'
From the very beginning it is important to understand that work-life balance does not mean
to devote an equal amount of time to paid work and non-paid roles; in its broadest sense, is
defined as a satisfactory level of involvement or 'fit' between the multiple roles in a person's
life. Although definitions and explanations may vary, work-life balance is generally
associated with an equilibrium between the amount of time and effort somebody devotes to
work and personal activities, to maintain an overall sense of harmony in life (Clarke et
al. ,2004).
According to (Fisher ,2010) many organizations have begun to offer flexible work
arrangements to help employees balance work and life demands. Most organizations are left
to decide how they will offer flexibility, and decisions are largely based on how they
perceive such arrangements will affect their ability to be responsive to organizational needs.
By creating a Flexible Work Arrangements (FWAs), organizations can keep good employees
and not force them to sacrifice personal life. Flexible work arrangements will help
employees benefit personally and professionally, and the result will make people who are
more loyal, committed and productive (Smith, 2002).
(Fisher, 2010) also stated the term flexible working covers flexibility in terms of the hours
that are worked and the location and includes the following: Part-time, Flexi-time,
Compressed working, Job sharing, Time off in lieu, Term-time working, Annual hours,
Homeworking/telecommuting, Sabbatical/career break, and others.
Organizations can implement various work-life balance initiatives that may assist employees
to better balance their work and family responsibilities, gain improvements in well-being
and provide organizational benefits. There are a large variety of family-friendly policies
which include but are not limited to the following: flexible working hours, job sharing,
parttime work, compressed workweeks, parental leave, telecommuting, on-site child care
facility, (Heraty et al.,2008). Also, organizations may provide a range of benefits related to
employees' health and well-being, including extended health insurance for the employee and
dependents, personal days, and access to programs or services to encourage fitness and
physical and mental health. Still, other practices may support children's education,
employees' participation in volunteer work, or facilitate phased retirement.
According to (Gottlieb et al. ,1998) and (Dessler ,2008) the definitions of the five popular
types of alternative work arrangements and additional practices can be viewed as supporting
employees' health, well-being, and work-life balance.
I. Flextime
According to (Dessler ,2008) flextime is a work schedule in which employees’ workdays are
built around a core of mid-day hours when all workers are required to be present. The most
prevalent alternative work arrangement, flex time or flexible work hours, typically consists
 of flexible workday start and finish times. Most organizations that offer flextime require all
employees to be on the job during a set of core hours, but allow employees more choice over
their work schedules on either side of these core hours (Ridgley et al., 2005). It allows
employees, to determine (or be involved in determining) the start and end times of their
working day, provided a certain number of hours is worked. This can allow them to meet
family or personal commitments/emergencies (enable employees to respond to both
predictable and unpredictable circumstances), during the day or to reduce their commuting
time by starting and ending work before or after the rush hour.
II. Telecommuting
It is becoming more and more common for people to do at least some of their regular work
from home instead of going into the office. This type of arrangement is often called
'telework' or 'telecommuting' and can be advantageous for employees by allowing them: to
organize their workday around their personal and family needs; to decrease work-related
expenses; to reduce commuting time, and to work in a less stressful and disruptive
environment. It may also help to accommodate employees who, because of particular
disabilities, are unable to leave home (Dessler, 2008).
III. Compressed Work Weeks
A compressed workweek is an arrangement whereby employees work longer shifts in
exchange for a reduction in the number of working days in their work cycle (e.g. on a
weekly or biweekly basis). This is an arrangement whereby a standard workweek is
compacted into fewer than five days by extending the length of the workdays.
(Dessler ,2008) stated as the compressed workweek is a work schedule in which employee
works fewer but longer days each week.
IV. Part-Time Work
Part-time arrangements can also allow people with health problems, disabilities or limited
disposable time (e.g. students) to participate in the labour force, develop their skills and
obtain work experience. According to (Tarrant ,2007) part-time work is a work schedule that
is less than full-time but is at least half of the regularly scheduled full-time workweek or
work less than 30 hours a week.
V. Job sharing
Job sharing is an arrangement which allows two (or sometimes more) employees to jointly
fill one fulltime job, with responsibilities and working time shared or divided between them.
It may be appropriate where opportunities for part-time jobs or other arrangements are
limited. According to (Perrine, 2009) job sharing is an arrangement in which two people
voluntarily share the responsibilities, salary, and benefits of one full-time position, each
working part-time on a conventional basis. The study conducted by (Sobia, et al., 2011)
found out that there is a positive relation of work-life balance programs on employee job
satisfaction in the banking sector. It is supported by other studies also. For example, (Ueda,
2012) concluded that work-life balance programs have a positive and significant effect on
employee job satisfaction of full time and part-time employees working in business
organizations of Japan.
(Burke ,2000) also found that the employees are more satisfied and committed to their job if
organizations are supportive of work-life balance. It is also found from the previous research
that that organizational values supporting work-life balance have important work and
personal consequences for men. Such organizational values were present, managerial and
professional men reported greater job satisfaction and family satisfaction, generally higher
life satisfaction and more positive emotional and physical wellbeing (Burke,2000) &
(Jayaweera, 2005). Satisfaction with the HR practices, such as family-friendly policies
reduced the interference of work in the family and thus increases job satisfaction (Kinnie, et
al., 2005).

