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Impact Of Family Friendly Policy On Employees Job Satisfaction And Turnover Intention In
Ayaz Khan
Usman Ashiq
ACKNOWLEDGMENT
All Praise to Allah. First and foremost we thank Allah, the Generous, for having finally
made this effort a reality. we praise Him because if it were not for His Graciousness, it would
never materialize.
We extremely grateful to our course instructor Mr. M.M.Irfan, who spent a lot of
valuable time with us and gave all the related information and expertise very generously about
related courses.
We are thankful to ABL and its employees who provide the platform to complete our
Special Thanks to Mr.Bilal Ahmed without his contribution and guidance this project
At last I, express my deepest gratitude to all those who contributed directly or indirectly
to bring this report to this final format, because I would never have been able to achieve this by
myself.
ABSTRACT
Impact of Family Friendly Policies
This is an educational research paper basically to understand the effect of job stress on
employees. The major objective of the study is to under stand the impact of family friendly
comprehended that most of the employees wanted to have five day work policy implemented in
the bank as they are stressed out due to long working hours.
The purpose of this study is to look at the impact of family friendly policy on
Research Questions
1) There is positive relationship between family friendly policies and employees’ job
satisfaction.
turnover intention.
intention.
intention.
Impact of Family Friendly Policies
Literature Review:
Rapid industrialization and economic investments have given Pakistan an exposure to better
and improved life styles and living standards. Information blast has unveiled many previously
neglected spheres of better, healthier and longer lives. At the same time, the line dividing family life
and work life has gradually blurred. Pakistan being a collectivist country, has always shared the
norms and values of male breadwinner/ female-homemaker model.
Work-Life Conflicts
Work-life conflicts exist when the line separating the work and personal/family activities
becomes diffused and blur. This work-life conflict can originate in the home or in the work
environment (Frone, Yardley, & Markel, 1997). Work-life conflict is often the result of having too
many things to do and too little time in which to do them (Greenhaus & Beutell, 1985; Voydanoff,
2002) since work schedules tend to be less flexible than personal schedules Eagle, Miles, & Icenogle
(1997). Consequently Greenhaus & Parasuraman (1999) found work is more likely the cause of
work-to-life conflicts. Work and life can not be treated as separate domains. Changes in one almost
always affect the other. Spending more time with family, for instance should require spending less
time working. The above situation becomes grimmer when according to some writers irrespective of
the antecedents of the work-life and life-work conflicts; an increase in one typically leads to an
increase in the other (Frone et al. 1997).
Work Hours: Work hours can be defined as, “the result of the interplay of three factors:
hours per week demanded by the employer, hours per week desired by the worker and the
institutional and legal environment”. Long work hours may impair personal health and jeopardize
safety both directly and indirectly (Spurgeon, Harrington and Cooper, 1997).
Impact of Family Friendly Policies
Elder & Child Care: Leaving children at day care or home while parents work may
result in serious concerns like safety, health, learning, supervision and nurturance. The findings of
Bailyn et al., (n.d.) suggested that families alone cannot change the structure of careers nor alter the
availability of child care. And when families experience crises, whether financial or personal,
external supports are needed.
It is widely believed that workers with preschool or grade school children will be
especially interested in reducing their hours, particularly if they (like many women) are
responsible for child care and household tasks. On the contrast, the desire for fewer work hours of is
only weakly related to having children (Clarkberg & Moen, 2001; Jacobs & Gerson, 2000; or an
employed spouse (Jacobs & Gerson, 2000).
One of the most dramatic demographic changes of the past thirty years has been the surge
of women, including mothers, into the workforce. This social revolution has given rise to a
feminist critique of existing workplace structures geared to an "ideal worker" who is able and
willing to devote himself single-mindedly to paid employment (Williams 2000).
Calling for reforms that make it easier to combine employment with family life, critics
seek to create a workplace that is more welcoming to employees with family responsibilities
(Williams 2000; Hochschild 1989, 1997).The "wish list" of features for the new family-friendly
workplace includes, among other things, shorter, more predictable, and more flexible working
hours; new part-time and job-sharing options; time off for emergencies and child care;
guaranteed leave with job security for childbearing and child rearing; child care subsidies and tax
breaks; and on-sight day care options (Alstott 2004; Jacobs and Gerson 2004).
