Intro

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1.1 INTRODUCTION TO ROLE CONFLICT
Role conflict occurs when there are incompatible demands placed upon a person such
that compliance with both would be difficult. Persons experience role conflict when
they find themselves pulled in various directions as they try to respond to the many
statuses they hold. Role conflict can be something that can be for either a short period
of time, or a long period of time, and it can also be connected to situational experiences.

Intra-role conflict occurs when the demands are within a single domain of life, such as
on the job. An example would be when two superiors ask an employee to do a task, and
both cannot be accomplished at the same time. Inter-role conflict occurs across
domains of life. An example of inter-role conflict would be a husband and father who is
also Chief of Police. If a tornado strikes the small town he is living in, the man has to
decide if he should go home and be with his family and fulfill the role of being a good
husband and father or remain and fulfill the duties of a "good" Chief of Police because
the whole town needs his expertise."
Conflict among the roles begins because of the human desire to reach success, and
because of the pressure put on an individual by two imposing and incompatible
demands competing against each other. The effects of role conflict, as found through
case-studies and nationwide surveys, are related to individual personality
characteristics and interpersonal relations. Individual personality characteristic
conflicts can arise within personality role conflict where "aspects of an individual's
personality are in conflict with other aspects of that same individual's personality".
Interpersonal relations can cause conflict because they are by definition "having an
association between two or more people that may range from fleeting to enduring,
which can cause that conflict."
Example: "People in modern, high-income countries juggle many responsibilities
demanded by their various statuses and roles. As most mothers can testify both
parenting and working outside the home are physically and emotionally draining.
Sociologists thus recognize role conflict as conflict among the roles corresponding to
two or more statuses".
The discipline of group dynamics in psychology recognizes role conflict within a group
setting. Members of a group may feel that they are responsible for more than one role
within this setting and that these roles may become disagreeable with each other. When

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the expectations of two or more roles are incompatible, role conflict exists. For
example, a supervisor at a factory may feel strain due to his or her role as friend and
mentor to the subordinate employees, while having to exhibit a stern and professional
watchful eye over the employees.

Role Clarity and Role Ambiguity

One of the main causes of role conflict is role ambiguity, which is the lack of certainty
in what a certain role in an organization requires. This can be the result or poor
communication of job duties or unclear instructions from a supervisor. This can lead to
role conflict when there are contradicting ideas as to what tasks are supposed to be
accomplished. Team members can then be uncertain of their role and their teammate’s
roles to the team and team objectives begin to conflict with one another.
The solution to this problem and role conflict as a whole can come from role clarity. As
its name suggests, role clarity is clearly defining roles and objectives so as to reduce
role conflict and role ambiguity. To do this, employers need to clearly communicate
with employees as to the goals of a project. Also, employees should be fully aware of
their role in the group and their responsibilities. It is helpful if one develops and
maintains a working environment where workers have communication and if needed,
feedback can be provided. Encouragement is another form of clarity. If one has a
question or is not clear about a specific role that has been given to them, workers can
communicate. Make sure the person understands their roles and duties to avoid any
mistakes that can occur, and ensure that workers have an up-to-date role so they can
manage their roles accordingly.

Within a workplace
Working with groups – especially in a work or committee setting – can sometimes
result in role conflict if an individual feels that his or her roles are in opposition. These
roles may be in conflict for many reasons. For example, the role taker may
misunderstand the role sender's prescribed tasks or the miscommunication can occur
the other way, as well. If a role taker is seemingly enthusiastic about taking on many
tasks within various roles, this may be communicated to the role sender and he or she
may be given conflicting role requirements. Role conflict can pair with role ambiguity
– a situation in which the expectations of a role are ill-defined – to create role stress,

3
which is detrimental to workplace performance. Role stress has also been linked to
decreased job satisfaction and employee turnover.

To avoid role conflict within a work place, managers should outline specifically the
duties required by an employee to avoid any miscommunication or confusion.
Feedback should also be provided to employees, as this explicitly illustrates if the
role-taker is properly performing the role requirements and can assist the role-taker if
there are any concerns. Steps should be taken to avoid the crossover of potentially
conflicting roles and if two or more roles are required of an employee, these roles
should be separated by time and place if possible.

Work Performance
Role conflict can have many different effects on the work-life of an individual as well
as their family-life. In a study in Taiwan, it was found that those suffering from role
conflict also suffered greatly in their work performance, mainly in the form of lack
of motivation. Those with role conflict did not do more than the bare minimum
requirements at work. There was also a decline in the ability to assign tasks. Having
multiple roles will often lead to job dissatisfaction.

Experiencing role conflict within the work place may also lead to workplace bullying.
When companies undergo organizational change workers often experience either a loss
or a gain in areas of a workers job, thus changing the expectations of the worker.
Change is often very stressful for workers. Workers who might have lost a degree of
power may feel like they lost their authority and begin to lash out at other employees by
being verbally abusive, purposefully withholding work related items, or sometimes
even physically to withhold their status.

Inter-Role
Interpersonal role conflict occurs when the source of the dilemma stems from
occupancy of more than one focal position. For example, as a husband and a father in a
social system a superintendent may think his wife and children expect him to spend
most of his evenings with them. However, his school board and P.T.A. groups, he may
feel, expect him (as their school superintendent) to spend most of his after-office hours

4
on educational and civic activities. The superintendent usually cannot satisfy both of
these incompatible expectations.

