RESEARCH REPORT

ON

A COMPARATIVE STUDY OF WORK LIFE BALANCE

OF EMPLOYEE'S JOB SATISFACTION IN PRIVATE AND
PUBLIC BANKS IN MATHURA REGION
SUBMITTED IN THE PARTIAL FULFILLMENT
TOWARDS THE AWARD OF
MASTER OF BUSINESS ADMINISTRATION

(2012 14)

UNDER THE SUPERVISION OF

SUBMITTED BY,

Ms. SHEFALI GARG

ASHUTOSH MISHRA (128410029)
HARSHITA GURU (128410052)

INSTITUTE OF BUSINESS MANAGEMENT

GLA UNIVERSITY, MATHURA

DECLARATION
This is to certify that Report entitled A COMPARATIVE STUDY OF WORK
LIFE BALANCE OF EMPLOYEES JOB SATISFACTION IN PRIVATE AND
PUBLIC BANKS which is submitted by me towards partial fulfillment for the
requirement of the award of degree master of business administration from G L A
University MATHURA AND VARINDAVAN comprises only my original work
and due acknowledgement has been made in the text to all other material used.

Date:
MISHRA

ASHUTOSH

CHAPTER 1
INTRODUCTION

INTRODUCTION

Work-life balance is a concept including proper prioritizing between "work" and

"lifestyle".
Worklife balance is having enough time for work and enough to have a life, thus
the work life balance. Related, though broader, terms include "lifestyle balance"
and "life balance". In todays work environment a better balance between work and
life is increasingly desired by workers. Desire for a better work-life balance has
become one of the growing concerns in contemporary society
Employees report that they are more productive and more engaged in their work
when there are able to balance the demands of work with other aspects of their
lives. Improvements in physical and mental health are also associated with
workplace flexibility. Below is evidence linking flexible work options to employee
and family well-being.
Work life and personal life are the two sides of the same coin. According to various
work /life balance surveys, more than 60% of the respondent professionals
surveyed said that are not able to find a balance between their personal and
professional lives. The paper highlights how employee balances the professional
life and personal life in hectic work environment. They have to make tough choices
even when their work and personal life. Giving enough time to family has become
greater concern for employees in the modern corporate world and employers also
should think what should be done to keep employees free of family issues and
concentrate on work. Traditionally creating and managing a balance between the
work-life was considered to be a womens issue. But increasing work pressures,
globalization and technological advancement have made it an issue with both the
sexes, all professionals working across all levels and all industries throughout the
world. Achieving work-life balance is not as simple as it sounds.
Work life and personal life are inter-connected and interdependent. Spending more
time in office, dealing with clients and the pressures of job can interfere and affect
the personal life, sometimes making it impossible to even complete the household
chores. On the other hand, personal life can also be demanding if you have a kid or
aging parents, financial problems or even problems in the life of a dear relative. It
can lead to absenteeism from work, creating stress and lack of concentration at
work. This paper is a yet another attempt against the highly increasing work hours
that Indian organizations seem to demand and expect in the course of time and
what problems are faced by employees working in banks and how they can be
encountered..