2.2.Empirical literature review

2.2.1.The Relationship between work Life balance and job Satisfaction
Several Studies have tried to determine the link between dimensions of work-life balance
and job satisfaction. In this section, some studies related to factors of work-life balance that
affect job satisfaction are evaluated starting from the earlier studies
a. Relationship between Job Satisfaction and Work to Private Life InterferenceIncrease in
working hours increases the workload, which negatively affects the job satisfaction of the
employees. (Duxbury and Higgins,2001) revealed in their research that increases in work
overload lead to work to family interference, which leads to less organizational
commitment and decreases job satisfaction. (Cabrita and Perista ,2006), and (Fu and
Shaffer ,2001) found a direct relationship between numbers of hours spent in work
activities and work-life conflict.
(Nadeem and Abbas,2009) found that job satisfaction is significantly negatively correlated
with the family to work interference.Accordingly, as it is stated above, that the two aspects
of work-life conflict; family to work interference and work to family interference are
negatively correlated with job satisfaction. In line with, job satisfaction is found to be
negatively correlated with work to family interference.(Burke and Green ,1999) found that
the employees are more satisfied and committed to their job if organizations are supportive
of work-life balance. It is also found from the previous research that organizational values
supporting work-life balance have important work and personal consequences for men as
well as women. Such organizational values were present, managerial and professional men
and women reported greater job satisfaction and family satisfaction, generally higher life
satisfaction and more positive emotional and physical wellbeing (Burke & Green, 1999);
(Jayaweera, 2005) & (Perrewe et al., 19990. Thus, jobs related responsibilities became a
hindrance in performing household responsibilities; this tussle resulted in the job
dissatisfaction. Satisfaction with the HR practices, such as family-friendly policies reduced
the interference of work in the family and thus increases job satisfaction (Kinnie et al.,
2005).
b. Relationship between Job Satisfaction and Private Life to Work Interference
An employee faces different family problems along with their job responsibilities. The child
care or elderly care responsibilities some time interfere in the job and create a situation of
the family to work interference. Work-life balance is a major component of an employee's
job satisfaction (Ezra & Deckman, 1996). Long working hours and priority of work role
expectation over family role increase the employee's family to work interference
(Beauregard,2006). The use of family-friendly policies such as flexible time and onsite
childcare appears to help employees particularly working mothers, who have dual demand
for better work and family life (Ezra & Deckman, 1996).
According to (Nadeem and Abbas ,2009) found that job satisfaction is significantly
negatively correlated with work to life interference. (Adams et al., 1996) revealed that when
work interfered with life, it reduced the satisfaction from a job and life as a whole.
Employees having multiples roles of childcare and job responsibilities reduces job
satisfaction and increases the family to work interference (Evandrou and Glaser, 2004). It is
also found that work domain variables such as long working hours, supervisor support, and
organizational policies had a significant effect on life to work interference (Beauregard,
2006).
c. The Relationship between Work Overload and Job Satisfaction
In this section, some studies related to work overload and job satisfaction are evaluated
chronologically, starting from the earlier studies. Several studies have tried to determine the
link between work overload and job satisfaction.
According to (Vinokur-Kaplan,19910) organizational factors such as work overload and
working conditions were negatively related to job satisfaction. (Gryna ,2004) also stated that
work overload is one of the several factors that have an impact on job satisfaction. Work
overload is negatively associated with job satisfaction according to (Rita and
Stephanie ,2008).
(Iggins et al., 2007) report that the job overload that results from heavy work demands is
related to increased: work life conflict and negative work-life spillover; Job stress; Poor
physical and mental health, particularly anxiety, fatigue, burnout and depression; Greater use
of Canada's health care system; Absenteeism; A higher probability of higher turnover (as well
as decreased commitment and job satisfaction).
There is a significant negative relationship between work-overload and job satisfaction
(Nulifar et al., 2009). As described by (Nurit et al., 2008), dissatisfaction at work is caused
by burnout, work overload and poor health. Further, work overload is insignificantly
positively correlated with job satisfaction (Nadeem & Abbas, 2009). An organization's
performance and the outcome depends on the employees' performance. In turn, satisfied
employees perform more and more. Based on this scenario, (Saira et al., 2013) revealed that
the work overload and employee performance are positively correlated, and it has a very
weak relationship with employees' performance.
A study conducted by (Ahmed et al., 2011) examined the relationship between work
overload and job involvement with the two dimensions of work-family conflict [work
interference with family and family interference with work]. Results of the study indicated
that work overload was positively related to both work interference with family and family
interference with work. On the other hand, job involvement was found to have no significant
impact on the two forms of work-family conflict.
d. Relationship between Job Autonomy and Job Satisfaction
Fewer studies exist that examine the relationship between job satisfaction and job autonomy,
Job autonomy emerged as having a strong and clear correlation with job satisfaction, more
autonomy in a job leads to higher job satisfaction among employees (Cabrita and Perista,
2006).
According to (Walia, 2014) in his study on the bank, employees suggest that provision of
greater autonomy to the employees can go a long way to enhance their work-life balance and
minimize the work interference in personal life. Again, greater task variety should be
provided through assigning non-routine and non-repetitive task, job rotation or job
enlargement, as well as involving the employees in creative problem solving, so that they
enjoy an optimal quality of life with a good work-life balance and ability to take up and
manage responsibilities at work and outside.
According to (Nadeem & Abbas ,2009) and (Gronlund ,2007) job autonomy is found to be a
strong predictor of job satisfaction, jobs with high demands and high control, experience less
job satisfaction. (Kim ,2001) also concluded in the research that autonomy has a significant
positive effect on job satisfaction, her research further added that the higher the degree to
which the job provides substantial freedom, independence and discretion of the worker in
scheduling the work and determining the procedures to be used in carrying out, the higher
the level of the worker’s job satisfaction.
e. Relationship between work-life balance programs and Job Satisfaction
The study conducted by (Sobia et al.,2011) found out that there is a positive relation of
work-life balance programs on employee job satisfaction in the banking sector. (Ueda, 2012)
also concluded that work-life balance programs have a positive and significant effect on
 employee job satisfaction of full time and part-time employees working in business
organizations of Japan. According to the findings of this study, these programs help
employees to reduce their work burden and they will effectively perform their job and not
job activities. Accordingly, the banking sector can increase an employee's job satisfaction by
increasing work-life balance programs for employees, which is likely to help them manage
their job and family.

