CHAPTER - I

WORK LIFE BALANCE-AN

INTRODUCTION

CHAPTER I
WORKLIFE BALANCE-AN INTRODUCTION
INTRODUCTION
The human influence plays a Significant and vital role in the growth of any
country. Past is fully abounding with the rise and fall of civilizations mostly
attributed to the quantitative and qualitative aspects of the human resource. Certain
societies have emerged rich with a great potential for growth because they are
endowed with people rich in drive, vision, ingenuity, creativity and the spirit of
enterprise.
As Meier and Baldwin have put it, development does not occur
spontaneously as a natural consequence when economic conditions are in some sense
right, a catalyst or agent is needed, and this requires people with the drive and
vision.1 Therefore, human resources are to be developed, cherished and correctly
prepared in order to bring about wealth in any country. It should be noted that growth
is a reproduction of the excellence and effectiveness of the human force. Among the
various factors of production, human resource is the serious and critical factor.
Nothing can be turned out until the other issues of creation are stimulated into exploit
by the human resource.
The situation has been most appropriately exaggerated by Curle Adam, an
economist, who said that if immature nations have continued immature it is mainly
because the people area weak has had no opening to realize their concentrated
potentialities2. The extreme use of people and their potentialities is the key to the
growth of nations. Ducker said while addressing the CIDS Conference in Tokyo a
few years ago that the major difficulty in developing countries is the problem of under
organization of resources, particularly the rich human resources in a country like
India.3
Myrdal emphasized that lack of human resources of right quality is largely
responsible for the backwardness of the otherwise rich nations.4 It should be noted
that human resources are responsible for the alteration of outmoded economies into
2

modern manufacturing economies and also for the current levels of economic
development in different countries. The remarkable economic development attained
by a country like Japan, poor in its natural resources, can be credited to its rich human
resources. In essence, the difference in the level of economic growth of the countries
is largely a likeness of the changes in quality of human resources. The key group in
this process is that the values, approaches, general organization and quality of the
people of a country control its economic development.5
Human resource is the total knowledge, skills, creative abilities, talents and
aptitudes of an organizations work force, as well as the values, attitudes and beliefs
of the persons involved.6 The human resources have also been designated as human
factors. According to Julius, the human influence mentions to a whole containing of
inter-related,

inter-dependent

and

interacting

physiological,

psychological,

sociological and ethical mechanisms.7 The human aspects are personal and variable,
qualitative and active varying with national and personal backgrounds, financial
events and with the route of times definitely a difficult of confusing services.8 As seen
from these observations, it is apparent that human cause is highly energetic in nature.
Human issue in governments also increased meaning due to the fact that most
of the difficulties in the contemporary governments are human and communal in
nature quite than physical, technical or economic. It is persons who can make a
change and who can have an endless influence on the existence and purpose of group.
Disappointment to know this reasons huge loss not only to the separate creativity but
also to the complete financial system.

To estimate Oliver Sheldon, who saw

contemporary association as a deep of people, no manufacturing can be condensed

well-organized so long as the simple fact remains unrecognized that it is mainly
human. It is not a frame of technologies and practical procedures but an organization
of men. It is not a difficult of substance, but a compound of mortality. It achieves its
purposes not by quality of approximately careful force, but by human dynamism. Its
body is not a complicated network of powered plans but an exaggerated anxious
system9. Peters and waterman10 in their generally celebrated study work, In study of
excellence, have found proficiency through people as one of the important qualities
that considered the most wonderful and innovative businesses in the United States.
The instructions from excellent establishments propose a people concerned with
3

philosophy, the philosophy which middles around treat people as adults; treat them
as partners: treat them with dignity; treat them with respect. Treat them not as money
spending on mechanization but as the main source of efficiency gainer.11 As pointed
by the well-known psychologist, McGregor, many managements would agree that
the efficiency of their establishments would be at minimum gathered if they might
determine how to tap the unrealized possible current in their human resources.12 As
such, fruitful corporations are the ones who attain unexpected consequences through
ordinary people.

The disappointment to know this fact causes huge loss to the

country, originality and the separate. It is true that efficiency is related evidently with
the nature of human resources and their total atmosphere containing of inter-related,
inter-dependent and inter-acting economic and non-economic(i.e. political, religious,
cultural, sociological and psychological) factors. Thus, the meaning of human issue
can be observed from at least two positions economic and non economic.13
Firstly, the human resources undertake position from financial position at
domestic level and at the level and at the level of separate initiative. They have been
observed as a form of principal and as the creation of venture whereby manufacture is
acquired.

As Ginzeberg14 points out human resources are the way to financial

development.

However, they are being wasted through redundancy, disguised

redundancy, uselessness of skills, lack of work chances, poor workers performs and
the hurdles of adjusting to change. The human resources account for a large part of
national output and there was wide scope for attractive efficiency through their good
progress. The physical resources, viz., material, machine, money and energy are all
important in achieving the efficiency of the association, but they will not give results
unless the human resources are applied to them. In addition, provide a dynamic
personality to the economy and to the individual enterprise.
Secondly, the importance of human resources arises from the non-economic
factors. The concept of freedom of initiative and equality of persons indicate that
individuals should have maximum freedom of opportunity to benefit of their
potentialities. Thus, from the political standpoint, the human resources have a very
obvious place in governments as their participants. Moreover the human resources are
also of significance from spiritual view point15. We find richness of spiritual works on
the self-esteem of human beings which has influenced management thought
4

considerably. Thus, they are being considered spiritual creates quite different from
other resources. The popular motto service to mankind is the service to god,
demonstrated the significance of human resources in this context. The human
resources also become important from cultural and social viewpoints. Cultural values
and social systems immensely influence human behavior in work situations and
provide a separate value to them as related to physical resources. The human resource
is also significant from psychological standpoint16. They require a particular
psychological location to work. The spirit of psychological environment is motivation
which provides energy to these exclusive resources.
Administrations of today are producing products and services which were
unidentified as the past and thus providing more substantial comforts in life than ever
before. The significance of human factor is that all these securities are possible
through the real operation of human resources. It is the human resources which should
connect all other resources effectively. It is only the human resource which rises with
time while all other resources undergo the process of decline. All the firms buy the
same material and machines but it is the people in the firm who build the organization
and make a difference in the final product. A devices maximum value reaches the
day it starts producing. Man never reaches an ultimate value throughout the life time
at work, but is able to change, grow and enrich his value. Success of an organization
mainly depends on the quality of its manpower and its performance.
Human Resource Management (HRM) is a new way of thinking about how
people should be managed as employees in a workplace. The public sector, likewise,
has an interest in effective management of employees, and standards and quality of
publicsector services are highly helpless on employees motivation, skills, and
service orientation. HRM, therefore, is about effective management of the
employment relationship and applies to management activity in all administrative
locations, even unpaid work. Human resource management is a strategic and
intelligent approach to the management of an organizations most appreciated assets
the people working there who individually and collectively contribute to the
achievement of its goals.17

The importance of human resource management has increased these days

because management can achieve the structural ideas only with the procedure of the
people working in the organization. Without the efficient use of human resources,
management can never accomplish organizational objectives. Therefore, creating and
continuing a motivated workforce is the central responsibility of management
everywhere18.
HRM roles comprise

Apply quality and productivity principles to improve HRM function.

Make policies clear, consistent, and complementary or synergistic.

Facilitate implementation of quality and productivity interventions.

Attention to such functions as staffing, training, appraisal, and compensation

to ensure fit with organizations goals- if goals change, function need to
change.
The training of HR implements and events gives the total of success or failures

of policies and practices. Research of human resource management provides an

understanding of practices, policies that are successful and those which are not, what
changes are necessary and in what area of personal management. Management needs
information on employee job satisfaction in order to make sound decisions, both in
avoiding and solving employee problems. A distinctive process used is a job
satisfaction analysis. It is process by which workers report their feelings towards their
jobs and work environment19.
CONCEPT AND MEANING OF HUMAN RESOURCES DEVELOPMENT
The human resource development field is in the process of finding and
conversion. The search for the spirit of HRD and how to transport it is increasing.
The arena is rather an enormous of multiple perspectives, in some case only loosely
arranged.

