project of pepsi by jaypee sharma udaipur

8/14/2019 Project of Pepsi by jaypee sharma udaipur

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A

Project Study Report

On

The Bank of Rajasthan Ltd, Udaipur

Analysis Of Work Life Balance in Banking Sector

Submitted in partial fulfillment for theAward of degree of

Master of Business Administration

Submitted By: Submitted TO

Payal Mewara Dr. Harshita Shrimali

MBA PART

2007-2009


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CERTIFICATE

This is certify that the project work done on Analysis of Work Life Balance in

Banking Sector

submitted to The Bank Of Rajasthan Ltd, Udaipur

for the partial fulfillment of requirement of award of MBA programme.

This benefited work is carried out by at The Bank of Rajasthan Ltd, Udaipur(Raj).

DATE : - PAYAL MEWARA

PLACE:- MBA YEAR [07-09 ]


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PACIFIC INSTITUTE OF MANAGEMENT, UDAIPUR

PREFACE

Bank may be defined as an institution established for accepting deposits from

public for the purpose of lending. Credit is a main stay for any financial institution

especially for banks. Banks earn through lending. It accepts deposits and pays

interest on them and lends money to public and earns interest thereon .The

difference between interest earned and interest expended is its income. In other

words, deposits and advances is the backbone of any bank.

Bank deals with large amount of public. Now this deposit is banks liability. Hence

the bank has to repay the amount of deposits along with interest. Now the

question arises from where to get money to repay the obligations and to generate

income.

Lending is that activity from where a bank earns income and fulfills its obligation

to repay the deposits and promised amount of interest. The RBI has prescribed

the standard C/D ratio which is 60.

In recent years, employers, unions, policy makers and researchershave all tried to identify ways that might better assist New Zealanders to balance

paid work with the other aspects of their lives such as study, leisure, and caring

for others.

Employee engagement has been identified as critical to competitive advantage in

a labour market where skilled, committed people are increasingly hard to find and

keep. Many of the factors that impact on employee engagement have been

identified, or at least speculated on. In this exploratory research, the EEO Trustinvestigates whether supporting work-life balance results in a more engaged

workforce which gives greater discretionary effort at work.

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ACKNOWLEDGEMENT

It is my privilege and honor to have an opportunity of working with The

Bank of Rajasthan Ltd., Regional Office, Udaipur to undertake project work

I wish to extend my gratitude to all those who helped me at various stages into

this report. I am deeply grateful to:

Mr. S.C. Maheshwari (Assistant Vice President II), Mr. M.K. Gupta (senior

manager, Credit administration department), Mr. N.S. Pipara (deputy manager,

CAD), Mr. Ghanshyam Sharma (deputy manager, CAD) and Mr. Niranjan Paliwal

(deputy manager, priority sector) for their valuable guidance and support

throughout the course of this project.

I also thank all the employees at bank who parted with their valuable time and

extended full cooperation and support towards me.

Last but not the least, I wish to acknowledge cooperation and help from my

parents, friends and all those who were a constant source of help and guidance

to me in completing my project report.

(Signature of Student)

Payal mewara

MBA (07-09)

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EXECUTIVE SUMMARY

The concept of work-life balance has developed out of demographic andsocial changes that have resulted in a more diverse and declining workforce

and different family/work models. Encouraging work-life balance is seen as away of attracting and retaining the labour force needed to support economicwell-being.

This review of research and literature in the areas or work-life balance,workplace culture, employee engagement, discretionary effort andproductivity aims to demonstrate the links between these factors.

A body of research supports a positive relationship between work-life balanceand productivity. This includes individual case studies, statistical researchacross a range of organisations and reviews of a number of studies. However,

workplace culture is identified as an intermediary factor in whether work-lifebalance is related to increased productivity. A positive correlation isdependent on a workplace culture that supports using work-life initiatives.

Many studies, including surveys by New Zealands Department of Labour,have found a positive relationship between a workplace culture that issupportive of work-life balance and use of work-life provisions.

Key aspects of workplace culture that affect the link between work-lifebalance and productivity are managerial support, career consequences,gender differences in attitudes and use, attitudes and expectations of hoursspent in the workplace, and perceptions of fairness in eligibility for work-lifeoptions.

Discretionary effort is the extent to which employees give extra effort to theirwork. It is one of the outcomes of employee engagement, which also involvesa mental and emotional commitment to the job/organisation. Discretionaryeffort is given by an employee in exchange for some benefit and results inincreased productivity.

Although little research has been done specifically linking support for work-life

balance to discretionary effort and employee engagement, the evidence todate indicates that a positive relationship depends on workplace culture. Itcan be argued that workplaces can improve employee engagement,discretionary effort and productivity by supporting work-life balance by meansof a people-centric culture that wholeheartedly supports work-life balance

Key factors identified in changing workplace cultures are: identifying thebusiness case, finding a board level champion, changing organisational

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language and behaviour, monitoring/measurement, and integration of work-life/diversity policies into mainstream policies.

CONTENTS

Sr. No. Subject Covered Page No.

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1 Introduction to Banking Industry 6-7

2 Indian Banking Industries 8-9

3 THE BANK OF RAJASTHAN LTD 10

4 Introduction to the topic

4 .Research Methodology 11-12

Title of the study 13-15

Objectives of the study 16-19

Type of Research 20-23

Sampling techniques 24-25

Scope of the study 26-31

Limitation of study 32-33

5 Facts & Findings 34-41

6 Data analysis & interpretation 42-48

7 Conclusions 49-55

8 Recommendation & suggestions

9 Appendix

10 Bibliography

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INTRODUCTION

BANKING STRUCTURE IN INDIA

Scheduled Banks in India

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(A) Scheduled Commercial Banks

Public sectorBanks Private sectorBanks Foreign Banksin India Regional Rural Bank

(28) (27) (29) (102)

NationalizedBank

Other PublicSector Banks

(IDBI) SBI and its

Associates

Old PrivateBanks

New PrivateBanks

(B) Scheduled Cooperative Banks

Scheduled Urban Cooperative

Banks (55)

Scheduled State Cooperative

Banks (31)

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Here we more concerned about private sector banks and competition

among them. Today, there are 27 private sector banks in the banking

sector: 19 old private sector banks and 8 new private sector banks.