(Burke, 2000) also found that the employees are more satisfied and committed to their job
if organizations are supportive of work-life balance. It is also found from the previous
research that that organizational values supporting work-life balance have important work
and personal consequences for men. Such organizational values were present, managerial
and professional men reported greater job satisfaction and family satisfaction, generally
higher life satisfaction and more positive emotional and physical wellbeing (Burke, 2000) &
(Jayaweera, 2005). Satisfaction with the HR practices, such as family-friendly policies
reduced the interference of work in the family and thus increases job satisfaction (Kinnie et
al., 2005).
2.3. Job satisfaction
Employees experience satisfaction (or dissatisfaction) with many different components or
facts of their work environment. Organizational policies and practices like compensation
method, promotion, job security people one works with, supervisors, co-worker and the
work itself. Individual employees even though they have got the same type of job are likely
to have different levels of satisfaction or dissatisfaction. This is because:-
1. Individual employees may receive different treatment by organization and Co-workers.
2. Supervisors may prefer one to another employee.
3. Policies which are like double-edged for instance; promotion on seniority basis may please
old staff members and eventually upset young employees who joined the organization
recently. As it is true to all mankind, employees within the same job differ in their desires
and values (Ivancevich M ,1998).
Despite other opposite facts, the pay is central to the employment relationship so it is
potentially powered full in affecting employee behaviours and organizational performance,
but this is not enough by itself an employee granted the highest pay may or may not be
motivated as a result may not meet what the organization intend to accomplish. This can be
due to the existence of factors called pay reference. Their pay referents are enlisted as
follows.
1. Social referents comparisons made with the pay levels of family members, friend and
relatives.
 2. Financial referent: This refers to the adequacy of pay to meet the particular employee’s
current financial needs.
3. Historical referents: these are employees job-related pay in the past.
4. Organization referents: pay comparison made within the organization in which an employee
works.
5. Market referents: pay comparisons with other organizations pay level ;
A given organization should be able to identify the importance attached to these referents
and should be able to recognize the implication of inequity can increased or decreased
deviation from a particular pay referrer) to get an employee with pay level satisfaction;
(Lussier N., 1997).
Organizations need to establish pay systems that employees consider equitable. As pay is an
effort to influence employee's behaviours and attitudes in a manner favourable to the
objective of the organization it will motivate high performance to the extent that pays
policies faster employee beliefs that pay depend on high performance; (Lussier, 1997).
Job satisfaction is the level of contentment a person feels regarding his or her job. This
feeling is mainly based on an individual's perception of satisfaction. Job satisfaction can be
influenced by a person's ability to complete the required tasks, the level of communication in
an organization, and the way management treats employees. Job satisfaction falls into two
levels: affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is a
person's emotional feeling about the job as a whole. Cognitive job satisfaction is how
satisfied employees feel concerning some aspect of their job, such as pay, hours, or benefits.
This study considered both levels of job satisfaction since its questioner constitutes
openended questions to collect idea and suggestions from participant respondents.

2.4. Conceptual Frame work

The relationship between dependent variable (job satisfaction) and independent variables Work life balances
dimensions (work to personal life interference, personal life to work interference, workload, job autonomy, and
work life balance programs) is illustrated in the schematic diagram as follows:

Figure 2.1. Conceptual framework of effect of work life balance dimensions on job satisfaction.
source: Self-extracted from review of literature.

Job satisfaction
 CHAPTER THREE
RESEARCH METHODOLOGY
3.1. Introduction
This chapter discusses the Research Design, Target population, sampling Techniques, Data
collection Methods or Data collection instruments, Data Analysis methods, Model
specification reliability, validity and ethical consideration. The methodology section is an
important component of the research that essentially maps out the methods were used during
the research work. On the basis of research problem and objectives, this study used the
descriptive method of data analysis. Both quantitative and qualitative approach were

employed.

3.2. Research design

This study employed causal research design to identify the extent and nature of cause-and
effect relationships between the independent variable (work life balance) and dependent
variable (employee job satisfaction).

3.3. Source of Data

The study was based on using primary data through questionnaire and secondary data
through documentary survey.
 Primary Data: Through structured questionnaire from employees of Ethiopian
Airlines group who are holders of diploma and above.
 Secondary data: from written materials, like reports,manuals,and different ectronic
web which are relevant to accomplish this study.

3.4. Target Population

The target populations of the study were 14,500 permanent employees
of ethiopian Airline
Group working at Bole international Airport.

3.4.1. Sample size

According to (Catherine Dawson,2009) the correct sample size in a study depends on the
nature of the population and the purpose of the study. Although there are no general rules,
the sample size usually depends on the population to be sampled. To select sample size, from
 employees (population ) who are working in Ethiopian Airline Group at Bole international
Airportusing (Yamane Taro’s,1967:pp886) formula is applied and the sample size for the
present study was determined as follows:

Where:
n = Sample Size N =
Total Population e =
Margin of Error 1 =
Constant Number
A 95% confidence level and p=.05 are assumed

Accordingly, 392 respondents were selected from a total of 14,500 employees

3.4.2. Sampling technique

This study assumed that of Ethiopian Airlines Group at Bole International Airport. It is
difficult to undertake all employees which are currently operating in Ethiopian Airlines
Group at Bole international Airport because it requires adequate time, financial resource and
other study-related resources. Due to these reasons, the researcher selected samples of 392
using simple random sampling from the population of 14,500. The fact that Simple random
sampling technique is employed,since it is imperative that each element in the population

has an equal and independent chance of selection in the sample(Ranjit kumar,2011)

3.5. Instrument and scale

Adopted Questionnaire is used for this research. It is comprised of the independent variable
and dependent variables. Questionnaire are adopted from (Agho et al.,1993), (Aryee et al.,
1999) (Gutek,et al.,1991), (Carlson et al.,1999), (Breaugh ,1985) , (Allen ,2001), & (Caplan
et al., 1987). The questioner is modified from seven point likert scale to 5-point Likert scale
after comment is given from 30 respondents from pilot study.

3.6. Data Processing and Analysis

3.6.1. Data processing
In this activity the first task is editing, coding, classification and tabulation of collected data.
The next phase was the process of assigning numerical or other symbols. Coding involved
assigning numbers or other symbols to answers so that responses can be grouped into limited
number of classes and categories. This helped to reduce the response into a limited number of
categories or classes and then the process of classification or arranging large volume of raw
data in to groups with common characteristics was applied. Data having the common
 characteristics was placed together and the data was summarized in tabulation and displayed
for further analysis.