It can described as emergent, dynamic and molded by the settings,

conditions and cultures in which it occurs. The source of the term HRD dates back
to 1960s, to Leonard Nadler at George Washington University, home of the first
masters degree programmer in HRD. Nadler coined the term HRD and developed a
6

modality that treats HRD as having three component parts, training, education and
development.

He defined HRD as organized learning experiences, provided by

employers within a specified period of time to bring about the possibility of

performance improvement and / or personal growth.20 The core of HRD is learning.
There are many other HR areas in organizations, but its use of learning to reach the
objectives of the individual and the organization. He relates training to current job,
education of future job and development as having no direct relationship to the job.
Nadler did not consider OD to be a part of HRD21. Pat McLagens human resources
move, based on research showed under the supports of American Society Training
and Development lists three components parts of HRD.

They are training and

development, organizational development and career development.22

Abraham defined HRD as activities and processes undertaken to promote the
intellectual, moral, psychological, cultural, social and economic development of the
individual so as to help him achieve his highest human potential as a resource for the
community.23 In command words it means a total all round growth of the person so
that he can donate his best to the communal and the nation. HRD can be defined as a
set of regular and planned activities designed by an organization to provide its
members with chances to learn essential skills to meet current and future job
demands.24 HRD is the creative design and collecting of strategies, structures, systems
technologies and human beings in way that encourage both individual as well
administrative learning and builds as well as sustains organizational effectiveness.25
Human Resource Development means developing or appointing secreted
qualities in people in order to make them achieve new functions leading
organizational and individual goals. Nadler defined HRD as, an organized learning
experience within a given period of time with the objective of producing the
possibility of performance change. According to Prof.T.V. Rao26 HRD is a process
by which the employees of an organization are helped in a continuous and planned
way to1) Obtain or sharpen capabilities required to perform various functions associated
with their present or expected future roles.

2) Improve their general capabilities as individuals and discover and exploit their
own inner potentials for their own and / or organizational developmental
purposes.
3) Develop

and

organizational

culture

in

which

superior-sub-ordinate

relationships, team work and collaboration among sub-units are strong and
contribute to the professional well-being, motivation and pride of employees.
In short, HRD aims at helping people to acquire competencies required to
perform all their functions effectively and make their organization do well.
IMPORTANCE OF HUMAN RESOURCE DEVELOPMENT
The group creations completed are becoming increasingly attentive of the
position of human resources.27 this reaction is generated by realization of the fact that
people sub-system is a critical element in organization effectiveness. The real life
experiences authenticate the statement that no substance how cultured and modern the
business activities of the organization becomes, it will find it extremely difficult to
tolerate its growth and efficiency unless its human resources are complementary to its
processes. This understanding has driven human resource management into a major
field of study in recent year and this transformed interest which has further facilitated
in developing fresher methods for managing human resource. Learning function is
the most powerful differentiator and competitive advantage.28 Human Resource
Development in the coming years will demand that learning occur faster in more
diverse places, across more cultural and domestic boundaries with more productivity.
The real challenge for HRD is to find new ways to implement learning skills that are
efficient, effective and that deliver immediate strategic and powerful results.
People is the most important and appreciated resources every organization or
institution has in the form of its employees29. Energetic people can build active
organization.

Effective employees can contribute to the effectiveness of the

organization. Capable and motivated people can make things happen and enable an
organization/institution to achieve its goals.

Therefore, organizations should

continuously ensure that the dynamism, competency, motivation and effectiveness of

the employees remain at high levels.

Human resource development is thus a

8

continuous process to ensure the development of employee competencies, dynamism,

motivation and effectiveness in a systematic and planned way.
The new psychology has made us understand that all human ability is learned
and the fact that some people become able and others do not depend much on the
opportunities that they have encountered to become educated and trained than on their
inherent prospective.30

Of course the new attitude does not reject that genetic

difference exists and that sometimes they may even be crucial element for later
mature presentation but the thrust of new concept with regard to skill achievement is
that environmental opportunities embrace the significant. Substantial resource cannot
be put to use unless there are qualified and motivated people to transform
development programs into reality.31 The insistence and greatness of the task is only
implicit when one considers that the body of knowledge especially in view of the
growth and diversification of science and technology is rapidly growing at the same
time rapidly becoming obsolete.

The fast pace of scientific and technical

development requires a constant expansion of knowledge and skills and a continuous

consolidation of knowledge required.
In this regard the growth of a new discipline named Human Resource
Development (HRD) during the past thirty years is significant. HRD basically aims at
enhancing the abilities and motivation of people to positively contribute for superior
performance at individual level; nurturing teamwork at group level and favorable
climate for innovation, value addition and performance orientation at organizational
level. HRD is growing fast both as a professional discipline and as an important
management function in the modern organizations.32 Even at the national level,
governments are realizing the importance of HRD and the Government of India has
shown the seriousness in attaching importance to HRD by creating a separate
Ministry. HRD is a multi-dimensional concept, which is still in the developing stage
although man management is as old as human civilization.
HUMAN RESOURCE DEVELOPMENT IN INDIA
The origin of HRD discipline has two important sources namely American and
Indian.

The developments leading to the evolution of this discipline is almost

concurrent in both the countries. In this connection Silver says that it is a extensively
9

known fact, but seldom openly acknowledged mainly for political reasons, that
Human Resource Development is not an import into India.33 It is a philosophical,
value concept developed by Dr.Udai pareek and his junior colleague Dr.T.V.Rao
during the seventies, at the Indian Institute of Management Ahmedabad. A number of
issues arising out of the experiences of the two men contributed to the emergence of
an idea, which they called HRD. They worked on rural as well as corporate projects,
in the educational and managerial fields, before they charted the new concept. Their
preference for action, evident in the description of systems in meticulous detail in
their influential book Manipulative and Managing Human Resource Systems was
resulted in a number of companies in the private as well as public sectors adopting
their systems model. Many researchers have opined that the HRD principles applied
around the world have originated from the USA(Elliot,34 Harada.35)
Cummings and Worley say that attempts to apply western methods without
considering cultural factors for sound HRD practice are bound to fail.36 The clear
implication is that to understand the context of HRD practices in different countries it
is necessary to study cultural values of that country. The definition of HRD varies
from country to country and the national differences are a crucial factor in
determining the way in which HRD professionals work.37
SIGNIFICANCE OF HUMAN RESOURCE DEVELOPMENT IN BANKS
The success of todays banking business highly depends on the human
resources of the organization at all levels. Organization should have its procedures
that it authorizes and adventures the skills and arrogances of employees in this
changing environment. HRD acquires more importance in service organization like
banks where Human Resource plays a crucial role. The creative abilities, capabilities
and knowledge of Human Resource are significant in case of service organization,
where the very nature of functioning needs all these qualities of employees.
The aspect of HRD also assumes importance in present day conditions in
banks where there is severe competition among them as the spectrum of functions of
these organizations are widening. The banks in particular are entering in to various
innovative areas of services of their customers.