These new banks have brought in state-of-the-art technology and

Aggressively marketed their products. The Public sector banks are

Facing a stiff competition from the new private sector banks.

The banks which have been setup in the 1990s under the guidelines

of the Narasimham Committee are referred to as NEW PRIVATE

SECTOR BANKS.

New Private Sector Banks

Superior Financial Services

Designed Innovative Products

Tapped new markets

Accessed Low cost NRI funds

Greater efficiency

INDIAN BANKING INDUSTRIES

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The Indian banking market is growing at an astonishing rate, with

Assets expected to reach US$1 trillion by 2010. An expanding

economy, middle class, and technological innovations are all

contributing to this growth.

The countrys middle class accounts for over 320 million people.

In correlation with the growth of the economy, rising income levels,

increased standard of living, and affordability of banking products

are promising factors for continued expansion.

The Indian banking Industry is in the middle of an IT revolution,

Focusing on the expansion of retail and rural banking.

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Players are becoming increasingly customer - centric in their

approach, which has resulted in innovative methods of offering new

banking products and services. Banks are now realizing the

importance of being a big player and are beginning to focus their

attention on mergers and acquisitions to take advantage of

economies of scale and/or comply with Basel II regulation.

Indian banking industry assets are expected to reach US$1 trillion by

2010 and are poised to receive a greater infusion of foreign capital,

says Prathima Rajan, analyst in Celent's banking group and author of

the report. The banking industry should focus on having a small

number of large players that can compete globally rather than having

a large number of fragmented players."

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http://www.celent.com/bios/PRajan.htmhttp://www.celent.com/bios/PRajan.htm


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UPCOMING FOREIGN BANKS IN INDIA

By 2009 few more names is going to be added in the list of foreign

banks in India. This is as an aftermath of the sudden interest shown

by Reserve Bank of India paving roadmap for foreign banks in India

greater freedom in India. Among them is the world's best private bank

by EuroMoney magazine, Switzerland's UBS.

The following are the list of foreign banks going to set

up business in India :-

Royal Bank of Scotland

Switzerland's UBS

US-based GE Capital

Credit Suisse Group

Industrial and Commercial Bank of China

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INTRODUCTION TO ORGANIZTION:

Company profile

The Bank of Rajasthan Ltd.

Introduction:

The Bank of Rajasthan was established at Udaipur on May, 8, 1943.The credit

goes to the then finance minister of erstwhile Mewar Government, Late Shri

Rai Bahadir P.C.Chatterji who persuaded Mansingka brothers of Bhilwara for

establishing a joint stock bank with its registered office at Udaipur.

The founder chairman of Bank was Late Shri Govind Ram Seksaria. The first

Board of Directors comprised such men of eminence as:

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1. Rai Bahadur Seth Shri Rameshwar Lal ji Duduwala.

2. Seth Shri Subhag Mal ji Lodha .

3. Seth Shri Pusalalji Mansingka.

4. Seth Shri damodar lal ji Mansingka.

5. Major Rajdhiraj Amar singhji of Banera.

6. The then Accountant General of Mewar Rai Bahadur Lala Sukhdayalji

The promoters being very clear in their vision suggested that the bank should

be named as The Bank of Rajasthan since under the new constitution, grouping

of then princely states was expected under one umbrella. The naming of Bank

glaringly reflected the foresight of the promoters.

Profile:

The Bank of Rajasthan Ltd. is a private sector bank. It has more than 300

branches all over India with prominent presence in Rajasthan, having specializedforex and industrial finance branches.

Landmarks:

Year 1948:- The Bank of Rajasthan was included in second schedule by Reserve

Bank of India.

Year 1955:- The Bank of Rajasthan was given license under section 22 of

Banking Regulation Act, 1949 by the RBI.

Year 1960:- The Bank of Rajasthan introduced concept of mobile branches and

opened its first mobile branch in Jaipur on 5th August, 1960.

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Year 1973:- The Bank of Rajasthan received license to deal in foreign exchange

in

1973 from the RBI.

Year 1983:- The Bank sponsored rural bank and established The Mewar Anchlik

Gramin bank in Udaipur district on 26th January, 1983.

Year 1993:- The Bank received authority to deal as a Ist class Merchant Banker.

Currency chest was also started in this year.

Year 1997:- C-Scheme Jaipur branch qualified for ISO 9002:94 certification

(Quality system certified) by DET NORSKE VERITAS (DNV)

London, UK in 1997.

Year 1998:- The Bank started ATM services in the series of quality services to its

Customers at C-Scheme Jaipur.

The Bank was among the first banks in private sector to have been assigned

Lead Bank responsibility which it shared with an associate of State Bank of

Bikaner and Jaipur in Udaipur District.

Present Board of Directors:

Shri B.M. Sharma is working as Managing Director & CEO of the Bank of

Rajasthan.The other members of Board of Directors are :

Shri A.N. Chakrabarti

Shri P.P Kapoor

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Shri Anil Anand Rao

Shri Niraj Tayal

Shri P. N. Bhandari

Shri Maghraj Calla

Shri K.N. Bhandari

Shri Ved Prakash Khurana

Shri Pran. M. Agarwal

Shri Sanjay Kumar Tayal

Shri K.G. Kurian

Shri Vipul Dharjlal Shah

Shri B.M. Sharma- Managing Directo & CEO

Flow chart of

Organization Structure of The Bank of Rajasthan ltd.