The calls for reform have created dilemmas for private actors and for governments alike.
Corporations in their function as employers must confront the issue of whether and how to ease
the difficulties employees experience in discharging their duties on the job and at home.
Governments must decide how to intervene. They must determine whether and when to enact
regulations forcing private actors to accommodate family needs (Amy 2004). Private actors and
Impact of Family Friendly Policies
governments must also grapple with how and to what extent to mitigate the disadvantages that
commonly accrue to individuals who fall short of the traditional "ideal worker" model. One
particularly nettlesome issue is how pro- posed reforms should affect compensation and
prospects for promotion and advancement. Although there is widespread acceptance that pay
should reflect hours worked, it is unclear how work rewards and career trajectories should be
adjusted to reflect differential use of family-friendly policies (Amy 2004).
In developing approaches that could show the way to family-friendly reform, one
important consideration is whether proposed workplace changes are efficient or more
efficient than existing arrangements. If the answer to this question is positive, it follows
that proposed reforms will increase net social welfare, which will make society better off overall
(Amy 2004).The workplace is a highly interactive setting. Workers and manager do not operate
in isolation. Each participant's behavior affects the well- being of others who work in the same
firm or even the same industry. Payoffs or rewards to workers depend on what other workers do
and on the range of choices that firms offer. Any particular move will tend to set off responses in
other work- place actors (Estlund 2003).
The study of turnover recognizes that one action for individuals who are trying to get
away from an undesirable work situation is to look first within the current organization (Alfred,
1967), and then beyond to other organizations. Recent research has supported the inclusion of
movement within as well as across organizations in turnover research (Ellen, 1984). According
to Todor (1980) evidence shows that workers transfer jobs to get away from an undesirable work
situation. Individuals who did transfer or who requested transfer were less satisfied and had a
greater intention to quit than did employees who had remained on the same job and not requested
a transfer. At certain levels of performance, job satisfaction, for example, would be more
strongly related to turnover than at other levels of performance (Ellen, 1984). However from a
practical standpoint, the potential influence of job performance in the prediction of turnover is
significant (Ellen, 1984).
The most obvious consequence of turnover is the energy and expense of finding
replacement personnel. When someone leaves an organization others must be recruited, screened
through some selection mechanism, and finally hired. If large numbers of people leave an
organization on a regular basis, the organization will most likely have adapted to this
consequence by retaining full-time specialists in recruitment and selection, thereby increasing its
administrative intensity (Kasarda, 1973).
JOB SATISFACTION
Measuring job satisfaction for organizational assessment, for example, work design or
organizational climate, would be questionable. Instead, based on the trait-like character of job
Impact of Family Friendly Policies
satisfaction, one would tend to follow suggestions to use individuals' job satisfaction in
personnel selection procedures (Staw et al, 1986) because highly satisfied people would be also
satisfied in the future. Job satisfaction may be affected by emotion-related personality traits
because job satisfaction has been equated with a pleasurable emotional state (Locke,1976).The
working conditions in turn affect job satisfaction. In other words, the effect of personality
dispositions on job satisfaction is mediated by working conditions. This may either take place via
self-selection and career decisions made by the individual or by selection and promotion by the
organization (Dormann & Zapf, 2001).
In contrast to other mechanisms, the usefulness of job satisfaction for evaluation purposes
is not threatened if selection due to personality dispositions applies because job satisfaction is a
reaction to working conditions (Dormann & Zapf, 2001).
Independent
Moderating Variable
Family Friendly
Positiv
Policies
Job
1) Five day work
week Positiv
2) Flextime
Positiv
3) Family Leave
Turnover
Dependent
Impact of Family Friendly Policies
FINDINGS
Demographic variables and data analysis
Gender
Q
Gender
S.No. Q No. No.
25
D1 D1 20
1 Male 24 15 1 Male
10 2 Female 2 Female
2 Female 10
5
0 1 Male
Q No.
Age
S.No. Q No.
AGE
D2
1 Less 25 9
15 1 Less 25
2 26-30 13 2 26-30
10 c 3 31-35
3 31-35 7
4 36-over 4 36-over
5 3 31-35
4 36-over 5 2 26-30
0 1 Less 25
Q No.
