PRIYANKA H.R-avi4

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A

PROJECT REPORT

ON Training Undertaken at

ICICI BANK

“ Work Life Balance in Banks”

Submitted in partial fulfillment for the Award of degree of

Master of Business Administration

SESSION

Submitted By- Project Guide:-

Priyanka vyas Mrs.Shweta

Tiwari

MBA Sem. – IV Assistant Prof.

2007-09

AISHWARYA INSTITUTE OF MANAGEMENT & IT

ADARSH NAGAR, UNIVERSITY ROAD

UDAIPUR (RAJ), 313001



Preface

The management of the human resource is very complicated and challenging task for those

who are entrusted with successfully running of an organization and this implies considerable

knowledge of various aspects of human resource management.

The discipline of human resource management has gained importance since profession

allegation of management.

Work-life balance is about effectively managing the juggling act between paid work

and the other activities that are important to people. It's not about saying that work is

wrong or bad, but that work shouldn't completely crowd out the other things thatmatter to people like time with family, participation in community activities, voluntary

work, personal development, leisure and recreation.

The 'right' balance is a very personal thing and will change for each person at

different times of their lives. For some people the issue is being able to get into work

or find more work rather than having too much work. There is no 'one size fits all'

solution.

A balanced life is one where we spread our energy and effort - emotional,

intellectual, imaginative, spiritual and physical – between key areas of importance.

The neglect of one or more areas, or anchor points, may threaten the vitality of the

whole.



Acknowledgement

I express my sincere thanks to my project guide,Mrs. Shweta Tiwari Assistant prof.HR, for guiding me right from the inception till the successful completion of the

project. I sincerely acknowledge for extending their valuable guidance, support for

literature, critical reviews of project and the report and above all the moral support

he/she/they had provided to me with all stages of this project.

I would also like to thank the supporting staff Department, help and cooperation

throughout our project.

(Signature of Student)

Name of the Students



EXECUTIVE SUMMARY

Work life & family life are two sides of a coin, both the aspects are equally important

for an individual’s life. In the zooming ahead scenario it has become quite difficult to

have an equal balance between the work & family life. So, here starts the framework

of this major research project.

The study is based on analysis of work life balance in banking sector which is of

great importance for each & every employee. The study covers various angles of

family life and work life stress situation and remedial actions.

Work life balance is an umbrella term for expectations, events, practices, structures,

or rules that stop us from getting the most out of work and the rest of our lives.

Issues such as working hours, and leave entitlements, workplace stress, workplace

discrimination, employees terms and conditions, health and safety concerns, the

two-tier workforce, pay levels and the living wage all have an impact on our "work life

balance.”

The work life and family life imbalance causes stress and strain especially to the

executives as they have very less time to be with their members of the family. There

are various factors which cause stress & therefore a study is found necessary.

For conducting the study various banks such as ICICI Bank, HDFC Bank, Centurion

Bank, State Bank of Bikaner & Jaipur, Bank of Baroda, State Bank of India etc at

Udaipur city are selected because here the employees have to spend most of their

time in the Bank and this results in stress in their work life and family life. Therefore

methods and techniques to tackle this situation has become need of the hour.



CONTENTS

Certificate from the Organization

Preface

Acknowledgement

Executive Summary

1. Introduction to the Industry

2. Introduction to the Organization

3. Research Methodology

0 3.1 Title of the Study

1 3.2 Duration of the Project

2 3.3 Objective of Study

3 3.4 Type of Research

4 3.5 Sample Size and method of selecting sample

5 3.6 Scope of Study

6 3.7 Limitation of Study

4. Findings

5. Analysis and Interpretation

6. Conclusion

7. Recommendation

8. Appendix

9. Bibliography



INTRODUCTION OF THE INDUSTRY

-



Analysis of Work Life Balance in Banks

A

PRESENTATION

INDUSTRY PROFILE

What is banking?

Bank may be defined as a financial institution which is engaged in the

business of keeping money for savings and checking accounts or for exchange or

for issuing loans and credit etc.

A set of services intended for private customers and characterized by a

higher quality than the services offered to retail customers.

Based on the notion of tailor-made services, it aims to offer advice on

investment, inheritance plans and provide active support for general transactions

and the resolution of asset-related problems.

The essential function of a bank is to provide services related to the storing of

deposits and the Extending of credit.

Basic function may include Credit collection, Issuer of banking notes,

Depositor of money and lending loans.

Now a days banking is not in its traditional way, with the advancement of technology

its focusing on more comfort of customer providing services such as:

• Online Banking

• Investment Banking

• Electronic Banking

• Internet Banking

• Pc Banking /Mobile Banking

• E-Banking

The importance of banking sector is immense in the progress and prosperity of any

State or country.

2

http://www.google.co.in/search?hl=en&oi=definer&q=define:online+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:investment+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:electronic+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:internet+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:pc+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:e-banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:investment+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:electronic+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:internet+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:pc+banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:e-banking&defl=en

http://www.google.co.in/search?hl=en&oi=definer&q=define:online+banking&defl=en




INDIAN BANKING INDUSTRY

The growth in the Indian Banking Industry has been more qualitative than

quantitative and it is expected to remain the same in the coming years. Based on

the projections made in the "India Vision 2020" prepared by the Planning

Commission and the Draft 10th Plan, the report forecasts that the pace of expansion

in the balance-sheets of banks is likely to decelerate. The total assets of all

scheduled commercial banks by end-March 2010 are estimated at Rs 40, 90,000crores. That will comprise about 65 per cent of GDP at current market prices as

compared to 67 per cent in 2002-03. Bank assets are expected to grow at an annual

composite rate of 13.4 per cent during the rest of the decade as against the growth

rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is expected that

there will be large additions to the capital base and reserves on the liability side.

Banks in India can be categorized into non-scheduled banks and scheduled banks.

Scheduled banks constitute of commercial banks and co-operative banks. There are

about 67,000 branches of Scheduled banks spread across India. During the first

phase of financial reforms, there was a nationalization of 14 major banks in 1969.

This crucial step led to a shift from Class banking to Mass banking. Since then the

growth of the banking industry in India has been a continuous process.

The Public Sector Banks (PSBs), which are the base of the Banking sector in India

account for more than 78 per cent of the total banking industry assets. Unfortunately

they are burdened with excessive Non Performing assets (NPAs), massive

manpower and lack of modern technology. On the other hand the Private Sector

Banks are making tremendous progress. They are leaders in Internet banking,

mobile banking, phone banking, ATMs. As far as foreign banks are concerned they

are likely to succeed in the Indian Banking Industry.

3




Indus land Bank was the first private bank to be set up in India. In the Indian

Banking Industry some of the Private Sector Banks operating are IDBI Bank, ING

Vyasa Bank, SBI Commercial and International Bank Ltd, Dhanalakshmi Bank

Ltd,Karur Vysya Bank Ltd, Bank of Rajasthan Ltd etc are some private sector

banks. Banks from the Public Sector include Punjab National bank, Vijaya Bank,

UCO Bank, Oriental Bank, Allahabad Bank , Andhra Bank etc.

ANZ Grind lays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank are

some of the foreign banks operating in the Indian Banking Industry

Banking in India originated in the last decades of the 18th century. The

oldest bank in existence in India is the State Bank of India, a government-owned

bank that traces its origins back to June 1806 and that is the largest commercial

bank in the country. Central banking is the responsibility of the Reserve Bank of

India, which in 1935 formally took over these responsibilities from the then Imperial

Bank of India, relegating it to commercial banking functions. After India's

independence in 1947, the Reserve Bank was nationalized and given broader

powers. In 1969 the government nationalized the 14 largest commercial banks; the

government nationalized the six next largest in 1980.

Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector

banks (that is with the Government of India holding a stake), 31 private banks

(these do not have government stake; they may be publicly listed and traded on

stock exchanges) and 38 foreign banks. They have a combined network of over

53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating

agency, the public sector banks hold over 75 percent of total assets of the banking

industry, with the private and foreign banks holding 18.2% and 6.5% respectively.

