Declaration

I hereby declare that the thesis titled ‘A COMPARATIVE STUDY OF WORK-LIFE

BALANCE IN PUBLIC AND PRIVATE SECTOR BANK EMPLOYEES’ is my

original work and has not been submitted in the past or currently for the award of any

degree or diploma at any other University or Institute.

15th May 2012Lucknow Smita Singh

Counter Signed

This is to certify that the above declaration by the candidate is true to the best of my

knowledge.

May 12, 2012 Dr. Ritu NarangLucknow (Research Guide)

i

Preface

Work/Life research in the western countries has developed a momentum of its own in the

past four decades. It has been spurred by changing demographic patterns, new emerging

social structures and opening economic frontiers. Many developed countries recognising

the need to address the issues confronting single-parent households, sandwich generation

(which has care-giving responsibilities for children and aging parent), dual-earner

couples, have established centres for work and family research. The study has spanned

across a range of disciplines such as anthropology, sociology, psychology, organisational

behaviour, industrial relations, economics and women studies and a fuelled a lot of

debate on factors facilitating or inhibiting work/life balance.

In contrast to the developed countries, emerging economies, like India, have been slow in

picking up the trend, presumably due to a more gendered distribution of work and family

roles. However, privatisation, globalisation, entry of women in the workforce,

disintegration of the joint family system, competitive work places have all made it

imperative that Indian organisations turn their attention towards balancing the work and

family lives of their employees. This is even more relevant in the case of public sector

banks, which underwent a near complete transformation in an attempt to compete with

the private sector banks. Staff has never before been so pressurised to demonstrate their

commitment to the organisation. The effort to prove one’s dedication has resulted in an

intensification of work demands on the employees and an increased expectation of

flexibility to be available for work any time. Information technology, too, has

contributed towards blurring the boundaries between work and personal life, thereby

reducing the time available at home.

Simultaneously the social fabric of India has undergone a drastic change. The extended

family is gradually disappearing and single parent households are on the rise due to an

increase in divorce cases. At the same time women are still required to bear the major

burden of household responsibilities, especially those related to child rearing. These

ii

synchronous changes in work and family domains have necessitated a critical

investigation into the issues related to striking a balance between the two spheres.

Work/Life Balance of employees working in the banking sector has been the focus of

very few studies in India. Since, banks are into the business of handling the money of the

people, by the people and for the people, the specific dimensions of service sector,

intangibility, variability and perishability of service processes along with the volatile

customer expectations, make it particularly vital for banking organisations to ensure their

internal customer (staff) is a satisfied individual. With private and foreign banks offering

diverse options, the external customer is spoilt for choice but then, is the internal

customer equally happy? In light of this, a need was felt to compare the Work/Life

Balance of public and private sector bank employees and to understand the factors which

are peculiar to the Work/Life Balance of these staff members.

iii

Acknowledgement

This is a journey which began in December 2007 and has seen me survive a number of

twists and turns on the way to the destination. No journey is completed in isolation as

we meet various people along the way, some who encourage and help us and others who

challenge and indirectly force us to grow and improve. Here, I would like to

acknowledge some of the major and minor influencers who shaped my endeavours

during the last four and a half years.

First and foremost, I would like to thank my research guide, Dr. Ritu Narang for her

guidance, affection and support. My enrolment in PhD research is in itself a testimony to

her determination and grit. Dr. Narang has been more than a research guide to me. She

has supported me when I floundered, encouraged me when I was disheartened and

applauded me when I succeeded. Her enthusiasm for research and learning was

contagious and motivational for me.

Prof. J K Sharma, Head, Department of Business Administration, is a father figure for

me. Sir has always inspired me to give my best at all times. Words are not enough to

thank him. His faith in my capabilities has often encouraged me to put in that last effort

which really matters.

Another special person, whom I would like to thank, is Prof. A K Chatterji, Dean,

Faculty of Commerce, University of Lucknow. When faced with trials, I have often

turned to him for advice and Sir has been kind and generous to help me out.

A very special thanks to my dear and most precious colleagues at the Institute of

Management Sciences, Mrs. Soni H Srivastava, Mrs. Archana Singh, Ms. Nidhi Nagar,

Mr. Tarun S Gangwar, Mr. B S Chauhan, Mr. Sanjeev Verma, Mr. Suman K Mishra, Mr.

