uma_final dessertation

8/8/2019 UMA_FINAL DESSERTATION

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A STUDY ON

THE RELATIONSHIP BETWEEN

WORK LIFE BALANCE AND JOB SATISFACTION

DISSERTATION REPORT

Submitted to

MAHATMA GANDHI UNIVERSITY, KOTTAYAM

In Partial Fulfilment of the Requirements for the Award of

MASTERS OF HUMAN RESOURCE MANAGEMENT

(2008-2010)

By

Uma.S

Register No: 8040

RAJAGIRI COLLEGE OF SOCIAL SCIENCES

RAJAGIRI P.O

KALAMASSERY


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DECLARATION

I, Uma. S, hereby declare that this dissertation report titled A Study on the

relationship between Work Life Balance and Job Satisfaction is prepared in partial

fulfilment of the requirement for the award of the Masters of Human Resources degree

during the academic year 2008-10 by Mahatma Gandhi University, Kottayam, under

the guidance of, Prof. Binoy Joseph (Rajagiri Centre for Business Studies).

I also declare that this report has not been submitted in full or part thereof, to any

university or institutions for the award of any degree or diploma.

Place: Cochin Name: Uma.S

Date: Rajagiri Centre for Business Studies


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ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task

would be incomplete without the mention of people, who made it possible, whose

constant guidance and encouragement crown all efforts with success.

First of all I thank the God Almighty for his immense grace and blessings at each and

every stage of the project.

I would like to express my sincere gratitude to Dr. Joseph I. Injodey, Principal, Rajagiri

Centre for Business Studies, for facilitating the study in this institution. I owe my deep

gratitude to Prof. Binoy Joseph, faculty, HR department for his guidance and

supervision of my work.

I express my sincere thanks to all the faculty members of Rajagiri Centre for Business

Studies for their guidance and support. I would like to thank all the respondents who

cooperated whole heartedly and patiently in providing me with the data by filling the

questionnaire.

I also express my deep gratitude to my family and friends without, whose cooperation

this report would not have been possible.

Uma S


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EXECUTIVE SUMMARY

Organisations today strive to augment job satisfaction in the workforce for it is

conducive to lower employee turnover, higher engagement and greater productivity.

The present study examines the impact of work life balance on job satisfaction in the

context of the Banking sector.

Satisfaction is the extent to which people like or dislike their job. Satisfied employees

are highly motivated and work more effectively and efficiently. They are also more

committed to continuous improvement and to quality. Work Life balance has an impact

on the level of satisfaction among employees

The result reveals that Work Life Balance positively influences the Job Satisfaction of

the employees which in turn will help the companies to attain a competitive advantage

by providing quality services to their customers.


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Chapter 1

Research Abstract


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Title of the study

A study on the Relationship between Work Life Balance and Job Satisfaction

Introduction

Job satisfaction is one of the most researched and critical issues in the field of

organisational behaviour. A satisfied employee possesses positive effect and brings

desirable work values, enhanced efficiency and productivity. Job satisfaction is

conducive to lower absenteeism and employee turnover. There is evidence that

increased satisfaction is related to enhanced productivity (Gruneberg, 1979; Herzberg,

Mausner and Snyderman, 1959; Judge, Bono, Thoresen and Patton, 200; Schultz,

1973; Spector, 1997). The progressive organisation, therefore, regularly measures the

satisfaction index to take corrective measures. Job satisfaction is facilitated by work-

life. A healthy balance between family and job leads to higher job satisfaction, thereby

reducing the cost to organisation and enhancing employee performance.

This paper examines the impact of work-life balance and burnout on job satisfaction

among the employees in the banking sector.

Statement of problem

The current global economy is significantly complex and interlinked which demands

high efficiency and productivity from the employees. This complexity and high

pressure has lead to a reduction in the work life balance of employees which in turn has

lead to a decrease in job satisfaction.

Significance of study

Increased Work Life Balance among the employees thus would increase the satisfaction

level which is one of the important factors for better productivity and efficiency

required in this competitive and changing environment.