Intra-Role
Intra-personal role conflict occurs when an individual in one role believes that others
have many different expectations for him/her in regards to that role. "The school
superintendent, for example, may feel that the teachers expect him to be their
spokesperson and leader, to take their side on such matters as salary increases and
institutional policy. However, the superintendent may feel that the school board
members expect him to represent them, to "sell" their views to the staff because he is
the executive officer and the administrator of school board policies".

Coping
"Inter-role conflict results from competing sets of expectations that are aroused by
organizational, interpersonal, and personal conflicts"The following strategies assist in
modifying and managing these areas.
One response to role conflict is deciding that something has to go. More than one
politician, for example, has decided not to run for office because of the conflicting
demands of a hectic campaign schedule and family life. In other cases, people put off
having children in order to stay on the fast track for career success. Even the roles
linked to a single status can make competing demands on us. A plant supervisor may
enjoy being friendly with workers. At the same time, distance is necessary to evaluate
his staff.
An individual can alter external, structurally imposed expectations held by others,
regarding the appropriate behavior of a person in his or her position. The most effective
alteration is change in the workplace. If the job is a "family-friendly" environment, the
needs of a parent may be met easier. One of the biggest stress-relievers for working
parents is paid time off including family sick days. A parent may feel trapped if he or
she needs to stay home with their child but knows that missing a day of work will, in
return, dock them a day of pay. If they have a few days of paid leave they will be able to
take care of their child and not have to worry about losing money for doing so. Another
workplace support of work-family conflict is child-care. Some jobs have a daycare
facility on site or nearby, assisting parents in knowing their children are well taken care

5
of while they are working. The latter example distributes role expectations to others in
order to alleviate role conflict.
"Another approach involves changing one's attitude toward and perceptions of one's
role expectations, as opposed to changing the expectations themselves. An example is
setting priorities among and within roles, being sure that certain demands are always
met (for example, the needs of sick children), while others have lower priority (such as
dusting furniture)."

Work Family Conflicts

Work–family conflict occurs when there are incompatible demands between the work
and family roles of an individual that makes participation in both roles more difficult.
Accordingly, the conflict takes place at the work–life interface. Conflict
between work and family is important for organizations and individuals because it is
linked to negative consequences. For example, conflict between work and family is
associated with increased occupational burnout and job stress, and
decreased health, organizational commitmentand job performance, or can, on the
other hand, lead to child neglect and broken homes.

Forms of Conflicts
Conceptually, conflict between work and family is bi-directional. Most researchers
make the distinction between what is termed work-to-family conflict, and what is
termed family-to-work conflict. Work-to-family conflict occurs when experiences and
commitments at work interfere with family life, like extensive, irregular, or inflexible
work hours, work overload and other forms of job stress, interpersonal conflict at work,
extensive travel, career transitions, unsupportive supervisor or organization. For
example, an unexpected meeting late in the day may prevent a parent from picking up
his or her child from school. Family-to-work conflict occurs when experiences and
commitments in the family interfere with work life like presence of young children,
primary responsibility for children, elder care responsibilities, interpersonal conflict
within the family unit, unsupportive family members. For example, a parent may need
to take time off from work in order to take care of a sick child, or to witness a
tournament or performance of a child.In addition, work vs family conflicts occurs due a
perception by most efforts that family related challenges by employees lead to low
productivity.

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Although these two forms of conflict—work interference with family (WIF) and family
interference with work (FIW)—are strongly correlated with each other, more attention
has been directed at WIF more than FIW. This may because work demands are easier to
quantify; that is, the boundaries and responsibilities of the family role is more elastic
than the boundaries and responsibilities of the work role. Also, research has found that
work roles are more likely to interfere with family roles than family roles are likely to
interfere with work roles. This is largely attributed to the idea of what Arlie Russel
Hochschild termed "the ideal worker". Hochschild astutely points out that the image
employers have of an "ideal worker" already rests on some unrealistic assumptions
about how the family should operate. Many employers expect that employees with
families have someone tending to everything at home, leaving the worker
unencumbered. Despite the fact that a majority of families in the U.S. are dual earning,
the image of the "ideal worker" persists and causes work–family conflict by demanding
too much of working parents.

Within work-to-family conflict and family-to-work conflict, three subtypes of conflict

have been identified: time-based, strain-based, and
behavior-based. Time-based conflict entails competing time requirements across work
and family roles, strain-based conflict entails pressures in one role impairing
performance in the second role, and behavior-based conflict entails an incompatibility
of behaviors necessary for the two roles

Workaholism
Work can conflict with one's home and family life. However, workaholism can lead to
adverse effects on one's relationship with his or her partner. Workaholism is "an
individual difference characteristic referring to self-imposed demands, compulsive
overworking, an inability to regulate work habits, and an overindulgence in work to the
exclusion of most other life activities (Robinson, 1997)." Workaholism can affect a
person's private life since it includes exclusion of other activities including spending
time with spouses which is significant to any healthy, happy relationship. When there is
a strain on a relationship due to a partner's workaholism, both partners can become
stressed and less supportive of one another resulting in negative behavior.Individuals,
who work a lot to the point of interference with the rest of his or her life, tend to
perceive their family as having less of a strong communication background. These

7
individuals also perceive their families as having family roles that are not as clearly
defined as they would like them to be. Workaholic isn't the only dynamic that can be a
factor in work–family conflicts. Family alone demands enough from an individual, but
in this new millennium where more than one individual or spouse is working to support
a family, the demands of upholding family life and maintaining a career or job are
immense.