Corporate Office

At Mumbai

__________________________________

Central Office

At Jaipur

________________________________________________________

Banglore Bhilwara Bikaner Chandigarh Delhi Indore Jaipur Jodhpur Kota

kolkata Mumbai

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Agar Chawand Kheroda Shergarh

Anjana Chhani Lasadiya Surpur

Antri Chhinch Loonda Tambesara

Arthuna Danpur Mahidam Tandaratna

Bambora Dungarpur Mamer Tokar

Banswara Fatehnagar Naugma Varda

Bedla Gangartalai Palodara

Bedwa Ghasa Rikhabdeo

Bhimpur Jhadol Sagwara

Bhinder Jhamarkotra Salumber

There are 13 branches in Udaipur city which are as under:

Udaipur AM (Ashwini market)Udaipur BB (Bapu Bazar)

Udaipur BNC (B.N. College)

Udaipur BS (Bus Stand)

Udaipur CT (Clock Tower)

Udaipur GNPS (Guru Nanak Public School)

Udaipur HM ( Hiran Magri)

Udaipur MIA (Madri Industrial Area)

Udaipur NBHS (Nav Bharat Public School)

Udaipur RCA (Rajasthan Agriculture College)

Udaipur St. Marys school

Udaipur UC (University College)

Udaipur VB (Vidhya Bhawan)

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Organization Structure of Regional office, Udaipur:

The head of R.O. Udaipur is Shri S.C. Maheshwari designated as AVP-II. The

Chief manager is Shri Naveen Malot . The departments in the R.O. are:

1) Personal Administration Department (PAD)

2) Credit Administration Department (CAD)

3) General Banking department

4) Law Department5) Priority Sector Department

6) Information and Technology Department

INTRODUCTION TO WORK LIFE BALANCE

The issue of work-life balance has developed out of demographic and social

changes that have resulted in a more diverse and declining workforce and

different family and work models. Supporting work-life balance is seen as a way

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of attracting and retaining the labour force needed to support economic well-

being.

This review of research and literature in the areas or work-life balance, workplace

culture, employee engagement, discretionary effort and productivity aims to

demonstrate the links between these factors.

Definitions and evidence of relationships

Work-life balance1

Work-life balance is defined as effectively managing the juggling act between

paid work and the other activities that are important to people. This notes that it

is not about saying work is wrong or bad, but that it shouldnt crowd out the other

things that matter to people, like time with family, participation in community

activities, voluntary work, personal development, leisure and recreation. It also

points out that there is no one size fits all solution. The right balance is a very

personal thing that differs for different people and at different stages of the life

course. While for some the issue is having too much work, others do not have

enough.

The concept of work-life balance also includes the priority that work takes over

family, working long hours, and work intensification. Work intensification, defined

by Burchell (2006, p.21) as the increasing effort that employees put into the time

that they are working or the amount of work done in a day, the pace of work and

its depletion of energy for activities outside of work, is also an issue affecting

work-life balance. Public submissions to the Department of Labour (2004a) andthe New Zealand Council of Trade Unions (2002) study identified increased

intensification of work, partly due to reduced staffing as a major issue for work-

life balance, along with long hours and working non-standard hours.

1

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Work-life balance is an issue not just for individuals, but for employers, the

market, the state and society as a whole. The future workforce and consumer

market is dependent on women bearing, and parents raising, children. The move

from a single male breadwinner family model to one where both parents

participate in paid employment has made it increasingly difficult to raise children

while the workplace continues to be modelled on male breadwinner workers.

Work-family balance evolved into work-life balance partly in response to

workers without family responsibilities who felt that employees with children were

getting benefits that they were not. The term life applies to any non-paid

activities or commitments. While the term does not generally include unpaid

work when referring to work, it could be extended to cover that.

Work-life balance issues appear to affect some groups of people more than

others those working long hours, those whose work spills over into the home as

a result of modern technology, those in non-standard employment such as shift

work, those on low incomes, those trying to juggle parenting and paid work, and

those with cultural obligations beyond the family and paid work.

Productivity

Labour productivity is defined as total output divided by labour inputs and is

considered as a necessary, though not sufficient in itself, condition for long-term

profitability and success (Guthrie, 2001).

People tend to be more motivated in the workplace if they feel appreciated

and respected. Creating a positive work environment not only boosts morale

but also productivity levels.(WPWG, 2004:17)

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High performing workplaces are founded on a strong workplace culture in

which motivated and engaged employees are willing to go the extra mile.

(WPWG, 2004:18)

The WPWG report notes that barriers to introducing practices to improve

productivity include the short-term costs of new practices and strategies in

relation to short-term benefits, a lack of buy-in and a belief that such practices

will lead to competitive disadvantage rather than competitive advantage.

Relationship between work-life balance and productivity

A body of research supports a positive relationship between work-life balanceand productivity. This includes individual case studies, research across a range

of organisations and reviews of a number of studies.

Some studies do not support a positive relationship between work-life balance

and productivity, for example Bloom et als (2003) study of 732 manufacturing

organisations in the US, France , the UK and Germany found no direct

relationship between work-life balance policies/initiatives and increasedproductivity. However, these studies can usually be analysed to find the

confounding factor is workplace culture or management, or lack of

implementation of work-life policies. For example, Bloom et al found

management to be an intermediary factor, and they only measured having a

work-life policy, not implementation or actual provisions.

In New Zealand, a Department of Labour (2006) survey of employees found a

strong relationship between employees ratings of productivity practices in theworkplace and their own work-life balance.2

2

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Similarly, a UK survey of 597 working parents (Working Families, 2005) found a

correlation between self-rated productivity, flexibility and satisfaction with work-

life balance, and between satisfaction with work-life balance and enjoyment of

ones job (Figs 1&2 ). The authors conclude with a model that relates productivity

to good management, flexible working, satisfaction with work-life balance and

enjoyment of ones job. While productivity comprises a combination of complex

factors, flexible working options are perceived by working parents to be a factor n

their productivity.

15 41 32 11

16 44 33 7

20 51 25 5

42 39 11 7

0% 20% 40% 60% 80% 100%

perceived productivity

fairly/very

dissatisfied

neutral

satisfied

very satisfied

work-lifebalance

Productivity and work-life balance - self perceptions

very productive

productive

neutral

not productive

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1 24 26 47

6 40 27 27

15 55 15 15

29 55 10 7

0% 20% 40% 60% 80% 100%

satisfaction with work-life balance

don't enjoy

much at all

neutral

enjoy

enjoy a lot

Work-life balance and enjoyment of job

very satisfied

satisifed

neutral

fairly/very dissatisifed

A US survey of 151 managers and 1353 mainly professional employees in six

major corporations found that 70% of managers believed that allowing staff to

work flexibly resulted in increased productivity, 76% reported higher staff

retention and 65% reported increased quality of work. The remainder mostlyreported no change on these outcomes, with approximately 5% reporting

negative effects on productivity (Boston College Center for Work and Family,

2000).