This enlargement of jobs need

enhancement of capabilities and potentialities of employees. Improved performance

10

of bank through enhanced capabilities of its employees leads to the improved social
image of the bank. This in turn satisfies social needs of employees. So, employees
are to be given a chance to develop their capabilities like skills and knowledge
through various means like career planning and growth, training, work itself etc.
Enhancement of capabilities lead to better performance of the job.
The emerging concerns about new values of humanism and humanization have
also added to this curiosity in HRD. Organization researchers in the past have been
able to bring about a better understanding of the concept of work and human behavior
association with it. All the understanding of work and human behavior, based on
experiential and empirical evidences point out that human systems is not static. The
ever changing environment is continuously influencing it especially in banking
industry it is unavoidable. HRD has to be viewed as a dynamic process in banking
industry, which needs to be kept aligned with the changing realities in the
environment. The underlying emphasis in HRD, therefore, would to be work for the
appropriate fit between work and people from time to time.
Human resource development in the Banking Industry is a process by which
the employees of the bank are helped in a continuous planned way to acquire or
sharpen capabilities required to perform various functions associated with their
present or expected future roles; develop their general capabilities and discover and
exploit their own inner potentials for organizational development purposes; and
develop the culture in which supervisor-subordinate relationships, team work and
collaboration amongst sub-unit are strong and contribute to the professional wellbeing, motivation, and pride of employees. HRD is important because it refers to all
those educational, training and developmental activities conducted by a business
organization to improve human performance. It is a broad term, which includes all
activities planned to get employees to work more effectively within a given
organization38.
Despite several mechanical encouragements and implements available as
organizers for quick and efficient service, banking has remained as essentially
peoples business i.e., managed by people. There is therefore, a very great need for
paying much more attention to the availability of trained and motivated people to
11

achieve corporate goals and objectives.39 In the background by which people are
assisted in a continuous and planned manner to develop their job competence,
personality and other capabilities.40 It refers to the activities undertaken by a bank to
promote the intellectual, social and psychological development of employees so as to
help them in achieving their highest potential. It is the total all-round development of
people so that they can contribute their best to the bank and the country. HRD is not
merely a set of techniques but a process by which employees in a bank/branch are
assisted in a planned manner to acquire or sharpen the skills required to perform their
present and future roles effectively; develop the general capabilities to discover and
exploit their potential for their own and organizational development and develop and
organization culture that encourages teamwork, mutual trust and freedom to express
ones opinions and feelings so as to contribute to the professional well-being of
employees and the organization.
In banking industry, HRD is a process not merely a set of mechanisms and
techniques.

The mechanisms and techniques such as performance appraisal,

counseling, training and organization development interferences are used to initiate,

facilitate and promote this process in a continuous way. Because the process has no
limit, the mechanisms may need to be examined occasionally to see whether they are
promoting or obstructing the process towards progress of banks. Organizations can
facilitate this process of development by planning of it, by allocating organizational
resources for the purpose, and by demonstrating and HRD philosophy that values
human beings and promotes their development. The goal of HRD systems is to
develop the capabilities of each employee as an individual; the capabilities of each
individual in relation to his to her present role; the capabilities of each employee in
relation his or her predictable future roles; the relationship between each employee
and his / her supervisor; the team spirit and functioning in every organizational unit;
collaboration among different units of the organization; the organizations overall
health and self-renewing capabilities; which in turn increase the enabling capabilities
of individuals, dyads team, and the entire organization.41
Human resource development is influenced by trend in other disciplines,
demographics, politics, technology and a number of other domains. In this joining the
dangerous reservations challenging HRD are:42
12

1.

Competition for the expertise elite:

HRDs role in recruiting or

developing increasingly competent and expert workers.

2. Globalization: HRD balance the boundaries of time, space, geography and
culture while maintaining its focus on developing work place expertise.
3. Locus of Control:

HRD strike a balance between ever demanding

organizations and individuals.

4. Marketability of knowledge:

the role and responsibility of HRD in

developing, sharing, transferring and protecting organizational knowledge.

5. Next Age: HRD assure that it is flexible enough as a discipline to respond
effectively to the demands of a variety of ages and the priorities they will
bring.
6. Technological explosion: the roles of HRD shift in the context of a highly
automated technologically demanding work place.
There are significant changes taking place in the field of HRD Technology are
now becoming a core driver of learning systems. Development of employees and
business become both global and virtual in many of their operation. Classroom based
training is declining as technology and other approaches to delivery of learning
become more prevalent (i.e., mentoring, on the job training, action learning, problem
based learning and job rotation). Globalization and technological revolution have
changed the landscape of banking business and to address these turbulences require
developing new organizational structure, and building culture that foster learning and
innovation.
Service organizations play a vital role in our economy in terms of the creation
of employment potential and contribution to the national income. The involvement
and role of human resource of in-service organizations is very high as entire process
of rendering service is their responsibility.

As such improving HRD in service

organization to secure best possible performance from employees has become very
important.
Commercial banks are an important part of service organizations in countries
like India.

In a planned economy like ours the part played by banks is very

significant. The commercial banks in India supply credit to the promotional and
13

developmental activities of the society and at the same time restrict credit for socially
undesirable, unwanted and economically less beneficial purposes. Thus commercial
banks help the Government in implementing the long term plans and for utilizing the
credit according to the planned priorities of the country.
The spectrum of Commercial banks has grown remarkably especially in the
post nationalization period.

Commercial banks evolved various modes and

instruments of financing moving away from traditional banking to social and from
class banking to mass banking by responding to social-economic needs of the public.
The commercial banks have to face challenges due to the liberalization policy43.
As such the banking industry needs human resources with intelligence, logical
sense and quick grasping.

Apart from these aspects, most importantly banking

industry needs motivated personnel with entrepreneurial flair, financial wizard,

technical brilliance, administrative efficiency etc. In fact, sound HRD enables the
bank management to have such human resources. The study of HRD in commercial
bank assumes greater significance in view of economic liberalization and need for
qualitative human resources.
WORK LIFE BALANCE
The term work is being used here referring to paid work or employment.
The term Work life balance is a contested term, with many alterations suggested,
such as work life integration, Work life interface, Work life Masonic, Work life
reconciliation, or Work life coordination44. As early as 1960s researchers have
begun to study and find some imbalance between work and personal life. Various
studies on work life thereafter finds that what happened at the workplace have
significant impact on individuals and their families. Work life balance means
adjusting the pattern of work so that your employees can benefit from a better fit
between their work and areas of their personal life and in long run hope to achieve
sustainable development and profitability.45 The profitability and productivity of
organization depends on two factors that are interrelated performance and
commitment of employees. These factors depend on workforce of the organization.
But every employee has two aspects of his/her being personal life and professional
life. Both of these are difficult to separate and form a source of conflict. If an
14

organization wishes better productivity and more committed employees, then they
have to be happy and satisfied. The balance is achieved when an individuals right to
a fulfilled life inside and outside paid work is accepted and respected, to the mutual
benefit of the individual business and society46. Work family balance is a form of
inter role conflict in which role pressures from the work and family domains are
mutually incompatible in some respect (Koizumi, 2000)47. The balance Empirical
studies show availability of work life policies does not necessarily result in uptake by
employees, and thus reduced work life conflict and enhanced performance, retention
and reduced absenteeism. The concept of work-life balance is based on the notion that
paid work and personal life should be seen less as competing priorities than as
complementary elements of a full life. The way to achieve this is to adopt an approach
that is conceptualized as a two way process involving a consideration of the needs of
employees as well as those of employers 48.The work life balance can be defined as a
balance between professional and personal life. The work-life balance can be defined
as a relationship between paid work and peoples lives outside of their employment,
and the equilibrium between these two can be obtained, based on personal needs,
expectations, and aspirations of a person, work-life balance can be affected by work
intensity, part time work, increased jobs in service sectors49. The work life balance
proves to be a necessity for the personal satisfaction. As, now women are also in the
corporate world so work life balance has grabbed even more attention. This is so
because for women, its quite difficult and important that they need to balance both
their professional and the personal life... The effects of work life balance can be
different, and they may be different for both men and women. With the increase in
number of professional working hours or the increase in the social activities, work life
balance is affected.
Greenhaus, Collins and Shaw (2003)50 define work-life balance as the extent
to which an individual is equally engaged in and equally satisfied with his or her
work role and family role. Employees who experience high work-life balance tend to
invest similar amount of time and commitment, to work and non-work domains. Work
life balance is contingent on a number of factors particular to an individual. An
individuals value system, personality, socialization, attitudes, beliefs, expectations,
motivation etc. can go a long way in affecting his or her perceptions of Work Life
15