research shows that flexible work arrangements may reduce stress because
employees working flexibly are more satisfied with their jobs, more satisfied with
their lives, and experience better work-family balance. Overall, employees who
have a high work-life fit fare much better than employees who have moderate or
low levels of work-life fit. They are more highly engaged and less likely to look for
a new job in the next year, and they enjoy better overall health, better mental
health, and lower levels of stress.
Participation in formal arrangements that involve flextime promotes a sense among
workers that they have the discretion to fit job-related responsibilities into their
broader lives, and this discretion contributes to less stress and burnout Similarly, a
study of employees in a large multinational company found that greater levels of
flexibility were associated with better health: that is, with less self-reported stress
and strain, and better physical health.
Spillover is a process by which attitudes and behavior carry over from one role to
another. Spillover between work and family life can be regarded as negative (i.e.,
work-family conflict) or positive (work-family enhancement). "These two
dimensions of spillover might co-exist to some degree. For example, a job that
provides a high degree of negative spillover in the form of long hours and
psychological stress carryover into home life, at the same time, could provide a
high degree of positive spillover in the form of family financial security and
opportunities for personal growth that make for a better family member."
The National Study of the Changing Workforce (NSCW) conducted by the
Families and Work Institute found that employees in more flexible workplaces
exhibited less negative spillover between work and family life. This was found to
have benefits for both employers and employees.
For employers: less negative spillover from life off the job to work that
impairs productivity;
For employees: less negative spillover from work to life off the job that
reduces the quality of personal and family life.
A meta-analysis of 60 published studies in the United States and Canada showed
that employees who have higher job involvement or job stress or spend more time
at work have more work interference with their family life than family interference
with their work. However, employees who had more schedule flexibility at work
experienced less spillover of work stress into the home.
Work-family balance has two dimensions: work interference with family and
family interference with work. Characteristics of the job and the workplace can

have a positive or negative effect on family life, while aspects of an employee's

family situation can affect the employee's performance and attitudes toward work.
(Byron, 2005) The availability of a variety of flexible work arrangements can help
employees maximize work-family balance, which benefits both the employee and
the employer.
A recent study of the effects of the availability of schedule flexibility at work on
the work-to-family interface found that flexible schedules reduced work-family
conflict for women, but not for men. Schedule flexibility provided employees with
the opportunity to minimize work-family conflict, as well as to promote workfamily enrichment and improve functioning and performance at work and home.
A study of managers employed in workplaces in five different countries found that
employees working in an environment viewed as more family supportive
experienced lower levels of work-family conflict. Reduced work-family conflict
was in turn related to greater job and family satisfaction, followed by greater
overall life satisfaction.

Work life issues

The Extension organization has a long tradition of professional service to clientele,
often at a cost of sacrifice to family and self. The results of a national study
indicated that work/life issues are of great concern. Employees identified the most
critical work/life challenges as: 1) a heavy work load, 2) evening and weekend
time commitments, and 3) lack of control or job autonomy. The recommendations,
based on this study, urged Extension administrators throughout the organization to
reduce the workload and time requirements of county-based professionals and
contended that policies needed to be consistent within the national Extension
system.

DEFINITION OF BANK
The Oxford dictionary defines the Bank as,
An establishment for the custody of money, which it pays out, on a
customers order.
A bank is a financial institution and a financial intermediary that accepts deposits
and channels those deposits into lending activities, either directly by loaning or
indirectly through capital markets. A bank links together customers that have
capital deficits and customers with capital surpluses.
Due to their influential status within the financial system and upon national
economies, banks are highly regulated in most countries. Most nations have
institutionalised a system known as fractional reserve banking, in which banks
hold only a small reserve of the funds deposited and lend out the rest for profit.
They are generally subject to minimum capital requirements based on an
international set of capital standards, known as the Basel Accords. Banking in its
modern sense evolved in the 14th century in the rich cities of Renaissance Italy but
in many ways was a continuation of ideas and concepts of credit and lending that
had its roots in the ancient world. In the history of banking, a number of banking
dynasties have played a central role over many centuries.
PUBLIC SECTOR BANKS
Public sector banks are those banks that are owned by the government. The
government owns these banks. In India 20 banks were nationalized in 1969and
1980 respectively. Social welfare is there main objective.
PRIVATE SECTOR BANKS
These banks are those banks that are owned and run by private sector.
An individual has control over these banks in proportion to the shares
of the banks held by him.

