EMPLOYEE WORK LIFE BALANCE IN PRIVATE SECTOR BANK

CHAPTER I

INTRODUCTION

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 EMPLOYEE WORK LIFE BALANCE IN PRIVATE SECTOR BANK

1.1 INTRODUCTION

In the past few years, there has been increasing interest in work family balance in the new

studies. Work life balance is a new concept having proper prioritization between work and

lifestyle. India being a changing economy with there is a drastic change in the day to day affairs

of work. Employees are the most valuable key resources in an organization. It is the most precious

asset in any organization. Personal life and work life are inter needy and inter consistent. Spending

more time with customers, allocating with customers and the burdens of job can delay the personal

life. It is difficult to complete the domestic responsibilities sometimes. Personal life can be

demanding, if u have a kid or aging parents, financial problems or any other problems of near ones.

Responsibility of one can force an individual to neglect the other. In every organization human

resource is the very important factor for achieving the objectives. So the organization has great

impact of employees work-life balance and their job satisfaction place a vital role in the banks. In

this new form of work culture, the employee’s are finding it difficult to simultaneously cope with

the increasing work demands and family responsibilities and thus leading to a disturbed work life

balance.

Work-life balance is increasingly an issue for any country. Jobs, the workplace &

workforce are changing as;

➢ More women & sole parents go to work.

➢ More people juggle more than one job.

➢ The workforce ages & is increasingly diverse.

➢ Businesses continue to compete globally to hire skilled workers.

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➢ Technology changes the way work- e.g. cell phones & PCs blur the distinction between

work & personal time.For any country, the two biggest work-life balance problems are:

➢ People with not enough work or income.

➢ People who have too much work the low paid who need to work long hours to earn enough &

the higher paid who may feel trapped into working more hours than they want to do.

Through the consultation, employers told that they wanted to address work-life balance

issues in their workplaces, & that they wanted practical tools to implement work-life balance

initiatives. Workers, families & individuals told us that the key issues for them in achieving work-

life balance concerned their caring responsibilities, workplace practices, and cultures & the need

to earn sufficient income.

Nature and Scope of Work-Life Balance-

Work-life balance is the relationship between employees and total working environment.

A great place to work where “You trust people you work for have pride in what you do &

enjoy the people you work with.” Work-life balance represents a concern for human dimensions

of work & relates to job satisfaction & organizational development.

History:

The work-leisure dichotomy was invented in the mid-1800s. Paul Krassner remarked that

use a definition of happiness that is to have as little separation as possible “ between your work

& your play”. The expression “work-life balance” was first used in the UK in the late 1970s to

describe the balance between an individual’s work & personal life. In the US, this phrase was

first used in 1986.

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Most recently there has been a shift in the workplace as a result of advances in technology.

Employees have many methods, such as emails, computers & cellphones, which enable them to

accomplish their work beyond the physical boundaries of their office. Researchers have found

that employees who consider their work roles to be an important component if their identities

will be more likely to apply these communication technologies to work while in their non-work

domain.

Many authors believe that parents being affected by work-life conflict will either reduce the

number of hours' one work where other authors suggest that a parent may run away from family

life or work more hours at a workplace. This implies that each individual views work-life conflict

differently.

Employee assistance professionals say there are many causes for this situation ranging from

personal ambition & the pressure of family obligations to the accelerating pace of technology.

According to a recent study by the center for work-life policy, 1.7 million people consider their

jobs & their work hours excessive because of globalization.

Work-life Balance of Employees in Private Sector Banks: A review of literature is a body

of text that aims to review the critical points of current knowledge including substantive findings

as well as theoretical & methodological contributions to a particular topic.

Work-life balance does not mean an equal balance. There is no perfect one-size-fits-all

balance you should be striving for. The article gives two key concepts at the core of an effective

work-life balance definition. They are daily achievement & Enjoyment, ideas almost deceptive

in their simplicity. Impact of work-life balance on the performance of employees in the

organizations, Prakash virkhari & Jyothibhel. Organization culture & the workplace practices

control an individual’s needs.

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Issues such as work flexibility are approached from the employers’ view, & offer the

employee minimal choice in managing their working life (Strachan & Burgess, 1998). Pocock

(2003) describes the lack of balance between the changing nature of the families & the workplace

cultures as a collision between work & families. Institutions have failed to recognize the spillover

effect in workplaces, & deserted to manage the balance with the employees’ expectations that

spread beyond their working life (Bond et al 1997; Bardoel et al 2000; Pocock 2003). Prachi

Bhatt (2011) did research on Work-Life Balance in changing Business Dynamism- A study on

the perpetual difference in public & private sector”. That the public sector employees are

relatively more satisfied with their working conditions, their job, relations with the peers etc. And

thus find it easy to balance their work life than the private sector employees & the same in the

case of job satisfaction level which is more in public sector employees than the private sector.

DaljeetKaur (2010) did research on, “Aims to gain an insight into current working life policies

& practices of employees in ICICI Bank Ltd. “in Chandighar. Several notable factors that

influence work-life balance are fair compensation, safe & healthy working environment,

adequate performance appraisal, career growth opportunities, training & development etc. On

the basis of his study, he said that employees of ICICI bank Lid. In Chandighar region were

happy with the working environment of the bank. They felt that they were safe & secure in the

bank.

Theoretical Aspects of Banking Industries : Recently the Indian economy has witnessed the

emergence of many banks in the private sector. There are several reasons behind the increasing

number of commercialization of banks. The growth of such banks is not possible unless they

witness some success in the context of customer satisfaction or may it be the net assets held by

these banks, the efficiency of their management or the networks of each bank both in private as

well as public sector bank.

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Privatization of Banking Sector:

Until 1991-92, all public sector banks were owned by the government. After the reform

was initiated, the Government stake was permitted to be reduced to 51% .the reduction in

government stake in public sector banks amounted to partial privatization of banks. There has

been a tremendous improvement in the banking sector reforms by lowering pre-emotions and to

strengthen the banking system through the institution of capital adequacy norms, in addition to

income recognition, asset classification & provisioning requirements in line with the

international standards. The competition was also promoted through the entry of new private

sector banks & more liberal entry of foreign banks.

Work-Life Balance:

Employee work life balance (WLB) is a major driver in the organization that helps to achieve

higher productivity. It is a healthy blend of both employee’s work life & personal life. There are

many factors influencing work-life balance of an employee in the organization. This research is

done with the employees who work in private sector bank to study and understand the work-life

balance.

Balancing 4 Things In WLB:

Family:

Successful parenting, the culture of care and selflessness that are part of family life,

requires energy, time, patience & tolerance for mess & confusion a tall order when the working

day has proved stressful & long. The key question here is ‘ who finds time to care for whom?’,

for what often happens is that the time-consuming listening part of relationships gets ditched in

favor of quick fixes, & then the unattended get to feel unloved & react accordingly.

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Families need nurturing & our responses have to be sufficiently deep & elastic to accommodate

the unexpected, not just the scheduled bits that fit in nearly with our jobs.

Home:

Homemaking is time-consuming. In the making of a home, we create an atmosphere that reflects

our sense of place in this world. Like a warm & familier jumper, the home provides us with an

extension of ourselves, a place where we can feel free in our emotions & content to be who really

we are. The paradox is that the more we work, the more desperate we are to find such a home

with its timeless association & less time we have to create it. Homes can so easily become houses,

pit stops that provide briefly for sleep, rest & the bare essentials in the intervals between works.