4

http://business.mapsofindia.com/banks-in-india/idbi-bank-ltd.html

http://business.mapsofindia.com/banks-in-india/ing-vysya-bank-ltd.html


http://business.mapsofindia.com/banks-in-india/state-bank-of-india.html

http://business.mapsofindia.com/banks-in-india/allahabad-bank.html

http://en.wikipedia.org/wiki/State_Bank_of_India

http://en.wikipedia.org/wiki/Reserve_Bank_of_India


http://en.wikipedia.org/wiki/Government_of_India

http://en.wikipedia.org/wiki/Automated_teller_machine

http://business.mapsofindia.com/banks-in-india/idbi-bank-ltd.html



http://business.mapsofindia.com/banks-in-india/state-bank-of-india.html

http://business.mapsofindia.com/banks-in-india/allahabad-bank.html





http://en.wikipedia.org/wiki/Automated_teller_machine




Banking in India originated in the last decades of the 18th century. The first banks

were The General Bank of India, which started in 1786, and the Bank of Hindustan,

both of which are now defunct. The oldest bank in existence in India is the State

Bank of India, which originated in the Bank of Calcutta in June 1806, which almost

immediately became the Bank of Bengal. This was one of the three presidency

banks, the other two being the Bank of Bombay and the Bank of Madras, all three of

which were established under charters from the British East India Company. For

many years the Presidency banks acted as quasi-central banks, as did their

successors. The three banks merged in 1925 to form the Imperial Bank of India,

which, upon India's independence, became the State Bank of India.

Indian merchants in Calcutta established the Union Bank in 1839, but it failed in

1848 as a consequence of the economic crisis of 1848-49. The Allahabad Bank,

established in 1865 and still functioning today, is the oldest Joint Stock bank in

India. It was not the first though. That honor belongs to the Bank of Upper India,

which was established in 1863, and which survived until 1913, when it failed, with

some of its assets and liabilities being transferred to the Alliance Bank of Simla.

When the American Civil War stopped the supply of cotton to Lancashire from the

Confederate States, promoters opened banks to finance trading in Indian cotton.

With large exposure to speculative ventures, most of the banks opened in India

during that period failed. The depositors lost money and lost interest in keeping

deposits with banks. Subsequently, banking in India remained the exclusive domain

of Europeans for next several decades until the beginning of the 20th century.

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The

Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860, and another

in Bombay in 1862; branches in Madras and Pondichery, then a French colony,

followed. HSBC established itself in Bengal in 1869. Calcutta was the

Most active trading port in India, mainly due to the trade of the British Empire, and

so became a banking center.

5

http://en.wikipedia.org/wiki/Bank_of_Bengal

http://en.wikipedia.org/wiki/Bank_of_Bombay

http://en.wikipedia.org/wiki/Bank_of_Madras

http://en.wikipedia.org/wiki/Imperial_Bank_of_India

http://en.wikipedia.org/wiki/Allahabad_Bank

http://en.wikipedia.org/wiki/Alliance_Bank_of_Simla

http://en.wikipedia.org/wiki/American_Civil_War

http://en.wikipedia.org/wiki/Lancashire

http://en.wikipedia.org/wiki/Confederate_States

http://en.wikipedia.org/wiki/Kolkata

http://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1

http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/Chennai

http://en.wikipedia.org/wiki/Pondichery

http://en.wikipedia.org/wiki/HSBC

http://en.wikipedia.org/wiki/Bengal

http://en.wikipedia.org/wiki/British_Raj


http://en.wikipedia.org/wiki/Bank_of_Bombay

http://en.wikipedia.org/wiki/Bank_of_Madras

http://en.wikipedia.org/wiki/Imperial_Bank_of_India

http://en.wikipedia.org/wiki/Allahabad_Bank

http://en.wikipedia.org/wiki/Alliance_Bank_of_Simla

http://en.wikipedia.org/wiki/American_Civil_War

http://en.wikipedia.org/wiki/Lancashire

http://en.wikipedia.org/wiki/Confederate_States

http://en.wikipedia.org/wiki/Kolkata

http://en.wikipedia.org/w/index.php?title=Comptoire_d%27Escompte_de_Paris&action=edit&redlink=1

http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/Chennai

http://en.wikipedia.org/wiki/Pondichery

http://en.wikipedia.org/wiki/HSBC

http://en.wikipedia.org/wiki/Bengal

http://en.wikipedia.org/wiki/British_Raj




The Bank of Bengal, which later became the State Bank of India.

The first entirely Indian joint stock bank was the Oudh Commercial Bank,

established in 1881 in Faizabad. It failed in 1958. The next was the Punjab National

Bank, established in Lahore in 1895, which has survived to the present and is now

one of the largest banks in India.

Around the turn of the 20th Century, the Indian economy was passing through a

relative period of stability. Around five decades had elapsed since the Indian Mutiny,

and the social, industrial and other infrastructure had improved. Indians had

established small banks, most of which served particular ethnic and religious

communities.

The presidency banks dominated banking in India but there were also some

exchange banks and a number of Indian joint stock banks. All these banks operated

in different segments of the economy. The exchange banks, mostly owned by

Europeans, concentrated on financing foreign trade. Indian joint stock banks were

generally under capitalized and lacked the experience and maturity to compete with

the presidency and exchange banks. This segmentation let Lord Curzon to observe,

" In respect of banking it seems we are behind the times. We are like some old

fashioned sailing ship, divided by solid wooden bulkheads into separate and

cumbersome compartments."

6



http://en.wikipedia.org/wiki/Faizabad

http://en.wikipedia.org/wiki/Punjab_National_Bank


http://en.wikipedia.org/wiki/Lahore

http://en.wikipedia.org/wiki/Indian_rebellion_of_1857

http://en.wikipedia.org/wiki/Joint_stock_company

http://en.wikipedia.org/wiki/File:Bank_of_Bengal.jpg



http://en.wikipedia.org/wiki/Faizabad



http://en.wikipedia.org/wiki/Lahore

http://en.wikipedia.org/wiki/Indian_rebellion_of_1857

http://en.wikipedia.org/wiki/Joint_stock_company




The period between 1906 and 1911, saw the establishment of banks inspired by the

Swadeshi movement. The Swadeshi movement inspired local businessmen and

political figures to found banks of and for the Indian community. A number of banks

established then have survived to the present such as Bank of India, Corporation

Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India.

The fervour of Swadeshi movement lead to establishing of many private banks in

Dakshina Kannada and Udupi district which were unified earlier and known by the

name South Canara ( South Kanara ) district. Four nationalized banks started in this

district and also a leading private sector bank. Hence undivided Dakshina Kannada

district is known as "Cradle of Indian Banking". The period during the First World

War (1914-1918) through the end of the Second World War (1939-1945), and two

years thereafter until the independence of India were challenging for Indian banking.

The years of the First World War were turbulent, and it took its toll with banks simply

collapsing despite the Indian economy gaining indirect boost due to war-related

economic activities. At least 94 banks in India failed between 1913 and 1918 as

indicated in the following table:

7

http://en.wikipedia.org/wiki/Swadeshi

http://en.wikipedia.org/wiki/Bank_of_India

http://en.wikipedia.org/wiki/Corporation_Bank


http://en.wikipedia.org/wiki/Indian_Bank

http://en.wikipedia.org/wiki/Bank_of_Baroda

http://en.wikipedia.org/wiki/Canara_Bank

http://en.wikipedia.org/wiki/Central_Bank_of_India

http://en.wikipedia.org/wiki/Dakshina_Kannada

http://en.wikipedia.org/wiki/Udupi_district

http://en.wikipedia.org/wiki/First_World_War


http://en.wikipedia.org/wiki/Second_World_War

http://en.wikipedia.org/wiki/Indian_independence_movement

http://en.wikipedia.org/wiki/Economy_of_India

http://en.wikipedia.org/wiki/Swadeshi

http://en.wikipedia.org/wiki/Bank_of_India



http://en.wikipedia.org/wiki/Indian_Bank

http://en.wikipedia.org/wiki/Bank_of_Baroda

http://en.wikipedia.org/wiki/Canara_Bank

http://en.wikipedia.org/wiki/Central_Bank_of_India

http://en.wikipedia.org/wiki/Dakshina_Kannada

http://en.wikipedia.org/wiki/Udupi_district



http://en.wikipedia.org/wiki/Second_World_War

http://en.wikipedia.org/wiki/Indian_independence_movement





YearsNumber of banks

that failed

Authorized capital

(Rs. Lakes)

Paid-up Capital

(Rs. Lakes)

1913 12 274 35

1914 42 710 109

1915 11 56 5

1916 13 231 4

1917 9 76 25

1918 7 209 1

8




By the 1960s, the Indian banking industry has become an important tool to facilitate

the development of the Indian economy. At the same time, it has emerged as a

large employer, and a debate has ensued about the possibility to nationalize the

banking industry. Indira Gandhi, the-then Prime Minister of India expressed the

intention of the GOI in the annual conference of the All India Congress Meeting in a

paper entitled "Stray thoughts on Bank Nationalization." The paper was received

with positive enthusiasm. Thereafter, her move was swift and sudden, and the GOI

issued an ordinance and nationalized the 14 largest commercial banks with effect

from the midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India,

described the step as a "masterstroke of political sagacity." Within two weeks of the

issue of the ordinance, the Parliament passed the Banking Companies (Acquisition

and Transfer of Undertaking) Bill, and it received the presidential approval on 9

August, 1969.

A second dose of nationalization of 6 more commercial banks followed in 1980. The

stated reason for the nationalization was to give the government more control of

credit delivery. With the second dose of nationalization, the GOI controlled around

91% of the banking business of India. Later on, in the year 1993, the government

merged New Bank of India with Punjab National Bank. It was the only merger

between nationalized banks and resulted in the reduction of the number of

nationalized banks from 20 to 19. After this, until the 1990s, the nationalized banksgrew at a pace of around 4%, closer to the average growth rate of the Indian

economy.

9

http://en.wikipedia.org/wiki/Indian_economy

http://en.wikipedia.org/wiki/Indira_Gandhi

http://en.wikipedia.org/wiki/Prime_Minister_of_India


http://en.wikipedia.org/wiki/Nationalisation

http://en.wikipedia.org/wiki/July_19

http://en.wikipedia.org/wiki/1969

http://en.wikipedia.org/wiki/Jayaprakash_Narayan

http://en.wikipedia.org/wiki/Parliament_of_India

http://en.wikipedia.org/wiki/President_of_India

http://en.wikipedia.org/w/index.php?title=New_Bank_of_India&action=edit&redlink=1


http://en.wikipedia.org/wiki/Indian_economy

http://en.wikipedia.org/wiki/Indira_Gandhi

http://en.wikipedia.org/wiki/Prime_Minister_of_India


http://en.wikipedia.org/wiki/Nationalisation

http://en.wikipedia.org/wiki/July_19

http://en.wikipedia.org/wiki/1969

http://en.wikipedia.org/wiki/Jayaprakash_Narayan

http://en.wikipedia.org/wiki/Parliament_of_India

http://en.wikipedia.org/wiki/President_of_India

http://en.wikipedia.org/w/index.php?title=New_Bank_of_India&action=edit&redlink=1





The nationalized banks were credited by some, including Home minister P.

Chidambaram, to have helped the Indian economy withstand the global financial

crisis of 2007-2009

In the early 1990s, the then Narsimha Rao government embarked on a policy of

liberalization, licensing a small number of private banks. These came to be known

as New Generation tech-savvy banks, and included Global Trust Bank (the first of

such new generation banks to be set up), which later amalgamated with Oriental

Bank of Commerce, Axis Bank(earlier as UTI Bank), ICICI Bank and HDFC Bank.

This move, along with the rapid growth in the economy of India, revitalized the

banking sector in India, which has seen rapid growth with strong contribution from

all the three sectors of banks, namely, government banks, private banks and foreign

banks.

The next stage for the Indian banking has been setup with the proposed relaxation

in the norms for Foreign Direct Investment, where all Foreign Investors in banks

may be given voting rights which could exceed the present cap of 10%,at present it

has gone up to 49% with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this time,

were used to the 4-6-4 method (Borrow at 4%; Lend at 6%; Go home at 4) of

functioning. The new wave ushered in a modern outlook and tech-savvy methods of

working for traditional banks. All this led to the retail boom in India. People not just

demanded more from their banks but also received more.

Currently (2007), banking in India is generally fairly mature in terms of supply,

product range and reach-even though reach in rural India still remains a challenge

for the private sector and foreign banks. In terms of quality of assets and capital

adequacy, Indian banks are considered to have clean, strong and transparent

balance sheets relative to other banks in comparable economies in its region. The

Reserve Bank of India is an autonomous body, with minimal pressure from the

10

http://en.wikipedia.org/wiki/Home_Minister_of_India

http://en.wikipedia.org/wiki/P._Chidambaram



http://en.wikipedia.org/wiki/Financial_crisis_of_2007-2009


http://en.wikipedia.org/wiki/Narsimha_Rao

http://en.wikipedia.org/wiki/Liberalization

http://en.wikipedia.org/wiki/Axis_Bank

http://en.wikipedia.org/wiki/UTI_Bank

http://en.wikipedia.org/wiki/ICICI_Bank

http://en.wikipedia.org/wiki/HDFC_Bank


http://en.wikipedia.org/wiki/India

http://en.wikipedia.org/wiki/Home_Minister_of_India






http://en.wikipedia.org/wiki/Narsimha_Rao

http://en.wikipedia.org/wiki/Liberalization

http://en.wikipedia.org/wiki/Axis_Bank

http://en.wikipedia.org/wiki/UTI_Bank

http://en.wikipedia.org/wiki/ICICI_Bank

http://en.wikipedia.org/wiki/HDFC_Bank


http://en.wikipedia.org/wiki/India




government. The stated policy of the Bank on the Indian Rupee is to manage

volatility but without any fixed exchange rate-and this has mostly been true.

With the growth in the Indian economy expected to be strong for quite some time-

especially in its services sector-the demand for banking services, especially retail

banking, mortgages and investment services are expected to be strong. One may

also expect M&As, takeovers, and asset sales.

In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its

stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time

an investor has been allowed to hold more than 5% in a private sector bank since

the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them.

In recent years critics have charged that the non-government owned banks are too

aggressive in their loan recovery efforts in connection with housing, vehicle and

personal loans. There are press reports that the banks' loan recovery efforts have

driven defaulting borrowers to suicide

INTRODUCTION TO THE ORGANISITION

11

http://en.wikipedia.org/wiki/Retail_banking







COMPANY PROFILE

ICICI Bank started as a wholly owned subsidiary of ICICI Limited, an Indian financialinstitution, in 1994. Four years later, when the company offered ICICI Bank's shares to

the public, ICICI's shareholding was reduced to 46%. In the year 2000, ICICI Bank

offered made an equity offering in the form of ADRs on the New York Stock Exchange

(NYSE), thereby becoming the first Indian company and the first bank or financial

institution from non-Japan Asia to be listed on the NYSE. In the next year, it acquired

the Bank of Madura Limited in an all-stock amalgamation. Later in the year and the next

fiscal year, the bank made secondary market sales to institutional investors.

With a change in the corporate structure and the budding competition in the Indian

Banking industry, the management of both ICICI and ICICI Bank were of the opinion

that a merger between the two entities would prove to be an essential step. It was in

2001 that the Boards of Directors of ICICI and ICICI Bank sanctioned the amalgamation

of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial

Services Limited and ICICI Capital Services Limited, with ICICI Bank. In the following

year, the merger was approved by its shareholders, the High Court of Gujarat atAhmedabad as well as the High Court of Judicature at Mumbai and the Reserve Bank

of India.

Present Scenario

ICICI Bank has its equity shares listed in India on Bombay Stock Exchange and the

National Stock Exchange of India Limited. Overseas, its American Depositary Receipts

(ADRs) are listed on the New York Stock Exchange (NYSE). As of December 31, 2008,

ICICI is India's second-largest bank, boasting an asset value of Rs. 3,744.10 billion and

profit after tax Rs. 30.14 billion, for the nine months, that ended on December 31, 2008.

12




Branches & ATMs

ICICI Bank has a wide network both in Indian and abroad. In India alone, the bank has

1,420 branches and about 4,644 ATMs. Talking about foreign countries, ICICI Bank has

made its presence felt in 18 countries - 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. The Bank proudly holds its subsidiaries in the United Kingdom, Russia and

Canada out of which, the UK subsidiary has established branches in Belgium and

Germany.