Avinash Bajpai and Mr. Niraj Kumar, all of whom went out of their way to support me

as and when needed by me. It was a boon to have Nidhi around me when I was doing my

analysis. Thanks, for so liberally sharing her knowledge and expertise in Statistics with

me. Without her, I would have been lost! I am especially grateful to Soni and Tarun for

good and sound advice.

iv

I would also like to thank Dr. Niraj Kumar, Mr. Sanjay Medhavi, Dr. Ajay Prakash, Mr.

Rajeev Saxena, Dr. Nishant Kumar, Dr. Shailesh Kaushal, Dr. Mohammad Anees and

Mrs. Anu Kohli of the Department of Business Administration, University of Lucknow

for their constant encouragement. A special thanks to Anu for giving me her precious

time and helping me sort out my worries and cares.

Sincere thanks to Mr. Aseem Rastogi for his brotherly advice, patience and unwavering

support. He has stood by me as only a real brother would.

I would like to express my sincere gratitude and thanks to staff of State Bank of India,

Punjab National Bank, Union Bank, HDFC, ICICI and Axis Bank for their cooperation

and willingness to participate in this study. I especially appreciate the help extended to

me by Mr. Paritosh Joshi and Mr. Manish Tripathi, ICICI, Hazratganj; Mr. K Vinay Raj,

HDFC, Hazratganj; Mr. Nalin Nagar, Mr. D P Singh and Mr. Vishwajeet Sinha, SBI,

Hazratganj; Mrs. Sadhana Srivastava and Mr. Manoj K Srivastava, PNB, Gomti Nagar;

Mr. R K Seth, PNB, DAV; Mr. Deepak Agarwal, Axis Bank, Lucknow .

This thesis would have remained a dream had it not been for the participants of the

various focussed group discussions organised during the initial phase of the study. I owe

my deepest gratitude to them. I am also indebted to the HR managers and industry

practitioners who helped me refine the research instrument. Special thanks to Mr. Pranay

Pathak, COO, Etisalat, Lucknow; Dr. Vishwajeet Kumar, Director, Community

Empowerment Cell, Lucknow; Staff of Navyug PG College, Lucknow and Dr. Amit

Bhargav, Uttar Pradesh Electricity Regulatory Commission.

Last but not the least, I would like to thank God for blessing me with a wonderful family.

For my father, whose suggestions, ideas and advice have been a guiding light for me. For

my mother, who has loved and cherished me as I am. I appreciate the time, energy, love

and encouragement with which she has supported me in all my pursuits. Thanks to my

paternal and maternal uncles and aunts and cousins for being ever ready to assist me in

my research related work and standing by me through everything. A very special

acknowledgement to the lively presence of Mowgly (Chhotu Singh), my adorable

German Spitz, who has brightened many a dull day and refreshed me after a hard day’s

work!

v

Table of Contents

Sl. No. Title Page No.

1. Declaration i2. Preface ii-iii3. Acknowledgement iv-v4. Table of contents vi-xi5. List of Tables xii-xv6. List of Figures xvi7. List of Annexure xvii-xviii8 Key Words xix-xxiii

Chapter 1 INTRODUCTION 1-10

Chapter 2 BANKING SECTOR 11-24

2.1. INTRODUCTION TO INDIAN BANKING SECTOR

12

2.1.1. Evolution of Banking in India 13-152.1.2 Definition of Bank 162.1.3 Banking Structure in India 16-182.2 MANPOWER MANAGEMENT IN BANKS 19-212.3 BANK AND WORK/LIFE BALANCE 21-232.4 SUMMARY AND CONCLUSION 23-24

