A

Project Study Report

On
The Bank of Rajasthan Ltd, Udaipur

‘’Analysis Of Work Life Balance in Banking Sector”

Submitted in partial fulfillment for the

Award of degree of
Master of Business Administration

Submitted By: Submitted TO

Payal Mewara Dr. Harshita Shrimali

MBA PART

2007-2009
CERTIFICATE

This is certify that the project work done on “Analysis of Work Life Balance in
Banking Sector”
” submitted to The Bank Of Rajasthan Ltd, Udaipur
for the partial fulfillment of requirement of award of MBA programme.
This benefited work is carried out by at The Bank of Rajasthan Ltd, Udaipur
(Raj).

DATE :- PAYAL MEWARA

PLACE:- MBA YEAR [07-09 ]

PACIFIC INSTITUTE OF MANAGEMENT, UDAIPUR

PREFACE
Bank may be defined as an institution established for accepting deposits from
public for the purpose of lending. Credit is a main stay for any financial institution
especially for banks. Banks earn through lending. It accepts deposits and pays
interest on them and lends money to public and earns interest thereon .The
difference between interest earned and interest expended is its income. In other
words, deposits and advances is the backbone of any bank.

Bank deals with large amount of public. Now this deposit is banks liability. Hence
the bank has to repay the amount of deposits along with interest. Now the
question arises from where to get money to repay the obligations and to generate
income.
Lending is that activity from where a bank earns income and fulfills its obligation
to repay the deposits and promised amount of interest. The RBI has prescribed
the standard C/D ratio which is 60.
In recent years, employers, unions, policy makers and researchers
have all tried to identify ways that might better assist New Zealanders to balance
paid work with the other aspects of their lives such as study, leisure, and caring
for others.
Employee engagement has been identified as critical to competitive advantage in
a labour market where skilled, committed people are increasingly hard to find and
keep. Many of the factors that impact on employee engagement have been
identified, or at least speculated on. In this exploratory research, the EEO Trust
investigates whether supporting work-life balance results in a more engaged
workforce which gives greater discretionary effort at work.

3
ACKNOWLEDGEMENT

It is my privilege and honor to have an opportunity of working with The

Bank of Rajasthan Ltd., Regional Office, Udaipur to undertake project work

I wish to extend my gratitude to all those who helped me at various stages into
this report. I am deeply grateful to:

Mr. S.C. Maheshwari (Assistant Vice President II), Mr. M.K. Gupta (senior
manager, Credit administration department), Mr. N.S. Pipara (deputy manager,
CAD), Mr. Ghanshyam Sharma (deputy manager, CAD) and Mr. Niranjan Paliwal
(deputy manager, priority sector) for their valuable guidance and support
throughout the course of this project.

I also thank all the employees at bank who parted with their valuable time and
extended full cooperation and support towards me.

Last but not the least, I wish to acknowledge cooperation and help from my
parents, friends and all those who were a constant source of help and guidance

to me in completing my project report.

(Signature of Student)
Payal mewara
MBA (07-09)

4
EXECUTIVE SUMMARY

• The concept of work-life balance has developed out of demographic and

social changes that have resulted in a more diverse and declining workforce
and different family/work models. Encouraging work-life balance is seen as a
way of attracting and retaining the labour force needed to support economic
well-being.

• This review of research and literature in the areas or work-life balance,

workplace culture, employee engagement, discretionary effort and
productivity aims to demonstrate the links between these factors.

• A body of research supports a positive relationship between work-life balance

and productivity. This includes individual case studies, statistical research
across a range of organisations and reviews of a number of studies. However,
workplace culture is identified as an intermediary factor in whether work-life
balance is related to increased productivity. A positive correlation is
dependent on a workplace culture that supports using work-life initiatives.

• Many studies, including surveys by New Zealand’s Department of Labour,

have found a positive relationship between a workplace culture that is
supportive of work-life balance and use of work-life provisions.

• Key aspects of workplace culture that affect the link between work-life
balance and productivity are managerial support, career consequences,
gender differences in attitudes and use, attitudes and expectations of hours
spent in the workplace, and perceptions of fairness in eligibility for work-life
options.

• “Discretionary effort” is the extent to which employees give extra effort to their
work. It is one of the outcomes of employee engagement, which also involves
a mental and emotional commitment to the job/organisation. Discretionary
effort is given by an employee in exchange for some benefit and results in
increased productivity.

• Although little research has been done specifically linking support for work-life
balance to discretionary effort and employee engagement, the evidence to
date indicates that a positive relationship depends on workplace culture. It
can be argued that workplaces can improve employee engagement,
discretionary effort and productivity by supporting work-life balance by means
of a people-centric culture that wholeheartedly supports work-life balance

• Key factors identified in changing workplace cultures are: identifying the

business case, finding a board level champion, changing organisational

5
 language and behaviour, monitoring/measurement, and integration of work-
life/diversity policies into mainstream policies.

CONTENTS
Sr. No. Subject Covered Page No.

6
1 Introduction to Banking Industry 6-7

2 Indian Banking Industries 8-9

3 THE BANK OF RAJASTHAN LTD 10

4 Introduction to the topic

4 .Research Methodology 11-12

Title of the study 13-15

Objectives of the study 16-19

Type of Research 20-23

Sampling techniques 24-25

Scope of the study 26-31

Limitation of study 32-33

5 Facts & Findings 34-41

6 Data analysis & interpretation 42-48

7 Conclusions 49-55

8 Recommendation & suggestions

9 Appendix

10 Bibliography

7
INTRODUCTION

BANKING STRUCTURE IN INDIA

Scheduled Banks in India

8
 (A) Scheduled Commercial Banks

Public sector Private sector Foreign Banks Regional Rural Bank

Banks Banks in India

(28) (27) (29) (102)

• Nationalized • Old Private

Bank Banks
• Other Public
Sector Banks • New Private
(IDBI) Banks
• SBI and its
Associates

(B) Scheduled Cooperative Banks

Scheduled Urban Cooperative Scheduled State Cooperative

Banks (55) Banks (31)

9
 Here we more concerned about private sector banks and competition

among them. Today, there are 27 private sector banks in the banking

sector: 19 old private sector banks and 8 new private sector banks.

These new banks have brought in state-of-the-art technology and

Aggressively marketed their products. The Public sector banks are

Facing a stiff competition from the new private sector banks.

The banks which have been setup in the 1990s under the guidelines

of the Narasimham Committee are referred to as NEW PRIVATE

SECTOR BANKS.

New Private Sector Banks

• Superior Financial Services

• Designed Innovative Products

• Tapped new markets

• Accessed Low cost NRI funds

• Greater efficiency

INDIAN BANKING INDUSTRIES

10
The Indian banking market is growing at an astonishing rate, with

Assets expected to reach US$1 trillion by 2010. An expanding

economy, middle class, and technological innovations are all

contributing to this growth.

The country’s middle class accounts for over 320 million people.

In correlation with the growth of the economy, rising income levels,

increased standard of living, and affordability of banking products

are promising factors for continued expansion.

The Indian banking Industry is in the middle of an IT revolution,

Focusing on the expansion of retail and rural banking.

11
Players are becoming increasingly customer - centric in their

approach, which has resulted in innovative methods of offering new

banking products and services. Banks are now realizing the

importance of being a big player and are beginning to focus their

attention on mergers and acquisitions to take advantage of

economies of scale and/or comply with Basel II regulation.

“Indian banking industry assets are expected to reach US$1 trillion by

2010 and are poised to receive a greater infusion of foreign capital,”

says Prathima Rajan, analyst in Celent's banking group and author of

the report. “The banking industry should focus on having a small

number of large players that can compete globally rather than having

a large number of fragmented players."

12
 UPCOMING FOREIGN BANKS IN INDIA

By 2009 few more names is going to be added in the list of foreign

banks in India. This is as an aftermath of the sudden interest shown

by Reserve Bank of India paving roadmap for foreign banks in India

greater freedom in India. Among them is the world's best private bank

by EuroMoney magazine, Switzerland's UBS.

The following are the list of foreign banks going to set

up business in India :-

• Royal Bank of Scotland

•

• Switzerland's UBS
•

• US-based GE Capital
•

• Credit Suisse Group

•

• Industrial and Commercial Bank of China

13
INTRODUCTION TO ORGANIZTION:

Company profile

The Bank of Rajasthan Ltd.

Introduction:

The Bank of Rajasthan was established at Udaipur on May, 8, 1943.The credit

goes to the then finance minister of erst–while Mewar Government, Late Shri
Rai Bahadir P.C.Chatterji who persuaded Mansingka brothers of Bhilwara for
establishing a joint stock bank with its registered office at Udaipur.
The founder chairman of Bank was Late Shri Govind Ram Seksaria. The first
Board of Directors comprised such men of eminence as:

14
 1. Rai Bahadur Seth Shri Rameshwar Lal ji Duduwala.
2. Seth Shri Subhag Mal ji Lodha .
3. Seth Shri Pusalalji Mansingka.
4. Seth Shri damodar lal ji Mansingka.
5. Major Rajdhiraj Amar singhji of Banera.
6. The then Accountant General of Mewar Rai Bahadur Lala Sukhdayalji

The promoters being very clear in their vision suggested that the bank should
be named as The Bank of Rajasthan since under the new constitution, grouping
of then princely states was expected under one umbrella. The naming of Bank
glaringly reflected the foresight of the promoters.

Profile:

The Bank of Rajasthan Ltd. is a private sector bank. It has more than 300
branches all over India with prominent presence in Rajasthan, having specialized
forex and industrial finance branches.

Landmarks:

Year 1948:- The Bank of Rajasthan was included in second schedule by Reserve
Bank of India.

Year 1955:- The Bank of Rajasthan was given license under section 22 of
Banking Regulation Act, 1949 by the RBI.

Year 1960:- The Bank of Rajasthan introduced concept of mobile branches and
opened its first mobile branch in Jaipur on 5th August, 1960.

15
Year 1973:- The Bank of Rajasthan received license to deal in foreign exchange
in
1973 from the RBI.

Year 1983:- The Bank sponsored rural bank and established The Mewar Anchlik
Gramin bank in Udaipur district on 26th January, 1983.

Year 1993:- The Bank received authority to deal as a Ist class Merchant Banker.
Currency chest was also started in this year.

Year 1997:- C-Scheme Jaipur branch qualified for ISO 9002:94 certification
(Quality system certified) by DET NORSKE VERITAS (DNV)
London, UK in 1997.

Year 1998:- The Bank started ATM services in the series of quality services to its
Customers at C-Scheme Jaipur.

The Bank was among the first banks in private sector to have been assigned
Lead Bank responsibility which it shared with an associate of State Bank of
Bikaner and Jaipur in Udaipur District.

Present Board of Directors:

Shri B.M. Sharma is working as Managing Director & CEO of the Bank of
Rajasthan.The other members of Board of Directors are :

Shri A.N. Chakrabarti

Shri P.P Kapoor

16
Shri Anil Anand Rao
Shri Niraj Tayal
Shri P. N. Bhandari
Shri Maghraj Calla
Shri K.N. Bhandari
Shri Ved Prakash Khurana
Shri Pran. M. Agarwal
Shri Sanjay Kumar Tayal
Shri K.G. Kurian
Shri Vipul Dharjlal Shah

Shri B.M. Sharma- Managing Directo & CEO

Flow chart of
Organization Structure of The Bank of Rajasthan ltd.

Corporate Office
At Mumbai
__________________________________
↓
Central Office
At Jaipur
____________________________↓____________________________
↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓ ↓
Banglore Bhilwara Bikaner Chandigarh Delhi Indore Jaipur Jodhpur Kota
kolkata Mumbai

17
 ___________________↓___________________

Udaipur (Regional office)

_________________________________↓______________________________
__
↓ ↓ ↓ ↓ ↓ ↓ ↓
Personal General Credit Information Priority Asset
Law
Administrative Banking Administrative Technology Sector Management
deptt.
Deptt. deptt. deptt. deptt. deptt. deptt.

SENIOR MANAGER
│
----------------------------------------------
│ │
DEPUTY MANAGER DEPUTY MANAGER

Regional office, Udaipur:

The R.O. Udaipur is located at Clock Tower. It has 51 branches which are as
under:

18
Agar Chawand Kheroda Shergarh
Anjana Chhani Lasadiya Surpur
Antri Chhinch Loonda Tambesara
Arthuna Danpur Mahidam Tandaratna
Bambora Dungarpur Mamer Tokar
Banswara Fatehnagar Naugma Varda
Bedla Gangartalai Palodara
Bedwa Ghasa Rikhabdeo
Bhimpur Jhadol Sagwara
Bhinder Jhamarkotra Salumber

There are 13 branches in Udaipur city which are as under:

Udaipur AM (Ashwini market)

Udaipur BB (Bapu Bazar)
Udaipur BNC (B.N. College)
Udaipur BS (Bus Stand)
Udaipur CT (Clock Tower)
Udaipur GNPS (Guru Nanak Public School)
Udaipur HM ( Hiran Magri)
Udaipur MIA (Madri Industrial Area)
Udaipur NBHS (Nav Bharat Public School)
Udaipur RCA (Rajasthan Agriculture College)
Udaipur St. Mary’s school
Udaipur UC (University College)
Udaipur VB (Vidhya Bhawan)

19
Organization Structure of Regional office, Udaipur :

The head of R.O. Udaipur is Shri S.C. Maheshwari designated as AVP-II. The
Chief manager is Shri Naveen Malot . The departments in the R.O. are:

1) Personal Administration Department (PAD)

2) Credit Administration Department (CAD)
3) General Banking department
4) Law Department
5) Priority Sector Department
6) Information and Technology Department

INTRODUCTION TO WORK LIFE BALANCE

The issue of work-life balance has developed out of demographic and social
changes that have resulted in a more diverse and declining workforce and
different family and work models. Supporting work-life balance is seen as a way

20
of attracting and retaining the labour force needed to support economic well-
being.

This review of research and literature in the areas or work-life balance, workplace
culture, employee engagement, discretionary effort and productivity aims to
demonstrate the links between these factors.

Definitions and evidence of relationships

Work-life balance 1

Work-life balance is defined as “effectively managing the juggling act between

paid work and the other activities that are important to people”. This notes that it
is not about saying work is wrong or bad, but that “it shouldn’t crowd out the other
things that matter to people, like time with family, participation in community
activities, voluntary work, personal development, leisure and recreation”. It also
points out that there is no “one size fits all solution”. The “right” balance is a very
personal thing that differs for different people and at different stages of the life
course. While for some the issue is having too much work, others do not have
enough.

The concept of work-life balance also includes the priority that work takes over
family, working long hours, and work intensification. Work intensification, defined
by Burchell (2006, p.21) as “the increasing effort that employees put into the time
that they are working” or the amount of work done in a day, the pace of work and
its depletion of energy for activities outside of work, is also an issue affecting
work-life balance. Public submissions to the Department of Labour (2004a) and
the New Zealand Council of Trade Unions (2002) study identified increased
intensification of work, partly due to reduced staffing as a major issue for work-
life balance, along with long hours and working non-standard hours.

21
Work-life balance is an issue not just for individuals, but for employers, the
market, the state and society as a whole. The future workforce and consumer
market is dependent on women bearing, and parents raising, children. The move
from a single male breadwinner family model to one where both parents
participate in paid employment has made it increasingly difficult to raise children
while the workplace continues to be modelled on male breadwinner workers.

“Work-family balance” evolved into “work-life balance” partly in response to

workers without family responsibilities who felt that employees with children were
getting benefits that they were not. The term “life” applies to any non-paid
activities or commitments. While the term does not generally include “unpaid
work” when referring to work, it could be extended to cover that.

Work-life balance issues appear to affect some groups of people more than
others – those working long hours, those whose work spills over into the home as
a result of modern technology, those in non-standard employment such as shift
work, those on low incomes, those trying to juggle parenting and paid work, and
those with cultural obligations beyond the family and paid work.

Productivity

Labour productivity is defined as total output divided by labour inputs and is

considered as a necessary, though not sufficient in itself, condition for long-term
profitability and success (Guthrie, 2001).

“People tend to be more motivated in the workplace if they feel appreciated

and respected. Creating a positive work environment not only boosts morale
but also productivity levels.” (WPWG, 2004:17)

22
 “High performing workplaces are founded on a strong workplace culture in
which motivated and engaged employees are willing to ‘go the extra mile’.”
(WPWG, 2004:18)

The WPWG report notes that barriers to introducing practices to improve

productivity include the short-term costs of new practices and strategies in
relation to short-term benefits, a lack of buy-in and a belief that such practices
will lead to competitive disadvantage rather than competitive advantage.

Relationship between work-life balance and productivity

A body of research supports a positive relationship between work-life balance

and productivity. This includes individual case studies, research across a range
of organisations and reviews of a number of studies.

Some studies do not support a positive relationship between work-life balance

and productivity, for example Bloom et al’s (2003) study of 732 manufacturing
organisations in the US, France , the UK and Germany found no direct
relationship between work-life balance policies/initiatives and increased
productivity. However, these studies can usually be analysed to find the
confounding factor is workplace culture or management, or lack of
implementation of work-life policies. For example, Bloom et al found
management to be an intermediary factor, and they only measured having a
work-life policy, not implementation or actual provisions.

In New Zealand, a Department of Labour (2006) survey of employees found a

strong relationship between employees’ ratings of productivity practices in the
workplace and their own work-life balance.2

23
Similarly, a UK survey of 597 working parents (Working Families, 2005) found a
correlation between self-rated productivity, flexibility and satisfaction with work-
life balance, and between satisfaction with work-life balance and enjoyment of
one’s job (Figs 1&2 ). The authors conclude with a model that relates productivity
to good management, flexible working, satisfaction with work-life balance and
enjoyment of one’s job. While productivity comprises a combination of complex
factors, flexible working options are perceived by working parents to be a factor n
their productivity.

Productivity and work-life balance - self perceptions

very satisfied 42 39 11 7
work-life balance

satisfied 20 51 25 5
very productive
productive
neutral 16 44 33 7
neutral
not productive
fairly/very 15 41 32 11
dissatisfied

0% 20% 40% 60% 80% 100%

perceived productivity

24
 Work-life balance and enjoyment of job

enjoy a lot 29 55 10 7

enjoy 15 55 15 15
very satisfied
satisifed
neutral 6 40 27 27
neutral
fairly/very dissatisifed
don't enjoy 1 24 26 47
much at all

0% 20% 40% 60% 80% 100%

satisfaction with work-life balance

A US survey of 151 managers and 1353 mainly professional employees in six

major corporations found that 70% of managers believed that allowing staff to
work flexibly resulted in increased productivity, 76% reported higher staff
retention and 65% reported increased quality of work. The remainder mostly
reported no change on these outcomes, with approximately 5% reporting
negative effects on productivity (Boston College Center for Work and Family,
2000).

These studies have all relied on self-report by either employees or managers of

perceived impacts on productivity. The following studies have used actual
financial or statistical data.

Other studies have focused on factors or processes influencing productivity. A

review of international literature on business benefits of work-life balance
concluded that work-life balance can enhance productivity in various ways. One

25
argument is that productivity gains occur as a result of a reduction in home to
work spill over (but other evidence eg. O’Driscoll, shows that most spill over goes
in the direction of work to home). Another argument is that productivity is
improved through reducing long hours at work and fatigue. The third argument is
that in exchange for the “gift” of work-life provisions, employees “offer the ‘gift’ of
discretionary effort, thereby increasing productivity”. This relationship is
discussed below.

Long hours, work-life balance and productivity:

Long working hours is a factor in lack of work-life balance..

Research at case study/organisation level shows an inverse relationship between
long working hours and productivity. A study of 12 leading British employers
found a positive relationship between long hours and absenteeism and staff
turnover, and an inverse relationship between long hours and staff morale and
productivity . While long hours may improve productivity in the short-term, this is
not sustainable, and quality and productivity decrease in the longer term.

Workplace culture was a factor in long work hours in these case studies, and
examples of successful interventions to reverse the negative consequences of
long work hours involved changing company culture. This includes visibly
changed top management behaviour and commitment and the introduction of
flexible work patterns, job redesign and training in time management.

Workplace/work-life culture

Organisational culture is defined as the set of shared values and norms that
characterise what is held to be important in the organisation (Working Families,
2006:13). It is more informally described as “the way we do things around here”.

26
Lewis (2001) cites a definition from Pemberton (1995) as “a deep level of shared
beliefs and assumptions, which often operate unconsciously, are developed over
time embedded in an organisation’s historical experiences”. Cultures that were
initially functional may become dysfunctional as social circumstances change
over time.

The “ideal worker” workplace culture that developed around male breadwinner
female caregiver models of families is now in conflict with gender equality, female
labour force participation and dual income families.

A supportive work-life culture is defined by Thompson et al (1999) as “the shared

assumptions, beliefs and values regarding the extent to which organisations
value and support the integration of work and family lives, for women and men”.

One example of how current workplace cultural assumptions are in conflict with
new models of gender roles and family life is concepts of full-time and part-time
work. Full-time work fits the ideal worker/male breadwinner culture of the past
while part-time work is better suited to the new social reality of dual income
families and a move towards greater gender equity in child-raising.

Another type of workplace culture that is in conflict with family life is the long
hours culture discussed earlier.. A long hours culture was defined by the
employees as one in which long hours were valued, employees were praised for
working long hours and working long hours was viewed as a sign of commitment.
In one organisation in this study a long hours culture was described as “an
expectation of employees to get the job done irrespective of the contracted
working hours. Long hours were perceived as ‘part of the job’ and not doing this
was seen as a sign the employee was not committed” .

27
A long hours culture is set by senior managers working long hours and
generating high workloads for those around them, according to Kodz et al (1998).
Peer pressure also creates a culture of long hours, either through comments or
competition. The third key driver of a long hours culture is that career progress is
dependent on long hours and presenteeism. Other drivers of long hours cultures
are customer expectations and service provision, staff shortages, new
technology which enables 24/7 availability of employees, and the need to travel
for work.

Only a minority of employees in this study, which included employees from a

range of sectors, were driven to work long hours to improve pay as most are not
paid overtime.

Relationship between work-life balance and workplace culture

Many studies have found a relationship between work-life balance and workplace
culture.

In New Zealand, the Department of Labour 2006 survey of employees found that
an unsupportive workplace culture was associated with poor work-life balance.
Almost 60% of employees said aspects of their workplace culture made work-life
balance harder to achieve, particularly as expressed in the expectations and
attitudes of managers, supervisors, colleagues and workmates.

An Australian study (de Cieri et al 2002) which involved surveys of 1500

employees at three periods (1997, 1998 and 2000) found that uptake of work-life
balance initiatives varied from 20% to 80% of employees in an organisation.
There was also a time-lag from introduction of initiatives to uptake. Key barriers

28
to the implementation and on-going effectiveness of work-life balance strategies
identified in the literature and borne out in the Australian study were:

• An organisational culture which emphasises and rewards long hours and high
organisational commitment (to the neglect of other life commitments).
• An isolated, hostile and unsupportive working environment for employees with
life commitments outside the organisation.
• Attitudes and resistance of supervisors and middle management.
• Preference of senior management involved in recruitment to dealing with
people perceived as similar to themselves.
• Lack of communication and education about work-life balance strategies.

The Australian research identified two key factors as barriers to work-life

implementation and success: organisational inaction and organisational values.
The most influential aspects of organisational inaction were lack of
communication to staff, ineffective implementation, failure to evaluate/measure
the impact of programmes, lack of middle management education and not getting
line managers involved. These factors have all been identified in many studies on
implementing diversity and work-life policies.

The most influential aspects of organisational values as barriers to positive work-

life outcomes in the Australian study were focusing on the programmes rather
than culture change and the way work is done, and increased work demands
over-shadowing personal needs. The authors state that what is needed to
improve utilisation of work-life balance programmes is improved implementation
and communication to managers and employees, culture change and the
development of a ‘track record’ of achievements to encourage future
management commitment to this area” .

Thompson et al (1999) developed a measure of work-life culture based on their

definition of work-life culture as “the shared assumptions, beliefs and values

29
regarding the extent to which an organisation supports and values the integration
of employees’ work and family lives”. They examined the relationship between
work-life culture and use of work-family initiatives, organisational attachment and
work-family conflict amongst 276 managers and professionals. Perceptions of a
supportive work-family culture were statistically related to the use of work-family
initiatives, reduced work-family conflict and positive organisational commitment.
They identified three aspects of workplace culture that affected the use of work-
family initiatives: managerial support, career consequences and organisational
time expectations.
.

Kirby and Krone (2002) examined the effect of workplace conversations on the
use of work-family initiatives. Kirby and Krone found that workplace discussions
around work-family policies revolved around perceived equity and preferential
treatment. These findings have implications on how to best alter workplace
culture dynamics; just adding work-family policies to an existing workplace
culture may result in under-utilisation. Recommendations follow those found
elsewhere: integrate policies into the whole organisation, generate senior
management support, provide training for managers on the benefits of policies
and how to implement them, communicate success stories of using the policies,
and communicate the wider benefits beyond women or employees with children.

In New Zealand the EEO Trust 2006 Work-Life Survey found that the uptake of
work-life initiatives related to actually putting work-life policies into practice rather
than to the mere existence of a policy and a range of initiatives.

The use of family-friendly initiatives was found to be significantly related to

employees’ perceptions of family-oriented workplace support and men reported
higher work-family conflict than women, it appears that men experience less
workplace support to use family-friendly initiatives than women as explained in
more detail on the following page.

30
McDonald, Brown and Bradley (2005) found that the gap between work-life
policies and initiatives and their use, particularly by men and career-oriented
employees, was due to five factors:

• Lack of managerial support for work-life balance

• Perceptions of negative career consequences
• Organisational time expectations
• Gendered nature of policy utilisation
• Perceptions of unfairness by other employees (ie. those without family
responsibilities)

Relationship between work-life balance, workplace culture,

discretionary effort and productivity

31
 Increased
Productivity

Positive work-life
culture

People-centric
culture and other
factors
Trust
Reciprocation
Manager
characteristics
and flexibility
Work-life Positive work-life Increased Communication
balance discretionary Commitment to
culture
initiatives effort diversity
Integrity
Innovation
Work linked to
organisational
strategy

32
Background: Understanding the drivers for work-life balance

In essence work-life balance can be defined as employers and employees

embracing a “work to live” rather than “live to work” approach. A commonly
applied definition is:-
Work-life balance is about people having a measure of control over when, where
and how they work. It is achieved when an individual's right to a fulfilled life inside
and outside paid work is accepted and respected as the norm, to the mutual
benefit of the individual, business and society. 1
Work/life balance has evolved over time. Historically people worked close to or at
their place of work, so work and life were inherently integrated. Life activities like
community involvement, childcare, and elder care happened within and
alongside the work environment.
The separation between work and life became more clearly defined during the
industrial revolution of the 18th century. In recent times, it is clear the workplace
and,indeed, the worker have changed, as has the composition of households.
Without someone attending to “life” issues full-time, workers now have to find
time to take care of responsibilities like childcare, or caring for an elder parent in
addition to their paid work.
Hence, for many people, 21st century life involves less work-life balance and
more of a balancing act as they juggle responsibilities which are often viewed as

33
competing.The digital revolution has further merged work-life environments in
many employment sectors.There are as many women as men in our workforce
and we have an ageing population. These demographics suggest that work-life
balance is going to become an increasingly important issue as people continue to
demand that their employers enable them to achieve a better work-life
balance.What types of work/life programs are there?
When people think of company work/life benefits, they often think of childcare.
However, most work/life programs entail much more. Work-life balance is not just
for people who want to reduce their working hours, it is about responding to
individual circumstances to help individuals fulfill their responsibilities and
aspirations. Some organisations around the world are gaining competitive
advantage in the recruitment market by offering work-life balance and career
progression to talented individuals.
A survey by global human resources consultancy Towers Perrin in the US
identified more than 100 varieties of work/life programs that fall into the following
six categories:

1. Time Include flexible work arrangements such as flexitime, telecommuting, job

sharing and part time work, term time working
2. Leave Paid and unpaid leaves for childbirth, the care of young or sick children,
sporting, or other personal or family matters.
3.Dependent Resource and referral services to help employees find childcare or
care elder care, childcare programs that are on-site or nearby, and employee
discounts or vouchers to help pay for the cost of care.
4.Counseling Employee seminars about balancing work and family life, peer and
wellness support groups, and training for supervisors to be more attuned to
employee family problems caused by overwork.
5. Benefits Cafeteria-style plans, non-taxed flexible spending accounts,
sponsored health insurance schemes or insurance to pay for the long-term care
of oneself, elderly parents, or a spouse

34
6.Personal Concierge services, lactation rooms, nap rooms, and food
convenience shopping and dinner preparation services.
Those employers who have introduced these types of employee benefits report
correlated business benefits including:-
• Increased productivity
• Improved recruitment and retention: Employee costs can be 50 percent of a
company’s expenditure, with replacement costing considerably more than the
advertising and direct recruitment fee so it pays to retain experienced employee.
• Lower rates of absenteeism
• Reduced overheads
• A more motivated, satisfied and equitable workforce

Work Life Balance: Ways to restore harmony and reduce stress

Finding work-life balance in today's frenetically paced world is no simple task.

Spend more time at work than at home, and you miss out on a rewarding
personal life. Then again, when you face challenges in your personal life, such as
caring for an aging parent or coping with marital problems, concentrating on your
job can be difficult.

Whether the problem is too much focus on work or too little, when your work life
and your personal life feel out of balance, stress — along with its harmful effects
— is the result.

The good news is that you can take control of your work-life balance — and give
yourself the time to do the things that are most important to you. The first step is
to recognize how the world of work has changed. Then you can evaluate your
relationship to work and apply some specific strategies for striking a healthier
balance.

35
 How work invades your personal life

There was a time when employees showed up for work Monday through Friday
and worked eight- to nine-hour days. The boundaries between work and home
were fairly clear then. But the world has changed and, unfortunately, the
boundaries have blurred for many workers. Here's why:

• Global economy. As more skilled workers enter the global labor market
and companies outsource or move more jobs to reduce labor costs,
people feel pressured to work longer and produce more just to protect
their jobs.
• International business. Work continues around the world 24 hours a
day for some people. If you work in an international organization, you
might be on call around the clock for troubleshooting or consulting.
• Advanced communication technology. Many people now have the
ability to work anywhere — from their home, from their car and even on
vacation. And some managers expect this.
• Longer hours. Employers commonly ask employees to work longer
hours than they're scheduled. Often, overtime is mandatory. If you hope
to move up the career ladder, you may find yourself regularly working
more than 40 hours a week to achieve and exceed expectations.
• Changes in family roles. Today's married worker is typically part of a
dual-career couple, which makes it difficult to find time to meet
commitments to family, friends and community.

Married to your work

It can be tempting to rack up the hours at work — especially if you're trying to
earn a promotion or some extra money for a child's education or a dream

36
vacation. For others, working more hours feels necessary in order to manage the
workload.

But if you're spending most of your time at work, your home life will likely pay the
price. Consider the pros and cons of working extra hours on your work-life
balance:

• Fatigue. Your ability to think and your eye-hand coordination decrease

when you're tired. This means you're less productive and may make
more mistakes. These mistakes can lead to injury or rework and
negatively impact your professional reputation.
• Family. You may miss out on important events, such as your child's first
bike ride, your father's 60th birthday or your high-school reunion.
Missing out on important milestones may harm relationships with your
loved ones.
• Friends. Trusted friends are a key part of your support system. But if
you're spending time at the office instead of with them, you'll find it
difficult to nurture those friendships.
• Expectations. If you regularly work extra hours, you may be given more
responsibility. This could create a never-ending and increasing cycle,
causing more concerns and challenges.

Sometimes working overtime is important. If you work for a company that

requires mandatory overtime, you won't be able to avoid it, but you can learn to
manage it. Most importantly, say no when you're too tired, when it's affecting your
health or when you have crucial family obligations.

Striking the best work-life balance

37
For most people, juggling the demands of career and personal life is an ongoing
challenge. With so many demands on your time — from overtime to family
obligations — it can feel difficult to strike this balance. The goal is to make time
for the activities that are the most important to you.

Here are some ideas to help you find the balance that's best for you:

• Keep a log. Track everything you do for one week. Include work-related
and non-work-related activities. Decide what's necessary and what
satisfies you the most. Cut or delegate activities you don't enjoy and
don't have time for. If you don't have the authority to make certain
decisions, talk to your supervisor.
• Take advantage of your options. Find out if your employer offers flex
hours, a compressed workweek, job-sharing or telecommuting for your
role. The flexibility may alleviate some of your stress and free up some
time.
• Learn to say no. Whether it's a co-worker asking you to spearhead an
extra project or your child's teacher asking you to manage the class
play, remember that it's OK to respectfully say no. When you quit doing
the things you only do out of guilt or a false sense of obligation, you'll
make more room in your life for the activities that are meaningful to you
and bring you joy.
• Leave work at work. With today's global business mentality and the
technology to connect to anyone at any time from virtually anywhere,
there's no boundary between work and home — unless you create it.
Make a conscious decision to separate work time from personal time.
When with your family, for instance, turn off your cell phone and put
away your laptop computer.
• Manage your time. Organize household tasks efficiently. Doing one or
two loads of laundry every day, rather than saving it all for your day off,
and running errands in batches are good places to begin. A weekly
family calendar of important dates and a daily list of to-dos will help you

38
 avoid deadline panic. If your employer offers a course in time
management, sign up for it.
• Rethink your cleaning standards. An unmade bed or sink of dirty
dishes won't impact the quality of your life. Do what needs to be done
and let the rest go. If you can afford it, pay someone else to clean your
house.
• Communicate clearly. Limit time-consuming misunderstandings by
communicating clearly and listening carefully. Take notes if necessary.
• Fight the guilt. Remember, having a family and a job is OK — for both
men and women.
• Nurture yourself. Set aside time each day for an activity that you enjoy,
such as walking, working out or listening to music. Unwind after a hectic
workday by reading, practicing yoga, or taking a bath or shower.
• Set aside one night each week for recreation. Take the phone off the
hook, power down the computer and turn off the TV. Discover activities
you can do with your partner, family or friends, such as playing golf,
fishing or canoeing. Making time for activities you enjoy will rejuvenate
you.
• Protect your day off. Try to schedule some of your routine chores on
workdays so that your days off are more relaxing.
• Get enough sleep. There's nothing as stressful and potentially
dangerous as working when you're sleep-deprived. Not only is your
productivity affected, but also you can make costly mistakes. You may
then have to work even more hours to make up for these mistakes.
• Bolster your support system. Give yourself the gift of a trusted friend
or co-worker to talk with during times of stress or hardship. Ensure you
have trusted friends and relatives who can assist you when you need to
work overtime or travel for your job.
• Seek professional help. Everyone needs help from time to time. If your
life feels too chaotic to manage and you're spinning your wheels
worrying about it, talk with a professional, such as your doctor, a

39
 psychologist or a counselor recommended by your employee assistance
program (EAP).

Services provided by your EAP are usually free of charge and confidential. This
means no one but you will know what you discuss. And if you're experiencing
high levels of stress because of marital, financial, chemical dependency or legal
problems, an EAP counselor can link you to helpful services in your community.

Remember, striking a work-life balance isn't a one-shot deal. Creating balance in

your life is a continuous process. Demands on your time change as your family,
interests and work life change. Assess your situation every few months to make
sure you're keeping on track.

Balance doesn't mean doing everything. Examine your priorities and set
boundaries. Be firm in what you can and cannot do. Only you can restore
harmony to your lifestyle

40
Research Methodology

Research methodology is the backbone of any research work undertaken. The

whole study was basically based on collection of data from primary source but
secondary source were also used.
Research methodology deals with the efficient plan and decisions on sources of
gathering the needed on data. Research instrument to be used Research design.
Contact method analysis and interpretation.

Methodology has been extensively discoursed under the heading given below on
the following: -

 Research Design
 Collection of Data
 Research instrument and contact method sampling plan
 Field work

Research design:

41
Research design is the overall description of all the steps thought which the
project has preceded from the setting of objectives to the writing of the project
report.

Below is given the various steps in brief of the research design for the project.

Title of the study: “Analysis of Work Life Balance in Banking sector”

Research Objectives:

The main objectives of this study were to:

•To know how the work pressure and unhappiness can effect family life
• To know the results of work life imbalance on efficiency, health and personal as
well as professional life of employees of banks.
• To study how the nature of family structure influences work related stress
• To know the marital status of the individuals affect their live
• Ascertain the demand for work-life balance practices.

Data collection:
Data Sources:
Data was gathered through primary and secondary data.

42
Primary data: - It consists of original information gathered for the specific
purpose the data is generally collected by survey. Primary sources were
preferred because of its relevance to the issue to have a focused approach due
emphasis was given to obtain accurate information from the respondent.

Secondary data: - It consists of information that already exists having been

collected for another purpose. secondary data is collected from various
magazines newspapers and trade journals market patterns websites of co. &
through net surfing

For conducting the study various tools are used to collect data. The major
emphasis was given to the questionnaire method. Questionnaire is the Source of
gathering the information required for reaching the objectives of this project.The
respondents were all the employees working in Rajasthan bank.The
questionnaire deals with all types of questions necessary together information
required for the project information gathered from the employees was the entirely
primary data. For collection of secondary data various journals, internet & articles
were used. Both primary and secondary data were used for tabulation and
analysis of the information to obtain results.
The collected primary data was completely tabulated with the help of tables
and percentage were calculated . From the table information was
analyzed and relevant inferences were drawn and wherever necessary
graphs were made for the presentation of data.
.

Research Instrument and Contact Method

43
Survey method was used to collect the primary data on various parameters by
way of personal interview supported by a well-structured questionnaire.
Questionnaire is enclosed in last.

Sampling plan:
This calls for 2 decisions:
Sampling unit: - It covers the employees of The Bank of Rajasthan Ltd., Udaipur
City.
Sampling size: - 30 Employees

Scope of the study

The scope of the project is of great importance as a perfectly balanced life for an
employee need a careful synchronization of family , health, wealth, career, social
obligations intelligence, spirituality etc. So the study covers the important factors
of managing family, work life & stress.
This study found important because it tries to know how the work
life and family life interface results into stress. This study also throws light on the
suggestions to overcome imbalance in work and family life in order to keep
profile of the executives high and also keep their family life happy wich in the
long run benefits the organization in achieving its long term goals.

This study has a very wide aspects because of its multi, complex and unique
variables for future researchers.

Limitations of the study:

44
 1. Sample size is too short.
2. Study is limited to udaipur city and to The Bank of Rajasthan Ltd. Only.

Facts & findings:

1. Majority of the executives belong to nuclear family and thereby the level of
stress is more as compared to those employees who belong to joint
family.
2. For married employees it is more difficult to concentrate on their personal
life because of their work pressure and therefore more work load in banks
resulted in poor family relation.
3. Long working hour culture directly affects the level of efficiency of
employees thereby causing stress at work resulting into hypertension and
other diseases.
4. One positive finding is here that family members response are co-
operative towards most of the employees on overstaying in the office
resulting less stress.

45
 “Data Analysis & Interpretation”

Data Analysis

Monthly Income ( in Rs.) :

a) 5000-10,000 - 2
b) 10,000-15,000 - 4
c)15,000-20,000 - 6
d) above 20,000 - 18

Q.1) Normal working hours per day :

a) Less than 8 hrs. - 7
b) 8-10 hrs. - 21
c) 10-12 hrs. - 2
d) More than 12 hrs. - 0

46
Q.2) How frequent you overstay in the office to finish your work :
a) Most of the times - 9
b) Some times - 13
c) Seldom - 2
d) Always - 3
e) Never - 3

Q.3)Response of the family members on overstaying in the office

a) Resentment - 5
b) Irritation - 4
c) co-operative - 21
d) Ignorant - 0
e) Feel Neglected - 0

Q.4) Do you think long working hours undermine your family life :
a) Most of the times - 3
b) Some times - 18
c) Seldom - 2
d) Always - 2
e) Never - 5

Q.5) Are you able to attend social gatherings :

a) Most of the times - 7
b) Some times - 15
c) Seldom - 4
d) Always - 3
e) Never - 1

47
Q.6) Do you spare time for your hobbies and personal interest :
a) Yes - 12
b) No - 18

Q.7) Do you take your children to their schools :

a) Most of the times - 0
b) Some time - 6
c) Seldom - 1
d) Always - 0
e) Never - 19
f) Not applicable - 4

Q.8) Priorities the following ( 1)

a) Career - 8
b) Health - 8
c) Family - 13
d) Wealth - 1
e) Hobbies - 0

Q.9) Do you carry your office work at home :

a) Most of the times - 0
b) Some times - 7
c) Seldom - 3
d) Always - 0
e) Never - 20

48
Q.10) How frequently you take your family out on vacation :
a) Twice in a year - 6
b) Once in a year - 18
c) Once in three years - 2
d) Once in five years - 3
e) Never - 1

Q.11) Does long working hours affect your efficiency :

a) Most of the times - 3
b) Some times - 18
c) Seldom - 3
d) Always - 2
e) Never - 4

Q.12) Does peer pressure compels you to stay late in the office :
a) Most of the times - 2
b) Some times - 11
c) Seldom - 4
d) Always - 1
e) Never - 12

Q.13) Does long working hours cause stress at work :

a) Most of the times - 5
b) Some times - 14
c) Seldom - 2
d) Always - 3
e) Never - 6

49
Q.14) Do you agree “YOUR HEALTH IS SUFFERING BECAUSE OF YOUR
WORK”
a) strongly agree - 3
b) agree - 12
c) partially agree - 8
d) disagree - 6
e) Strongly disagree - 1

Q.15) Do you suffer from Hypertention :

a) Yes - 18
b) No - 12

Q.16) Do you suffer from Insomnia :

a) Yes - 9
b) No - 21

50
Interpretation

1. Working hours per day:

7% 0%
23%
Less than 8 hrs
8 - 10 hrs
10 - 12 hrs
More than 12 hrs
70%

51
By concluding the survey we know that 70% employees are working for 8 – 10
hrs and 23% employees are working for less than 8 hrs & about 7% employees
for 10 – 12 hrs. Not a single employee is working for more than 12 hrs.

2. Overstaying in the office for finish work :

10%
10% Some times
7% 43% Most of the times
seldom
Always
30% Never

By concluding the survey we know that 43% employees sometimes overstaying

in the office for finish the work & 30% employees are overstaying most of the
times for finish the work. About 7% seldom, 10% always &10% employees are
never overstaying in the office for finish work.

52
3. Response of the family on overstaying :

0% 17% Resentment
13% Irritation
Co-Operative
70% Ignorant
Feel Neglected

By concluding the survey we know that 70% employee Families response Co-

53
operatively on overstaying in the office & 17% employee families show
Resentment & 13% families show Irritation on overstaying of employees in the
office.

4. Long working hours undermine your family life :

17%
Some times
7%
Most of the times
seldom
7% Always
59%
10% Never

By concluding the survey we know that 9% employees Sometimes undermine

their family life due to long working hours & 10% most of the times, 7% seldom,

54
7% always & about 17% employees Never undermine their family life due to long
working hours.

5. Are you able to attend social gatherings :

Some times

10% 3% Most of the

times
13%
seldom
51%
23% Always

Never

55
By concluding the survey we know that 51% employees are able to attend social
gatherings sometimes only & 23% are able most of the times, 13% seldom, 3% Never &
10% are able to attend social gatherings always.

6. You spare time for your hobbies

40%
Yes
No
60%

By concluding the survey we know that only 40% employees spare time for their
hobbies & about 60% people don’t get time for their hobbies.

7. Do you take your children to school :

56
 13% 20% Some times
0%
3% Most of the times
0%
seldom
Always
Never
64% Not applicable

By concluding the survey we know that 64% employees Never take their children
to school, 20% take Sometimes.
13% of the respondents are not applicable for this question.

8. Priorities :

57
 3%0%
27% Career
Health
Family
43%
Wealth
27% Hobbies

By concluding the survey we know that 43% employees give first priority to their
family, 27% give to their Career, 27% give to their Health & 3% to their Wealth.
Not a single respondent give priority to their Hobbies.

9. Do you carry your office work at home

58
 23% Some times
0% Most of the times
seldom
10% Always
67% 0%
Never

By concluding the survey we know that 67% employees Never carry their office
work at home, 23% carry Sometimes, 10% seldom carry their office work at
home.

10. How frequently you carry your family out on

vacation :

59
 Twice in a year

10% 3% 20% Once in a year

7%
Once in three
years
Once in five years
60%
Never

By concluding the survey we know that 60% employees carry their family out on
vacation only Once in a year, 20% carry twice in a year, 7% carry once in three
years, 10% carry once in five years & 3% employees Never carry their families
out on vacation.

11. Does long working hours affect your efficiency :

60
 13% Some times
7% Most of the times
10% seldom
60% Always
10%
Never

By concluding the survey we know that 60% employee’s efficiency sometimes

affected due to long working hours, 10% employee’s efficiency most of the time
affected due to long working hours, 13% employee’s efficiency Never, 10%
seldom & 7% employee’s efficiency Always affected due to long working hours.

12. Does peer pressure compels you to stay late in the

office:

61
 Some times
40% 37%
Most of the times
seldom
Always
7% Never
3% 13%

By concluding survey we know that Peer pressure Never compels 40%

employees for stay late in the office, 37% employees affected by peer pressure
most of the times,13% are seldom affected, 7% are most of the times & 3%

employees are compelled to stay late in the office due to peer pressure.

13. Does long working hours cause stress at work:

62
 Some times

Most of the
20%
times
46% seldom
10%
7% Always
17%

Never

By concluding survey we know that long working hours cause stress at work
sometimes for 46% of the respondents, 20% respondents are Never get stress
due to long working hours, 17% are in stress most of the times, 10% respondents
get Always stress at work & 7% get stress seldom at work due to long working
hours.

14. Do you agree “YOUR HEALTH IS SUFFERING

BECAUSE OF YOUR WORK” :

63
 Strongly agree

Agree
20% 3% 10%

Partially agree
40%
27% Disagree

Strongly
disagree

By concluding the survey we know that 10% respondents are strongly agree with
the statement, 40% are agree, 27% are partially agree,20% are disagree & 3%
respondents are strongly disagree with the particular statement.

15. Do you suffer from Hypertention :

64
 40%
Yes
No
60%

By concluding the survey we know that 60% respondents are suffering from
Hypertention.

14. Do you suffer from Insomnia :

65
 30%

Yes
No
70%

By concluding the survey we know that 70% respondents are not suffering from
Insomnia

66
 Conclusions
. A strategy to encourage work-life balance or a series of work-life initiatives is not
sufficient to increase discretionary effort and employee engagement. Work-life
balance must be supported and encouraged at all levels of the organisation,
including senior management, line managers and all staff.

Building an organisational culture which supports work-life balance is a long-term

process for large organisations. It involves changing the way people think and
talk about their work and about work-life balance so that using flexible working
options and other work-life initiatives becomes accepted and normal for everyone
regardless of their gender, seniority within the organisation or personal
commitments.

1. The family and work life are both important to employees in any service sector &
if these two are not maintained properly it creates stress and strain and results
into various diseases.
2. The organizations which encourage work life balance in principle and in practice
will reap the benefits of increased employee engagement, discretionary effort and
therefore productivity.
3. Building an organisational culture which supports work-life balance is a
long-term process for large organisations.
4. Work-life balance must be supported and encouraged at all levels of the
organisation, including senior management, line managers and all staff.

67
 Suggestions:
For Bank :

1. Banks are suggested to conduct picnic programmes for the executives

and their families.
2. Banks should accept the facts that employees work best when they can
balance their work and other aspects of their lives.
3. Family friendly must be introduced to improve employee commitment and
motivation as well as recruitmen and retention.
4. Banks should also try to implement certain ‘ Time away from work policies’
such as holiday banking, buying & selling of holidays, special leaves,
compassionate leave, maternity, paternity and adoption leave, study
leave, short term & long term career breaks etc..

For Employees

We all have so many commitments these days that we can feel at times we're
getting ripped in a million different directions.
What to do? Take control now by achieving balance between your work and
personal lives. Here are some tips from the experts.

68
Identify Priorities
Consider what you want to get out of your work and your personal life,
and eliminate the things that don't help you achieve those goals. Do you want
to get a promotion at work and also attend your kids' sporting events? Make
those
things your top priorities, and do what it takes to make them happen.

Be Sure to Ask
Sometimes all you have to do is ask for flexible hours or the option to
telecommute-
- at least for a period of time. You never know what you can get unless you ask.

Set a Time Frame

Don't expect to achieve this balance overnight.
Lay out your responsibilities and set small goals for when you
will likely incorporate different elements of balance into your life.

Find a Balance Mentor

Identify someone who is really good at achieving work-life balance,
and ask for any tips.

Telecommute
Work from home when it's realistic and possible.
Not commuting or getting dressed and ready for the office saves chunks
of time. You may find you get more done on days you work from home, since
there won't be all that office chit-chat and those time-wasting meetings. You'll be
able to focus on work for long stretches and to use the extra hours in the day to
meet personal responsibilities.

69
Use Technology to Your Advantage
Technology should help you achieve work-life balance, not rule your life.
Make certain times, like dinner, are technology-free for you and your family.
Set an example by adhering to the rules you lay down.

Communicate
Establish clear communication with your colleagues and your boss.
If you won't be available for certain hours during the day or weekend
because you're dealing with family problems, make sure your manager is aware
and agrees.

Have a Support System

Things will come up, and you'll need help.
Identify people who can pitch in at times, such as family members,
neighbors, friends and colleagues.

Learn Your Employer's Policies

Your company may have set policies on flexibility.
People often don't know there are options about commuting and
the work day that can make their lives easier.

Edit Yourself Personally and Professionally

Let go of the things that are not mission-critical.
Take yourself off committees and out of obligations that you can't give
your all to, leaving yourself free for the most important ones.

70
 Appendix
Questionnaire
WORK LIFE BALANCE SURVEY

Name : …………………. Age : ……...............

Designation : ……………….. Gender : Male / Female

Marital status : Single / married Family structure : Nuclear / Joint

Educational Qualification : ……………………..

Occupation of your spouse : ………………………………

Monthly Income ( in Rs.) : a) 5000-10,000 b) 10,000-15,000

c)15,000-20,000 d) above 20,000

Q.1) Normal working hours per day :

a) Less than 8 hrs. b) 8-10 hrs.
c) 10-12 hrs. d) More than 12 hrs.

Q.2) How frequent you overstay in the office to finish your work :
a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.3)Response of the family members on overstaying in the office

a) Resentment b) Irritation
c) co-operative d) Ignorant e) Feel Neglected

Q.4) Do you thinklong working hours undermine your family life :

a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.5) Are you able to attend social gatherings :

a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.6) Do you spare time for your hobbies and personal interest :
a) Yes b) No

71
Q.7) Do you take your children to their schools :
a) Most of the times b) Some time
c) Seldom d) Always e) Never

Q.8) Priorities the following ( 1-5)

a) Career ( ) b) Health ( )
c) Family ( ) d) Wealth ( ) e) Hobbies ( )

Q.9) Do you carry your office work at home :

a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.10) How frequently you take your family out on vacation :

a) Twice in a year b) Once in a year
c) Once in three years d) Once in five years e) Never

Q.11) Does long working hours affect your efficiency :

a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.12) Does peer pressure compels you to stay late in the office :
a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.13) Does long working hours cause stress at work :

a) Most of the times b) Some times
c) Seldom d) Always e) Never

Q.14) Do you agree “YOUR HEALTH IS SUFFERING BECAUSE OF YOUR WORK”

a) strongly agree b) agree
c) partially agree d) disagree e) Strongly disagree

Q.15) Do you suffer from Hypertention :

a) Yes b) No

Q.16) Do you suffer from Insomnia :

a) Yes b) No

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 Bibliography

THANKS

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