These studies have all relied on self-report by either employees or managers of

perceived impacts on productivity. The following studies have used actual

financial or statistical data.

Other studies have focused on factors or processes influencing productivity. A

review of international literature on business benefits of work-life balance

concluded that work-life balance can enhance productivity in various ways. One

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argument is that productivity gains occur as a result of a reduction in home to

work spill over (but other evidence eg. ODriscoll, shows that most spill over goes

in the direction of work to home). Another argument is that productivity is

improved through reducing long hours at work and fatigue. The third argument is

that in exchange for the gift of work-life provisions, employees offer the gift of

discretionary effort, thereby increasing productivity. This relationship is

discussed below.

Long hours, work-life balance and productivity:

Long working hours is a factor in lack of work-life balance..

Research at case study/organisation level shows an inverse relationship betweenlong working hours and productivity. A study of 12 leading British employers

found a positive relationship between long hours and absenteeism and staff

turnover, and an inverse relationship between long hours and staff morale and

productivity . While long hours may improve productivity in the short-term, this is

not sustainable, and quality and productivity decrease in the longer term.

Workplace culture was a factor in long work hours in these case studies, and

examples of successful interventions to reverse the negative consequences of

long work hours involved changing company culture. This includes visibly

changed top management behaviour and commitment and the introduction of

flexible work patterns, job redesign and training in time management.

Workplace/work-life culture

Organisational culture is defined as the set of shared values and norms that

characterise what is held to be important in the organisation (Working Families,

2006:13). It is more informally described as the way we do things around here.

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Lewis (2001) cites a definition from Pemberton (1995) as a deep level of shared

beliefs and assumptions, which often operate unconsciously, are developed over

time embedded in an organisations historical experiences. Cultures that were

initially functional may become dysfunctional as social circumstances change

over time.

The ideal worker workplace culture that developed around male breadwinner

female caregiver models of families is now in conflict with gender equality, female

labour force participation and dual income families.

A supportive work-life culture is defined by Thompson et al (1999) as the sharedassumptions, beliefs and values regarding the extent to which organisations

value and support the integration of work and family lives, for women and men.

One example of how current workplace cultural assumptions are in conflict with

new models of gender roles and family life is concepts of full-time and part-time

work. Full-time work fits the ideal worker/male breadwinner culture of the past

while part-time work is better suited to the new social reality of dual incomefamilies and a move towards greater gender equity in child-raising.

Another type of workplace culture that is in conflict with family life is the long

hours culture discussed earlier.. A long hours culture was defined by the

employees as one in which long hours were valued, employees were praised for

working long hours and working long hours was viewed as a sign of commitment.

In one organisation in this study a long hours culture was described as an

expectation of employees to get the job done irrespective of the contracted

working hours. Long hours were perceived as part of the job and not doing this

was seen as a sign the employee was not committed .

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A long hours culture is set by senior managers working long hours and

generating high workloads for those around them, according to Kodz et al (1998).

Peer pressure also creates a culture of long hours, either through comments or

competition. The third key driver of a long hours culture is that career progress is

dependent on long hours and presenteeism. Other drivers of long hours cultures

are customer expectations and service provision, staff shortages, new

technology which enables 24/7 availability of employees, and the need to travel

for work.

Only a minority of employees in this study, which included employees from a

range of sectors, were driven to work long hours to improve pay as most are not

paid overtime.

Relationship between work-life balance and workplace culture

Many studies have found a relationship between work-life balance and workplace

culture.

In New Zealand, the Department of Labour 2006 survey of employees found that

an unsupportive workplace culture was associated with poor work-life balance.

Almost 60% of employees said aspects of their workplace culture made work-life

balance harder to achieve, particularly as expressed in the expectations and

attitudes of managers, supervisors, colleagues and workmates.

An Australian study (de Cieri et al 2002) which involved surveys of 1500

employees at three periods (1997, 1998 and 2000) found that uptake of work-life

balance initiatives varied from 20% to 80% of employees in an organisation.

There was also a time-lag from introduction of initiatives to uptake. Key barriers

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to the implementation and on-going effectiveness of work-life balance strategies

identified in the literature and borne out in the Australian study were:

An organisational culture which emphasises and rewards long hours and high

organisational commitment (to the neglect of other life commitments).

An isolated, hostile and unsupportive working environment for employees with

life commitments outside the organisation.

Attitudes and resistance of supervisors and middle management.

Preference of senior management involved in recruitment to dealing with

people perceived as similar to themselves.

Lack of communication and education about work-life balance strategies.

The Australian research identified two key factors as barriers to work-life

implementation and success: organisational inaction and organisational values.

The most influential aspects of organisational inaction were lack of

communication to staff, ineffective implementation, failure to evaluate/measure

the impact of programmes, lack of middle management education and not getting

line managers involved. These factors have all been identified in many studies on

implementing diversity and work-life policies.

The most influential aspects of organisational values as barriers to positive work-

life outcomes in the Australian study were focusing on the programmes rather

than culture change and the way work is done, and increased work demands

over-shadowing personal needs. The authors state that what is needed to

improve utilisation of work-life balance programmes is improved implementation

and communication to managers and employees, culture change and thedevelopment of a track record of achievements to encourage future

management commitment to this area .

Thompson et al (1999) developed a measure of work-life culture based on their

definition of work-life culture as the shared assumptions, beliefs and values

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regarding the extent to which an organisation supports and values the integration

of employees work and family lives. They examined the relationship between

work-life culture and use of work-family initiatives, organisational attachment and

work-family conflict amongst 276 managers and professionals. Perceptions of a

supportive work-family culture were statistically related to the use of work-family

initiatives, reduced work-family conflict and positive organisational commitment.