Role of Gender
At the top of the organizational hierarchy, the majority of individuals are males, and
assumptions can be made regarding their lack of personal experience with the direct
and indirect effects of work–family conflict.For one, they may be unmarried and have
no thought as to what "normal" family responsibilities entail. On the other hand, the
high-level manager may be married, but his wife, due to the demands of the husband's
position, has remained at home, tending solely to the house and children. Ironically,
these are the individuals creating and reforming workplace policies.

Workplace policies, especially regarding the balance between family/life and work,
create an organizational norm in which employees must fall into. This type of
organizational behavior, according to Dennis Mumby, "contribut[es] in some ways to
the structuring of organizational reality, and hence organizational power."
The reality of what employees experience, specifically in regards to work–life balance,
is a direct result of power operating covertly through ideological controls. This is seen
in the ideological norm of the "ideal worker." Many organizations view the ideal
worker as one who is "committed to their work above all else". "Ideal workers" are
those that demonstrate extra-role behaviors, which are seen as positive attributes.

Alternatively, those who are perceived as having to divide their time (and their
commitments) are seen not as dedicated to the organization. As research has shown, a
manager's perception of a subordinate's commitment to the organization is positively
associated with the individual's promotability. Hoobler et al.'s (2009) findings mirrored
the perceived commitment-to-promotability likelihood.
Often, these perceptions are placed on the female worker. Managers who perceived
their female employees of maintaining high work–family conflict were presumed as not
as committed to the organization, therefore not worthy of advancement. This negatively

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impacts working mothers as they may be "inaccurately perceived to have less
commitment to their organizations than their counterparts, their advancement in
organizations may be unfairly obstructed".

Working mothers often have to challenge perceptions and stereotypes that evolve as a
working woman becomes a working mother. Working mothers are perceived as less
competent and less worthy of training than childless women.[10] Another study,
focusing on professional jobs, found that mothers were 79 percent less likely to be hired
and are typically held to a higher standard of punctuality and performance than
childless women. The moment when she becomes a mother, a working woman is held
at a completely different norm than her childless colleagues. In the same Cuddy et al.
(2004) study, men who became fathers were not perceived as any less competent, and
in fact, their perceived warmth increased.

The ways in which corporations have modelled the "ideal worker" does not compliment
the family lifestyle, nor does it accommodate it. Long hours and near complete
devotion to the profession makes it difficult for working mothers to participate in
getting ahead in the workplace.[6] A Fortune article found that among the most
powerful women in business (female CEOs, presidents and managing directors of
major corporations), 29 percent were childless compared to 90 percent of men who
were parents.

Should a woman seek a position of power within an organization, she must consider the
toll on other facets of her life, including hobbies, personal relationships and families.
As Jeffrey Pfeffer states: "Time spent on the quest for power and status is time you
cannot spend on other things, such as … family…The price seems to be particularly
severe for women". Many executive jobs require a substantial amount of overtime,
which as a mother, many cannot devote because of family obligations.[6] Consequently,
it is nearly impossible for a working mother in a top management position to be the
primary caretaker of her child.[6] Work life balance should be maintained for an
efficient and effective life.
Similar discrimination is experienced by men who take time off or reduce working
hours for taking care of the family. For many employees today—both male and
female—their lives are becoming more consumed with a host of family and other

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personal responsibilities and interests. Therefore, in an effort to retain employees, it is
increasingly important for organizations to recognize the balance.

According to Kathleen Gerson, Sociologist, young people "are searching for new ways
to define care that do not force them to choose between spending time with their
children and earning an income" and "are looking for definition of personal identity that
do not pit their own development against creating committed ties to
others"[14][15] readily. Young adults believe that parents should get involved and support
the children both economically and emotionally, as well as share labor equally. Young
people do not believe work–life balance is possible and think it is dangerous to build a
life dependent on another when relationships are unpredictable. They are looking for
partners to share the house work and family work together. Men and women believe
that women should have jobs before considering marriage, for better life and to be
happy in marriage. Young people do not think their mother's generations were
unhappy. They also do not think they were powerless because they were economically
dependent.

Reducing Conflicts
Work–family conflict can be diminished by establishing family-friendly policies in the
workplace. Certain policies can include telework and telecommuting policies where
employees have the ability to work from home, and schedule flexibility policies where
employees have control over their schedules.

Family-work conflict can also be diminished by establishing workplace family-friendly

policies. Some of these policies include maternity, paternity, parental, and sick leaves,
providing child care options either on-site child care center at the business, references
to close child care centers, or supplemented child care incomes for the families placing
their children in a child care center, and health care insurance.
To allow these policies to work one needs to make sure that your employed managers
and supervisors are supportive and allowing for employees to use the policies.