BANKS PROFILE:-PRIVATE SECTOR BANK

ICICI BANK
ICICI Bank was established by the Industrial Credit and Investment Corporation of
India, an Indian financial institution, as a wholly owned subsidiary in 1955. The
parent company was formed in 1955 as a joint-venture of the World Bank, India's
public-sector banks and public-sector insurance companies to provide project
financing to Indian industry. The bank was initially known as the Industrial Credit
and Investment Corporation of India Bank, before it changed its name to the
abbreviated ICICI Bank. The parent company was later merged with the bank.
ICICI Bank launched internet banking operations in 1998.
ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public
offering of shares in India in 1998, followed by an equity offering in the form of
American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired the
Bank of Madura Limited in an all-stock deal in 2001 and sold additional stakes to
institutional investors during 2001-02.
In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group,
offering a wide variety of products and services, both directly and through a
number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the
first Indian company and the first bank or financial institution from non-Japan Asia
to be listed on the NYSE.
In 2000, ICICI Bank became the first Indian bank to list on the New York Stock
Exchange with its five million American depository shares issue generating a
demand book 13 times the offer size.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with
ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank

in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002 and
by the High Court of Judicature at Mumbai and the Reserve Bank of India in April
2002.
In 2008, following the 2008 financial crisis, customers rushed to ICICI ATMs and
branches in some locations due to rumours of adverse financial position of ICICI
Bank. The Reserve Bank of India issued a clarification on the financial strength of
ICICI Bank to dispel the rumours.

ICICI Bank is India's largest private sector bank with total assets of Rs. 5,367.95
billion (US$ 99 billion) at March 31, 2013 and profit after tax Rs. 83.25 billion
(US$ 1,533 million) for the year ended March 31, 2013. The Bank has a network
of 3,611 branches and 11,162 ATMs in India, and has a presence in 19 countries,
including India.
ICICI Bank offers a wide range of banking products and financial services to
corporate and retail customers through a variety of delivery channels and through
its specialised subsidiaries in the areas of investment banking, life and non-life
insurance, venture capital and asset management.
The Bank currently has subsidiaries in the United Kingdom, Russia and Canada,
branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and
Dubai International Finance Centre and representative offices in United Arab
Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our
UK subsidiary has established branches in Belgium and Germany.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and the
National Stock Exchange of India Limited and its American Depositary Receipts
(ADRs) are listed on the New York Stock Exchange (NYSE).

STATE BANK OF INDIA

The roots of the State Bank of India lie in the first decade of 19th century, when
the Bank of Calcutta, later renamed the Bank of Bengal, was established on 2 June
1806. The Bank of Bengal was one of three Presidency banks, the other two being
the Bank of Bombay (incorporated on 15 April 1840) and the Bank of Madras
(incorporated on 1 July 1843). All three Presidency banks were incorporated as
joint stock companies and were the result of the royal charters. These three banks
received the exclusive right to issue paper currency till 1861 when with the Paper
Currency Act, the right was taken over by the Government of India. The
Presidency banks amalgamated on 27 January 1921, and the re-organised banking
entity took as its name Imperial Bank of India. The Imperial Bank of India
remained a joint stock company but without Government participation.
Pursuant to the provisions of the State Bank of India Act of 1955, the Reserve
Bank of India, which is India's central bank, acquired a controlling interest in the
Imperial Bank of India. On 1 July 1955, the Imperial Bank of India became the
State Bank of India. In 2008 the government of India acquired the Reserve Bank of
India's stake in SBI so as to remove any conflict of interest because the RBI is the
country's banking regulatory authority.
In 1959, the government passed the State Bank of India (Subsidiary Banks) Act,
which made eight state banks associates of SBI. A process of consolidation began
on 13 September 2008, when the State Bank of Saurashtra merged with SBI.
SBI has acquired local banks in rescues. The first was the Bank of Behar (est.
1911), which SBI acquired in 1969, together with its 28 branches. The next year
SBI acquired National Bank of Lahore (est. 1942), which had 24 branches. Five
years later, in 1975, SBI acquired Krishnaram Baldeo Bank, which had been