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Chapter 2

Review of Literature


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JOB SATISFACTION:

Job satisfaction has been defined as a pleasurable emotional state resulting from the

appraisal of ones job; an affective reaction to ones job; and an attitude towards ones

job. Job satisfaction is in regard to one's feelings or state-of-mind regarding the nature

of their work. Job satisfaction can be influenced by a variety of factors, eg, the quality

of one's relationship with their supervisor, the quality of the physical environment in

which they work, degree of fulfilment in their work, etc.

Job satisfaction is defined as the extent to which people like (satisfaction) or dislike

(dissatisfaction) in their jobs (Spector, 1997). Locke and Lathan (1976) defined job

satisfaction as pleasurable or positive emotional state resulting from the appraisal of

ones job or job experience. Job satisfaction is a result of employees perception of how

well their job provides those things that are viewed as important. According to Luthans

(1998), job satisfaction is an emotional response to a job situation, which can only be

inferred, often determined by how well outcomes meet or exceed expectations. It

represents several related attitudes which are most important characteristics of a job

about which people have an affective response. Such characteristics include the work

itself, pay, promotion opportunities, supervision and co-workers.

1. Importance of job satisfaction for organization

Enhance employee retention.

Increase productivity.

Increase customer satisfaction

Reduce turnover, recruiting, and training costs.

Enhance customer satisfaction and loyalty.

More energetic employees.

Higher quality products and/or services due to more competent, energized employees.


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2. Importance of job satisfaction for employee

Employ will believe that the organization will be satisfying in the long run

They will care about the quality of their work.

They will create and deliver superior value to the customer.

They are more committed to the organization.

Their works are more productive.

Models of job satisfaction

Affect Theory

Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job

satisfaction model. The main premise of this theory is that satisfaction is determined by

a discrepancy between what one wants in a job and what one has in a job. Further, the

theory states that how much one values a given facet of work (e.g. the degree of

autonomy in a position) moderates how satisfied/dissatisfied one becomes when

expectations are/arent met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesnt value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B

is indifferent about autonomy, then Employee A would be more satisfied in a position

that offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a

particular facet will produce stronger feelings of dissatisfaction the more a worker

values that facet.


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Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a verygeneral theory that suggests that people have innate dispositions that cause them to

have tendencies toward a certain level of satisfaction, regardless of ones job. This

approach became a notable explanation of job satisfaction in light of evidence that job

satisfaction tends to be stable over time and across careers and jobs. Research also

indicates that identical twins have similar levels of job satisfaction.

A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that

there are four Core Self-evaluations that determine ones disposition towards job

satisfaction: self-esteem, general self-efficacy, locus of control, and neuroticism. This

model states that higher levels of self-esteem (the value one places on his/her self) and

general self-efficacy (the belief in ones own competence) lead to higher work

satisfaction. Having an internal locus of control (believing one has control over her\his

own life, as opposed to outside forces having control) leads to higher job satisfaction.

Finally, lower levels of neuroticism lead to higher job satisfaction.

Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs Two factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. An employees motivation to work is continually related to job

satisfaction of a subordinate. Motivation can be seen as an inner force that drives

individuals to attain personal and organization goals (Hoskinson, Porter, & Wrench,

p.133). Motivating factors are those aspects of the job that make people want toperform, and provide people with satisfaction, for example achievement in work,

recognition, promotion opportunities. These motivating factors are considered to be

intrinsic to the job, or the work carried out. Hygiene factors include aspects of the


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working environment such as pay, company policies, supervisory practices, and other

working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable

to reliably empirically prove the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological artifact.

Furthermore, the theory does not consider individual differences, conversely predicting

all employees will react in an identical manner to changes in motivating/hygiene

factors. Finally, the model has been criticised in that it does not specify how

motivating/hygiene factors are to be measured.

Job Characteristics Model

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes,

including job satisfaction. The model states that there are five core job characteristics

(skill variety, task identity, task significance, autonomy, and feedback) which impact

three critical psychological states (experienced meaningfulness, experienced

responsibility for outcomes, and knowledge of the actual results), in turn influencing

work outcomes (job satisfaction, absenteeism, work motivation, etc.).The five core job

characteristics can be combined to form a motivating potential score (MPS) for a job,

which can be used as an index of how likely a job is to affect an employee's attitudes

and behaviours. A meta-analysis of studies that assess the framework of the model

provides some support for the validity of the JCM.