Balance. On the other hand organizations also have a responsibility to see to it that
wholesome practices which help maintain a satisfactory relationship between the
worker and workplace are encouraged. So employers need to follow certain retention
and attraction strategies to retain employees which can include provisions with regard
to flexible work schedules, compressed work weeks, work sharing, telecommuting,
provision of day care and elder care centers, part time work, enhanced job mobility,
flexible leave arrangements, satisfaction surveys, training and development support,
health & safety programs and other employee support programs. Past research has
found Work Life Balance to be positively related to both organizational and
individual outcomes. Giving the employees flexibility, support and financial
assistance can improve the organization's financial performance and raise Employee
Satisfaction, Labor Productivity etc.51, Employee-organizational commitment and
attachment, and organizational citizenship behavior, Work Life Balance is also
expected to have a positive impact on employee engagement. Employee engagement
is essential to obtain high individual and organizational performance.
World has become global village, people interact with each other from
different regions during different period of time. Employers can communicate with
their employees any time during 24 hours and can acquire their services as per the
need of time52. Work-life balance necessitates having some space for oneself each
day; while at the same time ensure no short-falls in job compulsions. Work-life
balance encompasses in six key areas which cannot be defined as a synonym to it
however they play very important role in supporting the concept under discussion in
the current study. These areas are:Self-Management, Time Management, Stress
Management, Change Management, Technology Management, Leisure Management
In the new millennium, contemporary organizations are benefited from a
global, diverse, technologically savvy and highly productive workforce but it is ironic
that these workforces also find it difficult to have a good balance between their work
life and family life53. Work-life balance can be seen as the extent to which an
individual is equally engaged in-and equally satisfied with his or her work role and
family role54. Businesses are facing increasing demands to raise efficiency and
becoming more responsive to customers and employees. No longer is it just a matter
of remuneration and promotional prospects; job seekers are increasingly making
16

employment decisions on how well their current or potential workplace can support a
balance between personal lives and paid occupation. On the other hand, organizations,
failing to make their work environments flexible, are beginning to see a brain drain
and loosing highly skilled professionals to more flexible organizations 55.
The growing number of educated women in India - who are now participating
in the urban, organized, industrial sector in technical, professional, and managerial
positions has been accompanied by a steady growth in dual career families

56

Research on career women in India shows that work and family dilemmas in India are
often different from those reported by women 57. As compared to their complements
in other parts of the world, Indian employees face a lot of difficulties in managing
their work and life. For maintaining work-life balance, social support plays a very
significant role for women managers. In societies where there is gender discrimination
such as in India, spouse support is extremely important for women58. In todays
world, work and family domains influence each other greatly. It is a proverb that work
interferes with family as much as family interferes with work

59

. In case of female

employees, this is even correct, as the pressure of meeting societal expectations is

more for them. There is indeed a critical linkage between career and family of the
female executives. It is found that women employees involvements, demands, and
accomplishments

in

the

employment

and

family

domains

are

mutually

interdependent60. Work life imbalance is one such issue. Work life imbalance is
applicable to any individual and has no geographical limitations. The effect of work
life imbalance effects not only the individual but also his family and the society at
large. Unfortunately working women compared to men are often at a higher risk of
work life imbalance. They not only need to cater to the requirements of work but also
have to attend to the demands of family life. An attempt has also been made to elicit
the organizational interventions to manage both work and life successfully.
PROBLEMS IN PROFESSIONAL LIFE
According to Hellmund (2012)61, Due to the problems and stress in personal
life, employees have been negatively affected which also affects the organizational
performance. In addition to this Caparas (2008)62, stated that the connection of the
employees with their families during the working hours breaks or disturbs the
17

connection of employees with their job duties. Employees communication with the
family and friends during the office working hours sometimes causes serious tensions
and stress in the employee. It reduces the efficiency and concentration level of the
employees and they lack the sense of motivation to perform well in the organization
63

. As a result the level of performance is sometimes below average .There can be also

be cases where the employees are asked to work for longer hours, so in those cases
the importance of work life balance is even more highlighted. For this situation in
case of banks, the banks offer lucrative benefits to the employees, and the employees
may want to get these benefits for the purpose of their promotions in ranks and
reward. Those employees who work longer hours are considered as competent and
dedicated regardless of the benefit gained by the organization in connection to their
long working hours. For this reason, and the incentives offered to the employees, they
seek to work for longer hours such that they can be considered for the promotion and
for the increased reward for their services to the banks. Because of the increased
working hours, the performance of the individual may diminish, and the individual
may not be able to perform effectively for the extra time as compared to the standard
time.
PROBLEMS FACED IN SOCIAL LIFE DUE TO WORK
Balance implies to the concept of equity and reasonableness, the workaholics
work for longer hours, which is considered as misbalanced work life because of the
lack of realization of the norms about where and how much time and energy is to be
spent, in professional life resulting in conflicts between the professional and personal
life

64

. For the work life balance, an individual is required to consider the

reasonableness of the time spent for his social life and personal life, and for this
purpose, the general perception accepted in the society and professional bodies for
working hours are to be considered as the touchstone for contrasting the average and
exceptional working hours. The exceptional longer working hours may affect the
work life balance if the social needs of a person are quite demanding, however if a
person is not so social and doesnt need much time for its personal life might have
less problems. According to Richenda Gambles, Suzan Lewis, RhonaRapoport
(2006),65nowadays the employees are providing 24 hours service where ever they are
just to fulfill the job requirements and duties and in return they are been rewarded
18

various incentives. On one side, these facilities have helped employees in availing
incentives, benefits, and bonuses through which they are meeting different financial
needs and wants. In contradiction to this, Flechl (2010)66 states that these facilities
have disturbed the family life of employees in negative ways. One is that just to get
these financial rewards, the personal lives of the employees are disturbed as they
dont spend much of the time with their families. Hence, Family life has been found
to be seriously affected with the merger and overlapping of work and social life.
According to Julie Cohen (2009)67, employees are working for the organizations even
in their off timings and holidays. There is no doubt being rewarded by the
organization as well, which ultimately helps employees, but there is no replacement of
pleasant and satisfaction that one receives from his or her family. Similarly, social life
also requires the deliverance of proper timing and attention for maintaining healthy
relationship.
WORK-LIFE BALANCE MANAGEMENT
According to Paludi, Neidermeyer, (2007)68 organizations have found that it is
not appropriate for an individual to dedicate their life completely to the organization
and ignoring their personal lives. To have healthy relations and social life of
employees help organization in improving and developing the personalities of
employees in the organization. It is so because healthy social atmosphere gives an
individual to think healthy. They will also be motivated to utilize their skills and
knowledge in an effective and most appropriate way, which helps in the extraction of
favorable outcomes for the organization itself. In order to have a healthy mind of
employees, organizations are involved in providing different facilities to their
employees such as the holidays, vacations, leaves, tours and other ways through
employees get relaxed and have a healthy time with their families and it has also
resulted positively.
WORK LIFE CONFLICT
Work and family have increasingly become antagonist spheres, equally greedy
of energy and time and responsible for work-family interference. Work/non-work
conflict is generally defined in the literature as occurring when the emotional and
behavioral demands of work and non-work roles are incompatible, such that
19

participation in one role is made more difficult by virtue of participation in the other
(Greenhaus and Beutell, 1985)69. Work Family Conflict (WFC) takes place when the
demands of work come in conflict with the time / attention given to family.
Workplace characteristics like the number of hours worked per week, the amount and
frequency of overtime required, an inflexible work schedule, unsupportive supervisor,
and an inhospitable organizational culture create conflict between the work and
family role.
Family-work conflict (FWC) is also a type of inter-role conflict in which
family and work responsibilities are not compatible. Previous research suggests that
FWC is more likely to exert its negative influences in the home domain, resulting in
lower life satisfaction and greater internal conflict within the family unit. However,
FWC can have spillover effects and affect an individuals work space. Both WFC and
FWC basically result from an individual trying to meet an overabundance of
conflicting demands from the different domains.
PERSONAL NATURE AND WORK-LIFE BALANCE
It doesnt only depend on organizations policies for managing the work-life
balance of employees, but it also depends over the nature of an employee that how
much focused and determined they are with their own work. When an employee
utilizes the facilities and favors provided by the organization negatively, the purpose
would not be served of having the incentives to have a healthy social life.70
Employees should be detached from their personal lives during the working hours.
They should not interact or communicate with their family members back at home
because it creates divergence among the mind of employees and they are not to
provide the outcomes expected from them by organization. Different alternatives are
available for the organization and individuals for generating positive outcomes with
efficiency and effectiveness, but it depends on both, the organization and the
employee to choose and use the paths to maintain the work-life balance.
The study is aimed at helping the high level authorities to frame a suitable
policy for recruitment of women employees on a large scale if the findings confirm
that their innate traits influence significantly their work life imbalance efficiency. This
study is expected also to focus on problems confronting women employees and the
20