With advances in technology, individuals who work outside of the home and have
intense schedules are finding a way to keep in touch with their families when they can
not physically be with them. Cell phones and mobile devices make it so that family

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members and loved ones are at the finger tips of working individuals. "Technology has
provided a bit of an upper hand, allowing them unprecedented control and creativity in
maneuvering the tenuous balance between work and family" (Temple 2009).

Beyond Conflicts
Work and family studies historically focus on studying the conflict between different
roles that individuals have in their society, specifically their roles at work, and their
roles as a family member. Recent studies have gone beyond the mere "conflict" view of
work–family relationship and have extended the domain to explaining the "balance"
view of work–family relationship.[23] Boundary theory and border theory are the two
fundamental theories that researchers have used to study these role conflicts. Other
theories are built on the foundations of these two theories.[24] According to an extensive
historical study of work family relationship by Lavassani & Movahedi (2014), the
seven major and commonly suggested theories for explaining work and family
relationships are:[25]

Work-family Segmentation-Integration Continuum[26]

1. structural functioning,
2. segmentation,
3. compensation,
4. supplemental and reactive compensation,
5. role enhancement,
6. spillover, and
7. work enrichment model.

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Chapter 2 rol

12
 REVIEW OF LITERATURE
A review of available literature as related to the subject is an important and integral
part of any research project. A critical survey of the literature on the subject will help
in knowing the aims and objectives, methodology and findings of the previous studies
done in the past. It could serve as a means of exchanging information and also helps
to prevent further duplication of similar research. A review of literature thus helps in
identifying the research gaps of a subject and need for the present study. In this
chapter the researcher has given a detailed literature on the various studies relating to
the present study variables as well as the relationship between the variables such as
Role Conflict, Social Support, Mental Health and Life Satisfaction.

Devi, Shakuntla (2004) conducted a study on ―Role Conflict among Women

Teachers: A Case from India. This research study examined the relationship between
work-family conflict, job satisfaction, and job turnover intention among female
teachers as a case-in-point. Data were obtained from 518 female teachers belonging to
different departments of the University.

Sharma, Anita(2012) developed a Work Life Conflict scale that was used to measure
the employee perception of the degree to which work interferes with family life.

Saranya, S(1967) studies Job Satisfaction that was measured by the job satisfaction
scale which was adapted from the work of Stringer (2006) who used the short form of
the Minnesota satisfaction questionnaire (MSQ)

The job turn over intention scale was adapted from the work of Pare, Trembly and
Lalonde (2001) to assess the job turn over intention of the respondents. The results of
the study revealed that work-family conflict was explained by job satisfaction which
impacts job turnover intention amongst the female faculty. Besides, work-life conflict
and job turnover intention exerted negative indirect effects on the one‘s job
satisfaction. Additionally, job turnover intention was strongly explained by job
satisfaction, and job satisfaction was predicted by work-family conflict.

According to Durham in 1992 conflicts are a result of stress which is a flow of one’s
emotions and behavior which pressurizes our physical reaction.

13
Research work on conflicts came up with a report in 2000 by Enders who examined
working women very carefully and came up with a report that working women face a
lot of difficulties to link their work and family properly.

Duxbery in 2001 tried to emphasize the barriers of working women and came up with
a report that time and energy acts as a great barrier when multiple works participation
are involved.

Lambert et al in 2002 also came up with a similar result that family life conflict in
female teachers leads to job satisfaction

In 2004 Yank and Hawkins cade a comparative study of male and female role
conflicts and reported in their study that in contrast to male employees, the female
employees are liable to experience more role conflicts.

Bryon in 2005 studied about the family and work conflicts and came to a result that
work- family conflicts affects each other. Work conflicts influences family
relationship and family conflicts have an effect on our performance

In 2007 Nadeorn and Metcalf made a detailed study on the causes of work and
family conflict. They reported that work family conflict often arises which leads to
conflict between family and jobs

In 2009 Ogbogu and Erero reported that stress is the main cause which affects the
performance of a person and in 2010 Akintayo reported that since past few years work
load has increased tremendously which has resulted in less time spare with family.

Saravanan, S. (2010) in his study found that the condition of working women in
India and the entire world, in general, is considered to be very distressing. Working
women in general are subject to discrimination at various levels. Hence, the
conditions need to be analysed in depth. Working women employed in various
salaried jobs and professions find that their problems are of three types:
environmental, social and psychological. In each of them, problems emerge due to
strained situations at home and in the work place. They are due to two factors; one is
the inner conflict due to dual commitment and concern, and the other is the practical
difficulty of combining the dual commitment.

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UNESCO, (2010) in its study reported that by 1970, only 5 countries – Swaziland,
Lesotho, Egypt, Seychelles and Botswana – had 50% or more primary school teachers
who were female. In Seychelles 90% of the primary school teachers were female. For
Africa as a whole, less than 1/3 of the primary school teachers were female in 1970
(27%). Between 2005 and 2008, the number of countries with 50% or more primary
school teachers who were female had increased to 18. For Africa as a whole the
percentage of female teachers in primary schools was still just under 50% (47.8%)
and 46.7% for Sub-Saharan Africa. The proportion of female teachers at the primary
or secondary level is an important indicator of gender equality. There is compelling
evidence that an equal number of male and female teachers in schools, has a positive
impact on girls’ enrollment and retention, particularly in sub-Saharan Africa. In the
1970s, data were available for 28 out of the 53 countries. Between 1970 and 1975,
only Seychelles had a proportion of female secondary school teachers higher than
50%. Zimbabwe and Lesotho came 2nd with the percentage of female secondary
school teachers at 40.3% and 45.3% respectively. Between 2004 and 2008, thirteen
countries were doing relatively well, with the percentage of female secondary school
teachers reaching 40% and above. These included: Algeria, Botswana, Cape Verde,
Egypt, Kenya, Lesotho (64%), Mauritius (57%), Namibia, Seychelles (56%), South
Africa (52%), Zambia, and Tunisia.