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CONSEQUENCES OF JOB SATISFACTION

Satisfaction on the job influences many other organisational variables. These include

not only work variables such as performance or turnover, but also personal or non-work

variables such as health and satisfaction with life. They are explained below

1) Productivity

According to Robbins et al. (2003), managers interest in job satisfaction tends to

centre on its effect on employees performance and productivity. The natural

assumption is that satisfied employees should be productive employees. A large body

of research postulates that job satisfaction has a positive effect on productivity,

however, this correlation is rather modest (Cranny, Cain-Smith & Stone, 1992; Kreitner

& Kinicki, 2001; Robbins, 2005; Spector, 1997). Gibson, Ivancevich & Donnelly

(1997) surmised that some employees who are satisfied with work are poor performers;

conversely, there might be employees who are not satisfied, but who are excellent

performers.

Robbins (2005) concluded that productivity is more likely to lead to satisfaction than

the other way around. Hence, if employees do a good job (productivity), they

intrinsically feel good about it. In addition, higher productivity could lead to an

increase in rewards, pay level and promotion, which are all sources of job satisfaction.

2) Life satisfaction

Three hypotheses have been put forth about the relationship between job and life

satisfaction (Cooper & Locke, 2000; Spector, 1996). The spill over hypothesis suggeststhat job experiences spill over into life and vice versa. Problems at home can affect

satisfaction at work and problems at work can affect home life. In terms of the

segmentation hypothesis, people compartmentalise their lives and satisfaction in one

area of life has little to do with satisfaction in another area. The compensation


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hypothesis states that people will compensate for a dissatisfying job by seeking

fulfilment in non-work life and vice versa. The relationship between life and job

satisfaction is thus reciprocal- being satisfied with a job is postulated to affect life

satisfaction and vice versa (Spector, 1997).

3) Organisational commitment and organisational citizenship behaviour

According to Kreitner and Kinicki (2001, p. 227), organisational commitment reflects

the extent to which an individual identifies with an organisation and is committed to its

goals. Armstrong (1996, p. 319) advances that organisational commitment has three

components: identification with the goals and values of the organisation; a desire to

belong to the organisation and a willingness to display effort on behalf of the

organisation. There seems to be a strong correlation between job satisfaction and

organisational commitment. Higher commitment can, in turn, facilitate higher

productivity.

Closely linked to the concept of organisational commitment is the variable called

organisational citizenship behaviour (OCB). Spector (1997, p. 57) defines OCB as a

behaviour by an employee intended to help co-workers or the organisation. It is thus

voluntary things employees do to help their fellow workers and their employers.

Robbins (2005) states that job satisfaction is a major determinant of OCB in that

satisfied employees would more likely talk positively about the organisation and go

beyond their normal call of duty. According to Robbins et al. (2003), there is a modest

overall relationship between these two variables.

4) Withdrawal behaviours

Many theories purport that people who dislike their jobs will avoid them. This is

commonly referred to as withdrawal, which refers to behaviours by which employees

remove themselves from the workplace, either temporarily or permanently (Saal &

Knight, 1988). Withdrawal behaviours have been widely considered in job satisfaction


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research. Three forms of withdrawal behaviour which have been linked to satisfaction

will be discussed, namely, turnover, absenteeism and sabotage.

4.1 Turnover

The first form of withdrawal is turnover, which is defined as any permanent departure

beyond organisational boundaries Cascio (2003, p. 51). Turnover is important to

managers as it disrupts organisational continuity and it is can be very costly. The

different costs associated with turnover include separation costs (exit interviews,

separation pay), replacement costs of new employee and training costs of the new

employee (Saal & Knight, 1988).

According to Spector (1997), studies have been reasonably consistent in showing a

correlation between job satisfaction and turnover. Employees with low satisfaction are

therefore more likely to quit their jobs. According to Luthans (1995, p. 129), high job

satisfaction will not, in and of itself, keep turnover low, but it does seem to help. On the

other hand, if there is considerable job dissatisfaction, there is likely to be high

turnover. It is therefore important to manage satisfaction levels as it might trigger

decisions by employees to leave the organisation.