They identified three aspects of workplace culture that affected the use of work-

family initiatives: managerial support, career consequences and organisational

time expectations.

.

Kirby and Krone (2002) examined the effect of workplace conversations on theuse of work-family initiatives. Kirby and Krone found that workplace discussions

around work-family policies revolved around perceived equity and preferential

treatment. These findings have implications on how to best alter workplace

culture dynamics; just adding work-family policies to an existing workplace

culture may result in under-utilisation. Recommendations follow those found

elsewhere: integrate policies into the whole organisation, generate senior

management support, provide training for managers on the benefits of policiesand how to implement them, communicate success stories of using the policies,

and communicate the wider benefits beyond women or employees with children.

In New Zealand the EEO Trust 2006 Work-Life Survey found that the uptake of

work-life initiatives related to actually putting work-life policies into practice rather

than to the mere existence of a policy and a range of initiatives.

The use of family-friendly initiatives was found to be significantly related to

employees perceptions of family-oriented workplace support and men reported

higher work-family conflict than women, it appears that men experience less

workplace support to use family-friendly initiatives than women as explained in

more detail on the following page.

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McDonald, Brown and Bradley (2005) found that the gap between work-life

policies and initiatives and their use, particularly by men and career-oriented

employees, was due to five factors:

Lack of managerial support for work-life balance

Perceptions of negative career consequences

Organisational time expectations

Gendered nature of policy utilisation

Perceptions of unfairness by other employees (ie. those without family

responsibilities)

Relationship between work-life balance, workplace culture,

discretionary effort and productivity

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Work-lifebalance

initiatives

Increaseddiscretionary

effort

People-centricculture and otheractors

TrustReciprocationManager

characteristicsand flexibilityCommunicationCommitment to

diversityIntegrityInnovation

ork linked toorganisational

strategy

Positive work-life

Positive work-life

IncreasedProductivity

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Background: Understanding the drivers for work-life balance

In essence work-life balance can be defined as employers and employees

embracing a work to live rather than live to work approach. A commonly

applied definition is:-

Work-life balance is about people having a measure of control over when, where

and how they work. It is achieved when an individual's right to a fulfilled life inside

and outside paid work is accepted and respected as the norm, to the mutual

benefit of the individual, business and society. 1

Work/life balance has evolved over time. Historically people worked close to or at

their place of work, so work and life were inherently integrated. Life activities like

community involvement, childcare, and elder care happened within and

alongside the work environment.

The separation between work and life became more clearly defined during the

industrial revolution of the 18th century. In recent times, it is clear the workplace

and,indeed, the worker have changed, as has the composition of households.Without someone attending to life issues full-time, workers now have to find

time to take care of responsibilities like childcare, or caring for an elder parent in

addition to their paid work.

Hence, for many people, 21st century life involves less work-life balance and

more of a balancing act as they juggle responsibilities which are often viewed as

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competing.The digital revolution has further merged work-life environments in

many employment sectors.There are as many women as men in our workforce

and we have an ageing population. These demographics suggest that work-life

balance is going to become an increasingly important issue as people continue to

demand that their employers enable them to achieve a better work-life

balance.What types of work/life programs are there?

When people think of company work/life benefits, they often think of childcare.

However, most work/life programs entail much more. Work-life balance is not just

for people who want to reduce their working hours, it is about responding to

individual circumstances to help individuals fulfill their responsibilities and

aspirations. Some organisations around the world are gaining competitive

advantage in the recruitment market by offering work-life balance and careerprogression to talented individuals.

A survey by global human resources consultancy Towers Perrin in the US

identified more than 100 varieties of work/life programs that fall into the following

six categories:

1. Time Include flexible work arrangements such as flexitime, telecommuting, job

sharing and part time work, term time working2. Leave Paid and unpaid leaves for childbirth, the care of young or sick children,

sporting, or other personal or family matters.

3.Dependent Resource and referral services to help employees find childcare or

care elder care, childcare programs that are on-site or nearby, and employee

discounts or vouchers to help pay for the cost of care.

4.Counseling Employee seminars about balancing work and family life, peer and

wellness support groups, and training for supervisors to be more attuned to

employee family problems caused by overwork.

5. Benefits Cafeteria-style plans, non-taxed flexible spending accounts,

sponsored health insurance schemes or insurance to pay for the long-term care

of oneself, elderly parents, or a spouse

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6.Personal Concierge services, lactation rooms, nap rooms, and food

convenience shopping and dinner preparation services.

Those employers who have introduced these types of employee benefits report

correlated business benefits including:-

Increased productivity

Improved recruitment and retention: Employee costs can be 50 percent of a

companys expenditure, with replacement costing considerably more than the

advertising and direct recruitment fee so it pays to retain experienced employee.

Lower rates of absenteeism

Reduced overheads

A more motivated, satisfied and equitable workforce

Work Life Balance: Ways to restore harmony and reduce stress

Finding work-life balance in today's frenetically paced world is no simple task.

Spend more time at work than at home, and you miss out on a rewarding

personal life. Then again, when you face challenges in your personal life, such as

caring for an aging parent or coping with marital problems, concentrating on your

job can be difficult.

Whether the problem is too much focus on work or too little, when your work life

and your personal life feel out of balance, stress along with its harmful effects

is the result.

The good news is that you can take control of your work-life balance and give

yourself the time to do the things that are most important to you. The first step is

to recognize how the world of work has changed. Then you can evaluate your

relationship to work and apply some specific strategies for striking a healthier

balance.

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How work invades your personal life

There was a time when employees showed up for work Monday through Fridayand worked eight- to nine-hour days. The boundaries between work and home

were fairly clear then. But the world has changed and, unfortunately, the

boundaries have blurred for many workers. Here's why:

Global economy. As more skilled workers enter the global labor market

and companies outsource or move more jobs to reduce labor costs,

people feel pressured to work longer and produce more just to protect

their jobs.

International business. Work continues around the world 24 hours a

day for some people. If you work in an international organization, you

might be on call around the clock for troubleshooting or consulting.

Advanced communication technology. Many people now have the

ability to work anywhere from their home, from their car and even on

vacation. And some managers expect this.