Chapter 3 LITERATURE REVIEW 25-77

3.1 INTRODUCTION TO THE CONCEPT OF WORK/LIFE

27

3.1.1 Defining Work/Life Balance 27-293.1.1.1 Concepts related to Work/Life Balance 30-313.1.1.2 Concepts related to Work/Life Conflict 31-343.1.1.2.1 Strain Based Conflict 313.1.1.2.2 Time Based Conflict 323.1.1.2.3 Behaviour Based Conflict 32

vi

3.1.1.2.3.1 Role Overload 33Sl. No. Title Page No.

3.1.1.2.3.2 Role Ambiguity 333.1.1.2.3.3 Role Conflict 343.1.1.3 Linkages between Work and Life Domain 34-413.1.1.3.1 Accommodation model 353.1.1.3.2 Compensation model 353.1.1.3.3 Conflict (Interference) model 353.1.1.3.4 Enrichment model 363.1.1.3.5 Instrumental model 363.1.1.3.6 Segmentation model 373.1.1.3.7 Spillover model 37-413.1.2 Moderators of Work/Life Balance 41-483.1.2.1 Gender 413.1.2.2 Caregiver Strain 423.1.2.3 Life Cycle Stage 43-443.1.2.4 Generational Cohort 453.1.2.5. Individual Personality Traits 453.1.2.5.1 Locus of Control 463.1.2.5.2 Self-efficacy 463.1.2.5.3 Positive/Negative effect 463.1.2.6 Support Network 473.1.2.6.1 Family 473.1.2.6.2 Work Associates 483.1.2.7 Resource Quality and Accessibility 483.1.2.7.1 PIE barriers 483.1.3 Consequences of Work/Life Im(balance) 49-533.1.3.1 Individual Outcomes 49-513.1.3.2 Organisational Outcomes 51-53

3.2 QUALITY OF WORK/LIFE 53-663.2.1 Introduction and History 53-543.2.1.1 Definition 54-56

vii

3.2.2 Quality of Work/Life Constructs 56-65Sl. No. Title Page No.

3.2.2.1 Compensation and Rewards 573.2.2.2 Opportunity to Develop and Use Human Capabilities 583.2.2.3 Opportunity for Growth, Rewards and Promotions 593.2.2.4 Task Significance 593.2.2.5 Social Interaction in the Work Organisation 613.2.2.6 Recognition for Achievement 613.2.2.7 Meaningful and Significant Work 623.2.2.8 Work Pressure 623.2.2.9 Autonomy and Control 633.2.2.10 Work Load 633.2.2.11 Role Ambiguity 643.2.2.12 Social Support 653.2.3 Quality of Work/Life and Work/Life Balance 65-66

3.3 PERFORMANCE 67-773.3.1 Introduction and definition 67-693.3.2 Performance measurement 69-723.3.3 Performance and Work/Life Balance 72-743.3.4 Performance and Quality of Work/Life 74-753.3.5 Performance in Banks 75-763.4 SUMMARY 76-77

Chapter 4 RESEARCH METHODOLOGY 78-103

4.1 NEED FOR THE STUDY 794.1.1 Objective 794.1.2 Hypothesis 79-87

4.2 RESEARCH DESIGN 88-924.2.1 Study Population and sampling frame 884.2.2 Sample and sample size 89-904.2.3 Sampling technique 90-92

viii

4.3 RESEARCH INSTRUMENT 93-94Sl. No. Title Page No.

4.4 DATA COLLECTION 94-954.4.1 Questionnaire 944.4.2 Interview 954.5 STATISTICAL TOOLS OF ANALYSIS 954.5.1 Descriptive statistics 954.5.2 Inferential statistics 964.5.2.1 Independent samples t-test 96-974.5.2.2 ANOVA 97-984.5.2.3 Factor Analysis 98-994.5.2.4 Correlation and Regression 99-1004.5.2.5 Structural Equation Modelling 100-101

4.6 LIMITATIONS OF THE STUDY 101-103

Chapter 5 FINDINGS AND ANALYSIS 104-173

5.1 DEMOGRAPHIC PROFILE OF RESPONDENTS 106-109

5.2 MEASUREMENT INSTRUMENT 110-1115.2.1 WLB scale construction 111-1235.2.1.1 Scale Construction 113-1175.2.1.2 Constructs 118-1195.2.1.3 Reliability and Validity of the Scale 120-1235.2.2 QWL scale construction 123-1335.2.2.1 Scale Construction 126-1285.2.2.2 Constructs 128-1295.2.2.3 Reliability and Validity 130-1335.2.3 Employee Job Performance scale construction 133-5.2.3.1 Scale construction 134-1355.2.3.2 Constructs 135-1365.2.3.3 Reliability and Validity 136-138

ix

Sl. No. Title Page No.