4.2 Absenteeism

Absence is a phenomenon that can reduce an organisations effectiveness. Theories of

absence hypothesise that job satisfaction plays a critical role in an employees decision

to be absent (Spector, 1997). Most research indicates a consistent negative relationship

between satisfaction and absenteeism, even though the correlation is not very high

(Robbins, 1989; Spector, 1997). Literature therefore suggests that a dissatisfied

employee will most likely be absent. However, there appears to be disagreement

concerning the strength of this relationship as absenteeism is influenced by a number of

inter-related factors.


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4.3 Counterproductive behaviours

Counterproductive behaviours are the opposite of organisational citizenship behaviour.

These behaviours include aggression against co-workers, aggression against the

employer, sabotage and theft at work and they are associated with frustration and

dissatisfaction at work (Spector, 1997). According to French (1998 , p. 110), sabotage-

which is the deliberate damaging of equipment or products by employees represents

one of the more costly possible consequences of organisational frustrations. Spector

(1997) notes that a limited number of studies have investigated the causes of

counterproductive behaviours in organisations. It is, however, important for

organisations to create workplaces that enhance job satisfaction, which could assist in

reducing counterproductive behaviours.


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WorkLife Balance

In the highly competitive global scenario, society and organisations are filled with

conflicting commitment and responsibilities. Hence, work-life balance has become an

important issue at the workplace. Work-life balance is a state of equilibrium in which

the demands of both a persons job and personal life are equal. A number of working

definitions of the terms used regarding work-life balance, some overlapping and some

are continuing to evolve have been proposed by Lockwood (2003). They include

work/family, work/ family conflict, work/life balance from employer viewpoint,

work/life balance from employee viewpoint, family-friendly benefits, work life

programmes, work/life initiatives, and work/family culture.

HISTORY:

The expression was first used in the late 1970s to describe the balance between an

individual's work and personal life.

Over the past twenty-five years, there has been a substantial increase in work which is

felt to be due, in part, by information technology and by an intense, competitive work

environment. Long-term loyalty and a "sense of corporate community" have been

eroded by a performance culture that expects more and more from their employees yet

offers little security in return.

Many people are experiencing burnout due to overwork and increased stress. This

condition is seen in nearly all occupations from blue collar workers to upper

management. Over the past decade, a rise in workplace violence, an increase in levels


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of absenteeism as well as rising workers compensation claims are all evidence of an

unhealthy work life balance.

Employee assistance professionals say there are many causes for this situation ranging

from personal ambition and the pressure of family obligations to the accelerating pace

of technology. According to a recent study for the Center for Work Life Policy,

1.7 million people consider their jobs and their work hours excessive because of

globalisation.

A decade back, employees used to have fixed working hours or rather a 9 to 5 job from

Monday to Friday. The boundary between the work and home has disappeared with

time. But with globalisation and people working across countries, the concept of fixed

working hours is fading away. Instead of just 7 or 8 a day, people are spending as much

as 12-16 hours every day in office.

The technological blessings like e-mail, text messaging and cell phones which were

thought of as tools to connect them to their work being away from their workplace,

have actually integrated their personal and professional lives. Now professionals find

themselves working even when they are on vacations

The ever-increasing working hours leave the individuals with less time for themselves

and to pursue his hobbies or leisure activities. This hinders the growth of the person as

an individual in terms of his personal and spiritual growth. Professionals working in the

BPO industry, doctors and nurses and especially IT professionals are the few examples

who are facing the brunt of the hazard constantly

Traditionally creating and managing a balance between the work-life was considered to

be a woman's issue. But increasing work pressures, globalisation and technological

advancement have made it an issue with both the sexes, all professionals working

across all levels and all industries throughout the world. Achieving "work-life balance"is not as simple as it sounds.


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MEANING:

Maintaining a balance between work life and personal life is called Work Life Balance.

Work-life balance is the term used in the literature to refer to policies that strive to

achieve a greater complementarity and balance between work and home

responsibilities.

Some of the terms used in the literature on work-life balance are not commonly used or

may be unfamiliar, thus explanations and definitions are given below:

WLB: Work-life Balance also referred to as family friendly work arrangements

(FFWA), and, in international literature, as alternative work arrangements (AWA).

V-Time: This is voluntary overtime to meet production needs; extra hours are 'banked'

and taken as time off or as extra pay. It differs from flexitime where starting and

finishing times are staggered, and can mean reduced or increased weekly working

hours over a period of time.