steps that the management at the higher echelons can initiate to mitigate them so that
they may function in a congenial workplace atmosphere with unflinching dedication
for which womanhood is extolled from time immemorial.
WORK CULTURE
A.K. Purwar (2004)71, Chairman, State bank of India stressed on customer
focus. "Greater customer centric focus calls for greater employee involvement and
motivation and change in mindset. Long used to working in a protected environment,
staff in public sector banks are widely perceived to have low motivation and low
involvement, and the lack of distinction between high performers and poor performers
with no reward and punishment system has only added to the lethargy. Banks need to
build a service culture using technology in a customer friendly manner. This requires
reorienting HRD strategies in banks on an urgent basis and banks need to emphasize
right size, right skills and right attitude".
Other challenges in HRM are

Over manning

Low man power productivity

Employee unions
Focus on increasing employee productivity. Mapping and developing

competency; identifying talent and proper grooming. Transforming staff from being
"Transaction processors" to business professionals. Developing strong business
orientation among employees through sales culture and customer centric approach.
De-bureaucratization and creating a competitive work culture. Greater accountability
and ownership. Managing transformational conflict and preparing people for change.
Team building and Team work - Personnel policies of the bank should enable their
employees imbibing strong sense of team work so as to reap rich and regular
dividends. Job satisfaction - Ensuring job satisfaction would enable banks to retain
their skilled employees.

21

WORK-LIFE BALANCE POLICIES AND PRACTICES

Business performance can be affected by number of ways but one of these is
Work - life balance policies as in the present scenario of competitive labor market,
employers can attract better recruits by offering Work-life balance policies with
having competitive remuneration packages. However, work-life balance policies can
enhance productivity; reduce cost by improving staff retention rates, decrease
negative spill-overs, reduce extended hours and fatigue to reduce negative effect on
productivity which further minimizes stress and contribute to a safer and healthier
workplace72 .Bloom et al. (2007)73 stated that on average larger firms which are
typically more globalize have better work-life balance practices and Employers are
being encouraged to introduce work-life policies and make them more inclusive in
order to enhance their business performance (Wise and Bond, 2003)74 as policies
which help employees balance their work and non-work priorities have become
increasingly popular among employers in recent years.75However firms employing
larger numbers of professionals are more likely to implement work-life policies being
their scarcity , harder to attract, more valuable and more expensive to recruit and
retain than less paid employees whereas there are least availability of work-life
balance policies for low skilled workers especially those in generally low skill
industries.
TRAINING AND CAREER DEVELOPMENT
Training is considered a form of human capital investment whether that
investment is made by the individual or by the firm76 .once employees are hired,
training programs enhance employee job skills. Employees are expected to acquire
new skills and knowledge, apply them on the job, and share them with other
employees77.Lauri,Benson and Cheney found that firms often delay training to
determine whether workers are good matches and therefore have a lower probability
of leaving the firm. Employees want good training opportunities to increase their
marketability. The conventional wisdom used to be that if the company makes them
marketable, employees will leave at the first opportunity. But today, companies are
finding that the more training employees get, the more likely they are to stay. Indeed,
when the training ends, the turnover tends to begin78. A firm has the incentive to
22

invest in the human capital of its workers only if there is an expectation of a return on
its investment79. Increasingly, companies are strengthening development for talent,
thorough competency analysis, Input on individual interests, multi-source assessment
of capabilities and development needs, and the formulation of action plans80.
According to Storey and Sisson training is a symbol of the employers commitment to
staff. It is also reflective of an organizational strategy based on adding value rather
than lowering cost. Leading companies have acknowledged that providing employees
with a comprehensive range of career and skills development opportunities is the
key to attracting and retaining the kind of flexible, technologically-sophisticated work
force that companies need to succeed in the digital economy81
Level of employee turnover and training are expected to be inversely related:
the higher the level of turn over, the lower the amount of training. This expectation is
based on the reasoning that the longer an employee stays with an employer; the higher
will be the return to training. Recent study by Frazis et al. indicated that employees
working in low-turnover establishments spent about 59 percent of their total training
time in formal training, compared with 18 percent for employees in high-turnover
establishment, it is likely to contribute to an increase in productivity at that
establishment82. Greater productivity at the establishment, in turn, will tend to raise a
workers wage above what he or she would earn elsewhere, thus providing an
incentive to stay. In other words, training can serve to lower turnover83.
LEADERSHIP
Leadership is defined as the behavior of an individual that results in noncoercive influence when that person is directing and coordinating the activities of a
group toward the accomplishment of a shared goal84. Leadership is conceptualized in
terms of four tasks that need to be accomplished in any organization: providing
direction, assuring alignment, building commitment and facing adaptive challenges85.
Leaders are central to the process of creating cultures, systems and structures that
foster knowledge creation, sharing and cultivation86. Research findings suggested that
leadership enhanced organizational commitment87.

Though there are differences

between the transformational and charismatic leadership theories, scholars are now
viewing them as sharing much in common and referring to this body of work as the
23

new leadershiptheory88 or neo-charismatic leadership theory89. Transformational

leaders are regarded as active leaders that have four distinguishing characteristics:
charisma, inspiration, intellectual stimulation and individualized consideration90.
Numerous leadership studies in a wide variety of organizations have examined
the impact of transformational and charismatic leaders. And findings indicate that
transformational and charismatic leadership styles result in a high-level of follower
motivation and commitment as well as well-above average organizational
performance91..
Furthermore, several studies have identified high levels of peak performance
under transformational leadership92,high correlation between charismatic leadership
and efffectiveness93. Transformational leadership is more highly related to employees
perceived satisfaction and effectiveness than transformational leadership94. Several
researchers have highlighted the positive influence of transformational leaders in
organizational outcomes which resulted in lowered intention to leave and increased
organizational behavior95 and lead to stronger organizational commitment96
Therefore, based on the literature review, it appears that leadership behavior
has a positive influence on organizational commitment and turnover intention.
COMMUNICATION AND CONSULTATION
Communication is what makes the world spin. It's how information is shared,
news is spread and lives kept safe. Effective communication has an incredible impact
on the productivity of Human Resource Management (HRM) because without it there
are frustrated employees, confusion in the workplace and unhappy customers in the
end. From hiring and firing to developing and enforcing company policy,
communication is what a good HRM department is built on. The primary function of
effective communication in HRM is to empower the employees. With the proper
information, a rewards system and effective policies in place, employees feel
empowered and motivated to do their jobs to the best of their ability. Communication
keeps everyone in the know and dispels any wrong information or confusion Effective
communication has emerged from the comprehensive literature review as an essential
facet of people management be it communication of the organizations goals, vision,
24

strategies and business policies or the communication of facts, and information and
data communication structure97.

Effective communications strengthen employee

identification with the company and build trust98.

For business success, a regular two-way communication, particularly face to
face with employees, was identified as an important factor in establishing trust and a
feeling of being valued99 Essentially, a two way communication is regarded as a core
management competency and as a key management responsibility. For example, the
management responsibilities for effective communication include
(1) Ensuring people are briefed on key issues,
(2) Communicating honestly and as fully as possible on all issues affecting the
people,
(3) Encouraging team members to discuss company issues and give upward
feedback and
(4) Ensuring issues from team members are fed back to senior management and
timely replies given100
Research conducted by TNT revealed that successful organizations place great
emphasis on communication channels that enable people at all levels.101.

Many

formal and informal communication mechanisms exist all designed to foster an

environment of open dialogue, shared knowledge and information as well as a trust in
an effective upward, downward ,lateral and cross functional structure. Regular
employee meetings and other updates allow employees to adjust their efforts to
support company objectives. Opportunities for feedback give employees an avenue to
influence their work and company policies. Grievance procedures provide a more
formalized mechanism by which workers can be heard when they are dissatisfied with
a decision or outcome102.

Supervisors and co-workers are therefore principally

responsible for communicating role expectations and feedback about role

performance103.

25

Hence, organizations that carry out effective communications ensure that their
internal communications help their employees make the connection between positive
aspects of their workplace and effective management policies104
WORK STRESS AND WORK-LIFE IMBALANCE
Mohan and Ashok (2011)105 explained that Stress is often developed when an
individual is assigned a major responsibility without proper authority and delegation
of power, inter personal factors such as group cohesiveness, functional dependence,
communication frequency, relative authority and organizational difference between
role sender and crucial persons. Work stress and work-life imbalance are correlated
with workaholic, regardless of gender (Aziz and Cunningham, 2008)106. Supervisor
support and work-family culture are related to job satisfaction and affective
commitment (Baral and Bhargava, 2010)107. Dealing with the work- family- tension
results the career as subject of social fascination and family as a factual task (Kasper
et al., 2005)108 There are strong connections between dimensions of the work place,
stress and job satisfaction. However, there is an absence of theory to provide
conceptual understanding of these relationships. (Fairbrother and Warn, 2003)109.
Work - family balance is associated with quality of life when there is substantial time,
involvement, or satisfaction to distribute across roles (Greenhaus et al., 2002)110. As
conceptualized, work and family life are separate domains having no bearing on each
other.

However, it is now recognized that domestic identities and responsibilities

sometimes spill over into the workplace and that organizational identities and
responsibilities often cross into home life (Halford, 1997; Kanter, 1977)111. Whereas
personal or family lives, interfere with work are associated for fewer hours but work
that interferes with life matters (Reynolds, 2005)112. However, employees attitudes
towards their hours of work, and perceptions and complaints about work-life
imbalances actually deals with working time and complaints about time pressure
which are unrelated to hours actually worked (Roberts, 2007). Moreover, the
prevalence of management control of the work life balance agenda and managements
discretion in the operation of work-life issues.113 Researcher, Buddeberg-Fischer et al
(2008)114 stressed that a well-balanced integration of professional and private life is an
essential goal for the new generation Moreover, informal arrangements and
managerial discretion are important in realizing work and care balance115
26

SATISFACTORY WORKING ENVIRONMENT

The

aspect

most

meaningfully

disturbing

workforce

obligation

is

116

administrations credit of the importance of personal and family life .For some
workers; personal significances or situations make the difference between separation
and staying. Individuals will stay with a company that clearly deliberates and cares for
their career priorities (life stage needs), health, location, family, dual-career and other
personal needs117. For example, many companies are providing flexible schedules and
work arrangements and are trying with other ways to help individuals manage their
work and personal life issues118.
Gumbus and Johnson had recognized the development to many work-life
creativities aimed at a business culture based on presentation and employee
commitment. She says, we believe in a healthy, well-balanced workplace that treats
the employee as an individual, a family member, and a member of the community.
Therefore many companies have successfully created an employee friendly situation
by participating particular work schedules such as flexible hours, telecommuting, and
family-leave help to support employees in creating a work/life balance.
Some researchers advise that for positive work experiences to increase
commitment significantly, workers must believe that such work experiences are a
result of effective management policies. So parlaying a constructive culture into
increased commitment might depend on how well managers succeed at getting
employees to credit good management for their positive experiences.
Previous research in organizational behavior and human resource management
has shown that an organizations commitment to its employees tends, in turn, to create
a more commitment and responsible workforce. Therefore, it appears that the
person/environment fit hypothesis assumes that, as employees amass positive work
experiences, affective commitment raises accordingly119.

27

References
1. Meier Gerald, M., and Baldwin Robert E., Economic Development, Theory,
History and Policy, John Wiley and Sons, New York, 1967, p.299.
2. Curle Adam, Some Aspects of Educational Planning in Underdeveloped Areas,
HarwardBusiness Review, Vol.32, No.3, Summer, 1962, p.300.
3. Drucker, P.F., quoted in Rudrabasavaraj, M.N., Human Factor in Management,
Himalaya Publishing House, New Delhi, 1980, p.1.
4. Myrdal, Gunnar, Asian Drama, Penguin Books Limited, Middlesex, 1968.
5. Alibrinzerg, Man and His Work, Edited by Dale S. Beach, Managing People at
Work, Macmillan Publishing Co., Inc., New York, 1980, pp.3-4.
6. Megginson, L.C., Personnel; A Behavioural Approach to Adminlistration,
Richard D.Irwin, Inc., Homewood, Illinois, 1977, p.4.
7. Julius, M.J Personnel Management, Richard D.Irwin, Inc., Homewood, Illinois,
1979, p.36.
8. Ibid., p.34.
9. Sheldon Oliver, Philosophy of Management, Prentice Hall, Englewood Cliffs,
1923, p.27.
10. Peters Thomas, J. And Waterman Jr. Robert H., In Search of Excellence,
Harper & Row Publishers, New York, 1982, p.14.
11. Ibid.
12. McGregor, Douglas, The Human Side of Enterprise, Tata McGraw Hill
Publishers, New Delhi, 1960, p.4.
13. Megginson, L.C., op.cit., pp.83-99.
14. Ginsberg, E., Man and His Work, California Management Review, 5(2), Winter,
1962, p.21.
15. Porter L.W., Lawler, E.E., and Hackmen, J.R., Behaviour in Organization.
McGraw-Hill Kogakush Ltd., Tokya, 1975, p.39.
16. Hilgard

,E.R.,Atkinson,R.L.,Introduction

to

psychology,oxford

and

IBH

Publishing co.,New Delhi,1979,P.8.

17. Pinnington, Ashly and Edwards, Tony (2000) Introduction to Human Resource
Management. First

published, Oxford University press. U.K, p.4.

28

18. Armstrong, Michael. (2000) Human resources management practice.7th Edition,

Kogan page limited, London, U.K, p.3.
19. Suri R.K. and T.N. Chhabra (2001) Managing Human Resource: Techniques and
Practices, Vanity Books international. New Delhi, Pp.1-5.
20. Nadler L (1970). Developing Human Resources. Learning concepts, Aukstin Tex,
pp.4-10.
21. Nadler L and Nadler Z (1991). Developing Human Resources. Jossry-Bass,
Sanfrancisco, pp.34-41.
22. Marquardt, M., and Engel D. (1993). Global Human Resource Development.
Prentice Hall, Englewood Cliffs, N.J.p.124.
23. Abraham E.S.J. (1988). HRD Climate in Banks. In Khanderwal .K. (edsP. Infra.
Pp.50-51.
24. Randy L.Desimone

Jon M. Werner and David M.Harris (2002).

Human

ResourcesDevelopment. Harcout College Publishers, Orlando, Florida, p.3.

25. Lex Dilworth (2003). Searching for the Future of HRD. Advances in Developing
HumanResources. Vol.5, No.3, pp.241-244.
26. Rao, T.V (1990)/ HRDMissionary. Oxford-IBH Publishing, New Delhi, p.8.
27. Mankidy Jacob (1996). Human Resources in Banksk. Sage Publications, New
Delhi, pp.99-104.
28. Wendy E.A, Ruone Susan A. Lyham and Thomas J. Chermeak 92203). Insights
on Emerging Trends and the Future of HRD. Advances in Developing Human
Resources, Vol.5, No3, pp.272-282.
29. Rao, T.V (1990)/ HRDMissionary. Oxford-IBH Publishing, New Delhi, p.8.
30. Eli Ginzberg (1966). The Development of Human Resources. McGraw-Hill, New
York, pp.4-6.
31. Stene Mozina (1984). Planning for Manpower Development. International Centre
for Public Enterprises in Developing Countries. Titova, Yugoslavia, pp.2-8.
32. Singh Ajay Kumar (1994). Human Resource Development: Vision and Directions
for the 21stCentury. Allied Publishers, New Delhi, pp.2-3.
33. Silvera, D. (1988). Human Resource Development, Rawat Publications, Jaipur,
pp.21-39.
29

34. Elliot C(1998) HRD in the United Kingdom, AHRD Conference Proceedings.
Los Angeles. P.231.
35. Harada K.

(1998).

The Japaneses HRD system.

AHKRD conference

proceedings. AHRD, LA.pp.76-84.

36. Cummings T.G. and Worley C.G. (2001).

Organization Development and

Change. South Western College Publishing, Cinicinnatti, p.23.

37. Hilton B. & McLean G.N. (1997). Status of HRD in French Companies. In
R.J.TNadler Toraco (Eds), AHRD conference proceedings, Baton Rouge, LA,
pp.694-701.
38. Kalekar B.D. (1993). Human Resource Development. Northern Book Centre,
New Delhi, p.29.
39. Ghosh A. (1988).

In Khandelwal A.K (eds) HRD in Banks.

Oxfor-IBH

Publishers, New Delhi, pp.ix-x.

40. Gupta C.B (1995). Principles of Management for Bankers. Sultan Chand and
Company, New Delhi, p.33.
41. Rao, T.V. (1991). Readings in HRD. Oxford-IBH Publishing, New Delhi, pp.2021.
42. Thomas J.Chermack, Susan A. Lynham and Wendy E.A.Ruona (2003). Critical
uncertainties confronting HRD.

Advances in Developing Human Resources.

Vol.5, No.3, pp.257-271.

43. Michael Hit, Keats, B.W., & DeMarie, S.M. (1998). Navigating in the New
Competitive Landscape. Academy of Management Executive, (12) pp.22-42.
44. Mcpherson Mervyl. (2006), The role of managers in work life balance
implementation. labour, employment and work in new Zealand.
45. Verma, V. (2007), Work life balance in the corporates, Management excellence
journal, Vol.001, issue.002.
46. Narenderanath Sheena, (2007), Work life balance-the employers perspective,
osmania journal of management.
47. Koizumi, T.(2001), The impact of spillover from work to family on depression,
martial relationship and child rearing stress among Japanese dual-earner couples
with school children, journal of mental health, vol.47, pp.65-75.
30

48. Lewis, S. (2000) Workplace Programmes and Policies in the United Kingdom, in
Haas l., Hwang P. and Russell G. (eds.) Organisational Change and Gender
Equity, London: Sage
49. Lee-Rose,Darren,and
skills,culture

and

pryce,Josephie(2010)Human
industry:Aspects

of

resource

tourism

and

texts,2.channel

tourism
view

publications,54.Bristol ,UK.
50. Greenhaus, J., Collins, K., and Shaw, J. (2003). The relation between work family
balance and quality of life. Journal of Vocational Behavior, 3: 510531.
51. Konrad, A., and Mangel, R. (2000). The impact of work life programs on firms
productivity. Strategic Management Journal, 1(12):1225-1237.
52. Lingard, H., Francis, V. (2009). Managing Work-Life Balance in Construction.
Taylor & Francis Publisher.
53. Siegel, P. A., Brockner, J., Fishman, A. Y., Post, C., & Garden, C. (2005). The
moderating influence of procedural fairness on the relationship between work-life
conflict and organizational commitment. Journal of Applied Psychology , 90(1),
13-24. http://dx.doi.org/10.1037/0021-9010.90.1.13
54. Greenhaus, J. H., Collins, K. M., & Shaw, J. D. (2003). The relation between
work-family balance and quality of life. Journal of Vocational Behavior ,
63(February), 510-531. http://dx.doi.org/10.1016/S0001-8791(02)00042-8
55. Dunne, H. (2007). Putting balance into business: Work life balance as a buiness
strategy for avoiding brain drain. Strategic HR Review, 6(6), 28-31.
http://dx.doi.org/10.1108/14754390780001014
56. Komarraju, M (1997). The Work-family Interface in India, in Parasuraman, S
and Greenhaus, J H (Eds.), Integrating work and family: Challenges for a
changing world, Westport, CT: Quorum Books, 104 -114.
57. Sekaran, U (1986). Significant Differences in Quality of Life Factors and their
Correlates:A Function of Differences in Career Orientations or Gender? Sexroles, 14 (5-6), 261-279.
31

58. Rosenbaum, M and Cohen, E (1999). Equalitarian Marriages, Spousal Support,

Resourcefulness, and Psychological Distress among Israeli Working Women,
Journal of Vocational Behaviour, 54(1), 104-113.
59. Gutek, B A; Searle, S and Klepa, L (1991). Rational versus Gender Role
Expectations for Work-Family Conflict, Journal of Applied Psychology, 76(4),
560-568.
60. Gutek, B A; Repetti, R L Silvera ,D L (1988Non-work Roles and Stress at
Work, in Cooper, C L and Payne, R (Eds.), Causes, Coping and Consequences of
Stress at Work, New York: John Wiley.
61. Hellmund, M. (2012). Work-life balance: Why has it become so popular and
what are its intercultural differences? GRIN Verlag.
62. Caparas, V. (2008). Work-life balance: best practices from family-responsible
employers and executives. Center for Research and Communication Foundation.
63. Holt et. Al. (2006). Balance: Real Life Strategies for Work/Life Balance. Sea
Change Publishing.
64. Clutterbuck, D. (2003). Managing Work-life Balance: A Guide for HR in
Achieving.
65. Ravitch, S., Riggan, M. (2011). Reason & Rigor: How Conceptual Frameworks
Guide Research. SAGE Publications.
66. Flechl, V. (2010). Work Life Balance - A Comparative Study of Women in Senior
Management Positions in Austria, Denmark and Great Britain. GRIN Verlag.
67. Cohen, J. (2009). Your work, your life-- your way: 7 keys to work-life balance.
Julie Cohen Publisher.
68. Paludi, M., Neidermeyer, P. (2007). Work, Life, and Family Imbalance: How to
Level the Playing Field. Greenwood Publishing Group.

32

69. Greenhaus, J. H., and Beutell, N. J. (1985). Sources of conflict between work and
family roles. Academy of Management Review, 10:7688.
70. Kaiser, S., Ringlsletter, M., Eikhof, D. (2011). Creating Balance? International
Perspectives on the Work-Life Integration of Professionals. Springer.
71. A.K.PURWAR (2004) chairman of sbistressing on customer focuson annual
reports of sbi.
72. Ratzon, N., Schejter, T., Alon, E., & Schreuer, N. (2011). Are young adults with
special needs ready for the physical work demands? Research in Developmental
Disabilities, 32 , 371376, ELSEVIER.
73. Bloom, N., Kretschmer, T., & Reenen, John V. (2007). Work-Life Balance,
Management Practices and Productivity. AIM Research Working Paper Series:
056, Advanced Institute of Management Research. ISSN:: 17440009.
74. Wise, S., & Bond, S. (2003). Work-life policy: does it do exactly what it says on
the tin? Women in Management Review, Vol.18 Iss: 1/2, pp. 20-31.
75. Wise, S., & Bond, S. (2003). Work-life policy: does it do exactly what it says on
the tin? Women in Management Review, Vol.18 Iss: 1/2, pp. 20-31.
76. Wetland,D.2003.The

strategic

training

of

employees

model:balancing

organizational constraints and trainng content.In S.A.M Advanced Management

journal,winter,Cincinnati.
77. Noe,R.A 1999.Employee training and development.New York:Irwin Mc Grawhill.Nollen S.1996.Negative aspects of temporary employment .In journal of
labor resource ,v17,n4,pp.562-82.
78. Wiens-Tuers,B.A.2001.Employee attachment and temporary workers.Journal of
Economis issues,march,v35,il,pp.45-48.
79. Clarke,k.f.2001.What businesses are doing to attract and retain employeebecoming an employer of choice. In employee benefits jounal,march,pp.34-37.