5.3 ANALYSIS OF WORK 139-173

5.3.1 Comparison of mean scores on WLB: public and private sector bank employees

139-142

5.3.2Comparison of mean scores on QWL: public and private sector bank employees

142-145

5.3.3 Significance of demographic variables for WLB scores

145-146

5.3.4 Significance of work-related variables for WLB scores

146-147

5.3.5 Significance of demographic variables for WLB (public sector banks)

147-148

5.3.6 Significance of work-related variables for WLB (public sector banks)

148

5.3.7 Significance of demographic variables for WLB (private sector banks)

149

5.3.8 Significance of work-related variables for WLB (private sector banks)

150

5.3.9 Significance of demographic variables for WLB - intra category comparisons.

151-154

5.3.10 Significance of work-related variables for WLB - intra category comparisons.

155-157

5.3.11 Significance of demographic variables for QWL 157-158

5.3.12 Significance of work-related variables for QWL 1595.3.13 Relationship between QWL and WLB 159-1605.3.14 Relationship between WLB and Job Performance 1615.3.15 Factors having an impact on WLB 162-1635.3.16 Relationship between WLB, QWL and Job 164-173

x

Performance

Sl. No. Title Page No.

Chapter 6 DISCUSSION 174-195

6.1STATUS OF WLB OF PUBLIC AND PRIVATE SECTOR BANK EMPLOYEES.

175-188

6.2 STATUS OF QWL OF PUBLIC AND PRIVATE SECTOR BANK EMPLOYEES.

188-189

6.3 RELATIONSHIP BETWEEN WLB AND QWL. 190

6.4 RELATIONSHIP BETWEEN WLB AND JOB PERFORMANCE.

191

6.5 WORKPLACE FACTORS THAT HAVE AN IMPACT ON WLB

192-194

6.6 WLB INITIATIVES 194-195

6.7 RELATIONSHIP BETWEEN WLB, QWL AND JOB PERFORMANCE

195-196

Chapter 7 CONCLUSION, SUGGESTIONS AND FUTURE ORIENTATION

197-211

7.1 CONCLUSIONS 198-200

7.2 SUGGESTIONS 200-205

7.3 CONTRIBUTION TO ACADEMICS 205-207

7.4 CONTRIBUTION TO BANKING INDUSTRY 207-209

7.5 FUTURE RESEARCH ORIENTATION 210-211

REFERENCES 212-266

ANNEXURE i-xxvi

PUBLICATIONS AND PRESENTATIONS

xi

ARISING FROM PhD RESEARCH

List of Tables

Table No. Title Pg. No.

Table 3.1 Literature related to Work/Life Balance 38

Table 3.2 Literature related to moderators of WLB 44

Table 3.3 Literature related to consequences of Work/Life (Im)balance

51

Table 3.4 Literature related to Quality of Work/Life 60

Table 3.5 Literature related to Performance 70

Table 4.1 City wise distribution of the branches of the banks selected in the sample.

91

Table 4.2 Proportionate representation of the banks in the sample based on their number of branches.

91

Table 4.3 Number of respondents to be selected from each bank (Proposed sample)

92

Table 4.4 Number of respondents selected from each bank (Actual sample)

92

Table 5.1 The demographic profile of bank employees administered WLB/QWL scale

107-108

Table 5.2 Work/Life scales reviewed for the WLB instrument 112

Table 5.3 Items included in the pilot of the WLB instrument 114-115

Table 5.4 Demographic profile of respondents - WLB scale 117

Table 5.5 Component loadings after Varimax rotation with Kaiser Normalisation for WLB Measurement Scale.

119

Table 5.6a Description and reliability analysis of subscales for WLB.

120

xii

Table 5.6b Inter-construct correlation matrix and AVE for WLB scale

122

Table No. Title Pg. No.

Table 5.7 Correlation between WLB scores and question on WLB

122

Table 5.8 Convergent and Discriminant Validity correlations for the WLB Scale

123

Table 5.9 QWL literature reviewed for scale construction 125

Table 5.10 Demographic profile of respondents (QWL scale and Employee Job Performance scale)

127

Table 5.11 Component loadings after Varimax rotation with Kaiser Normalisation for QWL Scale.