The meaning of work/life balance has chameleon characteristics. It means different

things to different groups, and the meaning often depends on the context of the

conversation and the speaker's viewpoint. The following are working definitions of

terms used regarding work/life balance; some definitions overlap and some are

continuing to evolve.

* Work/family: A term more frequently used in the past than today. The current trend is

to use titles that include the phrase work/life, giving a broader work/life connotation or


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labelling referring to specific areas of support (e.g., quality of life, flexible work

options, life balance, etc.)

* Work/family conflict: The push and pull between work and family responsibilities.

* Work/life balance from the employee viewpoint: The dilemma of managing work

obligations and personal/family responsibilities.

* Work/life balance from the employer viewpoint: The challenge of creating a

supportive company culture where employees can focus on their jobs while at work.

* Family-friendly benefits: Benefits that offer employees the latitude to address their

personal and family commitments, while at the same time not compromising their work

responsibilities.

* Work/life programs: Programs (often financial or time-related) established by an

employer that offer employees options to address work and personal responsibilities.

* Work/life initiatives: Policies and procedures established by an organization with the

goal to enable employees to get their jobs done and at the same time provide flexibility

to handle personal/family concerns.

* Work/family culture: The extent to which an organization's culture acknowledges

and respects the family responsibilities and obligations of its employees and encourages

management and employees to work together to meet their personal and work needs.


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Schemes for improving Work life Balance

y Zero hours contract: This is a flexible contract that does not specify the amountof time a worker will spend per year on their employment, leaving it open to

meet demand.

y E-working: The term used to describe flexible working that can be done from

any location using technologies such as laptops, wireless internet connection

and mobile phones.

y Teleworking: This is where the location is flexible by using technologies to

complete work - this allows work to be done from home; also known as e-

working.

y Term-time working: This is when a parent is allowed to work only during

school term times, with all school holidays off. Payment can be calculated

either by usual payment, with no payment during holidays, or salaries can be

spread out across the year.

Other forms of flexible working conditions include:

Part-time working

Job sharing

Flexitime

Shift working

Annualised hours

Compressed hours

Home working

Career breaks

Study leave


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Chapter 3

Research Methodology


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Operational definition:

Work life balance is defined as the state in which a persons job and personal demandsare fulfilled and is measured using a 15 item scale by Fisher McAuley, et

al.(2003).Various factors like mood, energy, personal matters, happiness, struggle and

needs of employees are measured.

Job Satisfaction:

Theoretical definition:

Job satisfaction is defined as the extent to which people like (satisfaction) or dislike

(dissatisfaction) their jobs (Spector, 1997). According to Luthans (1998), job

satisfaction is an emotional response to a job situation, which can only be inferred,

often determined by how well outcomes meet or exceed expectations

Operational definition:

Job satisfaction is defined as the extent to which the employees like or dislike jobs and

is measured with the help of Brayfield and Rothe (1951). It measures various factors

like satisfaction, enthusiasm, and enjoyment of employees.


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Scope of the study

y Time: This study deals with the present scenario.

y Place: This study is limited to bank employees in Cochin

y Population: The population of the study are the bank employees.

Research design

y Design of the study:- As trying to bring out and explain the relationship among

the variables involved in the study, a diagnostic design was found the mostappropriate and therefore was adopted.

y Population:- The study is conducted among the employees in the banking

sector .

y Sample size:- 150 employees of banking sector

y Sampling:- Simple Random sampling

Tools for data collection (questionnaire):

Work Life Balance: Fisher-McAuley, et al. (2003) is a 15 item questionnaire having

Cronbach Alpha of .70

Job Satisfaction: Brayfeild and Rothe, (1951) is a 5 item questionnaire having

Cronbach Alpha of .70

Analytical tools

The statistical package used for data analysis is SPSS, version 17. The analysis

involved correlation and regression analysis of the relevant variables to test the

hypotheses.


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Chapter 4

Data Interpretation &

Analysis


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Correlations

Table-1: Showing correlation between Work life Balance and Job SatisfactionCorrelations

AVGWLB AVG JS

AVGWLB Pearson Correlation 1 .211*

Sig. (2-tailed) .013

N 139 139

AVG JS Pearson Correlation .211*

1

Sig. (2-tailed) .013

N 139 139

*. Correlation is significant at the 0.05 level (2-tailed).