Products & Services

Personal Banking

• Deposits

• Loans

• Cards

• Investments

• Insurance

• Demat Services

• Wealth Management

NRI Banking

• Money Transfer

• Bank Accounts

• Investments

• Property Solutions

• Insurance

• Loans

13




Business Banking

• Corporate Net Banking

• Cash Management

• Trade Services

• FXOnline

• SME Services

• Online Taxes

• Custodial Services

Head Office

ICICI Bank

9th Floor, South Towers

ICICI Towers

Bandra Kurla Complex

Bandra (E)

Mumbai

Phone: 91-022-653 7914

Website:

14




RESEARCH METHODOLOGY

15




INTRODUCTION & CONCEPTUAL FRAMEWORK

History has myriad examples of kings and monarchs who aspired and set out to

conquer the world. But had to drop their ambitious endeavors midway as their troops

lost morale due to years of isolation from their homes, making them vulnerable to

fatigue and disease. Julius Caesar, Alexander the Great, etc., are few examples to

quote. Historians substantiate this by citing the limitations with respect to

communication, mode of travel and drawbacks in logistics of the times.

Ironically, modern day corporate also faces the same barriers in their way towards

development, improvement and overall growth. The executives of today face the

problem of lost morale and burn out. But the question that lingers in everyone’s mind is

why do these problems still persist in the age, when mankind has achieved landmark

improvements in communication, traveling and areas of science?

In the early 20th century, for the first time corporate bodies like Edison Illuminating

Company, Ford Motors etc., felt the need to introduce employee recreation centers,

basically intended towards reducing monotony of assembly line manufacturing and

minimizing employee turnover.

Usually employees are most productive when they are happy and motivated, and are

getting the best out of life at work as well as at home. But the 21st century workplace

has posed several new challenges and problems for employees in the form of dynamic

work environment. This new corporate environment is characterized by willful,

persistent change, wide ranging job responsibilities and uncertainties with increasing

16




pressures from ambiguous persuasions to increase productivity. These changes in the

internal and remote environment disturb the balance between two

halves of life of the employees i.e., work and home, bringing dichotomy and confusion.

The confusion is fuelled by the rationale of economic growth through greater

productivity and competitiveness. These forces tend to create imbalance in lives of

employees. The balance and imbalance is usually measured on the scale of work v/s

life.

Life is a set of concrete pursuits, the list includes:

Family, health, career, wealth, social obligations, intelligence and spirituality. A perfectly

balanced life for an employee needs a careful synchronization and juggling of the

mentioned quests. The first two pursuits i.e., family and health especially need special

attention as these aspects, like glasspanes cannot be mended on development of any

crack. But, the remaining aspects are flexible and provide leverage to revisit and fix

them. This continuous juggling pulls the employee into the grind and leaves them

stressed and stretched.

Managing work life balance is one of the greatest challenges as the workplace

schedules take its toll on employee’s health, relationships & well-being. Both work and

family life are important to executives in any business organization and if they are not

maintained properly, it creates stress and strain in work life and in turn results in various

diseases. This further decreases the work efficiency of the executives and may also

result in premature retirement

In today’s liberalized, privatized and globalized economy, many corporate bodies have

recognized the importance of work life balance and are trying to incorporate innovative

means and methods to cope with it. Companies have understood the imperative and

want to have remedies for the problem before it becomes an epidemic, letting no space

to undo the ill-effects on the overall company performance.

The corporate scenario around the world is undergoing the turmoil of metamorphosis.

Both corporate bodies and workforce are slowly realizing the

17




intentional role in contributing to the problem of work/life imbalance. With changing

times, more and more employees are facing the need to adopt the sacrosanct rule, i.e.,

the productivity that matters most, rather than the hours spent by the employees in the

office.

Employers and employees are simultaneously putting efforts to be flexible and are also

trying hard to equip themselves to face the forthcoming operational challenges.

Employees today want to have freedom and live lives their way. Employers too, have

started appreciating the changes and the imperative that the employees of today, value

balance between work and life more than ever before. The major patterns of change

that have triggered the emphasis of work life balance are mainly socio-economical. The

reasons are manifold and some of them are:-

a) Changing social philosophy:-

Employees in the 21st century place personal life on a higher pedestal than work life.

The cause of this can be linked to rising divorce rates, other family and relationship

problems. Employees today expect more life outside work. They also expect their family

to be a part of their work.

Smart companies have identified this and in regard are designing innovative ideas to

lure their employees. In the companies like Hewlett Associates, employee’s spouses

are invited to attend orientation programmes, or fruit baskets are sent home on

completion of project as a goodwill gesture towards thanking the employee’s family for

their support and co-operation during the times when the employee had to work late.

b) Changing Work Culture:-

Corporate bodies today function on the principle of empowering employees. The bottom

line of empowerment is based on flexibility and freedom of employees to take decisions

without any hindrance from the policies and directives of the organization structure.

Employees today seek for a range of choices from their employer and also want to have

18




their say in availing them. Apart from initiatives like flexi timings, focus on results and

overall avoidance of long work hours culture, employers have started giving positive

reinforcements to employees by recognizing and distinguishing the ones who are

prompt in adapting challenges posed by the never ending increasing workplace

standards. These positive reinforcements are usually in the form of increased health

focus, well-being and bringing in changes in organization legislations.

c) Raise in the 365/24/7 global operations:-

Global organizations and increasing call center operations across the globe have to

work day and night coping with the time zones. With more and more businesses

emphasizing on round-the-clock customer service, the concern for work/life balance for

employees has become more essential. Ironically, technology has added to the speed

of operation rather than easing the work practices. To maintain competitiveness and

fight the burgeoning competition, companies are forced to deliver more with fewer

inputs; employees are expected to work longer and cope with tougher deadlines.

Today’s world literally doesn’t go to sleep.

d) Rise in dual earning families:-

Demographic and cultural changes have also added to the problem of work/life

imbalance. Working mothers are the major chunk of population who adversely get

affected in balancing their job performance and the family life. The problem aggravates,

as employees who try to cope with the situation by putting additional onus in their work,

face unfriendly and ruthless glare from their peer groups. Colleagues treat them as

pariahs as they are perceived to be doing unnecessarily extra work for the company,

trying to impress the management or set examples for others. Women with dependent

children or elderly relatives have to hear the music, as usually they get less support

from their spouses or other family members. On the positive note, the changing times

and rise in dual earning families have given fillip to changing social ideologies.

Today working women get more support from their families compared to that of their

predecessors. Unlike in the earlier times, today husband and other family members

19




share the mundane household responsibilities of working women, providing them some

breathing space and helping them to excel in their job terrains.

Corporate initiatives to tackle work life imbalance

Corporate practices at INTERNATIONAL BUSINESS MACHINE:-

IBM understands that, every employee has commitments in personal life, and balancing

these commitments with the work life can sometimes be difficult. IBM offers many

policies to help employees to overcome the challenges. Some of these policies are:-

1) Option for leave of absence: - Employees can take longer breaks during their

career at IBM

2) Personal work/life: - This policy helps IBMers to manage situation that range from

attending school function of their children, shifting house, or to provide emergency care

for elderly relatives.

3) Religious Observances: - IBM aims to help its employees to accommodate their

personal beliefs while simultaneously meeting their business objectives.

4) Study plan: - IBM provides opportunities for its employees to take certification

program for personal development.

In addition to annual vacations, IBM also provides flexibility to enhance employee

personal work/life balance by having extra-personal leave, maternity leave, paternity

leave, compassionate leave, marriage leave etc.

AT 3M

3M recognize the increasing need of their employees to match their employment with

their personal lifestyle, aspirations and commitments.Thus,3M offers flexibility in the

operations. The flexibility gives employees the opportunity to choose a suitable work

pattern and simultaneously gives the company an opportunity to retain a pool of

talented and trained employees keen in delivering their best.3M policies include:-

20




1) Flexi time: Workforce enjoys the benefit of flexible hours. This is formulated by

having a core time when the employee presence at work is mandatory but after these

hours, employees can manage their time accordingly. The scheme works to build trust

among employees while simultaneously meeting the business needs.

2) Other Flexible arrangements: 3M offers employees with opportunities to balance

their career and personal commitments by providing freedom of part-time working,

home-working, job-sharing, unpaid breaks and parental leave etc.

3) Life: 3M provides its employees with a healthy work/life balance. This is achieved by

providing employees with facilities and services aimed to encourage

employees to get the best out of their life.

4) Sports and social clubs: 3M operate clubs for aerobics, volleyball etc. In

addition,3M employees get competitive discounts for membership from local private

sports and health clubs. The company also helps its employees to find the best places

to reside, shop and entertainment.

At British Telecom

BT considers healthy work life balance for its employees as one of the greatest

business challenges, as only satisfied employees can provide the best customer

service.

All the work life balance policies at Bt are brought under a common portfolio called

“Achieving the balance”. These policies include flexible working, home working, part-

time working, maternity and paternity leave, parental leave, special leave and leave for

career development. With the use of innovative communications technology BT

employees are able to work from their homes without being formally christened as

home workers. BT also has a flexible working initiative called “Freedom to Work”; this

initiative enables its employees to develop their own attendance schedules. Employees

can achieve more balance by having a mix of home working, long and short days, and

by accumulating hours of non-working time to use it in future when necessary.

At Godrej Consumer Products Private Limited

21




GCPL considers its people to be the most valuable asset and thus intends to be known

as the employer of choice. GCPL focuses on the commitment to work life balance, a

strong vision, stability of the company’s core values and creating a pool of enthusiastic

employees. Building a balance between maintaining the company values and managing

performance, compensation and employee satisfaction has made a considerable

difference. By imbibing these initiatives GCPL attempts to create an atmosphere of trust

and communication between management and employees.

At Glaxo Smithkline (GSK)

Pharmaceutical giant GSK has brought in a series of policies focused at reducing stress

and improving work life balance for its employees. The company has started “Well-

being” centers in its offices for its employees to go and relax. To bring in more flexibility,

employees are allowed to work from home and for the reason the firm has opened

“Drop-in” centers for home workers who can visit to avail the office facilities.

The company has invested a lot of money for improving the working condition of its

employees, as it recognizes the fact that healthy people result in healthy performance.

GSK has more than 1lakh employees globally, thus the company has created employee

health management group for developing standards and programmes especially

intended to prevent and manage workplace stress.

What is work-life balance?

Work-life balance is about effectively managing the juggling act between paid work and

the other activities that are important to people. It's not about saying that work is wrongor bad, but that work shouldn't completely crowd out the other things that matter to

people like time with family, participation in community activities, voluntary work,

personal development, leisure and recreation.

The 'right' balance is a very personal thing and will change for each person at different

times of their lives. For some people the issue is being able to get into work or find more

work rather than having too much work. There is no 'one size fits all' solution.

22




A balanced life is one where we spread our energy and effort - emotional, intellectual,

imaginative, spiritual and physical – between key areas of importance. The neglect of

one or more areas, or anchor points, may threaten the vitality of the whole.

23




Figure 1.1

WORK LIFE BALANCE

24




Family- Successful parenting, the culture of care and selflessness that are part of

family life, requires energy, time, patience and a tolerance for mess and confusion… a

tall order when the working day has proved stressful and long. The key question here is

‘who finds time to care for whom?’, for what often happens is that the time-consuming

listening part of relationships gets ditched in favour of quick fixes, and then the

unattended get to feel unloved and react accordingly. Families need nurturing, and our

responses have to be sufficiently deep and elastic to accommodate the unexpected, not

just the scheduled bits that fit in neatly with our jobs.

Home- Home making is time-consuming. In the making of a home we create an

atmosphere that reflects our sense of place in this world. Like a warm and familiar

jumper, the home provides us with an extension of ourselves, a place where we can

feel free in our emotions and content to be who we really are. The paradox is that the

more we work, the more desperate we are to find such a home with its timeless

associations and the less time we have to create it. Homes can so easily become

houses, pit stops that provide briefly for sleep, rest and the bare essentials in the

intervals between work.

Friendships- It’s often been said that the art of friendship requires common skills to an

uncommon degree: a combination of affection, tolerance and patience as well as asense of constancy in times of struggle and difference. Yet when our work-life balance

spirals out of control, often friendships along with exercise are the first things to suffer.

In a report entitled ‘Social Trends; British Social Attitudes Survey 30 (HMSO 2000) a

significant factor over the past two decades is that we are seeing less of our best

friends. Yet, as the extended family gets to be geographically more and more

challenged, our friendships become increasingly relevant to our circle of mutual nurture

and support.

Community- Like family, home and friendships, our local communities depend on our

time and energy in order to function effectively, freely and spontaneously. It is in the

reciprocal context of its activities that our communal identity can be experienced and

enjoyed. Yet if we lose that vital life-work balance then the many activities through

which neighbourhood and locality are expressed are marginalised and we are the

poorer for that neglect. Hobbies, interests and sporting pursuits derive much of their

meaning through our interaction with others. If we fail to address the issues of work-life

25




balance as a society then one of the first casualties will be the richness and diversity of

community life.

By work life balance we mean that all workers should have a right to work that does not

damage their freedom to pursue activities & responsibilities outside the work place. That

means making work more sensitive, arranging work more effectively & organizing it

more intelligently.

Is Your Life in Balance?

Everyone faces the issue of time management at one point or another, but as more and

more people deal with working at one or more jobs, fighting long commutes, managing

a household, attending school or other training, raising one or more children,

responding to increasing work and time pressures of the shrinking workplace, and

dealing with aging parents, the days often seem to last long into the night and vacation

and leisure time seem to be consumed with issues other than relaxation and personal

fulfillment.

In fact, a recent study of more than 50,000 employees from a variety of manufacturing

and service organizations found that two out of every five employees are dissatisfied

with the balance between their work and their personal lives. The lack of balance “is

due to long work hours, changing demographics, more time in the car, the deterioration

of boundaries between work and home, and increased work pressure,” says the study’s

author, Bruce Katcher, president of the Discovery Group, a management consulting

firm. How much is work invading your personal life, and how much of your personal life

is affected by the stress of trying to balance all the many responsibilities in your life?

Take our Work/Life Balance Quiz and see for yourself.

“Balancing the demands of being successful in work, raising children, looking after sick

relatives and having some space for friends, family and out of work interests is a very real and

increasing challenge. The business impact of not achieving a good work-life balance is very real

- people who are under an immense burden simply don’t perform to their best.

Work Life Balance include:-

26




1) Flexi-time

2) Staggered hours

3) Time off in lieu

4) Compressed working hours

5) Shift swapping

6) Self-roistering

7) Job sharing

8) Term-time working

9) Working from home

10) Tele-working

11) Breaks from home

Flexible Work

A significant feature within the changing world of work is the need to develop a diverse,

skilled and motivated workforce able to respond quickly and efficiently to client needs.

Ensuring a committed, responsive and high performing workforce often depends on

creating an environment that enables employees to more easily manage the demandsof work and life—particularly their family responsibilities. Flexible work options for

employees contribute to a positive, healthy and productive work environment. Flexible

work options are defined as mutually agreed long- or short-term changes to working

time and leave arrangements within the context of organizational needs. Their

successful implementation depends on employee and management knowledge, pre-

planning, regular review, and the creation of a supportive workplace culture.

Benefits of flexible work

Workplace practice and culture impact on the work, family and life balance of all

employees. International research and experience across both the public and private

sector, and feedback within the Banking sector, highlights the tangible benefits of

mutually agreed flexible work options and a supportive workplace culture.

27




Benefits of flexible work options include:

• increased capacity to attract and retain skilled and specialist employees and

professional staff

• maximising returns on training and professional development investment renewed

energy and freshness contributing to resilience as well as increased morale,

commitment and high work performance from staff

• improved learning outcomes through matching work options and available

skills with student needs

• increased performance and productivity, through improved organisational climate,

reduction of absenteeism and stress and a more efficient use of staff

• competitive edge in attracting and maintaining high demand skills to the public

education and training system and positive public recognition in both the education

sector and across other industries.

The objectives of this study are:

28




1. To study work life balance in banking sector. It involves studying level of stress,

attitude, behavioral factors of employees.

2. To know the consequences of work life imbalance on efficiency, health and

personal as well as professional life of employees of banking sector.

3. To analyze the impact of demographic factors (marital status, family structure,

age, managerial level) on work life of employees.

The scope of the project is of great importance as a perfectly balanced life for an

employee need a careful synchronization of family, health, wealth, career, social

obligations, intelligence, spirituality etc. So the study covers the important factors of

managing family, work life and stress.

For conducting the study various tools are used to collect data. The major emphasis

was given to the questionnaire method and the respondants were selected on the basis

of random selection among the different levels, different authorities and different

departments of certain banks of Udaipur city. For collection of secondary data various

newspapers, journals and other periodicals containing articles were used.

The collected primary data was completely tabulated with the help of tables and

percentages were calculated. From the table information was analyzed and relevant

inferences were drawn and wherever necessary graphs were made for the presentation

of data.

From the collected data, it was very clear that it is a difficult affair for the executives to

manage the family as well as work life. Work and family life imbalance will have definite

impact on the stress and strain of any executives in banks.

The findings of the study are:

29




Majority of the executives belong to nuclear family and thereby the level of stress

is more as compared to those employees who belong to joint family.

• For married employees it is more difficult to concentrate on their personal life

because of their work pressure and therefore more work load in banks resultedin poor family relation.

• Long working hour culture directly affects the level of efficiency of employees

thereby causing stress at work resulting into hypertension and other diseases.

• Family members of most of the employees feel neglected when employees have

to overstay in the banks.

Therefore banks are suggested to conduct picnic programs for the executives and their

families. Banks should accept the facts that employees work best when they can

balance their work and other aspects of their lives. Family friendly must be introduced to

improve employee commitment and motivation as well as recruitment and retention.

Banks should also try to implement certain ‘Time away from work policies’ such as

holiday banking, buying and selling of holidays, special leaves, compassionate leave,

maternity, paternity and adoption leave, study leave, short and long term career breaks

etc.

So to conclude the family and work life are both important to employees in any service

sector and if these two are not maintained properly it creates stress and strain and

results into various diseases. This study is found important because it tries to know how

the work life and family life interface results into stress. This study also throws light on

the suggestions to overcome imbalance in work and family life in order to keep the

profile of the executives high and also keep their family life happy which in the long run

benefits the organization in achieving its long term goals.

This study has very wide aspects because of its multiple , complex and unique variables

for future researchers.

30




RESEARCH METHODOLOGY

Stages in Research Process:

• Formulating the research problem

• Choice of research design

• Determining sources of data

• Designing data collection forms

•

Determining Sampling design and sampling size

• Organizing and conducting the field survey

• Processing and analyzing the collected data

• Preparing the research report

RESEARCH OBJECTIVES:

31




1. To study work life balance in banking sector. It involves studying level of stress,

attitude and behavioral factors of employees.

2. To know the consequences of work/life imbalance on efficiency, health and

personal as well as professional life of employees of banking sector.

3. To analyze the impact of demographic factors (marital status, family

Structure, Age, managerial level) on work life of employees.

RESEARCH DESIGN:

A Research Design specifies the methods and procedures for conducting a particular

study .The researcher should specify the approach he intends to use with respect to the

proposed study. Broadly speaking Research Designs can be grouped into 3 categories:

1. Exploratory Research

2. Descriptive Research

3. Casual Research

For achieving the research objectives which are already stated clearly,the Exploratory

Research method was adopted.

32




Exploratory Research:

The major emphasis in this type of research is on the discovery of ideas at hand and

insights. It is a preliminary investigation which does not have a rigid design. This is

because a researcher engaged in an exploratory study may have to change his focus

as a result of new ideas and relationship among the variables.

The Exploratory study is generally helpful in breaking broad and vague problem into

smaller. In the nutshell, we can say that exploratory research helps in formulating

Hypothesis for the further research. Major part of the exploratory research is done

through survey.

SAMPLE SIZE:

It describes how many employees of the bank should be surveyed.

100 employees of private as well public banks were surveyed. It includes all the three

levels of employees that are lower level, middle level and top level.

SAMPLING TECHNIQUE:

Respondents were selected on the basis of random sampling among the different

levels, different authorities and different departments of certain private as well as public

banks of Udaipur city.

SAMPLE UNIT:

Employees of the certain private as well as public banks were taken as the units of the

study.

33




TOOLS OF DATA COLLECTION:

The following tools were used for the data collection:

1. Structured questionnaire: By asking the structured questions to the employees

and by interviewing the executives formally.

2. On-site observation: By viewing the various systems & subsystems and

procedures followed by the bank.

3. Review of written document: some part of this study was collected from the

journals and books.

QUANTITATIVE TECHNIQUE USED

FOR THE DATA ANALYSIS

Quantative technique, which is used for the analysis of the data, is Chi-Square Test.

Chi-Square Test used as a test of independence. Chi-Square Test is used in

examining the relationship between two variables. In this research, researcher used

this test for finding:

Chi-square as a Non Parametric Test

Chi-square is an important non-parametric test and as such no rigid

assumptions are necessary in respect of the type of populations. We require only

degree of freedom for using this test. The formula to compute the value of Chi-

square test is as follows.

X2=∑(0-E)2 / E

34




Where

O = Observed Frequency of the cell in/th row/th column

E = Expected Frequency of the cell/th row and/ th column

1.) Whether or not the family structure of the employees of banks affect work

related stress.

For examining the relationship between these two variables, for this researcher has to

set up a contingency table. This table can be of r *c Size, where r indicates number of

rows and c indicate number of columns.

In this case Contingency table is of 2* 5 sizes. There are 2 rows and 5 columns.

No. of

Times

Family

Structure

Most of

the

times

Sometimes Seldom Always Never Total

Nuclear 28 19 5 9 2 63

Joint 3 2 9 19 4 37

Total 31 21 14 28 6 100

Table 3.1

35




Null Hypothesis: The Family Structure of the respondents and work related stress is

not related or independent on each other.

Alternative Hypothesis: The Family Structure of the respondants and work related

stress is related or dependent on each other.

Chi-square value is = £(o-e)(o-e)/e = 34.85

Hence, degree of freedom= (c-1)(r-1)

= (5-1)(2-1)= 4

Time Observed

Frequency(O)

Expected

Frequency (E) (O - E) (O-E)*(O-E)/EFor Nuclear

(most of the

time)

28 19.53 8.47 3.67

(sometime) 19 13.23 5.77 2.51

(seldom) 5 8.82 -3.82 1.65

(always) 9 17.64 -8.64 4.23

(never) 2 3.78 -1.78 .83For Joint

(most of the

time)

3 11.47 -8.47 6.25

(sometime) 2 7.77 -5.77 4.28

(seldom) 9 5.18 3.82 2.81

(always) 19 10.36 8.64 7.20

(never) 4 2.22 1.78 1.42

36




The table value of chi-square for fore degree of freedom at 5% level of significance is =

9.488

The Calculated Value of chi-square is grater than the critical value of Chi square at (5-1)

(2-1) =6 degrees of freedom at 5% level of significance.

So the Null Hypothesis is rejected and alternative hypothesis is accepted which

interpret that “The Family Structure of the respondants and work related stress are

related or dependent on each other”.

Thus, researcher can say that nuclear families are more likely to work related stress

2.) Whether or not the marital status of the employees of banks affect there

Professional life.

For examining the relationship between these two variables, for this researcher has to

set up a contingency table. This table can be of r *c Size, where r indicates number of

rows and c indicate number of columns.

37




In this case Contingency table is of 2* 5 sizes. There are 2 rows and 5 columns.

No. of

Times

Family

Structure

Most of

the

times

Sometimes Seldom Always Never Total

Single 20 17 3 1 1 42

Married 23 12 6 16 1 58

Total 43 29 9 17 2 100

Table 3.2

Null Hypothesis: The marital status of the employees of banks and their professional

life are not associated or independent on each other.

Alternative Hypothesis: The marital status of the employees of banks and their

professional life are associated or dependent on each other.

38




Chi-square value is = £(o-e)(o-e)/e = 13.138

Hence, degree of freedom= (c-1)(r-1)

= (5-1)(2-1)= 4

The table value of chi-square for fore degree of freedom at 5% level of significance is =

9.488

The Calculated Value of chi-square is grater than the critical value of Chi square at

Time Observed

Frequency(O)

Expected

Frequency (E) (O - E) (O-E)*(O-E)/E

For single

(most of the

time)

20 18.06 1.94 .208

(sometime) 17 12.18 4.82 1.907

(seldom) 3 3.78 -.78 .160

(always) 1 7.14 -6.14 5.280

(never) 1 .84 .16 .030

For married

(most of the

time)

23 24.94 1.94 .150

(sometime) 12 16.82 -4.82 1.381

(seldom) 6 5.22 .78 0.116

(always) 16 9.86 6.14 3.820

(never) 1 1.16 -.16 .022

39




(5-1) (2-1) =6 degrees of freedom at 5% level of significance.

So the Null Hypothesis is rejected and alternative hypothesis is accepted which

interpret that “The marital status of the employees of banks and their professional life

are associated or dependent on each other”.

Thus, researcher can say that marital status of the employees of banks and their

personal life are associated and married respondant’s professional life suffers.

LIMITATIONS:

• The research conducted was limited to Udaipur city only.

• Findings of the study are based on the assumption that respondents have

divulged the correct information.

• The study is limited due to time, costs and physical reasons

• The study is confined to selected groups of employees in banks of

Udaipur city and it may not be equally applied to all the executives class of

the country

• Few respondents were so much occupied with their work that they could

not spare time to fill the questionnaire

• The biasness of employees affect the analysis of the study in a significant

manner

• Due to unwillingness of providing any information, the respondents filled

the questionnaire casually which might have affected the conclusions.

40




FINDINGS

41




42




FINDINGS

1. 63% of the respondents work for 10-12 hours daily and in some cases they

are working for more than 12 hours which undermine their family life and

their health is also suffered.

2. Some of the executives need not stay back in the banks after office hours yet

senior or middle level executives have to stay back to finish their work.

3. The family members feel the absence of the executives in the house when

the executives are required to stay in the banks beyond working hours.

4. Most of the executives miss out there hobbies and interests because of there

preoccupations with there work.

5. Some of the executives are to have a family that understands their positions

in the banks and this has helped in avoiding stress in their life.

6. 50% of the executives take their family out on vacations and get them

relaxed.

7. Some of the executives attend functions in the family circle; some of them

cannot attend due to their office work.

8. Whenever the executives carry their office work to do at home, it creates

irritation among the family members.9. Majority of the executives agreed that wrong working hours affect their

efficiency.

10.55% of the respondents commented that peer pressure coax them to stay

late in the office.

11.58% of the respondents were of the opinion that long working hours cause

stress at work.

12.Most of the managers are suffering from hypertension and other

psychosomatic diseases.

13.26% managers are insomniac.

14.As more than 50% of the respondents are married, long working hours

culture directly affect their married life.

15.63% of the respondents have nuclear family and therefore whenever they

have to overstay in the banks to complete their work, their family members

feel neglected.

43




ANALYSIS AND INTERPRETATION

44




DATA ANALYSIS AND INTERPRETATION

1. Family Structure

Nuclear 63

Joint 37

45




Figure 1

Graph 4.1

Interpretation:

Majority of the respondants belong to nuclear family and therefore they are unable to

devote required attention towards their family members and this results into more stress

as compared to those employees who belong to joint family.

Family Structure

63%

37%

Nuclear

Joint

46




2. Marital Status of the Respondents:

Single 42

Married 58

Marital Status

42%

58%

Single

Married

Graph 4.2

Interpretation:

More than half of the respondents are married and therefore those employees who are

married are unable to enjoy their life because of long working hour culture in banks.

Those employees who are single remain less affected as far as their life is concerned.

47




Q1.) Normal working hours per day

Less than 8 hours 3

8-10 hours 34

10-12 hours 45

More than 12 hours 18

Normal Working Hours per Day

3%

34%

45%

18%

Less than 8 Hrs

8-10 Hrs

10-12 Hrs

More than 12 hrs

Graph 4.3

Interpretation:

45% employees are working 10-12 hours daily and 18% employees are working for

more than 12 hours every day .It clearly indicates that working hours have increased

because of privatization, and employees are bound to spend more time in banks.

Q2.) How frequent you overstay in the office to finish your work

48




Most of the

times

38

Sometimes 21

Seldom 18

Always 19Never 4

Graph 4.4

Interpretation:

38% of the respondents most of the times overstay in the office to finish their work.

19% of the respondents always overstay in the office to finish their work.

21% of the respondents sometimes overstay in the office to finish their work.

18% of the respondents seldom overstay in the office to finish their work.

And only 4 % of the respondents never overstay in the office to finish their work

Q3.) Response of the family members on overstaying in the office

Resentment 22

Irritation 18

How frequent you overstay in the office to finish

your work

38%

21%

18%

19%4%

Most of the times

Sometimes

Seldom

Always

Never

49




Cooperative 32

Ignorant 9

Feel neglected 19

Response of the family members on overstaying in

the office

22%

19%

32%

9%

18%

Resentment

Irritation

Co-operative

Ignorant

Feel Neglected

Graph 4.5

Interpretation:

22% employees have to face resentment of the family members.

Family members of 19% employees get irritated on overstaying of employees in

the bank.

Family members of 18% employees feel neglected on overstaying of employees

in the bank.

50




Family members of 9% employees simply do not bother, even if employees have

to overstay in the bank.

32% employees are lucky enough to have cooperative family members

Q4).Do you think long working hours undermine your family life

Most of the

times

43

Sometimes 29

Seldom 9

Always 17

Never 2

51




Do you think long working hours undermine your family life

43%

29%

9%

17%2%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.6

Interpretation:

43% employees said that long working hours have effect on their personal life

most of the times.

17% employees were of the opinion that long working hours always undermine

their family life.

According to 29% employees long working hours sometimes undermine their

family life.

9% employees were of the view that long working hours seldom affect their

family life.

Only 2% of the respondents were not in favour of this

Q5.) Are you able to attend social gatherings?

Most of the

times

20

Sometimes 36

Seldom 19

Always 8

Never 17

52




Are you able to attend social gatherings

20%

36%19%

8%

17%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.7

Interpretation:

36% of the respondents sometimes manage to attend social gatherings.

8% employees are always able to attend social gatherings.

17% employees have such a hectic schedule that they can never attend any

social function

20% employees are able to attend social gatherings most of the times19% employees seldom attend social gathering.

Q6.) Do you spare time for your hobbies and personal interests?

Yes 31

No 69

53




Do you spare time for your hobbies and personal interes

31

69

0

10

20

3040

50

60

70

80

Yes No

P e r c e n

t a g e

Graph 4.8

Interpretation:

Majority of the employees of banking sector i.e., 69% are so much preoccupied

with their work that they never get time for their hobbies and personal interests.

Only 31% of the employees spare time for their hobbies and personal interests.

Q7.) Do you take your children to their schools?

Most of the

times

0

Sometimes 25

Seldom 15

Always 0

Never 60

54




Do you take your children to their schools

0%

25%

15%

0%

60%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.9

Interpretation:

60% employees never take their children to their schools

25% employees sometimes take their children to their schools

15% employees seldom accompany their children to their schools

Q9.) Do you carry your office work at home?

Most of the

times

1

Sometimes 31Seldom 9

Always 1

Never 58

55




Do you carry your office work at home

1%

31%

9%

1%

58%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.10

Interpretation:

Majority of the employees i.e.58% never take their office work at home while

31% of the employees sometimes carry their office work at home.

Only 1% employees always carry their office work at home.

9% employees seldom carry their office work at home.

Q10.) How frequently you take your family out on vacation?

56




How frequently you take your family out on vacation

7%

48%23%

9%

13%

Twice in a Year

Once in a Year

Once in Three Years

Once in five Years

Never

Graph 4.11

Interpretation:

48% employees of banking sector take their family out on vacation once in a

year

13% employees never spent vacations with family

Only 7% employees take their family out on vacation twice in a year

23% employees spent vacations once in three years with family9% employees are taking their family out on vacation once in 5 years because of

their hectic schedule

Q11.) Does long working hours affect your efficiency

Most of the

times

36

Sometimes 19

57




Seldom 11

Always 27

Never 7

Does long working hours affect your efficiency

36%

19%11%

27%

7%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.12

Interpretation:

Accordingly, 36% employees long working hours affect their efficiency most of

the times.

27% employees said that long working hours always affect their efficiency

19% employees were of the opinion that long working hours sometimes affect

their efficiency

11% employees said that long working hours seldom affect their efficiency

Only 7% employees said that long working hours never affect their efficiency

Q12.) Does peer pressure compels you to stay late in the office

Most of the

times

21

Sometimes 14

Seldom 19

Always 34

Never 12

58




Does peer pressure compels you to stay late in the office

21%

14%

19%

34%

12%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.13

Interpretation:

34% executives said that peer pressure always compels them to stay late in the

office

21% executives said that most of the times peer pressure compels them to stay

late in the office

19% executives said that peer pressure seldom compels them to stay late in the

office

14% executives said that peer pressure sometimes compels them to stay late in

the office

59




Only 12% executives said that peer pressure never compels them to stay late in

the office

Q. 13 Does long working hours cause stress at work?

Does long working hours cause stress at work:

31%

21%14%

28%

6%

Most of the times

Sometimes

Seldom

Always

Never

Graph 4.14

60




Most of the

times

31

\Sometimes 21

Seldom 14

Always 28

Never 6

Interpretation:

31% employees of the banks said that long working hours cause stress at work

most of the times

28% employees of the banks said that long working hours always cause stress

at work

21% employees of the banks said that long working hours sometimes cause

stress at work

14% employees of the banks said that long working hours seldom cause stress

at work

6% employees of the banks said that long working hours never cause stress at

work.

Q14.) Do you agree “YOUR HEALTH IS SUFFERING BECAUSE OF YOUR

WORK “

Strongly Agree 29

Agree 39

Partially Agree 21

Disagree 9

Strongly Disagree 2

61




Do you agree “YOUR HEALTH IS SUFFERING BECAUSE OF

YOUR WORK “

29%

39%

21%

9% 2%

Strongly Agree

Agree

Partially Agree

Disagree

Strongly Disagree

Graph 4.15

Interpretation:

39% of the employees agree that their health is affected because of long

working hours.

29% of the employees strongly agree that their health is affected because of

long working hours.

9% of the employees disagree that their health is not affected because of long

working hours.

2% of the employees strongly disagree that their health is not affected because

of long working hours.

Q15.) Do you suffer from Hypertension?

Yes 58No 42

62




Do you suffer from Hypertension

Yes

58%

No

42% Yes

No

Graph 4.16

Interpretation:

58% of the employees of the banking sectors are suffering from hypertension

because of long working hours culture and increased competition in market as

well as at workplace.

Q16.) Do you suffer from Insomnia?

Yes 26

No 74

63




Do you suffer from Insom

Yes

26%

No

74%

Yes

No

Graph 4.17

Interpretation:

26% employees in banks are insomniac which shows that because of increased

work pressure and tensions, few employees are not able to sleep.

64




CONCLUSIONS

&

RECOMMENDATIONS

Conclusion:

65




The objective of the study was to find out how the family life and work life issues

are managed by the employees of certain private as well as public banks as they

have to devote most of their time in the banks either by staying beyond office

hours or by traveling due to office work. It was to find out how the executives

manage to overcome the level of stress.

This is a perfect study of human resource management to understand the family

life and work life and counsel the executives in case of needs. The study reveals

that officers have to mange and identify the importance of family requirements

and decide priorities of their personal involvement so that stress and strain can

be avoided.

The study concludes that as part of human resource management, frequent

studies have to be conducted to understand the executives and their family, so

that stress and strain among the executives arising out of family and work

interface is removed.

So to conclude the family and work life are both important to employees in any

service sector and if these two are not maintained properly it creates stress and

strain and results into various diseases. This study is found important because it

tries to know how the work life and family life interface results into stress. This

study also throws light on the suggestions to overcome imbalance in work and

family life in order to keep the profile of the executives high and also keep their

family life happy which in the long run benefits the organization in achieving its

long term goals.

This study has very wide aspects because of its multi, complex and unique

variables for future researchers.

With this the objective of this study gets fulfilled and it has been proved that

work life and family life imbalance do pose the problems of stress and strains to

the executives but it can be managed by the proper planning of work life and

family life.

RECOMMENDATIONS:

66




What Banks need to do?

• Raise awareness and promote discussion of work life balance

issues.

• Promote and disseminate best practice in achieving work life

balance.

• Conduct research into working practices and issues.

• Encourage contributions from academics, business leaders,

government.

organizations, professional associations and others.

• Produce practical interventions to encourage better work life

balance.

• Recognize the needs of its employees to balance work and family

and other personal life commitments that may vary at different stages of

an individual’s life cycle.

• Mutual agreement and cooperation between a manager and an

employee should be there.

• Communicate the importance of investing in work/life, diversity

and workforce effectiveness initiatives.

• Learn how changes in work processes and work structures in

organizations supported by work/life initiatives can leverage

improvements in productivity, quality, and customer and employee

satisfaction.

• A written check-list of legal entitlements should be provided to

workers when they receive their formal contract of employment.

•

The Government should make it easier for parents with dependantchildren who choose to work to do so by making flexible working hours

mandatory for them.

• Banks should also try to implement certain ”time away from work

policies” such as:

o Holiday banking

o buying and selling of holidays

o short and long term career breaks

67




o special leave

o compassionate leave

o study leave

o IVF leave

o Adoption leave

o Stress removing activities

• Banks should accept the fact that the employees work best when

they can balance their work and other aspects of their lives.

• Family-friendly practices must be introduced to improve employee

commitment and motivation as well as recruitment and retention.

68




APPENDIX

69




WORK LIFE BALANCE SURVEY

(Information contained in this shall not be disclosed)

Name : …………… Name of the bank : ………….

Age : …………… Designation : ………….

Gender : Male / Female Marital status : Single /

Married

No. of Children : …………………… Family Structure : Nuclear /Joint

Occupation of your Spouse : ……………...

Educational Qualification:

Monthly Income (in Rs.) : a.) 5,000-10,000 b.) 10,000-

15,000

c.)15,000-20,000 d.) Above

20,000

Q.1) Normal working hours per day:

a.) Less than 8 hrs. b.) 8-10 hrs.

c.) 10-12 hrs. d.) More than 12 hrs.

70




Q.2) How frequent you overstay in the office to finish your work:

a.) Most of the times b.) Some times

c.) Seldom d.) Always e.) Never

Q.3) Prioritize the following (1-5 )

a.) Career( ) b.) Health( )

c.) Family( ) d.) Wealth( ) e.) Hobbies( )

Q.4) Do you think long working hours undermines your family life:



Q.5) Response of the family members on overstaying in the office:

a.) Resentment b.) Irritation

c.) Co-operative d.) Ignorant e.) Feel Neglected

Q.6) Do you carry your office work at home:



Q.7) Do you spare time for your hobbies and personal interest:

a.) Yes b.) No

Q.8) Does peer pressure compels you to stay late in the office:



Q.9) Does long working hours affect your efficiency:



71




Q.10) How frequently you take your family out on vacation:

a.) Twice in a year b.) Once in a year

c.) Once in three years d.) Once in five years e.) Never

Q.11) Are you able to attend social gatherings:



Q.12) Do you take your children to their schools:



Q.13) Does long working hours cause stress at work:



Q.14) Do you agree “YOUR HEALTH IS SUFFERING BECAUSE OF YOUR WORK “:

a.) Strongly agree b.) Agree

c.) Partially agree d.) Disagree e.) Strongly disagree

72




Bibliography

73




Bibliography

• Kothari C.R, Research methodology, Wishwa Prakashan

• Pattnayak , Human resource management, Tata McGraw-Hill Publishing Company

Limited

• The ICFAI Journal of 0rganizational Behavior

• HRM Review of ICFAI Journal

• Mannuals of the Banks

• www.google.co.in

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