3.6.2. Data Analysis

Statistical Package for Social Science (SPSS) version 20 is employed to analyze the data.
SPSS is an enormously powerful data analysis package that can handle very complex
statistical procedures(JULIE PALLANT,2005). In such a case correlation of variables and
multiple regression is used to explore the relationship between one dependent variable and
several independent variables or predictors .

3.6.3. Method of Presentation

The finding was presented and summarized using tables.

3.7. Mathematical functions

The intended effect of work-life balance dimensions on job satisfaction considered by using
the following model:
Regression formula
JS= f (WIP, PIW, WO, JA, WP)
JS = β0+ β1 WIP + β2PIW+ β3WO+ β4JA+ β5WP+e
JS = job satisfaction
B0 = constant term
WIP= work interference to personal life
PIW = Personal life interference to work
WO = work overload
JA = job autonomy
WP = Work-life balance programs e = Error term where JS(Y) is dependent variable -job
satisfaction,WIP,PIP,WO,JA & WP are explanatory or independent variables, β0 is the intercept
term where as β2, β3, β4 and β5 refer to the coefficient of their respective independent variables
measures the change in the mean value of Y, per unit change in their respective independent
variables.

3.8.Validity of research instrument

According to (McMillan,1992) views validity as the extent to which the test-items measure
what they purport to do. Through the expert judgment, validity was ascertained in
establishing the extent to which the instruments measured respondents' answer on the effect
of work-life balance on employee job satisfaction. The instrument was also subjected to a
pilot test commonly referred to as a pre-test. The pilot instrument was administered on 30
Ethiopian Airlines employees. It has been established in the subject with literature that
between 5-10 copies of the questionnaire to representative respondents are enough to
identify problems in a questionnaire (Adeniji, 2011; Narver and Slater, 1990). Based on the
validity analysis performed by the mentioned experts and feedback from the pilot test some
amendments are made on the questionnaire. To ensure the data acquired in this study is
valid, a wide-ranging literature review was undertaken to understand how personal in-depth
interviews and surveys were conducted.

3.9. Ethical consideration

The study gave due consideration to ethical issues such as confidentiality and anonymity.
Therefore, the participants were communicated as to the purpose and significance of the
study and that their responses is used only for academic purpose and kept confidential.

CHAPTER FOUR

Data Presentation, Analysis and Interpretation

4.1. INTRODUCTION
This chapter would present a discussion of the results and the process through which the
results were obtained. In addition to this, the background information of respondents is
presented.

4.1.1. Data analysis and interpretation

In conducting analysis, the results of descriptive analysis are presented first. The first phase
involved editing, coding, and tabulation of data. This assisted in identifying any anomalies in
the response. The descriptive statistics utilized are based on frequency tables to provide
information on demographic variables. All statistical test results were computed at the 2tailed
level of significance. The alpha level .01 selected a priori for test of significance for
correlations and multiple regression analysis. 334 questioners were distributed to respondents
and out of 322 questioners were collected and that accounts 87.14% response rate.

4.2. Demographic background of respondents

In this part of statistic demographic profile of the respondents such as gender, age, marital
status, levels of educational achievements, work experience, employment status of
spouse, number of children and designation is analysed.
4.2.1. Descriptive Statistics
Table 1.Demographic background of respondents.

Source: Own survey, 2020 The personal profile of the respondents is analysed as per their
Sex, age, marital status, levels of education,work experience, , number of children and
designation from result of table 4.1.,as far as age of respondents is concerned, 70 (19.9%) of
the respondents are in the range of under 26 years, 174 (49.6%) of the respondents are in the
range of 26-30 years, 85 (24.2%) are in the range of 31-35 years and 22 (6.3%) are above 35
years. From this, it can be understood that employees working in Ethiopian Airlines Groupat
Bole international Airport consist of all age groups with majority of 26-30 years. The valid
percent in the table shows the percent of those with nonmissing data at each value. The item
no 2 on the table 1 indicates that from the percentage of the total participants, males are 71.2
% and those females are 28.8 %. Item number 3 of the table further indicates educational
level of respondents. From the table, 28 (8%) of the respondents are college diploma
holders, 272 (77.5%) of the respondents are first degree holders and 51(14.5%) of the
respondents are Masters Holders. Further, the above table gives information concerning the
number of years an employee has been serving the organization; accordingly 147(41.9%) of
the respondents served less than five years, 153(43.6%) of the respondents served 5-8 years
while 24(6.6%) and 27(7.7%) of the respondents have 9-12years and above 12 years’ work
experience respectively. The above table also indicates that among the percentage of the
total participants, 165 (47%) are single and those of married are 149 (53%). Item No 6 of
table 4.1. also shows that 63(17.9%) of the respondents are working on managerial position
while the remaining 288(82.1%) of respondants are working on non-managerial
position.Finally,Item number 7 of the table further indicates the number of children’s for the
respondents. From the table, 66 (18.8%) of the respondents are those who have no
children’s, 78 (22.2%) of the respondents have 1 child, 24 (6.8%) of the respondents have 2
children’s and 18 (5.1) of the respondents are those who have above 2 children’s and from
the respondants 165(47%) are prefered to leave answering the question as a result it is not
known whether they are married or not and have a children or not.
 4.2.1. Analysis of respondents’ responses on work-life-balance dimentions.
TABLE 2 RESPONSES OF RESPONDENTS
Statement Responses Prequen Percent
cy
1. Average response on Work -life Strongly
interference on 47 13
Disagree
Private -life Disagree 64 18
Neutral 34 10
Agree 109 31
Strongly 97 28
Agree
Total 351 100
2. Average response on Private/home- life Strongly
137 39
interference on work-life Disagree
Disagree 73 21
Neutral 7 2
Agree 100 28
Strongly 34 10
agree
Total 351 100
3. Average Response on Work overload S.Disagree
interference on Private life