Interpretation

The above table represents the correlation between the two variables work life

balance and Job satisfaction. There exists a positive relation between these two

variables with r= .211

From the above, it can be said that the influence of Work life balance on Job

satisfaction is proved to be significant (P


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Interpretation:

The coefficient of determination is 0.038, which means 3.8% of the variation in thedependent variable [Job satisfaction] is explained by the independent variables [Work

life balance].

Interpretation

The significance value is .013 which shows that the work life balance has a positive

effect on Job satisfaction of employees. Hence the hypothesis is accepted.In the parent

study also the relationship has been proved.

Table 4: Showing coefficient of correlation

Table 4 - Coefficientsa

Model

Unstandardized Coefficients

Standardized

Coefficients

t Sig.B Std. Error Beta

1 (Constant) 3.649 .276 13.200 .000

AVG WLB .186 .073 .211 2.529 .013

a. Dependent Variable: AVG JS

Table 3: Anova Table

Table 3 - ANOVAb

Model Sum of Squares df Mean Square F Sig.

1 Regression 2.462 1 2.462 6.394 .013

a

Residual 52.755 137 .385

Total 55.217 138

a. Predictors: (Constant), AVG WLB

b. Dependent Variable: AVG JS


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Interpretation

Regression equation is JS=3.649+0.186*WLB

Where JS = Job satisfaction (dependent variable) and WLB = work life balance

(independent variable).

The above regression equation shows that there exists a significant relationship

between work life balance and Job satisfaction. The above Beta value indicates

that work life balance has a positive relationship with Job satisfaction (Beta =

0.211) and that value is statistically significant (t=2.529, p= .013). The observed

value of R square is 0.045. From the above concluded analysis, the results

clearly support the hypothesis. Therefore the hypothesis of the study stands

proved.


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Chapter 5

Findings


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Findings:

y The hypothesis was accepted as there exists a significant relationship between

work life balance and Job satisfaction.

y 3.8% of the variation in the dependent variable [Job satisfaction] is explained by

the independent variables [Work life balance] as coefficient of determination is

0.038

y As there is a positive relationship between the two variables, an increase in

work life balance causes an increase in Job satisfaction of the employees.


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Chapter 6

Suggestions & Limitations


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Suggestions

y According to the results of the studies, it shows that there exists a significant

relationship between Work life Balance and Job Satisfaction with respect to the

employees of banking sector.

y It is of crucial importance to any sector to make the employees have work life

balance as this leads to job satisfaction which results in better performance and

increased productivity, among employees.

y Increased satisfaction among employees leads to better handling of customer

expectations and fulfilling their demands which in turn leads to the growth of the

organisation and increasing organisational capabilities.

Limitations

y Time:

Itwas a major constraint as it involved juggling between the regular scheduled

classes and the project work.

y Unable to generalize the result to other industries:

The study was conducted among people employed in banking industry and so

the results cannot be generalized to other industries. Additional research is

needed to find out whether the model is applicable to other industries as well.


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Chapter 7

Conclusion


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Conclusion

It can be concluded that the research has been able to establish a relationship between

work life balance and job satisfaction. Questionnaire was administered to carry out the

analysis of the study in hand. The observation that the researcher arrived at, is that

work life balance has a positive influence on job satisfaction .The observations are in

accordance with other empirical studies performed by acclaimed researchers and

academicians in the field of research.

A feeling of satisfaction among the employees will lead to better performance among

the employees. It is found from the study that work life balance has positive influenceon job satisfaction. So in order to improve job satisfaction and thereby increase

productivity an organisation has to give due consideration on achieving the work life

balance of its employees.


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Bibliography


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JOURNALS AND ARTICLES

1. Arvey, R.D., Bouchard, T.J., Segal, N.L., and Abraham, L.M. (1989), Job

Satisfaction: Environmental and Genetic Components, Journal of Applied

Psychology, 74, pp. 187-192

2. Gruneberg, M.M. (1979), UnderstandingJob Satisfaction, Wiley, New York.

Hackman, J. R., and Oldham, G. R. (1975), Development of the Job

Diagnostic Survey, Journal of Applied Psychology, 60.2, pp. 159-170.