129

Table 5.12 Description and reliability analysis of sub-scales for QWL scale

130

Table 5.13 Inter-construct correlation matrix and AVE for QWL scale

132

Table 5.14 Correlation between QWL scores and question on QWL

133

Table 5.15 Employee Job Performance factors 134

Table 5.16 Component loadings after Varimax rotation with Kaiser Normalisation for Employee Job Performance Measure

136

Table 5.17 Reliability and Validity for Employee Job Performance scale

138

Table 5.18 Inter-construct correlation matrix and AVE for Employee Job Performance scale

138

Table 5.19 WLB scores for bank employees 140

Table 5.20 Comparison of mean scores on WLB and its sub-scales between public and private sector bank employees

141

Table 5.21 Comparison of mean scores on QWL and its sub-scales between public and private sector bank

143

xiii

employees

Table No. Title Pg. No.

Table 5.22 QWL scores for Bank employees 145

Table 5.23a Significance of gender, family type, marital status for WLB (independent samples t-test results)

146

Table 5.23b Comparison of mean WLB scores – demographic variables.

146

Table 5.24a Significance of nature of duties for WLB (independent samples t-test results)

146

Table 5.24b Comparison of mean WLB scores – organisational variables

147

Table 5.25 a Significance of gender, family type and marital status for WLB of Public sector bank employees (independent samples t-test results)

147

Table 5.25 b Comparison of mean WLB scores of Public sector bank employees on demographic variables.

147

Table 5.26 a Significance of nature of duties for Work/Life Balance of Public sector bank employees (independent samples t-test results)

148

Table 5.26 b Comparison of mean Work/Life Balance scores of Public sector bank employees organisational variables

148

Table 5.27 a Significance of gender, family type, marital status and nature of duties for WLB scores of Private sector bank employees (independent samples t-test results)

149

Table 5.27 b Comparison of mean WLB scores of Private sector bank employees on organisational variables

149

Table 5.28 a Significance of gender, family type, marital status and nature of duties for WLB scores of Private sector bank employees (independent samples t-test results)

150

xiv

Table 5.28 b Comparison of mean WLB scores of Private sector bank employees on demographic variables

150

Table No. Title Pg. No.

Table 5.29 a Comparison of Work/Life Balance scores between public and private sector bank employees for demographic variables (intra-category comparisons)

151-152

Table 5.29 b Comparison of Work/Life Balance scores between public and private sector bank employees for work-related variables (intra-category comparisons).

156

Table 5.30a Significance of gender, family type and marital status for QWL.

158

Table 5.30b Comparison of mean QWL scores on demographic variables

158

Table 5.31a Significance of nature of duties for QWL. 159

Table 5.31b Comparison of mean QWL scores on work-related variables

159

Table 5.32a Correlation between WLB and QWL. .160

Table 5.32b Correlation between WLB and QWL for public and private sector bank employees.

160

Table 5.33a Correlation between WLB and performance perception

161

Table 5.33b Correlation between WLB and performance perception of public and private sector bank employees

161

Table 5.34a Regression results testing the relationship between WLB and work place factors/Model Summary

162

Table 5.34b Regression results testing the relationship between WLB and work place factors/Coefficients

163

Table 5.35 Fit Indices of the proposed research model, total sample, public sector and private sector

168

xv

Table 5.36 Summary of Direct, Indirect and Total effect of WLB on Job Performance

171

List of Figures

Figure No. Title Pg. No.

Figure 2.1 Banking Structure in India 18

Figure 5.1 Hypothesised model of relationship between WLB, QWL and Performance

164

Figure 5.2a A test of causal model I of WLB (unstandardised estimates)

165

Figure 5.2b A test of causal model I of WLB (standardised estimates)

165

Figure 5.3a A test of causal model II of WLB (unstandardised estimates)

166

Figure 5.3b A test of causal model II of WLB (standardised estimates)

166

Figure 5.4a A test of causal model III of WLB (Unstandardised estimates)

167

Figure 5.4b A test of causal model III of WLB (Standardised estimates)

167

Figure 5.5a A test of causal model (Public sector banks) of WLB (Unstandardised estimates)

169

Figure 5.5b A test of causal model (Public sector banks) of WLB (Standardised estimates)

169

Figure 5.6a A test of causal model (Private sector banks) of WLB (Unstandardised estimates)

170

Figure 5.6b A test of causal model (Private sector banks) of WLB (Standardised estimates)

170

Figure 5.7a A test of causal model of WLB and Performance (Unstandardised estimates)

172

xvi

Figure 5.7b A test of causal model of WLB and Performance (Standardised estimates)

172

List of Annexure

Annexure No. Title Pg. No.

Annexure I Policies of State Bank of India iii

Annexure II Activity timeline of PhD Research Work iv

Annexure III KMO and Bartlett's Test results for Work/Life Balance scale

iv

Annexure IV KMO and Bartlett's Test results for Quality of Work/Life scale

iv

Annexure V Comparison of item-wise WLB mean scores for public and private sector bank employees

v-vi

Annexure VI Comparison of item-wise WLB mean scores for gender

vi-vii

Annexure VII Comparison of item-wise WLB mean scores for marital status

ix-x

Annexure VIII Comparison of item-wise WLB mean scores for family type

xi-xii

Annexure IX Comparison of item-wise WLB mean scores for demographic variables

xiii

Annexure X Comparison of item-wise WLB mean scores for nature of duties

xiv-xv

Annexure XI Comparison of item-wise WLB mean scores for work-related variables

xvi

Annexure XII Code sheet for interpreting inter-item analysis xvii

Annexure XIII Regression results testing the relationship between WLB and organisational factor/ANOVA

xviii

xvii

Annexure XIV Model Fit Summary for causal model I of WLB

xix- xx

Annexure XV Model Fit Summary for causal model II of WLB

xxi –xxii

Annexure XVI Model Fit Summary for the causal model III of WLB

xxiii-xxiv

Annexure No. Title Pg. No.

Annexure XVII Model Fit Summary for the causal model of WLB – Public sector banks

xxv-xxvi

Annexure XVIII Model Fit Summary for the causal model of WLB – Private sector banks

xxvii-xxviii

Annexure XIX Model Fit Summary for the causal model of WLB and Performance

xxix-xxx

Annexure XX Letter for permission to conduct research in bank

xxxi

Annexure XXI Research Instrument xxxii-xxxv

Annexure XXII List of Public and Private sector banks operating in India as on 9th March 2010.

xxxvi

Annexure XXIII Transcripts of Bank Employees’ interviews xxxvii-xviii

xviii

Key Words

Accommodation: refers to the process by which individuals reduce their

involvement in one role to accommodate the demands of the other

role.

Balance: satisfaction and good functioning at work and at home with a

minimum of role conflict

Bank: The Oxford dictionary defines bank as, “An establishment for the

custody of money, which it pays out, on a customer’s order.”

Banking Company: One which transacts the business which means accepting, for the

purpose of lending or investment of the deposits of money from

the public, repayable on demand, or otherwise and withdraw able

be cheque, draft, order or otherwise. (According to Indian Banking

Companies Act 1949)

Behaviour Based Conflict: occurs when behaviours exhibited in one domain are

incompatible with the behaviour demands in the other domain.

Buddy systems: ICICI bank’s referral system

Caregiver responsibilities: (also termed as dependent care responsibilities)

responsibilities of an individual who spends at least one hour a

week caring for a child and/or an elderly dependent.

Caregiver Strain: "burdens" in the caregivers’ day-to-day life.

xix

Compensation: what may be lacking in one sphere, in terms of demands or

satisfactions can be made up in the other.

Crossover effect: means one member of a couple's experience of work-family

conflict can significantly impact their partner's experience of

work-family conflict

Demand/control model: which predicts that stress will be highest in situations where

individuals have little or no control over the stressful

environment.

Descriptive statistics: includes the numbers, tables, charts, and graphs used to describe,

organize, summarize, and present raw data.

Enrichment: illustrates how experiences in one role (work or family) can

improve the quality of life in the other role (family or work).

Generational cohort: has been defined as the aggregation of individuals who

experience the same event within the same time interval.

Identity theory: states that individuals have multiple role identities and with each

of these they attach certain expectations.

Inferential statistics: is used to draw conclusions about the population from the

sample collected randomly from it.

Instrumental model: one sphere accentuates or emphasises the importance of the other

sphere.