Impact of Family Friendly Policies
D3 D3 16
14 1Int er
2 Dip
1 Inter 0 12
3 Bech.
10
4 Mast ers
4 Master s
2 Dip 1 8
6 3 Bech.
3 Bech. 16 4
2 Di p
2
1 Inter
4 Masters 17 0
Q No.
Marital status
S.No. Q No. Q No.
Maritial Status
D5 D5
No Child 17
18
16 1Single
One 8 14 2 Mar ried
12 3 Divorced
Two 5 10 4 Widow
8 4 Widow
Three 2 6 3 Divorced
4 2 Married
2
More 2 0 1Single
Q No.
1 Less 2 13 6%
6%
2 2 to 4 7
3 5 to 7 7 15%
No Child
4 8 to 10 3 One
49% Two
Three
5 More 10 4
More
24%
Impact of Family Friendly Policies
Tenure At Bank
S.No. Q No. Q No. Tenure at BANK
D6 D6
1 Less 2 13 14
Less 2
12
2 2 to 4 7 2 to 4
10
5 to 7
3 5 to 7 7 8 8 to 10
6 More 10 More 10
4 8 to 10 3 8 to 10
4
5 to 7
2 2 to 4
5 More 10 4 Less 2
0
Q No.
Has your company implemented the five-day work week policy in workplace?
S.No. Q No. Q No.
Five Day Work Week
A1 A1
1 Yes 1
35
2 No 33
30
25 1 Yes
20
2 No
15
2 No
10
0
1 Yes
Q No.
Impact of Family Friendly Policies
If NO, is there any plan that the policy will be implemented in your company within the
coming two years?
S.No. Q No. Q No.
A1 A1
30
1 Yes 0
25
2 Don’t 28 1 Yes
20
2 Don’t
3 No 6 15
3 No
10 3 No
5
2 Don’t
0 1 Yes
Q No.
In your opinion, do you support the implementation of five-day work week policy in
the workplace?
How will you spend your leisure time during weekend?
A2ai A2ai
10
1 Highest
1 Highest 9 8
2 High
6
2 High 7 3 Neither
4 5 Low est
3 Neither 4 3 Neither 4 Low
2
5 Lowest 0
Impact of Family Friendly Policies
A2aii A2aii
1 Highest 8 12 1 Highest
10 2 High
2 High 12 8
3 Neither
6
4 Low
3 Neither 3 5 Lowest
4 4 Low 5 Low est
3 Neither
4 Low 1 2 2 High
0 1 Highest
5 Lowest 3 Q No.
Continuing Education
S.No. Q No. Q No. Continue Education
A2aiii A2aiii
12
1 Highest 4
10
1Highest
2 High 11 8
2 High
6 3 Neit her
3 Neither 6 5 Lowest 4 Low
4 4 Low
5 Lowest
3 Neit her
4 Low 3 2 2 High
0 1Highest
5 Lowest 3 Q No.
A2aiv A2aiv
14
1 Highest 4 12
1 Highest
10
2 High 13 2 High
8
3 Neither
3 Neither 8 6 5 Lowest
4 Low
4 Low
4
4 Low 1 3 Neit her 5 Low est
2 2 High
0 1Highest
5 Lowest 1
Q No.
Impact of Family Friendly Policies
Family Leaves
14
1 Provided 18 12
10
2 Don't Know 1 8
6 3 Not Pr ovided
Compassionate leave
Q
Com passionnate Leaves
S.No. Q No. No.
A3b A3b 25
1 Provided 22 20
1 Pr ovi ded
15
Don’t 2 Don’ t Know
3 Not pr od.
10
3 Not pr od.
2 Know 5
5 2 Don’ t Know
Q No.
3 prod. 7
Impact of Family Friendly Policies
2 Don’t
A3c A3c
16 3 Not provided
14
1 Provided 16 12
10
2 Don’t 11 8
4
3 Not prod. 6 2
A3d A3d 25
1 Provided 25 20
2 Don’ t
10 3 Not pr od.
Not 3 Not pr od.
5 2 Don’ t
3 prod. 8
1 P r ovi ded
0
Q No.
Impact of Family Friendly Policies
A4a
16
Provided 16 14
12 Ser i es1
10 Ser i es2
Don’t 8
Ser i es3
6
S3
Know 7 4
S2
2
S1
0
Not Q No.