Role conflict can have many different effects on the work-life of an individual as well
as their family-life. In a study in Taiwan, it was found that those suffering from role
conflict also suffered greatly in their work performance, mainly in the form of lack
of motivation. Those with role conflict did not do more than the bare minimum
requirements at work. There was also a decline in the ability to assign tasks. Having
multiple roles will often lead to job dissatisfaction.

Experiencing role conflict within the work place may also lead to workplace bullying.
When companies undergo organizational change workers often experience either a loss
or a gain in areas of a workers job, thus changing the expectations of the worker.
Change is often very stressful for workers. Workers who might have lost a degree of
power may feel like they lost their authority and begin to lash out at other employees by
being verbally abusive, purposefully withholding work related items, or sometimes
even physically to withhold their status.

15
Need scope objectives

16
 NEED, SCOPE AND OBJECTIVES OF THE STUDY

3.1 Need of the Study

The brief study on review of literature revealed the fact that number of studies have
been carried out in the area of role conflict but in Indian context, still a wide gap exist
in the research field with particular stress on the same aspect. In order to fill the
research gap the need aroused to study of role conflict among women teachers.

3.2 Scope of the Study

The Scope of the study was limited women employees of J.D. Public School, Victor
Model School, British Olivia School in Jalandhar Cantt. area.

3.3 Objectives of the Study

The objectives of the study are:-
1. To study the perception of respondents regarding various work life issues.
2. To study the kind of role conflicts respondents face in their life.
3. To study the consequences of role conflicts.
4. To study the suggestive of role conflicts.

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Reserach

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4.1 RESEARCH METHODOLOGY
Research is a procedure of logical and systematic application of the fundamentals of
science to the general and overall questions of a study and scientific technique, which
provide precise tools, specific procedures, and technical rather philosophical means
for getting and ordering the data prior to their logical analysis and manipulation
different type of research designs is available depending upon the nature of research
project, availability of manpower and circumstances.
According to D. Slesinger and M. Stephenson research may be defined as” the
manipulation of things, concepts or symbols for the purpose of generalizing to extend,
correct or verify knowledge, whether that knowledge aids in the construction of
theory or in the practice of an art”. Thus it is original contribution to the existing stock
of knowledge of making for its advancement.

4.1.1 Research Design

Research Design is a blueprint or framework for conducting the marketing research
project. It specifies the details of the procedures necessary for obtaining the
information needed to structure and solve marketing research problem. The research
design used in study is descriptive research. Descriptive research is that type of
research in which one can explain what had happened and what is happening, but
cannot change the variables; like in this study stress management in insurance sector
is done.

4.1.2 Sampling Design

The following factors have to decide within the scope of sample design:
i) Sample Size: A sample of minimum respondents was selected from various
private banks. An effort has been made to select respondents evenly. The
survey was carried out on 20 respondents.
ii) Sample Unit: It indicates who is to be surveyed. The researcher must define
the target population that will be sampled. In this project sampling unit is the
women teachers working in Lawrence International School, Victor Model
School, British Olivia School

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iii) Sampling Technique: For the purpose of research convenient sampling is
used. Employees working in different divisions of various banks have been
approached to get the questionnaire filled.

4.1.3 Data Collection

There are two types of data sources. :
Secondary data:
It includes information which had already been collected by someone else and which
had already been passed through the statistical process. In this case one is not
confronted with the problems that are usually associated with the collection of
original data. Secondary data either is published data or unpublished data.
Secondary data was collected through internet.
Primary data:
It includes information collected afresh and for the first time, and thus happen to be
original in character. It is the backbone of any study. It was obtained from
respondents that are executives of each department with the help of widely used and
well-known method of survey, through a well-structured questionnaire.

4.1.4 Limitations of the study

 The questionnaire was filled by 20 women teachers of different designations. So
the point of view of employees differs as per their designations.
 The employees from whom the questionnaires are filled are in a heavy workload
so some of the questionnaires filled by the employees who are in stress cannot be
called reasonable.
 The responses of the employees cannot be accurate as the problem of language
and understanding arises. (These problems are not in all cases.)
 One of the other problems of questionnaire is the cost. Some times it may be
possible that even by spending so much the result may not be reasonable.
 Many a times the employees may not be really conscious or may not be bothered
about the questionnaire. This may create a problem in the research.

20
Data analysis

21
 DATA ANALYSIS AND INTERPRETATION
The data has been processed and analyzed by tabulation interpretation so that findings
can be communicated and can be easily understood. The findings are presented in the
best possible way. Tables and graphs had been used for illustration of findings of the
research.

