Work-life balance among bank managers: an empirical study of Indian banks.
Jain, Ravindra ; Jain, Sheelam
[ILLUSTRATION OMITTED]
Introduction
The current work scenario is marked by the fast pace of change of
all sorts such as intense pressure of global competition, advances in
information technology and its increasing application at workplace,
pressure of providing high quality of products / services, a larger
number of women joining the workforce, and the co-existing virtual
workplace. Customer pressure has forced organizations to go for
restructuring their systems in such a way as fewer people have to do
more work / for longer time duration. Such a scenario has resulted in
increased work demands and longer working hours for employees and as a
consequence employees are stressed out at work leading to disrupt
work-life balance (WLB). As the demands of work intensify, there has
been a continuing focus on the notion of work-life balance and how this
might be attained. Prior research suggests that WLB is necessary for
both job satisfaction and well being of employees because work and
family are the crucial domains in most people's lives. Though WLB
was initially construed as the concern for female employees, it has been
recognized as a significant issue in the matter of not only the well
being of all classes of employees but also the organizational health.
WLB reflects an individual's orientation across different life
roles, an inter-role phenomenon; it is the extent to which an individual
is engaged in and equally satisfied with his or her work role and family
role consisting of three components of work family-balance: time balance
(whereby equal amounts of time are devoted to work and family),
involvement balance (whereby an equal level of psychological involvement
in work and family roles exists), and satisfaction balance (whereby an
equal level of satisfaction is derived from work and family roles)
(Greenhaus, Collins, and Shaw, 2003). The term 'work-life
balance' encompasses negative and positive associations relating to
an individual's work and non-work roles, including family but also
other salient areas of engagement (e.g., sporting, recreational,
community) (Brough and O'Driscoll, 2010). Work-family spillover and
work- life conflict (WLC) / Work-family conflict (WFC) are the much
researched themes that appeared in extent literature. Work-family
spillover emphasize the consequences of the work for family relations
and it seeks to capture the effects of work on time for partner/family
as well as time for family responsibilities and personal pursuits (Maume
and Houston, 2001). Work-family conflict (WFC) is an inter-role conflict
which appears when the requirements of one role make it difficult for an
individual to fulfill the requirements of the other role (Greenhaus and
Beutell, 1985). A lack of balance between work and non-work is commonly
conceptualized as work/family conflict or work/non-work conflict. Frone,
Russell and Cooper (1993) explicated that conflict could occur from work
domain to family domain causing work-to-family conflict (WTF) or could
occur from the family domain to work domain causing family-to-work
conflict (FTW).
Organizational climate that is supportive to work-life balance is
beneficial to both the organizations as well as to their employees.
Supportive organizational climate for WLB generally results in improved
physical and psychological health of the employees, lower rates of
absenteeism, improved productivity, enhanced level of organizational
commitment, higher level of perceived job satisfaction etc.
Intensification of work and technology that blurs the boundary between
work and the rest of life provides challenges for one and all (Shankar
and Bhatnagar, 2010). Such a situation is of particular relevance for
bank managers as increased work pressure and rapid changes in banking
systems have contributed to growing difficulty for them in maintaining a
balance between work and non-work activities. WLB has, therefore, become
perceptible as a strategic concern for the management of Indian banks.
Keeping such observations in view, the present study is an attempt to
assess the prevailing status of perceived WLB among bank managers and
organizational climate in Indian banks.
Review of Literature
Warner and Haudorf (2009) stated that work-family conflict reflects
a complex interplay of factors at the individual, work group and
organizational levels, i.e., factors related to work-family conflict for
individuals include: work overload (e.g., the volume of work an employee
is expected to complete in a given point of time), job control (e.g.,
the degree of autonomy employees enjoy with respect to when and how
their work gets done), supervisor support (e.g., the extent to which a
manager helps employees to balance their work and family demands), and
organization support (e.g., the extent to which the organization's
system and policies are supportive to employees in the matter of
managing work and family demands). An empirical study carried out by van
Steenbergen and Ellemers (2009) shows that employees who experience low
conflict and high facilitation between work and family roles are
objectively healthier, less absent and better performing employees.
Gropel and Kuhl (2009) found that the perceived sufficiency of the time
available for work and social life predicts the level of well-being of
the employees only if the individual's needs are fulfilled. In
earlier research, it has been shown that actual hours worked is the
largest influence on work-family spillover (White et al., 2003).