Longer hours. Employers commonly ask employees to work longerhours than they're scheduled. Often, overtime is mandatory. If you hope

to move up the career ladder, you may find yourself regularly working

more than 40 hours a week to achieve and exceed expectations.

Changes in family roles. Today's married worker is typically part of a

dual-career couple, which makes it difficult to find time to meet

commitments to family, friends and community.

Married to your work

It can be tempting to rack up the hours at work especially if you're trying to

earn a promotion or some extra money for a child's education or a dream

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vacation. For others, working more hours feels necessary in order to manage the

workload.

But if you're spending most of your time at work, your home life will likely pay the

price. Consider the pros and cons of working extra hours on your work-lifebalance:

Fatigue. Your ability to think and your eye-hand coordination decrease

when you're tired. This means you're less productive and may make

more mistakes. These mistakes can lead to injury or rework and

negatively impact your professional reputation.

Family. You may miss out on important events, such as your child's first

bike ride, your father's 60th birthday or your high-school reunion.

Missing out on important milestones may harm relationships with your

loved ones.

Friends. Trusted friends are a key part of your support system. But if

you're spending time at the office instead of with them, you'll find it

difficult to nurture those friendships.

Expectations. If you regularly work extra hours, you may be given more

responsibility. This could create a never-ending and increasing cycle,causing more concerns and challenges.

Sometimes working overtime is important. If you work for a company that

requires mandatory overtime, you won't be able to avoid it, but you can learn to

manage it. Most importantly, say no when you're too tired, when it's affecting your

health or when you have crucial family obligations.

Striking the best work-life balance

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For most people, juggling the demands of career and personal life is an ongoing

challenge. With so many demands on your time from overtime to family

obligations it can feel difficult to strike this balance. The goal is to make time

for the activities that are the most important to you.

Here are some ideas to help you find the balance that's best for you:

Keep a log. Track everything you do for one week. Include work-related

and non-work-related activities. Decide what's necessary and what

satisfies you the most. Cut or delegate activities you don't enjoy and

don't have time for. If you don't have the authority to make certain

decisions, talk to your supervisor.

Take advantage of your options. Find out if your employer offers flex

hours, a compressed workweek, job-sharing or telecommuting for your

role. The flexibility may alleviate some of your stress and free up some

time.

Learn to say no. Whether it's a co-worker asking you to spearhead an

extra project or your child's teacher asking you to manage the class

play, remember that it's OK to respectfully say no. When you quit doing

the things you only do out of guilt or a false sense of obligation, you'llmake more room in your life for the activities that are meaningful to you

and bring you joy.

Leave work at work. With today's global business mentality and the

technology to connect to anyone at any time from virtually anywhere,

there's no boundary between work and home unless you create it.

Make a conscious decision to separate work time from personal time.

When with your family, for instance, turn off your cell phone and put

away your laptop computer.

Manage your time. Organize household tasks efficiently. Doing one or

two loads of laundry every day, rather than saving it all for your day off,

and running errands in batches are good places to begin. A weekly

family calendar of important dates and a daily list of to-dos will help you

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avoid deadline panic. If your employer offers a course in time

management, sign up for it.

Rethink your cleaning standards. An unmade bed or sink of dirty

dishes won't impact the quality of your life. Do what needs to be done

and let the rest go. If you can afford it, pay someone else to clean your

house.

Communicate clearly. Limit time-consuming misunderstandings by

communicating clearly and listening carefully. Take notes if necessary.

Fight the guilt. Remember, having a family and a job is OK for both

men and women.

Nurture yourself. Set aside time each day for an activity that you enjoy,

such as walking, working out or listening to music. Unwind after a hecticworkday by reading, practicing yoga, or taking a bath or shower.

Set aside one night each week for recreation. Take the phone off the

hook, power down the computer and turn off the TV. Discover activities

you can do with your partner, family or friends, such as playing golf,

fishing or canoeing. Making time for activities you enjoy will rejuvenate

you.

Protect your day off. Try to schedule some of your routine chores onworkdays so that your days off are more relaxing.

Get enough sleep. There's nothing as stressful and potentially

dangerous as working when you're sleep-deprived. Not only is your

productivity affected, but also you can make costly mistakes. You may

then have to work even more hours to make up for these mistakes.

Bolster your support system. Give yourself the gift of a trusted friend

or co-worker to talk with during times of stress or hardship. Ensure you

have trusted friends and relatives who can assist you when you need to

work overtime or travel for your job.

Seek professional help. Everyone needs help from time to time.If your

life feels too chaotic to manage and you're spinning your wheels

worrying about it, talk with a professional, such as your doctor, a

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psychologist or a counselor recommended by your employee assistance

program (EAP).

Services provided by your EAP are usually free of charge and confidential. This

means no one but you will know what you discuss. And if you're experiencinghigh levels of stress because of marital, financial, chemical dependency or legal

problems, an EAP counselor can link you to helpful services in your community.

Remember, striking a work-life balance isn't a one-shot deal. Creating balance in

your life is a continuous process. Demands on your time change as your family,

interests and work life change. Assess your situation every few months to make

sure you're keeping on track.

Balance doesn't mean doing everything. Examine your priorities and set

boundaries. Be firm in what you can and cannot do. Only you can restore

harmony to your lifestyle

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Research Methodology

Research methodology is the backbone of any research work undertaken. The

whole study was basically based on collection of data from primary source but

secondary source were also used.

Research methodology deals with the efficient plan and decisions on sources of

gathering the needed on data. Research instrument to be used Research design.

Contact method analysis and interpretation.

Methodology has been extensively discoursed under the heading given below on

the following: -

Research Design

Collection of Data

Research instrument and contact method sampling plan Field work

Research design:

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Research design is the overall description of all the steps thought which the

project has preceded from the setting of objectives to the writing of the project

report.

Below is given the various steps in brief of the research design for the project.

Title of the study: Analysis of Work Life Balance in Banking sector

Research Objectives:

The main objectives of this study were to:

To know how the work pressure and unhappiness can effect family life

To know the results of work life imbalance on efficiency, health and personal as

well as professional life of employees of banks.