Disagree

Neutral 76 22
Agree 144 41
Strongly 131 37
4 Agree
Total 351 100
Disagree 97 28
Disagree 151 43
Source: .Average Response on whether there is Neutral 25 7
Own survey, Job Agree 78 22
2020 Autonomy on work place or not Strongly
Agree
Total 351 100
Statement Responses Prequen Percent
cy
5. Average response on whether the Strongly
compony has work-life Balance programs 37 11
Disagree
Disagree 93 26
Neutral 108 31
Agree 113 32
Strongly
Agree
Total 351 100
6. Average response on whether the Strongly
158 45.01
employees are satisfied in their Job Disagree
Disagree 40 11.4
Neutral 112 31.91
Agree 41 11.68
Strongly
agree
Total 351 100
Source: Response of Respondants, 2020

Table 2 result shows that 109 (31%) respondents were agreed & 97(28%)respondent
strongly disagreed i.e suming the two 59% of the respondants believed that their work is
interfering and has an effect on their personal or private life.137(39%) respondents were
strongly disagreed & 73(21%)respondents were disagreed, in sum 60% of respondents
believed that their private life didn’t interfere and no significant effect on their work-life.
131 (37%) of the respondents strongly agreed and 144 (41%) of the respondents were
agreed in sum 78% of respondents agreed that there is work-overload and it has significant
effect on their privat life .97(28%) of respondents strongly disagree & 151(43%) of them
disagreed in sum 71% of respondents agreed that there is no Job authonomy in their work
place i.e. they didn’t have discretion to scheduel work,to decide on the work process
and .Regarding work life balance programs, among the respondents 37(11%) were strongly
disagred,93(26%) were disagred &108 (31%) of the respondents were neutral this implies
that the company has no satisfactory work life balance programs to keep employees worklife
balance.Finally,among the respondents as to wether they were satisfied in their job or not
158(45%) strongly disagreed & 40(11.4%) were disagreed this response also implies that
majority or 56.41% of respondents were not satisfied in their job.

4.3. Inferential statistics

The role of Inferential statistics is concerned with the various tests of significance for
testing hypotheses in order to determine with what validity data can be said to indicate
some conclusion or conclusions. It is also concerned with the estimation of population
values. It is mainly on the basis of inferential analysis that the task of interpretation
(i.e., the task of drawing inferences and conclusions) is performed. In addition, these
inferential statistics concern with the process of generalization (Kothari, 2004). For this
study Multiple regression analysis will be used as method of data analysis.
 Table 3 Correlation between work life balance dimensions and job Satisfaction of employees
JS WIL LIW JO JA WLB

Pearson Correlation 1 -.667** -.484** -.630** .563** .585**

JS Sig. (2-tailed)
.000 .000 .000 .000 .000
N 351 351 351 351 351 351
Pearson Correlation -.667** 1 .470** .549** -.425** -.458**

WIL Sig. (2-tailed) .000 .000 .000 .000 .000

N 351 351 351 351 351 351
Pearson Correlation -.484** .470** 1 .433** -.262** -.234**

LIW Sig. (2-tailed) .000 .000 .000 .000 .000

N 351 351 351 351 351 351
Pearson Correlation -.630** .549** .433** 1 -.442** -.471**

JO Sig. (2-tailed) .000 .000 .000 .000 .000

N 351 351 351 351 351 351
Pearson Correlation .563** -.425** -.262** -.442** 1 .555**

JA Sig. (2-tailed) .000 .000 .000 .000 .000

N 351 351 351 351 351 351

Pearson Correlation .563** -.425** -.262** -.442** 1 .555**

JA Sig. (2-tailed) .000 .000 .000 .000 .000
N 351 351 351 351 351 351

Pearson Correlation .585** -.458** -.234** -.471** .555** 1

WLB Sig. (2-tailed) .000 .000 .000 .000 .000
N 351 351 351 351 351 351

The results of Pearson’s Product Moment Correlation in table 3. indicates that, there is
negative and significant relationship between work to life interference and job
satisfaction (r = -0.667, p < 0.01), job overload and job satisfaction (r = -0.630, P < 0.01),
and private life to work interference and job satisfaction(r = -0.484, P < 0.01.Unlike three
work-life conflict dimensions (work to personal life interference, work overload and
personal life to work interference), job autonomy has a positive and significant
relationship with job satisfaction(r = 0.563, p < 0.01), and work-life balance Policies also
has a positive relationship with job satisfaction(r = 0.585, p < 0.01).
 Table 4 ANOVA

Sum of Squares df Mean Square F Sig.

59.548 5 11.910 110.654 000b
Regression

33.903 315 .108

Residual

Total 93.451 320

a. Dependent Variable: job satisfaction

b. b. Predictors: (Constant), WLBPROGRAMS, LIFETOWORK, JOBAUTONOMY, JOBOVERLOAD, WORKTOLIFE

Result in table 4 shows that the value of F statistics 110.654 at 5 and 315 degrees of
freedom is statistically significant at 99% confidence which means that model is
statistically significant.
 Table 5 Model Summary

Model Summary

R R Square Adjusted R Square Std. Error of the Estimate

798a .637 .631 .32807

a. Predictors: (Constant), WLBPROGRAMS, LIFETOWORK, JOBAUTONOMY, JOBOVERLOAD,

WORKTOLIFE
b. Dependent Variable: job satisfaction

Dependent Variable: job satisfaction

The R2 of the model is 0.631, which shows that approximately 63.1% of the variance
dependent variable (job satisfaction) can be explained by the linear combination of the
independent variables work-life conflict (work to personal life interference, personal
life to work interference, work overload, job autonomy and WLB policies) that means
the remaing 36.9% of the variance on dependent variable is explained by other factors.
 Table 6. Multiple regression And collinearity Test Result