established in 1916 in Gwalior State, under the patronage of Maharaja Madho Rao
Scindia. The bank had been the Dukan Pichadi, a small moneylender, owned by
the Maharaja. The new banks first manager was Jall N. Broacha, a Parsi. In 1985,
SBI acquired the Bank of Cochin in Kerala, which had 120 branches. SBI was the
acquirer as its affiliate, the State Bank of Travancore, already had an extensive
network in Kerala
State Bank of India has an extensive administrative structure to oversee the large
network of branches in India and abroad. The Corporate Centre is in Mumbai and
14 Local Head Offices and 57 Zonal Offices are located at important cities spread
throughout the country. The Corporate Centre has several other establishments in
and outside Mumbai, designated to cater to various functions. Our
Colleges/Institutes/Training Centres are the seats of learning and research and
development to spread the wings of knowledge not only to our employees but also
other banks/establishments in India and abroad.
The Corporate Accounts Group is a Strategic Business Unit of the Bank set up
exclusively to fulfil the specialised banking needs of top corporates in the country.
State Bank of India has 191 foreign offices in 36 countries across the globe. State
Bank of India invites you to take a journey to understand the potential of not just a
large but truly global organisation.
The Bank is actively involved since 1973 in non-profit activity called Community
Services Banking. All our branches and administrative offices throughout the
country sponsor and participate in large number of welfare activities and social
causes. Our business is more than banking because we touch the lives of people
anywhere in many ways.

NEED OF STUDY
Psychologists define life balance as a division of energy between the different
aspects of a person's life, especially family, friends and work. A few driven
individuals are happiest when focused on one element of their lives, but most
people need to find a balance. Too much emphasis on work frequently results in
feelings of loneliness and frustration. But not enough emphasis on work prevents
your employees from advancing and you from getting needed work done.
Acknowledging each employee's efforts to strike a balance allows you to be part of
the solution. Job satisfaction typically increases with improved life balance, which
in turn increases employee loyalty, creativity and productivity.

OBJECTIVE OF THE STUDY

To find out the factors affecting of work life balance on job satisfaction.
To study the way to improve quality of work life in public and private sector
banks.
To gain an insight into current working time policies and practices, as well
as work-life balance.
To find out the balance between the employees personal life as well as
professional work life.

LITERATURE REVIEW
The literature on Work-life balance with different prospective are studied and
available, in recent years, there has been an increased interest in work family
interface in the human resource management literature, especially regarding the
sources and outcomes of conflict between these two spheres. A number of studies
have addressed this issue from different perspectives. Greenhaus and Beutell
(1985) and Greenhaus et al. (1989) examined the antecedents of conflict between
family and work, Goodstein (1994) and Ingram and Simons (1995) presented an
institutional perspective on organizations responses to work-family issues. In
addition, Campbell,Campbell and Kennard (1994) have studied the effects of
family responsibilities on the work commitment and job performance of women.
The work-family issue is even further expanded to address the relationship of
business-marriage partners (Foley & Powell, 1997). Rebbecca Bundhun quotes in
The National (2009), an Abu Dhabhi National Paper 1that Women and men
generally have a different perception of what the "life" part of the balance involves.
For women it tends to be devoting more time to family, while for men it is
spending more time pursuing personal interests. She also quoted the paper of Dr
Katty Marmenout, a research fellow at the INSEAD School in Abu Dhabi with his
words that work-life balance is not simply about equally dividing the time spent
on one's work and personal life, but establishing a harmony that reflects an
individual's priorities. So, this allows for acceptance of the happy workaholic or
the satisfied stay-at-home mum or dad. "How can we measure or evaluate worklife balance? The best indicator would be that it should feel right," she said.
Whereas researcher Murphy and Doherty (2011) revealed that it is not possible to
measure work-life balance in an absolute way as there are personal circumstances
which influence the way that is perceived but establishing a harmony that reflects

an individuals priorities whereas employees must draw a firm line between their
home and work lives and be confident that the line is in the right place (Harvard
Business Review, page184). Hyman and Summers (2004) classified seven major
problems which are associated with current practices over work-life balance these
are unevenness of adoption across different sectors and organizations, lack of
formalization of policies at organizational level, restricted employee voice over the
introduction and implementation of policies , policies are primarily to meet
business needs rather than those of employees, there is no evidence of reduction in
working hours, tangible and intangible work intrusions into domestic life ,
domestic responsibilities are still conducted primarily by women irrespective of
their employment status. Researcher Vloeberghs (2002) revealed that there is a
need for a practical instrument to measure the present situation of work- life
balance. However, as revealed by the researchers Eikhof et. al. (2007), the current
work-life balance policies are narrow-minded in terms of addressing the needs and
aspirations of employees but there is need for its realization as reflected in Emerald
article, Human Resource Management International Digest, Vol.12 Iss: 7 (2004)
which emphasized that the employers are realizing for its responsiveness and take
inventive in trying to meet employee expectations for flexible benefits that help
with their work-life balance. Miller (1978) emphasized that earlier the work life
used to begin at age 16 and end at age 70 and now begins at 20 and ends at 62 for
most of the working personals. However, restrained effects of the increase in
average length of life over the last 80 years may be associated with certain changes
in work- life history as more people reach the older ages with their health to permit
them to enjoy leisure and image of the retirement years. In-spite of that changing
view of marriage like relationships also affects work-life balance as many women
are no longer expecting lifelong partners, and
consequently they stress the importance of acquiring skills and qualifications as
stated by researcher Lewis et al. (1999) whereas in contradiction to the above
Milkie and Peltola (1999) stressed that happier marriages are related to a greater
sense of success in balancing work and family. Higgins et al.(1992), Hochschild
(1989), Kelley and Voydanoff (1985), Hochschild (1989) Thompson & Walker
(1989) revealed that working women face well-documented conflicts due to their
continuing role as primary caretakers for their homes, children, and/or elderly
parents being women's greater responsibility for children and other family
members and they experience more interruptions than men resulting common

household problems. However, at family front researcher Milkie and Peltola (1999)
stated that one will feel less successful in achieving their own work-family balance
if spouse has to do the smaller portion of housework whereas Kiecolt (2003) found
that who find work a haven spends no more hours at work than those with high
work-home satisfaction.

Employee work satisfaction/Job Satisfaction and WLB

1. (Hartline and Ferrell 1996).
The researchers have found that when employees perceive that management is
genuinely concerned for their wellbeing as well as the well-being of customers,
they experience higher levels of job satisfaction and exhibit stronger commitment
to their organization.
2. (Reichheld and Teal,1996; Rhoades, Eisenberger, and Armeli 2001).
One of the researchers while examining the impact of rewards and recognition on
job satisfaction and motivation of in a sample of Pakistani sample employees
defines employee work satisfaction (job satisfaction) as a pleasurable positive
emotional state as a result of work appraisal from ones job experiences.
3.(Gruneberg, 1979; Danish & Usman, 2010).
In another study conducted in a Pakistani sample the term job
satisfaction is defined as an overall feeling about ones job or career in terms of
specific facets of the job or career .
4.(Thompson, Thompson & Orr, 2003; Nadeem, & Abbas, 2009).
Job satisfaction formulates the employee more considerate and
concerned for the organization .
5. Frone, M, Russell, M. and Cooper, M. (1992).
Antecedents and outcomes of work-family conflict: Testing a model of the workfamily interface.

RESEARCH METHODOLOGY

SAMPLE SIZE:
The study sample constitutes 50 Respondents constituting in the research.
25- Public sector
25-Private sector
Types of Data:
we use primary as well as secondary data. Some data will be
take from internet, some will be gather through questionnaire.
RESEARCH DESIGN

Exploratory
Desciptive

REFERENCES

1. Human resource Management: Gary Dessler |

2. Human Resource and Personnel Management: K Ashwatappa. |
3. http//www.Businesslink.
gov.uk |
4. http//www.Bpoindia.org |
5. http//BPO watch India news desk |
6. http//www.NASSCOM.com |
7. http//www.Citehr.com |
8. http//www.thehindubusinessline .com |