Friendship:

It’s often been said that the art of friendship requires common skills to an uncommon degree: a

combination of affection, tolerance & patience as well as a sense of constancy in times of struggle

& difference. Yet when our work-life balance spirals out of control, often friendships along with

exercise are the first things to suffer.

we are seeing less of our best friends. Yet, as the extended family gets to be geographically more

& more challenging, our friendships become increasingly relevant to our circle of mutual nurture.

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Community:

Like family, home & friendships, our local communities depend on our time & energy in order

to function effectively, freely & spontaneously. It is in the reciprocal context of its activities that

our communal identity can be experienced & enjoyed. Yet if we lose that vital life work balance

then the many activities through which neighborhood & locality are expressed are marginalized

& we are the poorer for that neglect.

Hobbies, interests & sporting pursuits derive much of their meaning from our interaction with

others. If we fail to address the issues of work-life balance as a society then one of the first

casualties will be the richness & diversity of community life. By work-life balance we mean that

all workers should have a right to work that does not damage their freedom to pursue activities

& responsibilities outside the workplace. That means making work more sensitive, arranging

work more effectively & organizing it more intelligently.

Work-Life Balance Includes:  Flexi-time  Staggered hours  Time off in lieu  Compressed

working hours  Shift swapping  Self-roistering  Job sharing  Term time working 

Working from home  Teleworking  Breaks from home 4.1.6. Effect Of Work-Life.

Effect Of Work-Life Balance

The case for work-life balance tends to be made on two counts.  First, that work-life balance

improves individuals’ health, wellbeing & job satisfaction.  Second, that business can benefit

from work-life balance because of these policies:

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Improve productivity & work commitment. Reduce sickness absence. Increase

retention rates for talented workers & reduce replacement costs. Allow organizations to

recruit from a wider pool of talent. Enable organizations to offer services beyond usual

business hours by employing workers on different shifts that fit in with caring responsibilitie

Characteristics:  Work-life balance business benefits.  Not constant, comes & goes with

life changes.  It takes WORK.  The process of seeking balance can be deeply rewarding.

4.1.8. Work-Life Balance Benefits as:  Attracts new employees  Helps to retain staff 

Builds diversity in skills & personnel  Improves morale  Reduces sickness & absenteeism

 Enhances working relationships between colleagues  Encourages employees to show more

initiative & teamwork

Work-Life Balance Benefits as:  Attracts new employees  Helps to retain staff  Builds

diversity in skills & personnel  Improves morale  Reduces sickness & absenteeism 

Enhances working relationships between colleagues  Encourages employees to show more

initiative & teamwork

Some Reasons for WLB: A review of public holidays & paid holidays across a sample of

countries, including Australia, China, France, Germany, Singapore, the US & the UK shows

that India is actually quite comparable in terms of the number of days of vacation & holidays

provided by law & general practice. It would, therefore, be fair to assume that the intent of the

law, as well as the espoused values of organizations, seem to be in favor of providing a fair

amount of leisure & balance. Whether it has translated into reality is another matter.  Gender

concerns  Young generation  Identity through work.

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Gender Concerns

Similar discrimination is experienced by men who take time off or reduce working hours

by taking care of the family. For many employees today both male & female their lives are

becoming more consumed with a host of family & other personal responsibilities & interests.

Therefore, in an effort to retain employees, it is increasingly important for organizations to

recognize this balance.

Young Generation

According to Kathleen Gerson, Sociologist, young people are searching for new ways to

define care that do not force them to choose between spending time with their children & earning

an income & are looking for definition of personal identity that do not pit their own development

against creating committed ties to others readily.

Perception of Previous Generations: Contrary to some assumptions, young people today don't

think that previous generations of women were unhappy or powerless because they were economically

dependent. Young adults believe that parents should get involved & support the children both

economically & emotionally, as well as share labor equally. Young people do not believe work-

life balance is possible & think it is dangerous to build a life dependent on another when

relationships are unpredictable. They are looking for partners to share the housework & family

work together. Men & women believe that women should have jobs before considering marriage,

for better life & to be happy in marriage. Young people do not think their mother’s generations

were unhappy. They also do not think they were powerless because they were economically

dependent.

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Identity Through Work:

By working in an organization, employees identify, to some extent, with the organization,

as part of a collective group. Organizational values, norms & interests become incorporated in
the self-concept as employees increase their identity with the organization. However, employees
also identify with their outside roles, or their “true self”. Examples of these might be
parental/caretaker roles, identifications with certain groups, religious affiliations, align with
certain values & morals, mass media etc.

1.2 STATEMENT OF THE PROBLEM

Work- life balance for banking has become one of the greatest challenges in today’s
world. Bank employees work load not only demand their time in the bank but also extend to their
home as to get prepared for the following day, apart from maintaining customers needs as a
employee and related functional requirements. Employees need to spend extra time to be
effective and productive in their profession so that they could attain high levels and face the
challenging atmosphere.

Furthermore employees not only look forward towards their duty, but need to focus on
needs of customer. From this point, employees should have fruitful work-life balance. They need
to handle the daily requirements of their family as one side and the multiple schedules, meetings,
business requirements and other routine responsibilities at occupation. Hence there is a relevant
need to examine, compare and contrast and study the issues and factors associated with work life
balance of employees working in bank and to achieve a healthy work life balance for bank
employees in the selected discipline.

Need of The Study-  The study is intended to evaluate the work-life balance of the
employees because it is essential to achieve the goal of the organization.

The presence of work-life balance in the organization leads to numerous positive

outcomes.  This study helps to realize the importance of work-life balance in the organization.

1.3 OBJECTIVES OF THE STUDY:

• To find out the factors affecting the work life balance of employees in Bank in the process of
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balancing their work and family life

• To analyse the satisfaction with work life balance of bank employees

• To identify the problems of bank employees in respect of work life balance

• To propose strategies to maintain a healthy work life balance

• To find out that employee position in the firm affects their balance between dual life.

• To study how the family structure influences work-related stress.

• To find out that the firm gives equal access to T&D and promotion.

1.4 SCOPE OF THE STUDY

The scope of a study on employee work-life balance in private sector banks focuses on
understanding how these organizations manage work-life balance and its impact on employee
well-being, job satisfaction, and productivity. The study will target employees at various levels
within private sector banks, including both customer-facing and back-office roles. It will explore
the existing work-life balance policies such as flexible working hours, remote work options, and
wellness programs, and evaluate how these policies influence employee stress, satisfaction, and
overall health.

The research will also examine the role of workplace culture and management practices in
fostering or hindering work-life balance. Additionally, the study will analyze whether a balanced
work-life scenario leads to better performance, increased motivation, and higher retention rates
among employees. Factors like gender, age, and job role will be considered to understand
potential differences in work-life balance experiences across diverse employee groups.

The study will use a mixed-methods approach, combining quantitative data from surveys with
qualitative insights from interviews or focus groups. Primary data will be gathered from
employees, while secondary data will include bank policies and relevant industry reports.

1.5 LIMITATIONS OF THE STUDY

The limitations of the study on employee work-life balance in private sector banks include:

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• Sample Size and Representativeness: The study may not be able to survey all employees
across all private sector banks, leading to potential bias if the sample does not accurately
reflect the diversity of the workforce.

• Geographic Scope: If the study is limited to a specific region or country, the findings may not
be applicable or generalizable to private sector banks in other locations.

• Self-Reported Data: The reliance on surveys and interviews may introduce biases, such as
social desirability bias, where employees may provide responses they perceive as more
acceptable rather than their true feelings.

• Cross-Sectional Nature: A snapshot of work-life balance at a specific point in time may not
capture long-term trends or changes, limiting the ability to understand evolving patterns.

• Availability of Secondary Data: The accuracy and relevance of secondary data, such as bank
policies or industry reports, may be limited if the information is outdated or incomplete.

• External Factors: Personal circumstances, external economic conditions, or other workplace

factors may influence employees’ work-life balance experiences, which may not be fully
accounted for in the study.
1.6 CHAPTER SCHEME

• The introduction, Statement of problem, Objectives of the study, Scope of the study, Profile

• of the study, Limitations and the chapter scheme will be presented in the first chapter.

• The review of related studies will be presented in the second chapter.

• The third chapter will deal with Research Methodology.

• The fourth chapter will deal with Data analysis and Interpretation.

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CHAPTER-II
REVIEW OF LITERATURE

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2.1 REVIEW OF LITERATURE

Patel, M., & Patel, S. (2021)This paper examines the use of remote working in private sector
banks post-pandemic. It finds that flexible work arrangements have helped employees manage
work-life balance better, though challenges remain.

Singh, A., & Singh, S. (2021)The paper investigates gender-specific challenges in maintaining
work-life balance within private sector banks. Female employees face greater work-life conflict,
primarily due to high work demands and social expectations.

Mishra, A., & Gupta, M. (2021)The study finds that job stress is a significant contributor to
poor work-life balance in private sector banks. Employee well-being improves when stress
management workshops and mental health support systems are introduced.

Chandra, M., & Sharma, R. (2021)Focusing on job satisfaction, this research finds that
employees who feel their work-life balance is supported by their employer report higher job
satisfaction, leading to improved performance.

Soni, P., & Sharma, R. (2020)This study explores the impact of work-life balance on employee
job satisfaction in private sector banks. The authors argue that banks with supportive work-life
policies show higher levels of employee engagement and retention.

Jain, A., & Sharma, V. (2020).This paper evaluates work-life balance initiatives in private
banks and their effectiveness. It concludes that banks that prioritize work-life balance see lower
turnover rates and higher employee satisfaction.

Nair, V., & Varma, S. (2020).This study explores the role of corporate culture in shaping work-
life balance. In private sector banks, a supportive culture enhances work-life integration,
improving employee morale and productivity.

Tiwari, N., & Joshi, N. (2018).This paper explores the relationship between work-life balance
and employee health in private banks. It identifies that employees with better work-life
integration experience fewer health-related issues, reducing absenteeism and increasing
performance.

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Kakkar, Jyoti, Bhandari, Anuradha (2016) in the paper titled "A Study on Work-Life
Balance in the Indian Service Sector from a Gender perspective"highlighted numerous
studies on work- life balance issues faced by women at workplace, yet studies on this topic that
focus on men are limited in number. Studies on gender differences are available in huge numbers,
however, there are few studies that talk of work- life balance with reference to men, for either
they have been ignored or have been taken for granted for being the stronger sex, be it at home
or at the work front. This stereotype that men face worldwide may be a reason for their not being
able to capture the limelight that women have been able to when it comes to work-life balance
issues.

Mohanty A., Kesari L. (2016) in the paper titled "Work-Life Balance Challenges for Indian
Employees: Socio-Cultural Implications and Strategies"- conducted interviews with some of
the Indian HR managers working in manufacturing, IT and Telecom sectors in India. They have
said that the MNC's have come up with initiatives to offer provisions such as flexi-time, paid
paternity leave, childcare facilities and tools such as video conferencing to reduce commuting to
office. At the same time no formal initiatives have been taken to improve WLB. The slow and
differential HR policy response in India as compared to western countries can be attributed to the
political ideologies, slow pace of change in socio- demographic structure & attitude of
employers.

Meharaj A. (2015) in the paper titled "Work-Life Balance of Faculty Members in

Autonomous Colleges" represented Teaching as a very demanding job with a high level of
responsibility. Excessive workload can lead to dangerous levels of stress, which in turn can
adversely affect professional judgement and pupil care. Working hard and achieving is an
important factor in maximizing personal fulfilment. However, overwork is as unhealthy for the
staff as it is for the pupils. Work- life balance is equilibrium between the needs of the college and
the needs of faculty members. Autonomous colleges operate on flexibility and goodwill. Faculty
members are regularly performing additional duties or work late for the benefit of the pupils and
the college.

Murthy M. and Shastri S. (2015) observed various issues in Work Life Balance of Parents in
the paper titled "A Qualitative Study on Work Life Balance of Employees working in private
sector", like parenting issues: Need more time for children, Showing work
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frustration on children. Marital issues: Need more time of spouse, not able to give time to spouse.
Role conflict/ Role guilt: Doubtful about how good they are in the roles that they play at home...
eg. as a mother or as a daughter in law.

White M. et. al.(2015) highlighted the parameters in their paper titled ‘High-performance
Management Practices, Working Hours and Work–Life Balance' regarding selected high-
performance practices and working hours on work–life balance, analysed with data from national
surveys of British employees in 1992 and 2000. Alongside long hours, which are a constant
source of negative job-to-home spillover, certain ‘high performance’ practices have become
more strongly related to negative spillover during this period.

Kumaraswamy M., Ashwini S.(2015) in paper titled "Challenges in WLB of Married

working Women" studied that it is important for employees to maintain a healthy balance
between work and their private lives. Generally those employees who have better work- life
balance contribute more towards the success of the organization. The organization can render
better service to the customers by having productive and efficient employees. Family sphere
changes that have impacted the work life balance of individuals in today's context include nuclear
families, single parent households, and dual earning parents, parents working at different
locations and increasing household work.

Bhandari K., Soni H. (2015) in the paper titled "Impact of Gender, Age and Work
Experience on satisfaction towards Work Life Balance (with special reference to Bank Of
Baroda, Udaipur)" showed that Male employees are less satisfied than Female employees
because female employees get maternity leave and males don't get any parental leave to take care
of his newly born baby and his wife. Paternity benefit as retention tool is considered as main
factor for work life balance of fathers. It's too hard for male employees to take time off during
work to take personal/ family matters as male employees have all the responsibility of family
including his parents, wife and children rather than female employees. So company should be
flexible with respect to family responsibilities.

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Santosh R S., Jain R.(2015) in their paper titled "Study of the Effect of Emotional
Intelligence of Working Fathers in India on Managing Their work-Life Balance"
explained that Emotional Intelligence of Working Fathers enable them to remain both a
committed employee and a fully engaged parent. The role of fathers is of importance as their
direct involvement with their children’s upbringing increases. The role of the father is changing.
Fathers say that they want to spend more time with their children, and attitudes towards
childcare and work are shifting.

Jonathon R. B. Halbesleben and Anthony R. Wheeler (2015) in paper titled "The costs and
benefits of working with those you love: a demand/ resource perspective on working with
family" depicted that the role of working with family in the process of employee stress and
well-being has been largely ignored in the research literature. This paper attempted to present
a model, based on Edwards & Rothbard's (2000) writing in work-family linkages, to describe
the role of working with family on employee stress and well-being. The model suggests that
working with family leads to high levels of work-family role integration, which changes the
manner in which work-family linkages function and provides unique demands and resources
that shape the employees' stress experiences.

Edison A., Anthony R., Julius S. (2015) in paper titled " Working Father and their
perceived Work- Life Balance with special reference to Hyundai motors (I) Private
Limited at Chennai" focussed on two main aspects. On one hand, to measure the participants
level of feeling towards their life-style and career. And on the other, to analyze whether the
relationship differ on the initiative action taken by the organization to manage their work-life
balance and the results points out that the participants those who have an experience between 2
years and 8 years; feel somewhat better about their work-life balance and apart from them.
Participants those who have below 2 years and more than 8 years of experience; they do not
feel well about their existing work life balance in the organisation.