Model Unstandardized Standardized T Sig. 99.0% Confidence Collinearity

Coefficients Coefficients Interval for B

B Std. Beta Lower Upper Bound Tolerance VIF

Error Bound

3.990 6.153 .884 1.131

9.222 000
(Constant) 5.072 .550 -.225 -.701 -.271 .956 1.046
Work interference on life -.486 -4.443 000
Home life interference on .109 -.031 -.212 .109 .900 1.111
-.051 -.629 530
work -.367 .082 -.223 -.529 -.204 .864 1.158
-4.442 000
Job overload Job .227 .083 .183 .102 .352 .941 1.063
autonomy .133 3.582 000
.063 .060 -.079 .345
work life balance programs 1.231 219
.108
a. Dependent Variable: Job satisfaction
If the average VIF(variance inflation factor ) is greater than 1, then multicollinearity may be biasing the
regression model (Bowerman & O’Connell, 1990). In this regard, the average VIF of all predictors are almost
or nearly 1. As a result, the above outcome is seldom untrustworthy to assess the individual importance of a
predictor.And since the value of tolerance is above 0.1 there is no problem in its prediction ability.According
to Myers(1990),since the tolerance value observed from table 6. is greater than 0.1and VIF value is less than
10 of Mullticollinearity does not biase the regression model of this study. Moreover, when the other variables
are controlled, all of the explanatory variables are statistically significant at 99% confidence level, and work to
personal life interference is the best predictor of job satisfaction with Beta-value of -0.225. This is followed by
work overload, job autonomy and personal life to work interference,worklife balance programs with
Betavalues of -0.223, 0.183, -0.031 and.060, respectively.Finally, it was found out that, Job autonomy is
directly related to job satisfaction or clear correlation with job satisfaction indicates that, more autonomy in a
job leads to higher job satisfaction among employees and application of various worklife balance programs
have posetive effect on employees job satisfaction.

4.5. Reliability of the instruments

Reliability of this work is viewed as the accuracy of data or the fitness of what is tested as the
exact occurrence during the study. As supported in SPSSv.20 Cronbach’s alpha coefficient
was used to test reliability of the items of the questionnaire. The reason for conducting a
reliability analysis for each variable was to assess the internal reliability of each scale for the
sample used in this studyThe results are presented in Table7
Tabl 7 Summary of Reliability Study
Scale Job Job Job WLB
satisfac overloa autono progra
Work-family Family- work
tion d my ms
interference interference

Cronbach’s
Alpha 0.811 0.82 0.816 0.854 0.898 0.7640
Source: SPSS output V 2020.
From the table 7..above, Cronbach's Alpha for Job satisfaction,Work life to family
interference,Family life to work interference, Job overload,Job authonomy & Wlb programs
are .811,.82,.816,.854,.898 and .7640 respectively. Hair et al. (2010) argue that Cronbach’s
alpha above 0.7 is considered acceptable, and Cronbach’s alpha value above 0.8 is has
preferable internal consistency. In this regard, Cronbach’s alpha coefficients for five items out
of six items in this study were above 0.8.As a result the sample in this study has strong
internal consistence.
 4.6. Discussions

This section discusses the findings of the statistical analysis in relation to previous research
and literature. According to table 2. the correlation result (r = -0.667, p < 0.01) shows that
work to personal life interference has a negative and significant relationship with job
satisfaction. Correlation analysis indicates that there is a moderately strong, though
statistically significant, relationship between works to personal life interference with job
satisfaction. The result in this study was in line with previous studies of (Nadeem and
Abbas ,2009), (Cabrita and Perista ,2006), (Jayaweera ,2005), (Janasz and Behson ,2007),
(Perrewe et al., 1999) and (Ezra and Deckman, 1996) who stated work to personal life
interference was negatively associated with levels of job satisfaction. This study shows that
a low level of work to personal life imbalance more likely result in a higher level of job
satisfaction. On the other hand,as work demands employees to devote more time to carry
out their organizational tasks they do have negative feelings about their job since it
interfere on their private life. As table 2.indicates, (r = -0.484, P < 0.01, at 99% confidence)
personal life to work interference has a negative and significant relationship with job
satisfaction. This study also confirms (Nadeem and Abbas,2009),(Perrewe et al., 1999),
(Beauregard ,2006) and (Ezra and Deckman, 1996) who stated that personal life to work
interference and job satisfaction are negatively correlated. This shows that if employees are
not feeling burden from the family as well as personal life interests so their overall
satisfaction towards the job is not being affected. Thus, an employee faces different non-
working time problems along with their job responsibilities which decrease job
satisfaction. Success at work requires organizations to minimize the interference of
personal life with the job of their employees through the application of alternative work
arengements such as flexitime,telecomuting,compressed work week part time work and
Job sharing. In this context, the employee’s part of the employment contract could be to arrive at
work every scheduled workday, on time, and focus on their work.

Further, correlation result (r = -0.630, P < 0.01, at 99% confidence) in table 2. shows that
work overload has a negative and significant relationship with job satisfaction. This study
also supported by findings of (Mulu Miesho,2012), (Nufar et al., 200); (Nurit et al., 2008)
(Rita and Stephanie,2008), (Duxbury and Higgins,2001), and (Vinokur-Kaplan,1991) who
indicated that work overload is negatively correlated with job satisfaction. However, this
study is inconsistent with studies of (Nadeem and Abbas,2009) who revealed that positive
and insignificant relationship exists between job satisfaction and workload. (Saira et al.,
2013) who also revealed that the work overload and employee performance (here
employee performance as a predictor of job satisfaction) are positively correlated. They
pointed out that people who work more hours are more satisfied with their work.Finally,
from this study indicated that among the five determinant variables work to personal life
interference, personal life to work interference, work overload had negative effects on
employees job satisfaction.On the otherhand, Job authonomy and Worklife balance
programs had posetive effect in employees job satisfaction in the company.This study also
indicated that among all demographic factors number of childreen and marital status has a
significance effect in employees job satisfaction.
 CHAPTER FIVE
5.SUMMERY, CONCLUSION AND RECOMMENDATION
5.1.Summary
This study was aimed at investigating effect of work-life -balance on employee’s job satisfaction
in Ethiopian Airlines at Bole international Airport.Depending on 392 randomly selected
sample respondent out of total population,this research is designed to examine effect of work
interference on private life, private life interference on work,job authonomy,job overload,and
work-life-balance program with respect to job satisfaction. Results from Pearson’s Product
Moment Correlation Coefficient revealed that, there is statistically significant relationship
between work to life interference and job satisfaction, personal life to work interference and
job satisfaction and job overload and job satisfaction at 99% confidence interval. In terms of
the stated research questions, the following specific empirical findings emerged from the
investigation: The three work life conflict dimensions (work to life interference, private life
to work interference and work overload) and job satisfaction found to be inversely and
significantly related. whereas job autonomy and work-life-balance programs are the
remaining factor to have a strong positive relationship with job satisfaction. The model
summary of multiple regression analysis revealed that the proportion of the variation in job
satisfaction explained by the liner combination of work life conflict dimensions jointly is
63.1% (from R2 value) which is statistically significant at 99% confidence level. Finally, it
was found out that, Job autonomy is directly related to job satisfaction or clear correlation
with job satisfaction indicates that, more autonomy in a job leads to higher job satisfaction
among employees.

5.2.Conclusion

The study was conducted to examine the effect of work-life balance on job satisfaction among
employees of Ethiopian Airlines Group at Bole International Airport. In this specific study work to
personal life interference found to negatively affect job satisfaction. From this, it can be concluded that
the more the work demand interference in private life will result in less satisfaction. It is also noticed
that work overload observed in Ethiopian airlines and caused less job satisfaction on its employees
working at Bole international airport. Even if, scientifically the relationship between job autonym and
job satisfaction found to positive and autonomy in a job leads to higher job satisfaction; employees
working in Ethiopian Airlines at Bole international airport were not felt autonomus in their job as
indicated from analysis made in table 2. As can be seen from the Table 3, the relationship between
personal life to work interference and job satisfaction is negative, and statistically significant. Thus, the
less the personal life demand interferes with work demand will result in high job satisfaction and vice
versa.On the other hand, work-life balance programs are positively related to Job satisfaction i.e.as the
Ethiopian Airlines installed various programs to facilitate & ease employees work-life relation, there
will be high job satisfaction among employees in return it will contribute high productivity.However, it
is observed from the analysis that the Employees of Ethiopian Airlines working at Bole Airport are not
satisfied in Work life balance programs that the company provided.

Finally, as we can observe from the result of table 2, the five work-life balance dimensions i.e. work to
personal life interference, work overload, personal life to work interference, work-life balance
programs and job autonomy was found to be significantly affected job satisfaction of the employees.
Therefore, we can conclude that the five work-life balance dimensions are statistically explaining the
variation in job satisfaction.

5.3.Recommendations

Based on the findings, summary and conclusions of the study, the following recommendations are
forwards to the management of the Airlines Group and suggestion for other researchers.
1. A supportive management is required to minimize the imbalance between work and
nonwork life as well as to mitigate the effect of disatisfaction on their job currently
observed on Ethiopian Airline employees working at bole international Airport.
2. Since the finding indicates that employees of Ethiopian Airlines at Bole international
airport are believed that work-life -programs are rarely availed for the employees,
realizing the effect of work life balance on job satisfaction top management should
implement and broaden work life balance programs, practices and enact work life balance
policies to incorporate time balance, involvement balance and satisfaction balance with
work and non work roles in order to mitigate employees job disatisfaction.
3. Since the finding indicate that private life of employees is affected by work life in
Ethiopian Airlines worked at bole airport, the company shall conduct survey and find
mechanisms that to enable employees private life compatible with their job.
4. Higher job pressure/load was found to be one of the most important factors causing in low
level job satisfaction to employees of Ethiopian Airlines working at Bole airport. Thus, top
management should avoid higher job pressure (work overload) by prioritization of
activities, having consistent schedule, defining the work space and avoiding multi-tasking.
5. It is essential that higher HR officers are responsive to the needs and constantly changing
requirements of workforce and the effect of environmental issues in order to improve
programs and policies of work life balance like locally attainable flexible work time
arrangements, job rotation ,telecomuting and job shsring.
6. As indicated from the result of the finding 71% of respondents believed that the company
didn’t give them authonomy while they were carrying out their responsiblities as a result
they were dissatisfied on their job.Therefore, Ethiopian Airlines should give right for its
employees in exercising by their self to control schedule, remote working access,control
over pace of work and decision-making discretion, which collectively reduce the job
dissatisfaction level of the employees.
7. From sugession given by respondents Ethiopian airlines HR didn’t obey labor law of the
cuntry in certain cases and its reward system for employees working extra miles is less
satisfactory.In this regard,the resercher would recommend the Airline should revise its
practice and has to obey in implementation of labor laws of the country and other
international legal instruments during their day to day interaction with employees.And
rewarding mechanisms that the company employed to motivate employees shall be
implemented in a level which can satisfay diligent and creative employees.

8. Among respondent management staffs some have given comments that the management
staffs are obliged to work long working hour in office.They also complain some of
assignment for higher position lacks clarity especially nomination for office found abroad.
In this regard, even if management staffs are not governed by labor law, the Airline should
provide leisure time for management staffs in order to assist them to have time with their
 family and positional assignment for both domestic and abroad should be conducted in
transparent & accountable way.
9. From comments and suggestion given by respondents the researcher assuered that
employees especially womens who have babys have got a problem to balance between
their work and family life.In this regard, the company has to give emphasis and prepare
different plan such as applying flexable working time, job rotation, preparation of baby
care,free medical service for their babyies & famillies and has to take other similar
initiatives to ease the burdon of employees and has to work to mitigate disatisfaction and
stress of those employees.
10. Work life balance programs found to be the most important factors affecting employees’
job satisfaction. Therefore Ethiopian Airlines group should work in promoting work life
balance programs a mechanism, such as, hours worked, child –care, Erdely-care,
management support and family-friendly culture, flexible hours and personal support that
allows for the reduction of work-life imbalance and the resultant increases in life
satisfaction and organizational performance.
11. From the research,it is found that majority of Ethiopian Airlines employees working at
Bole international airport is disisatisfied in their job.So, inorder to change this problem &
to satisfay employees in their job the company has to check its working conditions,pay
system work-life balance and other related factors that can improve employees working
conditions and satisfactions level.

5.4. Direction for future research

This study was conducted to examine the impact of work life balance on job satisfaction of
employees in Ethiopian Airlines Group at bole Airport. Future researches, therefore, may
consider other dimensions of work life balance like job characteristics (job demands, job
resources, job stress), organizational values (associated with high performance and involvement),
individual variables (age, sex, qualifications, pay, professional aspirations, marital status, etc.),
and other variables which can influence job satisfaction.
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APPENDIX

JIMMA UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

(MASTERS IN PUBLIC MANAGEMENT(MPM)

Introduction (Consent Form)

I am a postgraduate student in the department of Management at Jimma University currently; I am

undertaking a research entitled “The effect of Work Life Balance on Employee Job Satisfaction
In Ethiopian Airlines Group: Evidence from Ethiopian Airlines Group at Bole International
Airport”

You are one of the respondents selected to participate in this study. Please assist me in giving
correct and complete information to present representative finding on the current status of the work
life balance and its effect on employees job satisfaction at Bole International Airport.Your
participation is entirely voluntary and the questionnaire completely anonymous.

Finally, I confirm you that the information you share me will be kept confidential and only used for

the academic purpose. No individual’s responses will be identified as such and the identity of persons

responding will not be published or released to anyone.All information will be used for academic

purpose only. Thank you in advance for your kind cooperation and dedicating your time. Instruction

 No need of writing your name

 Department……………………..
 For likert scale type statement and multiple choose question indicate your answer with check mark
 (√) in the appropriate block.
 For questions that demands your opinion, please try to describe honestly as per the questions on
the space provided.
 WLB stands for Work Life Balance

Section A:Socio-Demographic Data

1. Age 20-25 26-30

31-35 above 35

2. Sex Male Female

3. Educational qualification College diploma

Degree Masters & +

4. Work experience 1-4 years 5-8 years

9-12 years above 12 years

5. Marital status : Single Married

6. If married, is your spouse employed? Yes no

7. Number of children: 0 1-3 4–5 6&+

8. Designation: Manager& above Non - manager

Section B

The following set of statements describes your general feelings towards work life balance, and other
factors which may have an impacton employee job satisfaction.

Please indicate how Agree or Disagree you feel with each of the following features of your present
job by placing a tick mark” √” in the appropriate box.

PART I QUETIONAR ON JOB SATISFACTION

No Questions or

Disagre

Agre
Neutr

Strongl
lyDisagre
Strong

al

Agre
Descriptions

e
e

y
e
e
1.1 I feel I am being paid a fair amount
for the work I do

1.2 I am fairly well satisfied with my

present job

1.3 I am not satisfied with the benefits I

receive.

1.4 My supervisor shows too little

interest in the feelings of
subordinates

1.5 I am satisfied with my chances for

promotion

1.6 I enjoy my co-workers

PART II QUETIONAR ON WORK LIFE BALANCE

No Questions or
Strongl
Disagre
Strongl

Neutr
ydisagr

Agre

yAgre

Descriptions
al
ee

A. QUETIONAR ON WORK TO PERSONAL LIFE INTERFERANCE

 2.1 My current job allows me to get
involved in my family as I
should be

2.2 I feel that making a balance

between my work, my family
and other social responsibilities
is difficult

2.3 My family/friends dislike how often

I am preoccupied with my work
while I am at home.

2.4 The time I spend in my job is

negatively affecting my social
responsibilities, e.g., visiting
relatives and friends

2.5 My job or career interferes with my

responsibilities at home, such as
yard work, cooking, cleaning,
repairs, shopping, paying the
bills and child care

2.6 My job is enabling me to spare a

suitable time for my family

B. QUETIONAR ON PERSONAL LIFE TO WORK INTERFERA

No Questions or
Strong
ydisagre

Neutr

lyAgre
Disagr
Strongl

Agre
al
ee

Descriptions
e

e
e

3.1 I am often too tired at work because

of the things I have to do at
home.

3.2 My personal demands are so great

 that it takes away from my work.

3.3 My superiors and peers dislike how

often I am preoccupied with my
personal life while at work.

3.4 My personal life takes up time that I’d

like to spend at work.

3.5 My home life interfere with my

responsibilities at work, such as
getting to work on time,
accomplishing daily tasks, or
working overtime.

3.6 My home life keeps me from

spending the amount of time I
would like to spend on job or
career related activities.

C. QUETIONAR ON WORK OVER LOAD

No Questions or
Neutr

Agre
ydisagre

Strongl
Disagr
Strongl

Agre
ee

Descriptions
e
al

e
e

y
4.1 I am working long and difficult
working hours in a days.

4.2 I feel I have more to do than I can

handle comfortably.

4.3 My job keeps me away from my

family too much.

4.4 I often come home late in the

evening.

4.5 I am unable to take sufficient breaks

4.6 Generally My responsibility at work
increases my workload.
 D.QUETIONAR ON JOB AUTONOMY
No Questions or

Strongl
Descriptions

Agre
disagree
Strongly

y
e
Disagr

Neutr

Agre
ee

al

e
5.1 The job allows me to make my own
decisions about how to
schedule my work.

5.2 The job allows me to decide on the

order in which things are done
on the job.

5.3 The job gives me a chance to use

my personal initiative or
judgment in carrying out the
work.

5.4 The job provides me with

significant autonomy in making
decisions.

5.5 The job allows me to make

decisions about what methods I
use to complete my work

5.6 The job gives me considerable

opportunity for independence
and freedom in how I do the
work.
 E. QUETIONAR ON WORK LIFE BALANCE PROGRAMS

No Questions or

Strongl
Agre
Strong

Neutr
Disagr
Disagr

yAgre
al
ee
Descriptions

e
ee
ly

e
6.1 In my organization specific WLB
practice has been established
and documented.

6.2 The organization provides family –

friendly policies that help me to
fulfill family commitments.

6.3 Various unique programs are offered

by the organization to the
employees for maintaining
WLB.

6.4 I can access flexible work schedule

in my organization.

6.5 I have a remote access to my PC at

work, so that I can work from
home.

6.6 All the employees are aware of the

WLB policies created in the
organization.

Any other comments?

………………………………………………………………………………………………………………………………………………………
…………………………………………………………………………………………………………………………………………………
Thank You for Your valuable time and Patience
Wish You Happy Work