Table 5.1: Demographic Profile of Respondents

Demographics No. of Respondents Percentage
Age
25-35 years 4 20
35-45 years 8 40
45-55 years 4 20
Above 55 years 4 20
Total 20 100
Gender
Female 20 100
Total 20 100
Income (Rs.)/month
Below 30,000 10 50
30,000-50,000 8 40
Above 50,000 2 10
Total 20 100

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Q1. Are you satisfy with working hours and is it fits with your private life?
Table 5.2 Satisfaction With Working Hours
Satisfaction No. of Respondents Percentage
Highly Satisfied 3 15
Satisfied 4 20
Neutral 5 25
Highly Dissatisfied 5 25
Dissatisfied 3 15
Total 20 100

Figure 5.1 Satisfaction With Working Hours

15 15

Highly satisfied
Satisfied
20 Neutral
25 Highly dissatisfied
Dissatisfied

25

Analysis and Interpretation

From the above table and graph it is quite clear that 15% respondents are highly
satisfied, 20% are satisfied with working hours. 25% are neutral, but 25%
respondents are highly dissatisfied and 15% respondents are dissatisfied with the
working hours.

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Q2. Do you feel that you are able to balance your work life?
Table 5.3 Able to Balance Your Work Life
Response No. of Respondents Percentage
Yes 6 30
No 14 70
Total 20 100

Table 5.2 Able to Balance Your Work Life

30

Yes
No

70

Analysis and Interpretation

From the above table and graph it is quite clear that 30% respondents are able to
balance their work life and 70% respondents are not able to balance their work life.

24
Q3. How much time you spend on domestic activities?
Table 5.4: Time spend on Domestic Activities
Particulars No. of Respondents Percentage
Less than 2 hours 5 25
2-3 hours 6 30
3-4 hours 5 25
4-5 hours 3 15
More than 5 hours 1 5
Total 20 100

Figure 5.3: Time spend on Domestic Activities

15 25

Less than 2 hours

2-3 hours
3-4 hours
4-5 hours

25 More than 5 hours

30

Analysis and Interpretation

From the above table and graph it is quite clear that 25% respondents spend less than
2 hours on domestic activities, 30% respondents spend 2-3 hours, 25% respondents
spend 3-4 hours, and 15% respondents spend 4-5 hours. Only 5% respondents spend
more than 5 hours on domestic activities.

25
Q4. Do you usually miss out quality time with your family and friends because
of pressure of work?
Table 5.5: Miss Out Quality Time with Your Family and Friends
Preference No. of Respondents Percentage
Frequently 10 50
Sometimes 6 30
Occasionally 3 15
Rarely 1 5
Never 0 0
Total 20 100

Figure 5.4 : Miss Out Quality Time with Your Family and Friends

5 0

15

Frequently
Sometimes
50 Occasionally
Rarely
Never
30

Analysis and Interpretation

From the above table and graph it is quite clear that 50% respondents frequently miss
out quality time with your family and friends because of pressure of work, followed
by 30% respondents sometimes, and 15% respondents occasionally. Only 5%
respondents rarely miss out quality time with your family and friends because of
pressure of work.

26
Q5. What is the factor that causes stress among different level of employees?

Table 5.6: Stress Causing Factors Among Different Levels Of Employees

Factors No. of Respondents Percentage
Role overload 8 40
Role underload 6 30
Interpersonal Relationship 6 30
Total 20 100

Figure 5.5: Stress Causing Factors Among Different Levels Of Employees

30

40
Role overload
Role underload
Interpersonal Relationship

30

Analysis and Interpretation

It is observed from the survey that for most of the respondents of all the level of
employees role overload is the major stress causing factor; the second place goes to
the role under load and then comes the inter personal relationship

27
Q6. What kind of stress in job do you suffer among different employees?

Table 5.7 Kind of Stress in Job among Different Employees

Particulars No. of Respondents Percentage
Physical 6 30
Mental 6 30
Both 8 40
Total 20 100

Figure 5.6 Kind of Stress in Job among Different Employees

30

40
Physical
Mental
Both

30

Analysis and Interpretation

It is found from the survey that 30% of them suffer physical stress, 30% of them
suffer mental stress and the remaining of them suffers from both the stress.

28
Q7. Which kind of role conflict do you face in your life?
Table 5.8: Kind of Role Conflict You Face in Your Life
Hindrance No. of Respondents Percentage
Work Family Conflicts 7 35
Family Work Conflicts 8 40
Role Ambiguity 5 25

Total 20 100

Figure 5.7: Kind of Role Conflict You Face in Your Life

25

35

Work Family Conflicts

Family Work Conflicts
Role Ambiguity

40

Analysis and Interpretation

From the above table and graph it is quite clear that according to 35% respondents
face work family conflicts, 25% respondents face role ambiguity and 40%
respondents face family work conflicts.

29
Q8. What are the consequences of role conflicts?

Table 5.10: Consequences of Role Conflicts

Particulars SA A N DA SD Score Rank

Reduced work commitments 12 10 20 8 0 124 4

Marital Conflict 15 15 15 5 0 110 2

Loss of Self Esteem 8 12 20 5 5 137 7
Reduced Performance 20 15 15 0 0 95 1
Family Tension 10 15 10 10 5 135 6
Physical Disorders 12 15 13 5 5 126 5
Reduced Job Satisfaction 15 15 10 5 5 120 3

Analysis and Interpretation

From the above table and graph it is clear that majority of respondents agreed that
role conflicts leads to reduced performance, marital conflict and reduced job
satisfaction with rank1, rank2 and rank3.