33

80. Messmer,M.2000.Orientation programs can be key to employee retention.in

strategic finance ,feb,v81,i8,pp.12-15.
81. Accenture,2001.the

high

performance

workforce:separating

the

digital

economys winners from losers.In the battle for retention accentures study,pp.15.
82. Snell,S.A.&Dean,J.W.1992.Integrated
management-Ahuman

capital

manufacturing

and

perspective.Academy

human
of

resource

management

journal,35(3):467-504.
83. Frazis,H.,Gittleman,M.,Horrigan, M.and joyce,M1998.Results from 1995 survey
of employer- provided training.In Monthly labor review,june ,v121,n6,pp.3-14.
84. Bryman,A.1992

Charisma

and

leadership

publications,newbury,c.a.buchanan,b1975.To

in

organizations.Sage

walk

an

extra

mile:what,s,whens,and whys of organizational commitment.in organizational

dynamics,spring,v75,pp.26-34.
85. Risher,G.,and stopper,W.G.2002.Corporate sponsor forum.Human resource
planning march,v25,il,pp.5-10.
86. Bryant,S.E.2003.The role of transformational and transactional leadership in
creating ,sharing and exploiting organizational knowledge.In jounal of leadership
& Organizational studies spring,v9,i4 pp.32-46.
87. Podsakoff,P.M.,MacKenzie,S.B., and substitutes for leadership as determinants of
employee

satisfaction,commitment,trust

and

organizational

citizenship

behaviiors.In journal of management,v22,pp.259-98.

88. Gumbus,f.l.AND

JOHNSON,c.r.2003.Employee

friendly

initiatives

at

future.leadership survey,certificate and a training matrix,and an annual

performance and personal development review.
89. Nanus,b.1992.visionary leadership :Creating a compelling sense of direction for
your organizational.san Francisco:jossey-bass.
34

90. Kouzes,J.Mand posner,B.Z.1995.The leadership challenge:How to keep getting

extraordinary things done in organizations.san Francisco:jossey-bass.
91. Steyer,j.1998.charisma and the archetypes of leadership.In organization
studies,v19,n5,pp.807-28.
92. Stoner-Zemel,M.J.1988.Visionary leadership,management and high performing
work units:an analysis of workers perceptions,Doctoral Dissertation,university
of Mississippi.
93. Bass,B.M.and Avolio,B.J1995.The Multifactor leadership questionnaire.Mind
garden,paolo alto,ca.
94. Yammarino,F.J and Bass,B.M.,1990.,Transformational leadership and multiple
levels of analysis.Human relations,v43,pp.975-95.
95. Alimo-Metcalfe,B.and Alban- Metcafe,R.J2001.The development of a new
transformational

leadership

questionnaire.Journal

of

occupational

and

organizational psychology,March,v74,il,pp1-5.
96. Podsakoff,P.M.,MacKenzie,S.B., and substitutes for leadership as determinants of
employee

satisfaction,commitment,trust

and

organizational

citizenship

behaviiors.In journal of management,v22,pp.259-98.

97. Hart,Z.P.,Miller,V.D

and

Johnson,

J.R2003.Socialization,resocialization,and

communication relationships in the context of an organizational change.In

communication studies ,winter,v54,i4,pp.483-96.
98. Levine,D1995 Re-inventing the workplace: How business and employers can both
win .washington,DC:Brookings institution.
99. Fourtou,j.

1997.

The

passionate

leader.

Measuring

business

excellence,v21,n2,pp.24-28.
100. Mumford,E. and Hendricks,R1996Business process reengineering .In people
management ,may,pp.24-28.

35

101. TNT,1998., Multidirectional communication structure: skills, recruitment,

appraisal, remuneration employee benefits. In award submission document.
102. Gopinath,C. and Becker,T.E.2000.Communication,procedureal justice, and
employee attitudes: relationships under conditions of divestiture. In journal of
management,v26,pp63-83.
103. Miller,d. and Jangwoo,l.2001. The people make the process: commitment to
employees,

decision

making

and

performance.

In

journal

of

management,march,v27,i2,pp.163-65.
104. Marchington, M. (2000) Team working and employee involvement:
Terminology Evaluation and context in team working .Basingstoke: Macmillan.
105. Mohan, N., & Ashok, J., (2011). Stress

And Depression Experienced by

Women Software Professionals in Bangalore, Karnataka, Global Journal of

management and Business Research, Global Journals Inc. (USA), Vol. 11 Issue:
6, Version 1.0 May 2011.
106. Aziz,S., & Cunningham J., (2008). Workaholism, work stress, work-life
imbalance: exploring genders role. Gender in Management: An International
Journal, Vol.23 Iss: 8, pp.553-566, Emerald Group Publishing Limited.
107. Baral, R., & Bhargava, S. (2010) Work-family enrichment as a mediator
between organisational interventions for work-life balance and job outcomes.
Journal of Managerial Psychology, Vol. 25 Iss: 3, pp. 274-300. Emerald Group
Publishing Limited.
108. Marchington,M.(2000).Team working and employee involvement terminology
evaluation and context in team working. Basingstoke. Macmillan.
109. Kasper, H., Meyer, M., & Schmidt, A. (2005). Managers dealing with workfamily-conflict: an explorative analysis. Journal of Managerial Psychology,
Vol. 20 Iss: 5, pp.440-461. Emerald Group Publishing Limited.

36

110. Fairbrother, K., & Warn, J.

satisfaction.

(2003). Workplace dimensions, stress and job

Journal of Managerial Psychology, Vol 18

Iss: 1, pp. 8-21.

Emerald Group Publishing Limited.

111. Greenhaus, J. H., & Beutell, N.J. (1985). Sources of Conflict between Work and
Family Roles. Academy of Management Review, 10, 76-88.
112. Hall, J.A., Blanch, D.C., Horgan, T.G., Murphy, N. A., Rosip, J.C., & Mast, M.
S., (2009). Motivation and interpersonal sensitivity: Does it matter how hard
you try? Motiv Emot (2009), 33:291-302, Springer Science + Business Media,
LLC. 2009, DOI 10.1007/s11031-009-9128-2.
113. Reynolds, J. (2005). In the Face of Conflict: Work-Life Conflict and Desired
Work Hour Adjustments. Journal of Marriage and Family, Vol. 67, No. 5, pp.
1313-1331,

National

Council

on

Family

Relations.

URL:

http://www.jstor.org/stable/3600315, Accessed: 10/05/2011.

114. Roberts, K. (2007). Work-life balance the sources of the contemporary
problem and the probable outcomes: a review and interpretation of the evidence.
Employee Relations, Vol. 29 Iss: 4, pp. 334-351. Emerald Group Publishing
Limited.
115. Hyman, J., & Summers, J., (2004).Lacking balance?: Work-life employment
practices in the modern economy. Personal Review. Vol.33 Iss: 4, pp.418-429,
DOI: 10.1108/00483480410539498.
116. Gonyea,J.G. and Googins,B.K,1992. Linking the worlds of work and family:
beyond the productivity trap. In human resource management,v31,pp.209-11.
117. Kamerman,S.B and Kahn,A.J1987.The responsive workplace. New coloumbia
university press. Kane, r 2000. Downsizing, TQM, REENGINEERING,
LEARNING ORGANIZATIONAL AND HRM STRATEGY. In Asia pacific
journal of management,v38,n1,pp.26-48.

37

118. Perry-smith,j., and Blum,T.C.2000. Work family human resource bundles and
perceived

organizational

performance.

In

academy

of

management

journal,Dec,v43,i6,pp.1107-12.
119. Lahiry, S.1994. Building commitment through organizational culture. In
training and development, April, 48, pp.50-53.

38