3. Hughes, J., and Bozioneles, N. (2007), Work-life Balance as Source of Job

Dissatisfaction and Withdrawal Attitudes-An Exploratory Study on the Views

of Male Workers,PersonnelReview, 36.1, pp. 145-154. Hyman, J. and

Summers, J. (2004),

4. Brayfield, A.H. and Rothe, H.F. (1951), An Index of Job Satisfaction, Journal

of Applied Psychology, 35, pp. 307-311.

5. Locke, E.A. (1976), The Nature and Causes of Job Satisfaction, in M.D.

Dunnette (Ed.), Handbook of Industrial and Organisational Psychology, John

Wiley and Sons, New York, pp. 1297-1349

6. Lockwood, Nancy R. (2003), Work/life Balance: Challenges and Solutions,

SHRMJournal, 48.6, pp. 81-90.

7. Sparks, K., Cooper, C., Fried, Y. and Shirom, A. (1997), The Effects of Hours

of Work on Health: A Meta-analytic Review, Journal of Occupational and

Organisational Psychology, 70, pp. 391-408.


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WEBSITES

y http://www.napier.ac.uk/randkt/rktcentres/eri/projects/Documents/

WorkLife.pdf

y http://www.worklifebalancecentre.org/

y http://www.naukrihub.com/hr-today/work-life-balance.html

y http://www.dol.govt.nz/publications/research/workplace -

project/worklife-project_08.asp

y http://www.health.wa.gov.au/worklifebalance/docs/10017%20Rete

ntion%20tot.pdf


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Annexure


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QUESTIONNAIRE

I am pursuing my Masters in Human Resource Management at Rajagiri Centre for

Business Studies, Kakkanad, Cochin. As part of my course I am doing a research on the

relationship between Work life balance and Job Satisfaction. I request your kind cooperation in

filling the following questionnaires and assure you that any information provided here would be

kept confidential and used purely for academic purposes.

(Please indicate your response with a tick mark)

1=strongly disagree; 2= disagree; 3= slightly disagree; 4= neutral; 5= slightly agree; 6=

agree; 7=strongly agree

No Statements

1 Personal life suffers because of work 1 2 3 4 5 6 7

2 Job makes personal life difficult 1 2 3 4 5 6 7

3 Neglect personal needs because of work 1 2 3 4 5 6 7

4 Put personal life on hold for work 1 2 3 4 5 6 7

5 Miss personal activities because of work 1 2 3 4 5 6 7

6 Struggle to juggle work and non-work 1 2 3 4 5 6 7

7Happy with the amount of time for non-work

activities1 2 3 4 5 6 7

8 Personal life drains me of energy for work 1 2 3 4 5 6 7

9 Too tired to be effective at work 1 2 3 4 5 6 7

10 My work suffers because of my personal life 1 2 3 4 5 6 7

11 Hard to work because of personal matters 1 2 3 4 5 6 7

12 Personal life gives me energy for my job 1 2 3 4 5 6 7

13 Job gives me energy to pursue personal activities 1 2 3 4 5 6 7

14 Better mood at work because of personal life 1 2 3 4 5 6 7

15 Better mood because of my job 1 2 3 4 5 6 7


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(Please indicate your response with a tick mark)

1=strongly disagree; 2= disagree; 3= slightly disagree; 4= neutral; 5= slightly agree; 6=

agree; 7=strongly agree

No Statements

1 I feel fairly satisfied with my present job 1 2 3 4 5 6 7

2 Most days I am enthusiastic about my work 1 2 3 4 5 6 7

3 Each day of work seems like it will never end 1 2 3 4 5 6 7

4 I find real enjoyment in my work 1 2 3 4 5 6 7

5 I consider my job rather unpleasant 1 2 3 4 5 6 7

PERSONAL DETAILS

1) Name:

2) Male: Female:

3) Age group:

a) Below 30

b) 31-50

c) Above 51

4) Are you married?

a) Yes

b) No

4(a) If yes, is your partner employed?

a) Yes:

b) No:

4(b) Do you have children?

a) Yes, no. of children____________.

b) No: