The Research Report Committee BBA Certifies that this is the Approved

Version of the following research report

APPROVED BY

Supervisor

Mr Imran K. Junejo
 Declaration

This is to declare that we have done this research venture individually and we have not
duplicated any data from some other distribution, site, book or some other source. We looked for
assistance from our administrator in the zones where we required help. Just the data required to
lead this proposal paper was taken and have been referenced legitimately with references in the
research paper.

1) This Research paper has been conducted with the support of our institute SZABIST Larkana. ,
Our supervisor Mr. Imran khan junejo.

2) We thus declare that each group member from our thesis group contributed and took an
interest similarly to make this thesis an important and learning paper.

Name of Student Student Reg No Signature

Mahwish Khuhro 1211137

Sumera Hussain 1311165

 Acknowledged

First of all, we are all thankful to Almighty Allah whose gifts on us made us able to write this
thesis.
Furthermore, we would like to pay incredible appreciation to our respectable and valued
supervisor Mr. Imran Khan Junejo,under his supervision we generally felt welcome to learn and
undertake this thesis project . Research was seemed tough with the help of supervision and
direction of Mr. Imran Khan Junejo it’s become easy for us to write this research

Thirdly, it’s also our duty to thanks those one sources that contributed for to this thesis report.
 Abstract

The purpose of research is to know how the impact of WLB and SS on ER the current literature
was audited to find reasons that would impact employees positively or negatively affect towards
supervisor support, survey was conducted through dispersed questionnaires to employees of
keeping banking sector of Larkana to gather information for this research . SPSS software package
was utilized to current research data graphically to test research hypothesis sample size is 175 data
is collected through survey.
Table of Contents
Chapter one .................................................................................................................................................. 1
1.1 Introduction ............................................................................................................................................ 7
1.2 Background .......................................................................................... Error! Bookmark not defined.
1.3 Research problem ............................................................................................................................... 9
1.4 Objective ............................................................................................................................................. 9
1.5 Scope ................................................................................................................................................... 9
1.6 Assumptions ......................................................................................... Error! Bookmark not defined.
1.7 Limitations........................................................................................................................................... 9
Chapter two ................................................................................................................................................ 10
Literature review......................................................................................................................................... 10
2.1 Understanding the work life of balance: .......................................................................................... 10
2.2 Definitions of work life of balance .................................................................................................... 10
2.3 Factors of work life of balance .......................................................................................................... 11
2.4 Benefits of Work life of balance........................................................................................................ 11
2.4 Employee Retention.......................................................................................................................... 12
2.5 Retention factors stay or leave ......................................................................................................... 13
2.5.1 Compensation ............................................................................................................................ 13
2.5.2 Job characteristics ...................................................................................................................... 14
2.5.3 Training and development ......................................................................................................... 14
2.5.4 Supervisor support ..................................................................................................................... 14
2.5.5 Career development opportunities ........................................................................................... 14
2.5.6 Work life of balance ................................................................................................................... 15
2.6 Supervisor support ............................................................................................................................ 15
2.7 Perceived organizational support ............................................................ Error! Bookmark not defined.
2.8 Understanding of supervisor support ............................................................................................... 15
2.9 Workplace social support ................................................................................................................. 16
2.10 Supervisor support in Career development.................................................................................... 16
Chapter three .............................................................................................................................................. 16
3.1 Research Methodology ......................................................................................................................... 18
3.2 Procedure .......................................................................................................................................... 18
3.3 Population ......................................................................................................................................... 18
3.4 Sample Size ....................................................................................................................................... 18
3.5 Measurement / Instrument Selection .............................................................................................. 18
3.6 Theoretical framework ........................................................................ Error! Bookmark not defined.
3.7 Objective .............................................................................................. Error! Bookmark not defined.
3.8 Hypothesis............................................................................................ Error! Bookmark not defined.
3.9 Plans of Analysis ................................................................................... Error! Bookmark not defined.
3.10 Software Employed ............................................................................ Error! Bookmark not defined.
References .................................................................................................................................................. 19
 Chapter one

1.1 Introduction

The term work life balance was coined in 1986 in America (R, 2003). Nowadays work life balance
become major challenge for organizations and as well as for employees (Sturges, 2004) it is
focused in various researches and practices (Woodward, 2007) work-life balance is defined as
satisfaction and good functioning at work and at home with a minimum of role conflict (Clark,
(2000).) The scope of work life balance that individual balances their both work place and family
role. Work life imbalance results negative behaviors such as job burnout, tiredness and their
commitment will decreased in the organization and they do not perform well (Lingard, 2007) WLB
imbalances job dissatisfaction, which tends to negative feedback such as low engagement at work
place. (Crossman, 2003). Nowadays so many organizations focused friendly zone environment so
they comfort their employees at work place so they balance their personal and professional life.
(Kossek E. E., 2010) Employee retention is important nowadays in every organization because
hiring qualified employees is need of every organization to run business and achieve goals.
(Greenhaus J. H., 1987 ) Supervisors are the representative of the organization with their support
employees perform good and easily achieve their target goals. Employee’s perception about
supervisors in the work place is the one who remain fair and promote them without gender
discrimination. Because support from supervisor is important in the retention. (Greenhaus J. H.,
1987) . Supervisor support is defined as the extent to which leaders value their employees,
contributions about well-being. Supervisor support known as critical issue of the organizations
because it is good source for employees decreasing stress and increase positive performance
(Carlson D. , 1999). Supervisor made commitments and job satisfaction (Casper, 2011) . Those
employees who got appreciation from supervisors at work place, so as result they perform their
duties well, with responsibility and it creates positive feedback between supervisor and employee
relation (Eisenberger S. &., 2006)
1.2 Background

Work life balance define as the commitment of employees with their work and family, so that how
they balance both in same way (Langford, 2008). The balance between work and other life domains
means that some workers will sacrifice some degree of their work-life to allow more time for other
areas of life. Employess will feel more motivated when they balance both their life in same
equilibrium position if their supervisor is supportive and being friendly with them, if there is good
work life balance policies in the organization are clear so that employees will perform well his/her
duties and easily achieve their work place targets and get attach and remain retain (Döckel, 2003).
Retention is the vital role in the organization, and organizations made such type of environment
so they retain their qualified for long period of time, or that different work places they offer them
rewards, salaries. Bonuses etc. (Chaminade, 2007). Supervisor support facilities employees level
of affective commitment so they perform their duties well (Maimunah, 2015) supervisor support
leads employees through job satisfaction and motivation. (Shriesheim, 1975).

Work life balance

Work life balance defines to the objective of both managers and employees to strike a balance their
personal and work place, so they perform good within the organization and achieve their
objectives. (Singh, 2011)

Supervisor support

Supervisor support is define that supervisor care about their workers and help them to resolve
work family issues, and provide them such facilities so they may feel free to work and balances
their personal and professional life. (Hammer L, 2009)

Employee retention

Retention is the ability to remain qualified employees for longer, organizations need highly
qualified employees and do not want resigning from them (Jhonson, 2000)
1.3 Research problem
When individuals spend so many hours at work place and go through less with their families, so
they cannot balance their personal and professional life. Employees in banking sector sacrifice
some degree of their personal and social commitments due to job demands and work nature. It is
believed that such circumstances play major role in employee’s retentions at workplace.
Supervisor support

Therefore, this research aims to investigate what impacts employee retentions in banking sector.

1.4 Objectives

 To analyses relationship among work life balance and supervisor support on employee
retention.
 To examine the impact of supervisor support and employee retention
Research Questions
1. What is relationship between work life balance on employee retention?
2. What is relationship between supervisor support on employee retention?
3. What is impact between work life balance on employee retention?
4. What is impact between supervisor support on employee retention?

1.5 Scope
This study aims to examine impact of Work life balance, Supervisor Support and Employee
Retention. This research is good and beneficial for employees of in the private banking sector of
Larkana because through th
 Chapter two

Literature review

2.1 Work Life Balance

The word work-life balance is normally utilized as more far comprehensive expression to describe
polices that have been previously termed 'family-friendly’ but are now stretched beyond the scope
of the family. WLB alludes to the flexible working arrangements that permits the both guardians
and non-guardians to avail of working activities that give a balance between work obligations and
individual duties (Redmond, 2006). WLB has involved significance impact for the individuals
who need to balance their career, families and furthermore take part in different events and people
might inspire to responsibility in satisfaction of survives (Gregory, 2009). Disagreements and
happiness in life have main task which is called WLB, todays is viewed by way of subject that
concern for work environment (lackwood, 2003).

2.2 Definitions of work life of balance

The numerous perspectives for WLB alludes a few word balance proposes that effort isn't vital to
life and infers a basic exchange off among 2 domains (Milner, 2009).

As indicated by (2011), WLB alludes towards motivating, of portion of the staffs and mangers
sense of balance among struggle also individual commitment .WLB shows chance give to persons
irrespective their age or on the other gender to consolidate job and family, duties, another hand
(Conrad, 2009). Matching job and life as the effective arrangement bringing together occupation,
household, education, interests in addition to different responsibilities and feeling of self-
actualization. Accomplishing offset begins through the prioritization of individuals desires with
industry and surveying the prioritized objects based on mutual judgment. Considerate assurance is
the main component in characterizing the WLB ( (Kinjerski, 2004).
2.3 Factors of work life of balance
(Downes, 2011) Indicates that work-life practices differ from impressively. WLB observes five
segments. Those classifications contain, 1) flexible work strategies and place or telecomm uniting
work distribution, flexi places as well as vacation.

 Flexiable work strategies: Adjusting beginning the work and completing period, flexiable
time helps staffs to adapt the work and household duties.
 Flexi place or teleworking: Incorporates at work in a such place which is closest to work
distribution: includes tasks input among 2 workers.
 Part-period flexiplace: Incorporates at work distribution and utilizing the various area
positioned to the appropriate place closet to their home .

2.4 Benefits of Work life of balance

WLB are very critical issue for HR (Doherty, (2004).) In constrant (Downes, 2011)
expressed that WLB is a basic planned professional. Company values that motivates or
impose times of efforts of mangers have slight of concern the workers prosperity and
well-being and large work capacities to make a work life encounter for workers. (Todd,
2004).
Organizations execute the WLB programs must be good possibility fermenting their
employees. Best-practices look into shows different advantages for implementing WLB
strategies (Lockwood, 2003).
 The benefits of WLB:
 Improved business picture
 Improved efficiency
 Reduced disease rate
 Decreased push and up graded work fulfillment
 Up graded workers confidence and employment fulfillment
 Value-added parity of work and family life
 Diminished worker expenses and social insurance costs related with pressure
 Enriched enrollment and expanded retention

WLB helps staffing and retaining controls absence and furthermore has an influence in improving
overall well-being that containing having more joyful clients and helped by empowered staffs.
One can enhance his/her capacity of work-life balance by evaluating needs as far as work and
individual way of life and constructing the mutual judgment with the mangers dependent on
strategy and achieving promise to keep up a stable (Kelly and Kalev, 2006).

2.4 Employee Retention

Characterize retention as "The effort by employer to keep desirable experts with the end goal to
meet business targets". Retention is the capacity to hold on to those employee you need to keep,
for longer than your rivals (Hodson, 2004). Retention should to be examine something other than
a single level of impact on employee retention to emerge at various levels (Johnson, 2000).
Retaining is measured as multi facted segments of company human asset polices . It starts with
the enlisting of opportune individuals that holds with working motivation to keep them included
and committed to the organizations (Mahal, 2012). Employee retention is a concern for some
organizations. It is difficult to replace the staff, and frequently the people who leave and take
exclusive information that is difficult to replace. ER is an idea that isn't simply retaining a single
or some employees but it is future of retaining competitive sustainability of most actual man
power-key asset of any organizations (Lawler III, 2001). The way of retaining key employees
lies on the company capacity of supporting workers by understanding and offering an explanation
to their inherent motivators. It is important for employees to see a positive and esteeming state of
mind of the company toward them with in order to have more inspiration for stay in the
organization. Such conditions for employee retention depends on social exchange of theory,
which holds that exchange connections among employer and employees goes past exchange of
in different assets, for example: cash, data and administration. It additionally includes social trade
of socio enthusiastic resources Eg: regard, endorsement and support (Eisenberger R. S., 2002).

2.5 Retention factors stay or leave

Retention factors may have an effect or impact on the employees choices on whether to stay or
leave the company (Bailey, 2013). Elements tend to play a role when employees choose to stay in
the company or leave. (Biju, 2015)

There are 6 factors which were recognized by (Dockel, 2003.) to retain appreciated employees.

2.5.1 Compensation
Compensation denotes a company competitive reward bundle which incorporates the incentives
advantages and base pay (Nel P. W., 2011) Money is the essential factor that is utilized by most
companies to pull in potential employees and additionally to retain the employees. Furthermore,
both monetary and non-monetary prizes may enhance a employees connection to the organization
(Dessler, 2007).Compensation is the essential thought process in work chasing and has a solid
significant relationship for employees organizational commitment (Spector, 2008).

According (Rumpel, 2006) company must think about the rewards (monetary and or non-
monetary) which are more esteemed by employees and would decide,if the arrangement of these
rewards will help them accomplishing the desired retention effects (Nel P. S., 2013) Compensation
likewise to consider as a financial reward and advantage packages. Reward are paid to employees
by their managers as a compensation or commission for services rendered (Nel P. S., 2013). Every
financial related reward are extrinsic and intrinsic inspiration depends on tangible rewards Eg:
rewards increases in salary and paid time off (Samuel, 2013).
2.5.2 Job characteristics
Job characteristics may incorporate chances to work with various individuals in different work
opportunities and chances to resolve of difficult issues A sense of purpose that adaptable working
hours and negligible complaints among staff and employees give a superior workplace. While
talking about job characteristic, it is necessary to look at occupation, self-sufficiency and abilities
variety. Occupation independence in the working environment alludes to know that, how much
opportunities employees have while-working (Simon, 2011). Employees self-sufficiency about
company's level and individuals level is identified with higher employee work performance and
low aim to leave accordingly upgrading employee company's commitment (Musah, 2013).

2.5.3 Training and Development

Training is a basic factor for individual and expert improvement. Employees are probably going
to remain for a more extended period in an organization that advances career opportunities through
learning and applying what they realized back to their employments (Lumley, 2010). Employees,
who are managed T&D opportunities probably feel self-esteem and essential to the organization
(Noor, 2011). Accessibility T&D chances supports the growth of employes. T&D is a vital factor
for employee retention . Employees may see it in organization investing in them as valuable
resources (Kraimer M. L., 2011).

2.5.4 Supervisor Support

SS positively affects on employee retention. It involves acknowledgment and feedback from
supervisors. Each employee would be happy to have a supervisor who encouages them and give
them feedback about their work. Supervisors who are approachable open, trusted and regarded
and who listen , help and motivate employees to remain completely engaged in with the company
(Allen D. G., 2008). Supervisor should be able to have capacity to give recognition and rewards
in a predictable way to the company. Supervisor who are properly trained on recognition have a
tendency to perceived and compensate their employees (Van Dyk J. C., 2013).

2.5.5 Career Development and Opportunities :

Career opportunities are the inside and outside chances that employees may have (Van Dyk J. ,
2011), inside chances might be as advancement to move the organization though the outer
opportunities and obtaining a job outwardly (Coetzee M. &., 2012). It is necessary for employers
to enable their employees to keep up the abilities that have to stay practical in job market. It is
essential to create employees who are self-motivated to be given chance to contribute their stuck
within the organization (Van Dyk J. , 2011). Employees who are not given chance may choose to
leave for occupations that will address their new challenges or where they will be given chances
(Bhati, 2013).

2.5.6 Work life of balance

Work-life balance involves seeing an attractive stability among individual life and job routine
(Munsamy, 2009) A very much adjusted work-life enables employees to have periods from work
to deal with family matters. WLB is focused on adaptable and stress free atmosphere through
making arrangement for childcare facilities where and if necessary (Weng, 2010). In order to assist
in ensuring work-life balance higher education institutions may come up with a program that will
be committed and consistent with an overall culture that values work-life balance (Parks, 2008).
Work-life balance benefits incorporate adaptable schedules, parental leave and childcare assistance
(Nel P. S., 2013).

2.6 Supervisor Support

SS is describe degree of which the supervisor acts in a way that enhances employees utilization
at work information, abilities and attitudes gained in training (Nijman, 2006). Supervisors
mentality conduct has extensive effect on transfer of training. Supervisors typically support
employees in training through giving consent participate in training programs and furthermore
some of the time he takes part as coach in training program employees (Birdii, 1997).

Employee’s view SS is an important to understand employees experience with supervisor, to for

see employees occupation fulfillment, and to increment organizational benefit. (Herzberg, 1968)
Supervision is a basic extrinsic factor of work and that positive recognizable supervisory practices,
observations, and interactions prompt outstanding sentiments of employees job sanctification that
promotes relationships, inspiration and company's performance (Eisenberger R. S., 2002).

2.8 Understanding of supervisor support

Supervisor support depends upon idea of collective help, office social help specifically. SS is one
of the fundamental individuals situated practices which dynamic leaders essential to participate.
This couldn't clarified lacking setting up a vision in regards to what supervisors are relied upon to
do in the workplace. Viable supervisors in a perfectly write the strategies, design companies
arrangements and monitors results beside agreed strategies (Robbins, 2003).

2.9 Work place with social support

Its remains additionally connected at place of work where supervisors collective help is describe
the way of valued connected through staffs to help (actuality thought about well-being) got from
their supervisor or company (Kossek, 2012).

2.10 Supervisor Support In Career Development

CD remains a deliberate determination executed through organizations to exact coordinated at the
improvement aptitude of workers (Coetzee M. &.-J., 2007). CD is also utilize in vital tool as
escalating certainty of staffs to utilize the skills and learning. The situation might likewise is to fill
the vital connection toward holding good staffs, so they can remain in organizations (Foong-ming,
2008). (Jiang, 2000). Supervisors can assist employees with developing their careers and support
the organizations to retain good employees (Jiang, 2000). Likewise declared that SS in career
development affects their subordinates occupation. Managers retain their employees and give
them education about their organizational career chances and set aside opportunity to find out
almost teams career objectives employee revenue enhance presentation. Workers will build up
their career regularly depend on supervisors as such either they applying for promotions or in
proceeding onward.
 2.11 Theoretical Framework

This figure illustrates the conceptual model, analyze the impact of WLB and SS on ER. WLB
and SS has positive impact on ER.

Work life of balance

Hypothesis Employee
retention
Supervisor support

Hypothesis Development

H1:There is positive relationship between work life balance and employee retention

H2: There is positive relationship between supervisor support and employee retention

H3: There is impact of work life balance and employee retention

H4: There is impact of supervisor support and employee retention.

Chapter three

Research Methodology

Research Design

This research is causal and quantitative in nature.

3.1 Procedure
The data is collected by survey questionnaires, researchers distributed questionnaires to managers/staff in
banks and we use convenience sampling confidentiality and purpose of the study.

3.3 Population
The population of the study is permanent managers/staff in private banks of Larkana, which are
working in different banking sectors. Branch managers are considered the part of this study. There
are 28 private banks in larkana, some of well-known banks of larkana are:

Askari bank ( having 3 branches) MCB bank (having 7 branches), UBL bank (having 5 branches),
HBL bank (having 2 branches), Allied bank ( having 2 branches), Alfalah bank (having 2
branches), Silk bank, Meezan bank, JS bank, Soneri bank, Microfinance bank, Isalmic dubai bank,
Albaraka bank.

3.4 Sample Size

A sample of 175 employees has been selected from banks of Larkana on the basis of connivance
sampling, 175 questionnaires are disturbed among 175 responds this sample size is determine with
refer from (Sukran) sample size ,the sample is chosen on the basis of 95% confidence level, 5%
error margin and 5 is confidence interval.

3.5 Measurement / Instrument Selection

Work life of balance

WLB is measured through (Lei Wu a, 2013) consisting 5 items on 5 points likert scale

Employee retention

Employee retention is measured through”. (Biason, 2014) Consisting of 5 items likert scale

Supervisor support
Supervisor support is measured through, (Baloyi, 2014). 5 points likert scale items.
Chapter four

Results

4.1 Reliability

Scale No items Cronbach’s Alpha (a)

Work life of balance 8 .814

Supervisor support 11 .919

Employee Retention 4 .807

Total 23 .919

Reliability statistics shows the reliability of questionnaires based on accuracy in question asking
from respondents and the items including in our questionnaire are 23. So therefore our
cronbach’s alpha is shown as .919 which is above 0.919% means our sample question is reliable
and valid based on proved related studying different articles.
4.2 Frequency table
Gender

Frequency Percent Valid percent Cumulative percent

Male 121 60.5 69.1 69.1

Female 54 27.0 30.9 100.0

Total 175 87.5 100

These table shows out of the total 175 respondents, 121 respondents were male and the females
are only 54.

4.3 Age

Frequency Percent Valid percent Cumulative percent

23-28 57 28.5 32.6 32.6

28-3583 41.5 47.4 80.0
Above 35 35 17.5 20.0 100.0
Total 175 87.5 100.0

This table demonstrates that the age of the respondents is predominantly sorted in the middle of
23-28 years and 35 or more years. From 100% respondents 57 respondents falls in 23-28 years,
which is 28.5%. 83 respondents falls 28-35 years which is 41.5%, while the remaining
respondents above 35 years is 17.5%.
4.4 Education

Frequency Percent Valid percent Cumulative percent

Bachelors 43 21.5 24.6 24.6

Masters 110 55.0 62.9 87.4

Other 22 11.0 12.6 100.0

Total 175 87.5 100.0

This table demonstrates that the training of workers was for the most part arranged in 3
classifications that are Graduates, Masters and Other. From the 100% respondents 43 come in
Graduates which is 21.5%. 110 respondents are Masters which is 55.0%. and 22 respondents
fall in other category
which is 11.0%.

4.5Marital Status

Frequency Percent Valid percent Cumulative percent

Single 92 46.0 52.6 52.6

Married 82 41.0 46.9 99.4
Total 175 87.5 100 100.0

This table demonstrates that MS of workers was come in two segments, that is single and married.
From 100 respondents 92 fall in single which is rate 46.0%. and other respondents 82 are married
which is 41.0%.
4.6 Descriptive Statistics

N minimum maximum mean std.devation

WLB 175 1.25 5.00 3.9529 .71173

SS 175 1.73 5.00 4.1299 .74727
ER 175 1.00 5.00 3.8543 .85403
Valid N (list wise) 175

This table demonstrates the expressive insights of respondents reaction, where Mean reflects found
the middle value of estimation of the respondents reaction toward each factor and standard
deviation demonstrates the difference in respondents reaction with respect to each factor. Five
point likert scale have been utilized in which 5= Strongly Agree, 4= Agree, 3= Neutral, 2=
Disagree, 1= Strongly Disagree. Mean of (WLB )is 3.9529, which implies the greater part Std of
the respondents reaction between the emphatically Agree and Strongly Agree and Std of WLB
.71173. The mean of (ER) 3.8543 which demonstrates that most of the respondents reaction falls
between the firmly Agree and Strongly Agree while the Std of the ER .854903. The mean of (
SS) is 4.1299, which demonstrates that most of the respondents reaction between the emphatically
Agree and Stongly Agree while the Std of the (SS) .74727.
4.7 Correlation

WLB SS ER

WLB Pearson correlation 1 .598* .361**

.
Sig (2-tail) .000 .000

N 175 175 175

SS Pearson correlation .598** 1 .468**

Sig (2-tail) .000 .000

N 175 175 175

ER Pearson correlation .361** .468** 1

Sig (2-tail) .000 .000

N 175 175 175

**.correlation significant at th0.01 level (2-tailed)

This table shows that correlation has positive relationship bwtween worl life balance and employee
retention. The value of correlation

H1: There is positive impact between the WLB and ER (Accepted)

As table shows the there is positive significant relationship between the WLB and SS, rs .598 n=
175 p <0.00, so by this result hypothesis 2 is Accepted.

H2: There is positive impact between the SS and ER (Accepted)

Looking at connections among WlB and ER, there is significant relationship outcome is .598**
and ER .468** that demonstrates that there is positive relationship. Therefore WLB there is
positive connection among WLB and ER.

The correlation among ER and SS significant having the consequence of .361** and SS result is
.468** that shows positive significant relationship, therefore SS has vital job in banking sector
to retain the employees.
4.8 Model Summary

Model R R square Adjusted R square Std.error of estimated

1 .479a .230 .221 . 753987

Predictors: (Constant), SS, WLB

Model summary of impact of WLB and SS on ER isn't significant, according to standard

proportion balanced R square should be more than 0.6 yet our outcome demonstrate us Adjusted
R square is .221 and R is .230.

4.9 ANOVA

Model Sum of square df Mean of square f sig

Regression 29.131 2 14.566 25.622 .000a

Residual 97.778 175 .568

Total 126.909 175

Predictors: (Constant), SS, WLB

Dependent Variable: ER

This table gives average ER value among all banks same or unique, significant value is more
prominent than 0.5, it demonstrates that irrelevant, so we can infer ER among all banks is same.
4.10 Coefficient

Unstandardized coefficient Standard coefficient

Model B Std error Beta t Sig

.(Constant) 1.401 .359 3.903 .000

WLB .152 .100 .127 1.518 .131

SS .449 .095 .393 4.703 .000

A Dependent variable: Employee retention

Regression equation:

The consequences of coefficient in this model, where Beta 1 is 0.127, while Sig is .131, which
reason : variable WLB has less impact on ER according to the standard value proportion of sig,
must be more significant than 2 here our standard value underneath than actual value.

The consequence of coefficient in this model, where Beta 2 is 0.393 and its sig is.000, which
shows that variable SS has impact on ER according to the standard value proportion of sig,must
be more prominent than 2. Here our standard value above than genuine value.

H3: There is significant impact of Work life of balance on Employee Retention (Not Accepted)

H4: There is significant impact of supervisor support on employee retention (Accepted

Chapter five
5.1 Findings
The main purpose behind our research is to find the effect of WLB and SS on ER that there is
positive significant among WLB and SS on ER. Diverse analysis have performed to accomplished
the target , descriptive test perform on statistic profile of the response in order to analysis and
percentage and frequency. Pearson correlation investigation demonstrate the outcomes and
relationship between the factors sample size of our thesis project is 175 with 5% of margin error.
Data was collected from different private banks of larkana only . According to findings highest
age group is 41.5%, which rely on age group is 28-35 and second highest group is 28 . Gender
divide into two group male and female, result shows that 60.5% majority of male respondents
are more than female in banking sector larkana. Education sector is 21.5% of bachelors and
masters are 55.0. There is positive relationship of WLB and SS on ER. R square should be more
than 0.6 yet our outcome demonstrate us Adjusted R square is .221 and R is .230 which recommend
that this model isn't good fit. Beta 1 is 0.127. while sig value is insignificant which is .131,
variable WLB has less impact on ER according to the standard value proportion of sig ,must be
less the 0.05 to accept or reject null hypothesis. Beta 2, is 0.393 and its sig value is .000
significant which shows that variable SS has impact on ER. According to the standard value
proportion of sig, must be less the 0.05 to accept or reject the null hypothesis.

.
5.2 RECOMMENDATION

Our project report is based on two variables, ( two independent and one dependent variable). Our research
is limited within larkana city, further more it can be expanded in future to other cities.

Our model is unfit in because of variables. In future research more variables will be taken to fit the model

Research is directed on private banks of larkana, it will be extended to lead investigate on numerous areas
in future for progressively dependable outcome.

It is recommendation to supervisors to make their employees more capable, so they tend to have better
relationships with management and are able to leave work issues at work and home issues at home.

5.3 Conclusion
The purpose of our study was to know the effect of work life balance and supervisor support on
employee retention . This examination met its objectives in realizing that how work life balance
and supervisor support is vital for employee retention. The result of our research shows that work
life of balance has no impact on employee retention and other is supervisor support has impact on
employee retention . Our research gave the good understanding of banking sector of larkana that
employees experienced the communication of work life balance and supervisor support .In private
banking sector workers value work life balance and supervisor support which calls more research
on zone with the co relational idea of study. The knowledge and understanding the connection b/w
the factors of work life balance and supervisor support was achieved.

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