Bhatnagar S., Sanadhya P. (2015) in paper titled "An analysis of Work-life balance among
the Male and Female IT professionals in Pune (Maharashtra)" reference not done founded
that there is no significant difference in work life imbalance across genders.

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The data analysis showed that the level of pressure of work and the impacts of work life balance
were almost similar for both male and female employees. Negative impacts on the family lives
of employees due to the pressure of work were statistically similar for both the genders, although
the impacts seem to be even more visible in case of female employees. The regression analysis
of the responses captured clearly showed that Strain, Role Ambiguity and Time factors are the
most pressing of all the work life balance issues faced by the employees of both the genders.

Goyal K.A, Agrawel A (2015) in the paper titled " Issues and challenges of Work life balance
in banking industry of India" explained that Work life balance policies and programs are an
investment in an organisation for improving productivity, reducing absenteeism, achieving
improved customer services, better health, flexible working as well as satisfied and motivated
workforce especially in banking industry.

Vijaya Mani (2013), has uncovered the central point impacting the Work Life Parity of Ladies
experts in India, for example, part clash, absence of acknowledgment, authoritative governmental
issues, sex separation, elderly and youngsters consideration issues, nature of wellbeing, issues in
time administration and absence of fitting social backing.

Singh S. (2013) mentioned Role stress theory in his paper Titled "Work- Life Balance : A
Literature Review" wherein the negative side of the work- family interaction has been put under
the spotlight. Recently, the emphasis has shifted towards the investigation of the positive
interaction between work and family role as well as roles outside work and family lives, and
scholars have started to deliberate on the essence of work- life balance.

K.Santhana Lakshmi (2013), have inspected that the Instructive foundations should address
the Work Life Offset related issues among their staff, particularly ladies also, take an all
encompassing way to deal with outline and actualize the approaches to bolster the instructing
staff to deal with their WLB.

Kumari.K.Thriveni (2012), have considered and broke down the huge relationship between the
demographic variables and WLB. Shalini and Bhawna 2012 reported in their study, Nature of
work life is being utilized by the associations as a key apparatus to pull in and hold .

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 EMPLOYEE WORK LIFE BALANCE IN PRIVATE SECTOR BANK

Holly S. and Mohnen A. (2012) in the paper titled "Impact of working hours on work-life
balance" connected working hours and satisfaction with desirable work-life balance. This
balance is specific to each person and relates to satisfaction with a job and all other parts in life,
especially family life and free time. Therefore, a good work- life balance results in high
satisfaction. Their results show diverse perceptions and influences of job conditions on
employees.

Isamu Y. and Toshiyuki M. (2012) in paper titled "Effect of Work-Life Balance Practices on
Firm Productivity: Evidence from Japanese firm- level panel data" examined how firm
practices contributing to worker attainment of Work life balance in Japanese firms from the
1990s. They have observed a positive Correlation between firm WLB practices and Firm's
productivity. However, it is likely that this positive correlation results from the reverse causality
in which firms with higher productivity tend to implement WLB practices because these firms
can afford to introduce WLB practices and/or they face social pressure to fulfil Corporate Social
Responsibility.

Linkow P. and Civian J. (2011) in the paper titled "Men and Work-life Integration- A Global
Study" highlighted the gender stereotype that men derive their identities largely from work, and
women largely from family and relationships, was not supported by the study. For the most part,
men and women reported comparable work identity and personal/family identity. Work
identification appears to be much higher in emerging markets. Both sources of identity were
highly correlated with employee engagement in the emerging markets.

Kumari T. (2011) in the paper titled "Impact of Stress on Work-life Balance of Women
employees with reference to BPO and Education sectors in Bangalore" analysed the impact
of work life balance of women employees in Education and BPO sectors conclusion is drawn
that stress level between the women employees is different in different sectors.

Niharika and Supriya (2010), have considered the work based variables and family
related components that are considered to add to work life equalization. Work based variables
are flexitime, alternative to work low maintenance and flexibility to telecommute and the family
related variables are tyke care office and adaptability to deal with crises at home.

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Krishna Reddy and Vranda (2010), talk about the issues of Family and Work Strife
and Work Family Struggle are more prone to apply negative impacts in the family area, bringing
about lower life fulfillment and more prominent inside clash inside of the family variables affect
the experience of WFC and FWC.

Doble & Supriya (2010) in their research based on perception of work life balance and
addressed WLB across the genders. They revealed that both men and women were facing work
life conflicts. Organisation‘s endeavours towards facilitating a supportive work environment
were praised as they were presumed to go a long way in order to enhance WLB. In the post
liberalization era, Indian organisations have been observed endeavouring to encourage WLB
among its employees through interventions such as flexi- work hours, work provision for part
time and facilities for child care. These steps undertaken are simulated with those which were
given in other countries. Nevertheless, this is certainly a positive and a consistently growing
trend. Although, it has been observed that the respondents in this research have reported that they
were unable to balance their professional and personal life fronts. Hence, this research paper
reveals the requirement of improving WLBPs in order to facilitate employees to balance their
professional and personal lives. This will make sure a suitable work place for employees and
making work more considerable to them.

Amita Singh (2010), recommended that flexi time, home living up to expectations, kid
care offices, choice to work low maintenance are offices that should be presented and suggested
for building a strong workplace in the IT part in India. Mathew and Pachanatham (2009)
expressed that the ladies workforce in India was principally utilized in non-administrative,
subordinate or low profile.

Preston, Jefferson & Seymour (2010) in ―Women's pay and conditions in an era of changing
workplace regulations: towards a 'Women's Employment Status Key Indicators' (WESKI)
database‖ emphasized upon changes taken place in legislations of Australian workplace relations,
is greatly associated to experiences of many women's workforce. This research work focuses
upon available predictors, salary of female employees and conditions of work; it also has
objective to identify important gaps in Australia's current data. This initiative may be regarded
as first step towards employment of women.

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The research emphasizes largely on five basic conditions of work in areas such as child care,
elder care, medical facilities, retail and cleaning. It involves the views of women's employment
with regard to women's and men's average earnings along with full time, part time or casual
status; earnings and different forms of employment contract; patterns of normal working hours;
flexibility in work hours; part time employment; entitlements for leave; Retirement and
superannuation fund; dismissals, employee turnover, retrenchment and redundancy; and holding
multiple jobs.

Lazar I. (2010) in paper titled "The Role of Work Life Balance Practices in Order to
Improve Organizational Performance", showcased that everyone benefits from good practice
in work- life balance. For instance: business through easier recruitment, improved retention, and
easier service delivery, as the labour market grows more skilled and experienced people are
available to work; parents and careers, who can spend quality time at home as well as providing
financial support through work; people with disabilities, through improved access to work; and
the workforce generally where they are better able to balance their work with other aspects of
their lives.

Connell (2010) explained WLB as a major problem is radically associated with gender justice.
The problem has been evolved from chronicled changes that have taken place among the two
genders, in which attributes such as masculinity and femininity were linked with two
distinguished spheres of home and workplace; but this system of institutionalizations and
segmentation has been found to be debilitated. Present challenges are inscribed in a field
researches pertaining to equality in between the genders i.e. gender equity related problem.

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CHAPTER-III

RESEARCH METHODOLOGY

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3.1 RESEARCH METHODOLOGY

Research methodology refers to the systematic approach used to solve a research problem.
It can be understood as the science of studying and investigating the research problem using
scientifically structured methods. This process involves a series of steps that researchers follow
to collect, analyze, and interpret data effectively. It includes the identification of research
objectives, data collection techniques, and analysis methods to ensure the accuracy, reliability,
and validity of the findings. The methodology provides a clear framework for conducting
research and ensures the research process is organized, logical, and transparent.

RESEARCH

Research is defined as a careful consideration of study regarding a particular concern or

a problem using scientific methods. It is a systematic investigation into and study of materials
and sources in order to establish facts and reach new conclusions. In fact, research is an art of
scientific investigation. The Advanced Learner’s Dictionary of Current English lays down the
meaning of research as “a careful investigation or inquiry specially through search for new facts
in any branch of knowledge.

RESEARCH DESIGN

According to C.R.Kothari (1990) “research design are those which are concerned with
describing the characteristic of the study population. In this design, an attempt to obtain complete
and accurate information and enough provision is made for protection against bias and for
maximum reliability”

SAMPLE SIZE

To represent every segment of the universe the sample size included sufficient in number.
For higher accuracy of the data very small and large sample sizes are avoided. The sample size
selected is 65 which has been collected from the people between 18-45 of age group from
the Coimbatore district.

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3.2 SOURCES OF DATA

There are two types of data i.e. primary and secondary. For our study purpose there will
be requirement of both the data.

Primary Data

Primary data are those which are collected for specific purpose directly from the field
of enquiry and original in nature. Such data are published by authorities by themselves are
responsible for their collection. They are original and raw.

Primary data have been collected from 65 respondents between 18-45 of age group
from the Coimbatore district

Secondary Data

As per the need of the research study the data combination has been decided. Data can
be observed but not measured. It approximates or characterizes but does not measure the
attributes, characteristics and properties of a thing or phenomenon. Secondary data have been
collected from Journals, Publications, Books and Website of the company.

COLLECTION OF DATA

The data was collected through questionnaire method. The data has been classified on
the basis of age, education, qualifications, monthly income, and gender of the respondents.
More than 20 variables have been considered in the study for analysis.

PERIOD OF STUDY

The study covers the period of five months from December 2024 - May 2025.This
timeframe ensures a comprehensive data collection process, allowing for the capture of diverse
responses and seasonal variations within the Coimbatore district.

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3.3 TOOLS USED

SIMPLE PERCENTAGE:

In this project percentage method test was used. The method test was used to know
the accurate percentage of the data we took, it is easy to graph out through the percentages.
The following are the formula.

Number of Respondents
Percentage = ∗ 100
Total Number of Respondent

From the above table formula, we can get percentages of the data given by the
respondents.

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CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

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DATA ANALYSIS AND INTERPRETATION

4.1 AGE OF RESPONDENT:

Table No: 4.1

Particulars Respondents Percentage

Under 25 10 15.38%
25-30 20 30.77%
31-40 15 23.07%
41-50 12 18.46%
51 and above 8 12.31%
Total 65 100%

Chart No: 4.1

Chart Title
70
60
50
Axis Title

40
30
Percentage
20
Respondents
10
0
Under 25-30 31-40 41-50 51 and Total
25 above
Axis Title

INTERPRETATION

The above chart shows that 30.77% of respondents were from the age group 25-30,
23.08% of respondents were from 31-40, 18.46% of respondents were from 41-50, and 12.31%
of respondents were from the age group 51 and above.

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4.2 GENDER OF THE RESPONDENTS:

Table No:4.2

Particulars Respondents Percentage

Male 40 61.54%

Female 25 38.46%

Total 65 100%

Chart No: 4.2

Chart Title
0.7
0.6
0.5
Axis Title

0.4
0.3 Percentage
0.2 Particulars
0.1
0
1 2 3
Axis Title

INTERPRETATION

The table indicates a gender distribution among respondents, with 61.54% being male and
38.46% female. This suggests that a majority of the participants in the study were male. The
representation of females is notably smaller. Understanding this distribution can be useful for
analyzing how gender perspectives might influence the study's outcomes.

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4.3 DEPARTMENT:

Table No:4.3

Particulars Respondents Percentage

Operations 15 23.08%

Sales 20 30.77%

Customer Service 10 15.38%

Risk Management 5 7.69%

HR 8 2.31%

IT 7 10.77%

Total 65 100%

Chart No:4.3

Percentage
40.00%
Axis Title

30.00%
20.00%
10.00%
0.00% Percentage

Axis Title

INTERPRETATION

The table reveals a diverse representation of departments among the respondents. The
Sales department has the highest percentage at 30.77%, indicating a significant focus on sales
roles in the study. Operations follows with 23.08%, showing its critical role in the organization.
Customer Service represents 15.38%, highlighting the importance of maintaining customer
satisfaction. IT and HR account for 10.77% and 12.31% respectively, reflecting their essential
support functions. Risk Management, although lower at 7.69%, still plays a crucial role.

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4.4 YEAR OF EXPEREICNCE IN BANKING SECTOR:

Table No:4.4

Particulars Respondents Percentage

Less than 1 year 10 15.38%

1-5 years 25 38.46%

6-10 years 15 23.08%

10+ years 15 23.08%

Total 65 100%

Chart No:4.4

70

60

50

40
Percentage
30
Respondents
20

10

0
Less than 1 1-5 years 6-10 years 10+ years Total
year

INTERPRETATION:

The table indicates that the majority of respondents, at 38.46%, have between 1-5 years
of experience in the banking sector. Additionally, 23.08% of respondents have 6-10 years of
experience, and another 23.08% have more than 10 years of experience. A smaller portion,
15.38%, have less than 1 year of experience.

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4.5 CURRENT JOB ROLE

Table No:4.5

Particulars Respondents Percentage

Entry Level 25 38.46%

Mid Level 20 30.77%

Senior Level 20 30.77%

Total 65 100%

Chart No:4.5

70

60

50

40
Percentage
30 Respondents

20

10

0
Entry Level Mid Level Senior Level Total

INTERPRETATION:

The table reveals the distribution of respondents' current job roles within the organization.
It shows that 38.46% of respondents are in entry-level positions, highlighting a significant portion
of the workforce that is relatively new to their roles. Meanwhile, both mid-level and senior-level
positions each account for 30.77% of the respondents. This balanced representation between mid-
level and senior-level roles indicates a diverse range of experience and responsibility among the
workforce.
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4.6 RATE THE CURRENT WORK LIFE BALANCE:

Table No:4.6

Rating (1 to 5) Respondents Percentage

1 (Very Poor) 5 7.69%

2 (Poor) 10 15.38%

3 (Average) 20 30.77%

4 (Good) 18 27.69%

5 (Very Good) 12 18.46%

Total 65 100

Chart No:4.6

180
160
140
120
100
Percentage
80
Respondents
60
40
20
0
1 (Very 2 (Poor) 3 4 (Good) 5 (Very Total
Poor) (Average) Good)

INTERPRETATION:

The table reveals a spectrum of work-life balance ratings among the respondents. A
small portion, 7.69%, feel their work-life balance is "Very Poor," while 15.38% rate it as
"Poor." The largest group, 30.77%, considers their work-life balance to be "Average,"
suggesting a need for improvement.

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4.7 WORK RESPONISIBILITIES INTERFACE WITH PERSONAL TIME

Table No:4.7

Particulars Respondents Percentage

Yes, frequently 10 15.38%

Yes, occasionally 25 38.46%

No, rarely 15 23.08%

No, never 15 23.08%

Total 65 100%

Chart No:4.7

70
60
50
40
30
Percentage
20
10 Respondents
0

INTERPRETATION:

The table illustrates how work responsibilities interfere with personal time among
respondents. Notably, 38.46% of respondents reported working overtime occasionally, which
signifies a common occurrence of work encroaching on personal time. Additionally, 23.08%
mentioned working overtime rarely, while another 23.08% stated they never work overtime,
indicating a balanced work-life integration for these groups. However, 15.38% of respondents
frequently work overtime, suggesting a significant impact on their personal time.

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4.8 WORKS OVERTIME OR EXTEND YOUR WORK HOURS BEYOND YOUR

SCHEDULED SHIFT

Table No:4.8

Particulars Respondents Percentage

Frequently (More than 3 times a week) 10 15.38%

Occasionally (1-2 times a week) 20 30.77%

Rarely (Once a month or less) 25 38.46%

Never 10 15.38%

Total 65 100%

Chart No: 4.8

70
60
50
40
30
20
10 Percentage
0
Respondents

INTERPRETATION:

The table illustrates the frequency of respondents working overtime or extending their
work hours beyond their scheduled shifts. Notably, 38.46% of respondents rarely work overtime,
indicating a low frequency (once a month or less). Meanwhile, 30.77% work overtime
occasionally, typically 1-2 times a week. A smaller portion, 15.38%, frequently work overtime,
extending their hours more than three times a week. Another 15.38% reported never working
overtime.

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4.9 EMPLOYER OFFER FLEXIBLE WORKING HOURS

Table No:4.9

Particulars Respondents Percentage

YES 40 61.54%

NO 15 23.08%

NOT SURE 10 15.38%

Total 65 100%

Chart No:4.9

70

60

50

40 Percentage

30 Respondents

20

10

0
YES NO NOT SURE Total

INTERPRETATION:

The table reveals the respondents' views on whether their employer offers flexible
working hours. A significant majority, 61.54%, indicated "YES," suggesting that their employers
provide flexibility in work schedules. In contrast, 23.08% of respondents stated "NO," implying
a lack of flexible working hours in their workplaces. Additionally, 15.38% of respondents were
"NOT SURE," indicating uncertainty about the availability of flexible work options.

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4.10 OPTING TO FROM HOME

Table No:4.10

Particulars Respondents Percentage

Yes, regularly 25 38.46%

Yes, occasionally 30 46.15%

No, never 10 15.38%

Total 65 100%

Chart No:4.10

70

60

50

40
Percentage
30 Respondents
20

10

0
Yes, Yes, No, never Total
regularly occasionally

INTERPRETATION:

The table indicates that a significant portion of respondents, 46.15%, occasionally work
from home, reflecting a flexible work arrangement for nearly half of the participants.
Additionally, 38.46% of respondents regularly work from home, showing a consistent remote
work practice for a substantial group. In contrast, 15.38% of respondents never work from home,
indicating a segment of the workforce that remains in traditional office settings.

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4.11 DIFFICULT TO MANAGE BOTH WORK AND PERSONAL LIFE

Table No:4.11

Particulars Respondents Percentage

Very often 15 23.08%

Occasionally 25 38.46%

Rarely 15 23.08%

Never 10 15.38%

Total 65 100%

Chart No:4.11

70
60
50
40
30 Percentage
20 Respondents
10
0

INTERPRETATION:

The table reflects varying levels of difficulty in managing both work and personal life
among respondents. A notable 38.46% of respondents occasionally face challenges in achieving
work-life balance, indicating a common occurrence of such difficulties. Additionally, 23.08% of
respondents experience these challenges very often, suggesting significant work-life balance
issues for nearly a quarter of the participants. Another 23.08% experience such difficulties rarely,
indicating that work-life balance is generally manageable for them.

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4. 12 Do you feel you have enough personal time to engage in hobbies, exercise, or spend
time with family and friends

Table No:4.12

Particulars Respondents Percentage

Yes 45 69.23%

No 20 30.77%

Total 65 100%

Chart No:4.12

70
60
50
40
30
20
10
0
Yes No Total

Respondents Percentage

INTERPRETATION:

The table reveals that a majority of respondents, 69.23%, feel they have enough personal
time to engage in hobbies, exercise, or spend time with family and friends. This suggests a
generally positive perception of work-life balance among the respondents. However, 30.77% of
respondents indicated they do not have sufficient personal time, highlighting a significant portion
of the workforce that may struggle with achieving a satisfactory work-life balance.

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4. 13 WORKLOAD AFFECT YOUR MENTAL AND PHYSICAL WELL-BEING

Table No: 4.13

Particulars Respondents Percentage

Very negatively 5 7.69%
Somewhat negatively 10 15.38%
No impact 30 46.15%
Somewhat positively 15 23.08%
Very positively 5 7.69%
Total 65 100%

Chart No:4.13

70

60

50

40
Percentage
30
Respondents
20

10

0
Very Somewhat No impact Somewhat Very Total
negatively negatively positively positively

INTERPRETATION:

The table illustrates the varying effects of workload on respondents' mental and physical
well-being. Notably, 46.15% of respondents reported that their workload has no impact on their
well-being, indicating a neutral effect for nearly half of the participants. Meanwhile, 23.08% of
respondents mentioned a somewhat positive impact, reflecting a beneficial influence on their
mental and physical state. On the other hand, 15.38% of respondents experienced a somewhat
negative impact, indicating areas where workload might need to be managed better. A smaller
portion, 7.69%, reported a very positive impact, highlighting a positive work environment for
some. Lastly, 7.69% of respondents felt that their workload had a very negative impact on their
well-being, suggesting significant challenges that need addressing.

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4.14 PROVIDE SUFFICIENT SUPPORT FOR EMPLOYEES

Table No: 4.14

Particulars Respondents Percentage

Yes, always 20 30.77%

Sometimes 25 38.46%

No, rarely 10 15.38%

No, never 10 15.38%

Total 65 100%

Chart No: 4.14

70

60

50

40
Percentage
30
Respondents
20

10

INTERPRETATION:

The table reveals how often supervisors encourage employees to maintain a healthy work-
life balance. Notably, 38.46% of respondents indicated that they are sometimes encouraged by
their supervisors. Meanwhile, 30.77% of respondents stated that they are always encouraged,
reflecting a supportive work environment for a significant portion of the workforce. However,
15.38% of respondents mentioned that they are rarely encouraged, and another 15.38% reported
never receiving such encouragement from their supervisors.
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4.15 SUPPORT PROVIDED BY YOUR BANK IN MANAGING WORK-LIFE

BALANCE (E.G., POLICIES, BENEFITS, RESOURCES)

Table No: 4.15

Particulars Respondents Percentage

Very satisfied 10 15.38%

Satisfied 20 30.77%

Neutral 15 23.08%

Unsatisfied 10 15.38%

Very unsatisfied 10 15.38%

Total 65 100%

Chart No: 4.15

70
60
50
40
30
20 Percentage
10 Respondents
0

INTERPRETATION:
The table illustrates the respondents' satisfaction with the support provided by their bank
in managing work-life balance through policies, benefits, and resources. A notable 30.77% of
respondents are satisfied with the support they receive, indicating a positive perception among a
significant portion of the participants. Additionally, 23.08% of respondents remain neutral,
neither satisfied nor dissatisfied with the support. A smaller group, 15.38%, are very satisfied,
reflecting a high level of approval. However, there are concerns, as 15.38% of respondents are
unsatisfied and another 15.38% are very unsatisfied with the support provided.
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4.16 Are you aware of the organization’s policies related to work-life balance (e.g., leave
policies, wellness programs

Table No: 4.16

Particulars Respondents Percentage

Yes 45 69.23%

No 20 30.77%

Total 65 100%

Chart No: 4.16

Chart Title
70
60
50
Axis Title

40
30 Percentage
20 Respondents
10
0
Yes No Total
Axis Title

INTERPRETATION:

The table shows that a significant majority, 69.23% of respondents, are aware of the
organization’s policies related to work-life balance, such as leave policies and wellness
programs. This indicates a relatively high level of awareness among employees about the
resources and policies available to them. However, 30.77% of respondents are not aware of these
policies, which highlights a potential area for improvement in terms of communication and
dissemination of information regarding work-life balance initiatives.

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4.17 Would you recommend this organization to others based on its work-life balance:

Table No: 4.17

Particulars Respondents Percentage

Yes, definitely 40 61.54%

Maybe 25 38.46%

Total 65 100%

Chart No: 4.17

Chart Title
70
60
50
Axis Title

40
30 Percentage
20 Respondents
10
0
Yes, definitely Maybe Total
Axis Title

INTERPRETATION:

The table illustrates respondents' willingness to recommend their organization based on

its work-life balance. A significant majority, 61.54%, answered "Yes, definitely," suggesting a
strong positive perception of the organization's work-life balance. Meanwhile, 38.46% of
respondents answered "Maybe," indicating some level of hesitation or uncertainty. This
distribution reflects a generally favorable view but also highlights areas where improvements
could further enhance employees' overall satisfaction and likelihood to recommend the
organization.
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4.18 OVERALL, HOW SATISFIED ARE YOU WITH YOUR CURRENT WORK-LIFE
BALANCE IN YOUR JOB AT THE BANK

Table No: 4.18

Very satisfied 15 23.08%

Satisfied 25 38.46%

Neutral 15 23.08%

Unsatisfied 10 15.38%

Total 65 100%

Very satisfied 15 23.08%

Chart No: 4.18

70
60
50
40
30 Series2
20 Series1

10
0

INTERPRETATION:

The table provides insights into overall satisfaction with work-life balance among
respondents. A substantial 38.46% of respondents are satisfied, indicating a positive view among
many participants. Additionally, 23.08% are very satisfied, suggesting a high level of approval
from a smaller group. However, 23.08% of respondents remain neutral, neither satisfied nor
dissatisfied, and 15.38% are unsatisfied.
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4.19 PROMOTIONAL OFFERS:

Table No:4.19

Particulars Respondents Percentage

Free gifts 25 38.46%

Price offer 30 46.15%

Any other 10 15.38%

Total 65 100%

Chart No:4.19

70

60

50

40
Percentage
30 Respondents

20

10

0
Free gifts Price offer Any other Total

INTERPRETATION:

The table indicates the preferences of respondents regarding promotional offers. A

majority of 46.15% of respondents prefer price offers, suggesting that discounts and price
reductions are highly valued. Meanwhile, 38.46% of respondents favor free gifts, indicating an
appreciation for receiving additional items at no extra cost. Additionally, 15.38% of respondents
chose the "Any other" option, showing that there are other promotional preferences present
within the group.

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4.20 SUGGEST YOUR FRIEND:

Table No: 4.20

Particulars Respondents Percentage

Yes 79 95
No 4 5
Total 65 100

Chart No: 4.20

200
180
160
140
120
100 Percentage

80 Respondents

60
40
20
0
Yes No Total

INTERPRETATION:

The table shows a strong inclination among respondents to recommend their organization
based on its work-life balance. A notable 95% of respondents indicated they would suggest the
organization to their friends, reflecting high levels of satisfaction and positive perception.
Conversely, a mere 5% chose "No," demonstrating minimal reluctance or dissatisfaction. This
significant endorsement underscores the organization's efforts in maintaining a favorable work-
life balance.

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4.21 How far the following factors influence you to balance your work and family
commitments.

factors influence
40
35
30
25
20
15
10
5
0

Highly Influence Influence to Some Extent No Influence

Table for Influencing Factors on Work-Life Balance

Highly Influence to No
Factors Total
Influence Some Extent Influence

Flexible Time Schedules 25 30 10 65

Time Off For Family

28 25 12 65
Emergencies And Events

Shift Basis 18 25 22 65

Compressed Working
15 20 30 65
Weeks And Fortnights

Support From
20 30 15 65
Manager/Supervisors

Team Work 35 20 10 65

Availability Of Paid
25 30 10 65
Parental Leave

Work At Home 22 25 18 65

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Interpretation:

The table outlines various factors influencing work-life balance for 65 respondents:

• Teamwork stands out with 35 respondents acknowledging it as highly influential,

underscoring the importance of collaborative efforts in balancing work and personal
commitments.

• Time Off for Family Emergencies and Events is highly influential for 28 respondents,
highlighting the necessity of flexibility during critical family times.

• Flexible Time Schedules also have a significant impact, with 25 respondents citing it as
highly influential, emphasizing the need for adaptable work hours.

• Conversely, Compressed Working Weeks and Fortnights were deemed to have the least
influence by 30 respondents, suggesting less effectiveness in these arrangements.

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CHAPTER-V

FINDING AND SUGGESTIONS

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5.1 FINDINGS:

• 30.77% of respondents were from the age group 25-30, 23.08% were from 31-40, 18.46%
were from 41-50, and 12.31% were from the age group 51 and above.

• 61.54% of the respondents were male, while 38.46% were female.

• 30.77% of the respondents were from the Sales department, 23.08% were from Operations,
15.38% were from Customer Service, 12.31% were from HR, 10.77% were from IT, and
7.69% were from Risk Management.

• 38.46% of the respondents had between 1-5 years of experience, 23.08% had between 6-10
years of experience, another 23.08% had more than 10 years of experience, and 15.38% had
less than 1 year of experience.

• 38.46% of the respondents were at the Entry Level, 30.77% were at the Mid Level, and
30.77% were at the Senior Level.

• 7.69% of the respondents rated their work-life balance as "Very Poor," 15.38% rated it as
"Poor," 30.77% rated it as "Average," 27.69% rated it as "Good," and 18.46% rated it as "Very
Good."

• 38.46% of respondents said they work overtime occasionally, 23.08% said they work overtime
rarely, another 23.08% said they never work overtime, and 15.38% said they work overtime
frequently.

• 38.46% of respondents rarely work overtime (once a month or less), 30.77% work overtime
occasionally (1-2 times a week), 15.38% work overtime frequently (more than 3 times a
week), and another 15.38% never work overtime.

• 61.54% of respondents answered "YES," 23.08% answered "NO," and 15.38% were "NOT
SURE."

• 46.15% of respondents work from home occasionally, 38.46% work from home regularly, and
15.38% never work from home.

• 38.46% of respondents experience work-life balance challenges occasionally, 23.08%

experience them very often, another 23.08% experience them rarely, and 15.38% never
experience such difficulties.

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• 69.23% of respondents answered "Yes," while 30.77% answered "No."

• 46.15% of respondents reported no impact of their work on their mental and physical well-
being. 23.08% said it had a somewhat positive impact, 15.38% said it had a somewhat negative
impact, 7.69% said it had a very positive impact, and another 7.69% felt it had a very negative
impact.

• 38.46% of respondents are sometimes encouraged by their supervisor to maintain a healthy

work-life balance, 30.77% are always encouraged, 15.38% are rarely encouraged, and another
15.38% are never encouraged.

• 30.77% of respondents are satisfied with their work-life balance support provided by the bank,
23.08% are neutral, 15.38% are very satisfied, 15.38% are unsatisfied, and another 15.38%
are very unsatisfied.

• 69.23% of respondents are aware of the organization's policies related to work-life balance,
while 30.77% are not aware.

• 61.54% of respondents would definitely recommend the organization to others based on its
work-life balance, while 38.46% would "maybe" recommend it.

• 46.15% of respondents prefer price offers, 38.46% prefer free gifts, and 15.38% chose "Any
other" option as their preference.

• 95% of respondents would recommend the organization to others, while 5% would not.

• Teamwork highly influences 35 respondents, time off for family emergencies and events
influences 28 respondents, and flexible time schedules influence 25 respondents. On the other
hand, compressed working weeks and fortnights are seen as having the least influence by 30
respondents, followed by shift basis (22 respondents), and work at home (18 respondents).

• 38.46% of respondents are satisfied with their current work-life balance, 23.08% are very
satisfied, another 23.08% are neutral, and 15.38% are unsatisfied.

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SUGGESTIONS:

• Since certain respondents were unable to manage their work and home life, the Organisation
can facilitate them with various work life balancing measures so that they can effectively
perform their task.
• “Traveling away from home for work” can be facilitated for those who are able to manage
their work life by the above cause.
• Weekend works and time schedules for meetings and training can be based on the suitability
of the employees work life schedule
• The following working arrangements can be offered for the employees which helps in good
work life balance:
o Flex time
o Part time
o Job sharing
o Telecommuting/home working
o Flybacks for people working away from their home location

• Encourage Regular Breaks: Advocate for short, regular breaks throughout the workday
to reduce stress and improve productivity.
• Create a Positive Work Environment: Foster a supportive and inclusive workplace
culture that values employee well-being and work-life balance.
• Use Technology to Enhance Flexibility: Utilize collaboration tools and remote work
technology to enable employees to work efficiently from anywhere.
• Recognize and Reward Work-Life Balance: Implement recognition programs that
reward employees who successfully maintain a healthy work-life balance, encouraging
others to follow suit.
• Regular Feedback and Surveys: Conduct regular feedback sessions and surveys to
understand employees' needs and concerns related to work-life balance, and take
appropriate actions based on the feedback.

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CONCLUSION

Employees are the backbone of the company where they are retained by facilitating them to
learn the new updated technology and different techniques to balance their work life and home
life that are created and innovated in the present era.

The appropriate measures must be taken by the company to retain their internal customers
through various strategies. The company can introduce new techniques that will help the
employees to balance their work life and home life

Thus the overall study has conveyed that the work life and home life of the employees are
to be balanced and the company must maintain good relationship with employees. They must use
the work life balancing techniques to improve the efficiency of the Organisation.

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REFERENCES:

a. Dash, S. (2018). Employees Work-life Balance in Private Sector Banks: An Explorative

Study. Journal of Emerging Technologies and Innovative Research, 5(6), 592-600.
b. Nair, V. V. (2023). Work-life Balance in Banking Sector. Journal of Emerging Technologies
and Innovative Research, 7(5), 500-510.
c. Sharma, R., & Singh, S. (2021). Work-life Balance among Employees in Private Sector
Banks: A Comparative Study. International Journal of Management Studies, 8(2), 45-58.
d. Kumar, A., & Gupta, P. (2020). Impact of Work-life Balance on Employee Performance in
Private Sector Banks. Journal of Business and Management, 22(3), 112-120.
e. Patel, M., & Desai, K. (2021). Work-life Balance and Job Satisfaction among Employees in
Private Sector Banks. Journal of Human Resource Management, 9(1), 34-42.
f. Reddy, P., & Rao, S. (2020). Work-life Balance Practices in Private Sector Banks: An
Empirical Study. Journal of Organizational Behavior, 15(4), 78-89.
g. Singh, A., & Kaur, G. (2022). Work-life Balance and Employee Well-being in Private Sector
Banks. Journal of Applied Psychology, 27(2), 98-110.
h. Verma, R., & Jain, S. (2021). Work-life Balance and Employee Engagement in Private
Sector Banks. Journal of Business Research, 14(3), 56-67.
i. Gupta, R., & Mehta, P. (2020). Work-life Balance and Organizational Commitment in
Private Sector Banks. Journal of Management Studies, 19(2), 123-135.
j. Choudhary, N., & Sharma, P. (2021). Work-life Balance and Employee Retention in Private
Sector Banks. Journal of Human Resource Development, 11(1), 67-78.
k. Rao, V., & Reddy, K. (2022). Work-life Balance and Job Stress among Employees in Private
Sector Banks. Journal of Occupational Health Psychology, 30(1), 45-59.
l. Singh, M., & Kumar, R. (2020). Work-life Balance and Employee Productivity in Private
Sector Banks.

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APPENDIX

1.Name ________________________

2.Age Group:

a. 18-24
b. 25-30
c. 31-40
d. 41-50
e. 51 and above

3.Gender:

a. Male
b. Female
c. Other

4.Department:

a. Sale
b. Operations
c. Customer Service
d. Human Resources
e. Information Technology
f. Risk Management
g. Other (Please specify)

5. Years of Experience in the Banking Sector:

a. Less than 1 year

b. 1-5 years
c. 6-10 years
d. More than 10 years

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6.Current Job Level:

a. Entry Level
b. Mid Level
c. Senior Level

7.How would you rate your current work-life balance?

a. Very Poor
b. Poor
c. Average
d. Good
e. Very Good

8.How often do your work responsibilities interfere with your personal time?

a. Frequently
b. Occasionally
c. Rarely
d. Never

9.How often do you work overtime or extend your work hours beyond your scheduled
shift?

a. Frequently (More than 3 times a week)

b. Occasionally (1-2 times a week)
c. Rarely (Once a month or less)
d. Never

10.Does your employer offer flexible working hours?

a. Yes
b. No
c. Not Sure

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11.How often do you work from home?

a. Regularly
b. Occasionally
c. Never

12.How often do you experience difficulties in managing both work and personal life?

a. Very Often
b. Occasionally
c. Rarely
d. Never

13.Do you feel you have enough personal time to engage in hobbies, exercise, or spend
time with family and friends?

a. Yes
b. No

14.How does your workload affect your mental and physical well-being?

a. Very Negatively
b. Somewhat Negatively
c. No Impact
d. Somewhat Positively
e. Very Positively

15.Are you encouraged by your supervisor to maintain a healthy work-life balance?

a. Always
b. Sometimes
c. Rarely
d. Never

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16.How satisfied are you with the support provided by your bank in managing work-life
balance (e.g., policies, benefits, resources)?

a. Very Satisfied
b. Satisfied
c. Neutral
d. Unsatisfied
e. Very Unsatisfied

17.Are you aware of the organization’s policies related to work-life balance (e.g., leave
policies, wellness programs)?

a. Yes
b. No

18.Would you recommend this organization to others based on its work-life balance?

a. Yes, Definitely
b. Maybe
c. Not

19.How satisfied are you with your current work-life balance in your job at the bank?

a.Very Satisfied

b. Satisfied

c. Neutral

d. Unsatisfied

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20..Which type of promotional offer do you prefer?

a. Free Gifts
b. Price Offers
c. Other (Please specify)

21.Would you suggest this bank to your friends based on its work-life balance?

a. Yes
b. No

22. How far do the following factors influence you to balance your work and family
commitments?

1. Flexible Time Schedules: Highly Influence / Influence to Some Extent / No Influence

2. Time Off for Family Emergencies and Events: Highly Influence / Influence to Some
Extent / No Influence
3. Shift Basis: Highly Influence / Influence to Some Extent / No Influence
4. Compressed Working Weeks and Fortnights: Highly Influence / Influence to Some
Extent / No Influence
5. Support from Manager/Supervisors: Highly Influence / Influence to Some Extent / No
Influence
6. Team Work: Highly Influence / Influence to Some Extent / No Influence
7. Availability of Paid Parental Leave: Highly Influence / Influence to Some Extent / No
Influence
8. Work at Home: Highly Influence / Influence to Some Extent / No Influence

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