Inter-role conflict: in which work and family demands are mutually incompatible so

that meeting demands in one domain makes it difficult to meet

demands in the other

Involvement balance: meaning the level of psychological involvement in, or

commitment to, work and non-work roles.

Large-size banks: banks with balance sheet size more than `1,00,000 crore

xx

Life Cycle: is the passage of an individual through the successive stages of

life.

Life: includes activities outside work.

Locus of control: is one’s perception of the degree of control she or he has over

events in life.

Medium-size banks: banks with balance sheet size between ` 30,000 and Rs 1,00,000

crore

Non-scheduled bank: in India" means a banking company as defined in clause (c) of

section 5 of the Banking Regulation Act, 1949 (10 of 1949), which

is not a scheduled bank".

Positive/negative affect: Individuals with a tendency to view themselves, others, and the

events in their lives in a more positive light are referred to as

individuals with positive affect, whereas those who generally take

a negative view of life and themselves have negative affect

Quality of Work/Life (QWL): is general objective of arranging organizations,

management procedures and jobs for maximum utilization of

individual talents and skills in order to create more challenging

and satisfying work and improve organizational effectiveness.

Reactive compensation: represents individuals' efforts to redress negative experiences

in one role by pursuing contrasting experiences in the other role

such as engaging in leisure activities after a fatiguing day at work.

Role Ambiguity: means single or multiple roles that confront an individual, which

may not be clearly articulated (communicated) in terms of

behaviors (the role activities or tasks/priorities) or performance

levels (the criteria that the role incumbent will be judged by).

xxi

Role Conflict: occurs when an individual occupies two or more roles

simultaneously and the expectations associated with those

different roles are incompatible.

Role Overload: occurs when the total demands on time and energy associated

with the prescribed activities of multiple roles are too great to

perform the roles adequately or comfortably. It means having too

much to do and too little time to do it in.

Role theory: states that organizations can be viewed as a system of roles that

rely on the appropriate assignment of job tasks to roles and

employees' motivation to fulfill their assigned role.

Satisfaction balance: the level of satisfaction with work and non-work roles.

Scarcity hypothesis: states that the physical and psychological resources available with

an individual are fixed in nature. The greater the amount allocated

to one domain, the lesser would be available for the other domain

or roles.

Scheduled Banks: are those which are included in the Second Schedule of Reserve

Bank of India (RBI) Act, 1934 and satisfy the criteria laid down

vide section 42(6) ( a ) of the Act.

Segmentation Model: refers to the notion that work and family roles are independent of

one another such that individuals can participate in one role

without any influence on the other role.

Self-efficacy: refers to individuals’ beliefs, expectations, and judgments about

their ability to accomplish tasks required for handling

forthcoming situations and problems.

Small-size banks: banks with balance sheet size less than ` 30,000crore

Spillover model: interdependence of work and life on each other and hence, their

influence on the other domain.

xxii

Strain Based Conflict: This occurs when the strain generated in one sphere makes it

difficult to meet the demands in another sphere due to a reduction

in the coping abilities of the individual.

Supplemental compensation: occurs when individuals shift their pursuits for rewarding

experiences from the dissatisfying role to a potentially more

satisfying one.

Time balance: which concerns the amount of time given to work and non-work

roles.

Time Based Conflict: Time based conflict refers to the simple idea that additional time

spent in one domain (e.g. work) precludes individuals from

investing that time in another domain (e.g. home).

Work/Family Conflict: is defined as “a form of inter- role conflict arising because of

pressures emanating from one role is incompatible with those

from another

Work/Life Balance: Work life balance is about people having a measure of control

over when, where and how they work.

Work/Life Conflict: Work-life conflict or interference refers to simultaneous pressures

from the work and family domains that are mutually incompatible

in some respect such that meeting the demands of one role makes

it difficult to meet the demands of the other role.

Work: paid employment

Work/Family Balance: is the extent to which individuals are equally involved in-and

equally satisfied with-their work role and their family role.

Work/Family Enhancement: which basically implies strengthening or enhancing the

quality of one role by the other, has also been termed as work-life

enrichment, work-family facilitation and positive spill over.

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Work/Family Expansion: refers to the notion that simultaneously engaging in

multiple work and family roles is beneficial for the physical,

mental, and relationship health of individuals.

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