To study how the nature of family structure influences work related stress

To know the marital status of the individuals affect their live

Ascertain the demand for work-life balance practices.

Data collection:

Data Sources:

Data was gathered through primary and secondary data.

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Primary data: - It consists of original information gathered for the specific

purpose the data is generally collected by survey. Primary sources were

preferred because of its relevance to the issue to have a focused approach due

emphasis was given to obtain accurate information from the respondent.

Secondary data: - It consists of information that already exists having been

collected for another purpose. secondary data is collected from various

magazines newspapers and trade journals market patterns websites of co. &

through net surfing

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

emphasis was given to the questionnaire method. Questionnaire is the Source of

gathering the information required for reaching the objectives of this project.The

respondents were all the employees working in Rajasthan bank.The

questionnaire deals with all types of questions necessary together information

required for the project information gathered from the employees was the entirely

primary data. For collection of secondary data various journals, internet & articles

were used. Both primary and secondary data were used for tabulation and

analysis of the information to obtain results.The collected primary data was completely tabulated with the help of tables

and percentage were calculated . From the table information was

analyzed and relevant inferences were drawn and wherever necessary

graphs were made for the presentation of data.

.

Research Instrument and Contact Method

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Survey method was used to collect the primary data on various parameters by

way of personal interview supported by a well-structured questionnaire.

Questionnaire is enclosed in last.

Sampling plan:

This calls for 2 decisions:

Sampling unit: - It covers the employees of The Bank of Rajasthan Ltd., Udaipur

City.

Sampling size: - 30 Employees

Scope of the study

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 & stress.

This study 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

profile of the executives high and also keep their family life happy wich in the

long run benefits the organization in achieving its long term goals.

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

variables for future researchers.

Limitations of the study:

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1. Sample size is too short.

2. Study is limited to udaipur city and to The Bank of Rajasthan Ltd. Only.

Facts & findings:

1. 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.

2. For married employees it is more difficult to concentrate on their personal

life because of their work pressure and therefore more work load in banksresulted in poor family relation.

3. Long working hour culture directly affects the level of efficiency of

employees thereby causing stress at work resulting into hypertension and

other diseases.

4. One positive finding is here that family members response are co-

operative towards most of the employees on overstaying in the office

resulting less stress.

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

a) Most of the times - 9

b) Some times - 13

c) Seldom - 2

d) Always - 3

e) Never - 3

Q.3)Response of the family members on overstaying in the office

a) Resentment - 5

b) Irritation - 4

c) co-operative - 21d) Ignorant - 0

e) Feel Neglected - 0

Q.4) Do you think long working hours undermine your family life :


b) Some times - 18c) Seldom - 2

d) Always - 2

e) Never - 5

Q.5) Are you able to attend social gatherings :


b) Some times - 15

c) Seldom - 4

d) Always - 3

e) Never - 1

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Q.6) Do you spare time for your hobbies and personal interest :

a) Yes - 12

b) No - 18

Q.7) Do you take your children to their schools :


b) Some time - 6

c) Seldom - 1

d) Always - 0

e) Never - 19f) Not applicable - 4

Q.8) Priorities the following ( 1)

a) Career - 8

b) Health - 8

c) Family - 13

d) Wealth - 1e) Hobbies - 0

Q.9) Do you carry your office work at home :


b) Some times - 7

c) Seldom - 3

d) Always - 0

e) Never - 20

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Q.14) Do you agree YOUR HEALTH IS SUFFERING BECAUSE OF YOUR

WORK

a) strongly agree - 3

b) agree - 12

c) partially agree - 8

d) disagree - 6

e) Strongly disagree - 1

Q.15) Do you suffer from Hypertention :a) Yes - 18

b) No - 12

Q.16) Do you suffer from Insomnia :

a) Yes - 9

b) No - 21

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Interpretation

1. Working hours per day:

23%

70%

7% 0%

Less than 8 hrs

8 - 10 hrs

10 - 12 hrs

More than 12 hrs

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By concluding the survey we know that 70% employees are working for 8 10

hrs and 23% employees are working for less than 8 hrs & about 7% employees

for 10 12 hrs. Not a single employee is working for more than 12 hrs.

2. Overstaying in the office for finish work :

43%

30%

7%10%

10%

Some timesMost of the times

seldom

Always

Never

By concluding the survey we know that 43% employees sometimes overstayingin the office for finish the work & 30% employees are overstaying most of the

times for finish the work. About 7% seldom, 10% always &10% employees are

never overstaying in the office for finish work.

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3. Response of the family on overstaying :

17%

13%

70%

0%0% Resentment

Irritation

Co-Operative

Ignorant

Feel Neglected

By concluding the survey we know that 70% employee Families response Co-

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operatively on overstaying in the office & 17% employee families show

Resentment & 13% families show Irritation on overstaying of employees in the

office.

4. Long working hours undermine your family life :

59%10%

7%

7%

17%Some times

Most of the times

seldom

Always

Never

By concluding the survey we know that 9% employees Sometimes undermine

their family life due to long working hours & 10% most of the times, 7% seldom,

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By concluding the survey we know that 51% employees are able to attend social

gatherings sometimes only & 23% are able most of the times, 13% seldom, 3% Never &

10% are able to attend social gatherings always.

6. You spare time for your hobbies

40%

60%

Yes

No

By concluding the survey we know that only 40% employees spare time for their

hobbies & about 60% people dont get time for their hobbies.

7. Do you take your children to school :

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20%

0%3%0%

64%

13%Some times

Most of the times

seldom

Always

Never

Not applicable

By concluding the survey we know that 64% employees Never take their children

to school, 20% take Sometimes.

13% of the respondents are not applicable for this question.

8. Priorities :

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27%

27%

43%

3%0%Career

Health

Family

Wealth

Hobbies

By concluding the survey we know that 43% employees give first priority to their

family, 27% give to their Career, 27% give to their Health & 3% to their Wealth.

Not a single respondent give priority to their Hobbies.