Provided 11
Provided 6
14
Don’t Know 14 12
10 Ser i es1
Not Ser i es2
8
Ser i es3
Provided 14 6
S3
4
S2
2
S1
0
Q No.
Impact of Family Friendly Policies
A4c
Provided 4 30
Don’t Know 3 25
Series1
20
Not Series2
Series3
15
Provided 27
10 S3
S2
5
0 S1
Q No.
Flextime
A5a A5a
25
Provided 8
20
Don’t 2
15 Pr ovi ded
Don’ t
Not prod. 24 10
Not pr od.
Not pr od.
5 Don’ t
Pr ovi ded
0
Q No.
Impact of Family Friendly Policies
Provided 23
20
Don’t 1
15 Provided
Not prod. 10 Don’t
10
Not pr od. Not prod.
5 Don’ t
Pr ovi ded
0
Q No.
Work at home
Q
Work at Home
S.No. Q No. No.
A5c A5c 30
1 Provided 5 25
20
P r ovi ded
2 Don’t 1 15 Don’ t
Not pr od.
10 Not pr od.
Not
Don’ t
5
Q No.
A5c A5c
30
1 Provided 5 25
20
2 Don’t 1 Pr ovi ded
15 Don’ t
Not pr od.
Not 10 Not pr od.
Don’ t
5
3 prod. 28
Pr ovi ded
0
Q No.
Impact of Family Friendly Policies
Listed below are statements describing employees’ job satisfaction towards their career. For each
statement, please circle one response to indicate your level of agreement or disagreement.
Q No. Q No.
Work Hours Satisfaction
B1 B1
Strongly Agree 6 16
14
15 Strongly Agree
Agree 12
Neither agree nor Agree 10
5 8
disagree
Neither agree nor 6
disagree Disagree
Disagree 3 4
Disagree
2
Strongly Disagree 5
0 Strongly Agree
Strongly Disagree
1
B2 B2
Co workers
Strongly
20
Agree 14
Stro ngly A gree
Agree 19 15
A gree
Strongly
20
1 Agree 16 Strongly Agree
Agree
15
2 Agree 14 Neither agree nor disagree
Disagree
10
Neither agree Strongly Disagree Strongly Disagree
Disagree
1
Strongly
5 Disagree 1
1 Strongly Agree 1
20
2 Agree 16
Strongly Agree
15
Neither agree nor Agree
Neither agree nor disagree
3 disagree 9 10
Disagree
Disagree
4 Disagree 4 5 Strongly Disagree
Result
Majority of the participants were male. The major age segment was 26-30 . Major
employees has a master degree. 49% employees had no libality regarding child care. While 24%
had one child to care. Majority of the bank employees had less than two year in bank.
On asking 95% of employees said that they do not have 5 day work policy. On asking
90% of employees had know idea if 5 day week policy will be implemented in the near future.
People focuced of family issues more than any thing. How ever low age span had
education as the priority. Most people also wanted to enjoy life on the weekends.
Family leaves had a conflicting result mainly due to different departments. Where the
ratio was 2:1. Many people agreed that they get compassionate eaves.There was no consensus of
the Maternity leave issue as male participants were un aware of the policy, however majority
agreed that they get maternity leaves.There was a unanimous agreement of paid sick leaves.
Talking about professional counseling half the employees agreed that they get some sort
of professional counseling. In the form of different training courses and refresh courses. Howerer
majority disagreed that they have any sort of employee wellbeing programs. 90% of the
employees disagreed when we asked them that if the company provides fitness centers.
Flex Schedules are provided in the bank as 80% disagreed, however some departments
such as marketing department’s employees agreed that they do have flex schedule. 67% of the
Impact of Family Friendly Policies
employees highly agreed that they are provided with job sharing facility. Work at home was
unanimously disapproved as it was allow by the bank but 90% of the employees prefer finishing
their work at office. Part time jobs are not allowed. It was surprising to notice that the results
showed that many employees are satisfied with their working hours.
Employees are satisfied with their co-workers.Most of Employees are satisfied with their
supervisors. Most of employees are satisfied with their salary package, they are getting what they
are expecting.
Impact of Family Friendly Policies
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