Pleck's (1977) study suggests that family-to-work spill-over is
stronger for women and the work-to-family spill-over is stronger for
men. Taylor, Delcampo, and Blancero (2009) investigated the relationship
between work-family conflict/facilitation (WFC/F) and the perception of
psychological contract fairness by Hispanic business professionals. The
results of their study revealed that individuals who experience low
conflict and high facilitation in the direction of work-to-family are
more likely to report their perception of the psychological contract to
be fair; and work-family conflict / facilitation mediated the
relationship between the workplace supports and psychological contract
fairness for supervisor support, work climate for family, and job
characteristics. In earlier research, work-family conflict was found
positively related to depression (Major, Klein, and Ehrhart, 2000) and
turnover intentions (Boyar, Maertz, Pearson, and Keough, 2003) and the
same was found negatively related to employee attendance, performance,
and health (Eby, Casper, Lockwood, Bordeaux and Brinley, 2005; Hammer,
Bauer and Grandey, 2003). Research evidence indicates that organizations
may benefit from providing family friendly policies (Arthur, 2003;
Bailyn et al., 1997; Friedman and Greenhaus, 2000; Lambert, 1993).
Work-family conflict is negatively related to perceived job satisfaction
(Noor, 2004), career satisfaction (Martins, Eddleston, and Veiga, 2002),
and quality of life (Duxbury and Higgins, 1991). In the study of Lee,
Kim, Park, Eun and Yun (2013), supervisor and family support were found
to be negatively related to two different aspects of work-family
conflict, i.e., work interference with family and family interference
with work respectively. The results of the study carried out by
Calvo-Salguero, Martinez-De-Lecea, and Carrasco-Gonzalez (2011) revealed
the mediating role of intrinsic satisfaction in the relationship between
FIW (family interfering with work) and generaljob satisfaction.
In prior research (e.g., Konrad and Mangel 2000; Perry-Smith and
Blum 2000), work-life balance (WLB) was found to be positively related
to positive outcomes at the level of both organization and individual
employees. Earlier research indicates that work-life balance /
work-family balance predicts well-being and the overall quality of life
(e.g., Greenhaus et al., 2003); and lack of work-life imbalance was
found to be associated with work and family conflict (Kofodimos, 1990;
Higgins, Duxbury and Irving, 1992), increase in stress (Burke, 1988),
and decreased well-being and quality of life (Aryee, 1992; Rice, Frone,
and McFarlin, 1992; Grant-Vallone and Donaldson, 2001; Noor, 2004).
Bloom, Kretschmer and Reenen, (2011) found a positive correlation
between firm productivity and family friendly work-place practices. In
the study of Avgar, Givan and Liu (2011), WLB practices and
organizational support were shown to positively affect financial
performance and reduction in employee turnover intentions. WLB was found
to be positively correlated to job satisfaction (Kanwar, Singh and
Kodwani, 2009; Rama Devi and Nagini, 2013-14).Wood, de Menezes and
Lasaosa (2003) found that adoption of family-friendly practices was best
explained by organizational adaptation, a combination of institutional
pressures as well as competitive forces, local and technological
factors, situational conditions, and managerial values, knowledge, and
perceptions regarding work and family programs. The study of Chawla and
Sondhi (2011) demonstrated that organizational commitment and job
autonomy contribute to WLB of the employees.
Research Methodology
The Study: The present study assesses the current status of
perceived work-life balance (WLB) among managers of Indian banks
particularly with respect to: (a) work-family spillover (b) work-family
conflict, and (c) work-family facilitation. Secondly, organizational
climate (OC) with respect to supportive HR policies, supervisor support,
organizational support, teamwork, trust, and openness in communication
as exists in Indian banks was also studied. And an attempt has also been
made to assess the relationship between OC in the selected banks and WLB
among bank managers.
The Hypotheses: The following hypotheses regarding work-life
balance have been tested in the study: [H.sub.1]: Work-life balance
(WLB) exists in favour of bank managers. [H.sub.2]: There is no
significant difference between the perceptions of male and female bank
managers as regards to the current status of their work-life balance
with respect to the three dimensions. [H.sub.3]: There is no significant
difference between the perceptions of bank managers belonging to the
three managerial levels as regards to the current status of their
work-life balance with respect to the three dimensions. [H.sub.4]: There
is no significant difference between the perceptions of bank managers
across the public sector banks, private sector banks and foreign banks
in India as regards to the current status of their work-life balance
with respect to the three dimensions. [H.sub.5]: Organizational Climate
as exists in the Indian public sector banks, Indian private sector banks
and foreign banks in India is favourable to bank employees. [H.sub.6]:
There exists a positive relationship between Organizational Climate as
exists in Indian banks and WLB among bank employees.
Sampling Design: The study was carried out with sample survey of
318 managers belonging to public sector, private sector and foreign
banks operating in India. For the purpose, State Bank of India (SBI),
Bank of India (BoI), ICICI Bank, HDFC Bank, Axis Bank, Yes Bank,
Standard Chartered Bank, and Hongkong and Shanghai Banking Corporation
(HSBC) have been selected. The first two banks represent Indian public
sector banks, next four banks represent Indian private sector banks and
remaining two banks represent foreign banks operating in India. The
selection of branches/ administrative offices for the survey was based
on convenience sampling. For the purpose, three big cities, viz.,
Bhopal, Indore and Ujjain from the state of Madhya Pradesh have been
selected. The three levels of bank managers, viz., senior managers,
middle-level managers, and junior managers working in various
administrative offices as well as branches of the chosen banks were
selected for the purpose of the survey. Out of 318 participant managers,
one hundred and thirty six (42.7 percent) managers were from public
sector banks, one hundred and twenty five (39.3 percent) managers were
from private sector banks and fifty seven (18 percent) managers from
foreign banks operating in India. Thus, the sample included 12.3 percent
senior level managers, 36.8 percent middle level managers and 50.9
percent junior level managers. Respondents of the survey represented
different age groups, educational and professional qualification and
experience levels. The average age of the members of the final sample
was 35 years and these respondents had total experience for an average
of 11 years. Seventy-five percent of the selected managers were male and
twenty five percent were female managers. Eighty one percent of managers
were married and nineteen percent were unmarried. Majority of the
respondents (sixty six percent) were holding a post graduate degree.
Measures: Work-life balance was measured using a 9 item 5 point
Likert type scale. Out of the nine items, three items measuring
work-life spillover were adapted from the scale developed by Maume and
Houston (2001), three items related to work-family conflict, and three
items related to work-family facilitation were developed by the authors
of this article. The reliability coefficients (Cronbach alpha score)
were found as: 0.71, 0.70, and 0.75 for the three sub-scales
respectively. Overall reliability coefficient for the entire 9 point
scale was found to be 0.75 which indicates toward the reliability of the
measure adopted for the present study as it is above Nunnally and
Bernstein's (1994) standard 0.70 threshold. To measure
organizational climate, a nine item five-point Likert type scale, an
adapted version of the questionnaire developed by Rao and Abraham (1986)
has been administered. The reliability of the scale has been tested and
the reliability coefficient, that is, Cronbach's alpha (a) score
was found as 0.90 which indicates the overall reliability of the scale.
The above mentioned scales have response range varying from 1 for
"strongly disagree" to 5 for "strongly agree".
Tools Used for Data Analysis: Mean, standard deviation, t-test,
ANOVA, correlation analysis, and regression analysis were used to make
relevant analysis.
Survey Results: Data Analysis and Findings
Based on the analysis of data given in Tables I to IV, the
following findings pertaining to the assessment of work-life balance
among managers of the selected Indian banks have been emerged:
Table I
Assessment of Perceived Work-Life
Balance (WLB) among Bank Managers
and Comparison between Perceived WLB
among Male and Female Managers
WLB Aspects Mean Value SD Level of
(N=318) WLB
Work-Family 2.74 .871 Moderate
spillover
Work-Family 3.34 .910 Moderate
conflict
Work-Family 3.35 .551 Moderate
facilitation
Overall Work- 3.15 .609 Moderate
Life balance
WLB Aspects t Test Results
Males' Females' t Value Sig.
Perception Perception
(N=237) (N = 81)
Mean SD Mean SD
Work-Family 2.77 .880 2.66 .843 .953 .341
spillover
Work-Family 3.34 .920 3.33 .888 .108 .914
conflict
Work-Family 3.34 .553 3.36 .549 .305 .761
facilitation
Overall Work- 3.15 .620 3.12 .579 .416 .678
Life balance
Notes: (1) Standards for analysis: If mean value
of the specific Work-Life Balance aspect is above
4.0, it has been regarded as 'High'; if the
mean value is between 2.5 and 4, it has been
considered as 'Moderate'; and, if the mean value
is less than 2.5, it has been regarded as 'Low'
(2) Significant at .05 level of significance
(Table Value = 1.96).
Work-life Balance among Bank Managers: Mean values and ANOVA (as
can be grasped through Tables I and II) revealed that Work-family
spillover, work-family conflict and work-family facilitation--all the
three aspects were perceived as at their moderate level by the bank
managers across the public sector banks, private sector banks, and
foreign banks but with significant variation (at 0.05 level of
significance). It means that level of work life balance among the Indian
bank employees vary among the three sectors. However, as indicated by
the t test results (refer Table I), the same was found at the same level
without any significant variation between the male and female managers
across the sectors. So far as perception of junior, senior, and middle
level managers is concerned, ANOVA revealed that all the three aspects
were perceived as at their moderate level that too without any
significant variation (refer Table II). Although at overall moderate
level across the three sectors, work-family spillover was found
comparatively higher in foreign banks and lowest in public sector banks.