9. Do you carry your office work at home

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23%

0%

10%0%67%

Some times

Most of the times

seldom

Always

Never

By concluding the survey we know that 67% employees Never carry their office

work at home, 23% carry Sometimes, 10% seldom carry their office work at

home.

10. How frequently you carry your family out onvacation :

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60%10%

10%

7%13% Some times

Most of the times

seldom

Always

Never

By concluding the survey we know that 60% employees efficiency sometimes

affected due to long working hours, 10% employees efficiency most of the time

affected due to long working hours, 13% employees efficiency Never, 10%

seldom & 7% employees efficiency Always affected due to long working hours.

12. Does peer pressure compels you to stay late in theoffice:

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46%

17%7%

10%

20%

Some times

Most of thetimes

seldom

Always

Never

By concluding survey we know that long working hours cause stress at work

sometimes for 46% of the respondents, 20% respondents are Never get stress

due to long working hours, 17% are in stress most of the times, 10% respondents

get Always stress at work & 7% get stress seldom at work due to long working

hours.

14. Do you agree YOUR HEALTH IS SUFFERINGBECAUSE OF YOUR WORK :

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10%

40%27%

20% 3%

Strongly agree

Agree

Partially agree

Disagree

Stronglydisagree

By concluding the survey we know that 10% respondents are strongly agree with

the statement, 40% are agree, 27% are partially agree,20% are disagree & 3%

respondents are strongly disagree with the particular statement.

15. Do you suffer from Hypertention :

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60%

40%

Yes

No

By concluding the survey we know that 60% respondents are suffering from

Hypertention.

14. Do you suffer from Insomnia :

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30%

70%

Yes

No

By concluding the survey we know that 70% respondents are not suffering from

Insomnia

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Conclusions. A strategy to encourage work-life balance or a series of work-life initiatives is not

sufficient to increase discretionary effort and employee engagement. Work-life

balance must be supported and encouraged at all levels of the organisation,including senior management, line managers and all staff.

Building an organisational culture which supports work-life balance is a long-term

process for large organisations. It involves changing the way people think and

talk about their work and about work-life balance so that using flexible working

options and other work-life initiatives becomes accepted and normal for everyone

regardless of their gender, seniority within the organisation or personal

commitments.

1. The family and work life are both important to employees in any service sector &

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

into various diseases.

2. The organizations which encourage work life balance in principle and in practice

will reap the benefits of increased employee engagement, discretionary effort and

therefore productivity.

3. Building an organisational culture which supports work-life balance is a

long-term process for large organisations.

4. Work-life balance must be supported and encouraged at all levels of the

organisation, including senior management, line managers and all staff.

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Identify Priorities

Consider what you want to get out of your work and your personal life,

and eliminate the things that don't help you achieve those goals. Do you want

to get a promotion at work and also attend your kids' sporting events? Make

those

things your top priorities, and do what it takes to make them happen.

Be Sure to Ask

Sometimes all you have to do is ask for flexible hours or the option to

telecommute-- at least for a period of time. You never know what you can get unless you ask.

Set a Time Frame

Don't expect to achieve this balance overnight.

Lay out your responsibilities and set small goals for when you

will likely incorporate different elements of balance into your life.

Find a Balance Mentor

Identify someone who is really good at achieving work-life balance,

and ask for any tips.

Telecommute

Work from home when it's realistic and possible.

Not commuting or getting dressed and ready for the office saves chunks

of time. You may find you get more done on days you work from home, since

there won't be all that office chit-chat and those time-wasting meetings. You'll be

able to focus on work for long stretches and to use the extra hours in the day to

meet personal responsibilities.

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Use Technology to Your Advantage

Technology should help you achieve work-life balance, not rule your life.

Make certain times, like dinner, are technology-free for you and your family.

Set an example by adhering to the rules you lay down.

Communicate

Establish clear communication with your colleagues and your boss.

If you won't be available for certain hours during the day or weekend

because you're dealing with family problems, make sure your manager is aware

and agrees.

Have a Support SystemThings will come up, and you'll need help.

Identify people who can pitch in at times, such as family members,

neighbors, friends and colleagues.

Learn Your Employer's Policies

Your company may have set policies on flexibility.

People often don't know there are options about commuting andthe work day that can make their lives easier.

Edit Yourself Personally and Professionally

Let go of the things that are not mission-critical.

Take yourself off committees and out of obligations that you can't give

your all to, leaving yourself free for the most important ones.

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Appendix

Questionnaire

WORK LIFE BALANCE SURVEY

Name : . Age : ...............

Designation : .. Gender : Male / Female

Marital status : Single / married Family structure : Nuclear / Joint

Educational Qualification : ..

Occupation of your spouse :

Monthly Income ( in Rs.) : a) 5000-10,000 b) 10,000-15,000c)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.

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)Response of the family members on overstaying in the office

a) Resentment b) Irritationc) co-operative d) Ignorant e) Feel Neglected

Q.4) Do you thinklong working hours undermine your family life :

a) Most of the times b) Some times


Q.5) Are you able to attend social gatherings :



Q.6) Do you spare time for your hobbies and personal interest :

a) Yes b) No

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Q.7) Do you take your children to their schools :

a) Most of the times b) Some time


Q.8) Priorities the following ( 1-5)a) Career ( ) b) Health ( )

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

Q.9) Do you carry your office work at home :



Q.10) How frequently you take your family out on vacation :

a) Twice in a year b) Once in a yearc) Once in three years d) Once in five years e) Never

Q.11) Does long working hours affect your efficiency :



Q.12) Does peer pressure compels you to stay late in the office :a) Most of the times b) Some times


Q.13) Does long working hours cause stress at work :

a) Most of the times b) Some timesc) Seldom d) Always e) Never

Q.14) Do you agree YOUR HEALTH IS SUFFERING BECAUSE OF YOUR WORKa) strongly agree b) agree

c) partially agree d) disagree e) Strongly disagree

Q.15) Do you suffer from Hypertention :

a) Yes b) No

Q.16) Do you suffer from Insomnia :

a) Yes b) No

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Bibliography

THANKS

project of pepsi by jaypee sharma udaipur

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