30
Q9. What are the suggestive measures of role conflicts?

Table 5.10: Suggestive Measures of Role Conflicts

Particulars SA A N DA SD Score Rank

Delinking issues an drawing 10 15 10 10 5 135 6

boundaries
Favorable attitude of husband and 15 15 15 5 0 110 2
in laws
Encouraging flexible work system 20 15 15 0 0 95 1
Changing secondary status of 12 15 13 5 5 126 5
women
Favorable attitude of peers 15 15 10 5 5 120 3
Launching of government schemes 8 12 20 5 5 137 7
Educating women about their rights 12 10 20 8 0 124 4

Analysis and Interpretation

From the above table and graph it is clear that majority of respondents agreed that
encouraging flexible work system, favorable attitude of husband and in laws and
favorable attitude of peers are important measures of role conflicts.

31
Findings

32
6.1 FINDINGS OF THE STUDY

After conducting the study on “Work Life Balance Among Bank Employees” the
findings were as follows.
 Very few respondents are highly satisfied, 20% are satisfied with working hours.
25% are neutral, but 25% respondents are highly dissatisfied and 15% respondents
are dissatisfied with the working hours.
 Few respondents are able to balance their work life and 70% respondents are not
able to balance their work life.
 Few respondents spend less than 2 hours on domestic activities, 30%
respondents spend 2-3 hours, 25% respondents spend 3-4 hours, and 15%
respondents spend 4-5 hours. Only 5% respondents spend more than 5 hours on
domestic activities.
 Half of respondents frequently miss out quality time with your family and
friends because of pressure of work, followed by 30% respondents sometimes,
and 15% respondents occasionally. Only 5% respondents rarely miss out quality
time with your family and friends because of pressure of work.
 It is observed from the survey that for most of the respondents of all the level of
employees role overload is the major stress causing factor; the second place goes
to the role under load and then comes the inter personal relationship
 few of them suffer physical stress, 30% of them suffer mental stress and the
remaining of them suffers from both the stress.
 About 35% respondents long working hours hinder them in balancing work and
family commitments followed by 30% respondents say lack of support from
family, 25% respondents say meeting/training after office. The remaining 10%
respondents say lack of support from boss hinders them in balancing work and
family commitments.
 It is quite clear that according to 35% respondents face work family conflicts,
25% respondents face role ambiguity and 40% respondents face family work
conflicts.
 It is clear that majority of respondents agreed that role conflicts leads to reduced
performance, marital conflict and reduced job satisfaction with rank1, rank2 and
rank3.

33
 It is clear that majority of respondents agreed that encouraging flexible work
system, favorable attitude of husband and in laws and favorable attitude of peers
are important measures of role conflicts.

34
conclusion and recommendations

35
7.1 CONCLUSION OF THE STUDY

Women face a dual role all over the world. This dual role leads to work family
conflicts. There are several expectations from her both in the family as well as in her
profession. The two expectations demand two different women in a single woman.
For pursuing her roles successfully, she has to work with a strict routine having
greater physical and mental ability to deal with critical situations in time. In conflicts
between job and family, the role of family dominates over the role of job. However
there are some women who give priority to their jobs to maintain their strong
commitments to job and to maintain their economic conditions.

It is observed that employees are somehow able to manage their personal and
professional life. Majority of respondents are dissatisfied with the working hours.
Only few respondents spend more than 5 hours on domestic activities. For most of the
respondents of all the level of employees role overload is the major stress causing
factor; the second place goes to the role under load and then comes the inter personal
relationship. It is quite clear that according to 35% respondents face work family
conflicts, 25% respondents face role ambiguity and 40% respondents face family
work conflicts. Majority of respondents agreed that role conflicts leads to reduced
performance, marital conflict and reduced job satisfaction. Encouraging flexible work
system, favorable attitude of husband and in laws and favorable attitude of peers are
important measures of role conflicts.

36
7.2 RECOMMENDATIONS OF THE STUDY
After conducting the research the main recmmendations are as follows:
 Employershavelittleenthusiasmforgreatercodificationofemployees’policieswhichrestrictwo
rkingtime,puttingemphasisonliberaldoctrinesofemployees’choice(toworklonghours)andfre
edomofmarket.However,thegovernmentmayencourageemployerstooffergreater
flexibilityto
employees.Inconsequence,timeflexibleprescriptions(flexi-time;part-timeworking)havebeen
offeredbyemployersasthemostcommonprescriptiveapproachtoprovidebalancebetweenwork
andlifefortheir employees.
 Ofcourse,strain-basedconflictisalsooperativeatthelevelinterpersonalrelationships.therelatio
nshipbetweenanemployeeandhisorhersupervisorwasasignificantsourceofstressforemployed
parents.Supervisorywork-familysupportisevidencedbyknowledgeofbenefits,flexibilityinre
spondingtothespill-overoffamilyissuesintotheworkplace,andaperceptionthatprovidingsuchs
upports ispart of the role of supervisor.
 Employeeswithstrongertraditionalfemaleattitudeswillperceivestrongerwork-familyconflict
andtheywillfocusonfamilysupportroleoffamilyratherthansupportofsupervisorthatassistthem
withfamilyorientedsupporttohelpthemtohandletheirwork-familyconflict.Inthisway,futurere
searchesarerecommendedtousethisfactorinorder to clarifythe impact that has on
work-familyconflict.
 Work-familysupportfromsupervisorcouldhelpemployeesdecreasingtheirwork-familyconfli
ct.So,ifgovernmentorganizationsprovidetrainingoractivitiesfortheirmanagerstobecomesupp
ortivesupervisors,maybeanalternativeforemployees’work-familyconflictwill be introduced.
 Practicessuchasparentalleave,domesticleaveandflexibleworkcanbedesignedexclusivelytom
akefamilylifeeasierandthereforemakeworkeasierfirstlythrough addressingfamilyrole
conflicts.
 Banks should conduct work life balance seminars. Seminars on work/life balance
can help employees understand its importance and find ways to achieve it. Such
seminars teach employees how to better manage their workloads, eliminate
unproductive work habits, get sufficient exercise and negotiate more flexible work
conditions that meet their needs.

37
38
 REFERENCES

 Devi, Shakuntla (2004). Role Conflict among Women Teachers.

Commonwealth Publishers : New Delhi
 Gokula krishnan, A. and Ramesh, M. (2013). Work Family Conflict among
Women Academician: A Case from Chennai. IJEMR, 3 (6), 1-14. Retrieved
from www.aeph.in on 23-04-2016 Greenhaus, J. H., and Beutell, N. J. (1985).
Sources of conflict between work and family roles. Academy of Management
Review, 10(1), 76-88. Retrieved from http://www.jstor.org/stable/258214 0n
23-11-2014
 Lakshmi, K. Santhana and Gopinath, S. Sujatha (2013). Work Life Balance of
Women Employees - With Reference To Teaching Faculties. Abhinav
International Monthly Refereed Journal of Research In Management &
Technology, 2, 53-62.
 Raji, Navdeep Singh, Toor, Guneet and Kaur, Supreet (2013). Study of Job
Satisfaction of Elementary School Female Teachers in Relation to Teaching
Attitude and Family Structure. GianJyoti E-Journal, 3 (2), 65-72. Retrieved
from www.gjimt.ac.in/GianJyotiE-Journal.htm on 26-04-2016
 Saranya, S. (2015). Consequences of conflict between work and family among
primary school female teachers in Chennai city. EPRA International Journal
of Economic and Business Review, 3 (6), 151-155.
 Sharma, Anita (2012). Work-Family Conflict and Job Satisfaction:
Moderating Effects of Gender and the Salience of the Family and Work Roles.
Advances in Asian Social Science,1 (1), 151- 161
 Sumangala, V and Ushadevi, V. K. (2009). Role Conflict, Attitude towards
Teaching and Job Satisfaction as Predictors of Success in Teaching.
Edutracks, 8 (9), 25-30.
 Ushadevi, V.K. (2008). Role Conflict and Success in Teaching among
Secondary School Women Teachers of Kerala. Experiments in Education,
XXXVI (5), 5-9.

39
QUESTIONNAIRE

40
 QUESTIONNAIRE

Dear respondent,
I am an MBA student of AIMTC, Jalandhar is
conducting a survey on the topic ““A Study of Role Conflict Among Women
Teachers” as a part of our curriculum. Your cooperation is required in this endeavor
and we assure that the following questionnaire will not take much of your time.

DEMOGRAPHIC PROFILE

Name: _______________________________
Age
Less than 20 years 20-40 years
40-60 years More than 60 years
Gender
Male Female
Bank Name : ________________________________
Designation:
Manager Executive
Supervisor

Q1. Are you satisfy with working hours and is it fits with your private life?
Highly Satisfied [ ] Satisfied [ ]
Neutral [ ] Highly Dissatisfied [ ]
Dissatisfied [ ]

Q2. Do you feel that you are able to balance your work life?
Yes [ ] No [ ]

Q3. How much time you spend on domestic activities?

Less than 2 hours [ ] 2-3 hours [ ]
3-4 hours [ ] 4-5 hours [ ]
More than 5 hours [ ]

41
Q4. Do you usually miss out quality time with your family and friends because
of pressure of work?
Frequently [ ] Sometimes [ ]
Occasionally [ ] Rarely [ ]
Never [ ]

Q5. What is the factor that causes stress among different level of employees?
Role overload [ ] Role underload [ ]
Interpersonal Relationship [ ]

Q6. What kind of stress in job do you suffer among different employees?
Physical [ ]
Mental [ ]
Both [ ]

Q7. Which kind of role conflict do you face in your life?

Work Family Conflicts
Family Work Conflicts
Role Ambiguity

Q8. What are the consequences of role conflicts?

Particulars SA A N DA SD

Reduced work commitments

Marital Conflict
Loss of Self Esteem
Reduced Performance
Family Tension
Physical Disorders
Reduced Job Satisfaction

42
Q9. What are the suggestive measures of role conflicts?

Particulars SA A N DA SD

Delinking issues an drawing boundaries

Favorable attitude of husband and in laws
Encouraging flexible work system
Changing secondary status of women
Favorable attitude of peers
Launching of government schemes
Educating women about their rights

43