At the same time, the study found comparatively lower level of
work-family conflict and higher level of work-family facilitation in
foreign banks. Correlation analysis by determining Karl Pearson's
coefficient of correlation between 'work-family spillover' and
'work-family conflict'(r =0.453 **) indicates that both the
aspects are positively correlated [**correlation is significant at the
0.01 level (2-tailed)].
Thus, the results of the study as noted above support the following
three hypotheses: [H.sub.1]: Work-life balance (WLB) exists in favour of
bank managers. [H.sub.2]: There is no significant difference between the
perceptions of male and female bank managers as regards to the current
status of their work-life balance with respect to the three dimensions.
[H.sub.3]: There is no significant difference between the perceptions of
bank managers belonging to the three managerial levels as regards to the
current status of their work-life balance with respect to the three
dimensions. However, the following one hypothesis "[H.sub.4]: There
is no significant difference between the perceptions of bank managers
across the public sector banks, private sector banks and foreign banks
in India as regards to the current status of their work-life balance
with respect to the three dimensions" was not found to be true.
Organizational Climate in Indian Banks: It was found that
Organizational climate in the selected banks as regards to supportive HR
policies, supervisor support, organizational support, teamwork, trust,
and openness in communication was found to be moderately favourable
across the three banking sectors (viz., public sector banks, private
sector banks, and foreign banks) that too without any significant
variation at 0.05 level of significance. In this context, no significant
variation among the perceptions of junior, senior, and middle level
managers as well as between the male and female managers as regards to
organizational climate was found (refer Table III). These results of the
study support the following hypothesis: [H.sub.5]: Organizational
Climate as exists in the Indian public sector banks, Indian private
sector banks and foreign banks in India is favourable to bank employees.
Relationship between Organizational Climate (OC) and WLB among the
Bank Managers: Correlation analysis (Table III) revealed that OC and WLB
are positively correlated but low degree of correlation (r=0.274) exists
between the two variables. Regression analysis as indicated in Table IV
clearly revealed that perceived organizational climate was found to have
positive impact on WLB among bank managers. F value (F=6.357) was found
significant at .01 level indicating that 'organizational
climate' explains significant amount of variation in work-life
balance. R2 value (.109) indicates that 10 percent variation in
work-life balance is accounted for by organizational climate. These
results of the study support the following hypothesis: [H.sub.6]: There
exists a positive relationship between organizational climate as exists
in Indian banks and WLB among bank employees.
Discussion and Implications
The present study intended to measure the level of work-life
balance of managers belonging to the banking sector and it was found
that these managers experience moderate level of work-life balance
leaving substantial scope for HR professionals and the top management of
the banks to improve the work-life balance of their employees. It was
found that managers experience moderate level of work-family conflict
and work-family facilitation. The study found comparatively lower level
of work-family conflict and higher level of work-family facilitation in
foreign banks. Low work-family conflict in foreign banks as compared to
higher work-family conflict in private banks could be possibly due to
the significantly low average working hours in foreign banks (mean=9.39,
SD=1.03) and high average working hours in private sector banks
(mean=10.25, SD=.973). ANOVA reveals that such a variation is
significant at 0.05 level of significance.
It has recently been established that organizations and supervisors
who are generally supportive of their employees can reduce work-family
conflict (Warner, and Hausdorf, 2009). Top management of the Indian
banks must be sensitized to the work-life issues in order to provide a
better work-life balance to their employees and ensure that they are
ready to provide an adequate combination of supportive climate and
family-friendly practices which would help them to balance their work
and family responsibilities. Work life interventions are policies,
programs, practices, and benefits that are intentionally designed to
promote healthy integration, balance, enrichment, harmony, and
facilitation in the interface between the domains of work and life,
while also alleviating or ameliorating the bidirectional stressful
demands, conflicts, and tensions between the work and life domains
(Morris, Storberg-Walker and McMillan, 2009). While organizing support
provisions for its employees, organizations need to be careful about
these issues. It is generally suggested that employees should have
operational flexibility to control their working arrangements and
perceive that they are being fairly treated. Thus, allowing employees
some control in managing potential conflicts between their work and
family demands may be a relatively inexpensive way to gain longer-term
commitment from the concerned employees. Changes in the structure of the
workforce, such as an increase in working hours, a larger number of
women joining the workforce, and many more couples involved in the
workforce warrant the continuous change in HRM policies so as to enable
employees to improve the level of their work-life balance. The industry
best practices for work-life balance included flexible time, work from
home options, five-day work week, planned vacation options, leave
facilities, employee welfare programms, employee engagement initiatives,
talent enrichment activities and focus on fitness (Gunavathy, 2011).
However, these practices (except leave facilities and employee welfare
programs) could not be adopted by Indian banks may be due to unique
nature of banking services. Some innovative ideas need to be evolved in
this context. Taken as a whole, our findings suggest that organizations
which appear supporting the process of reducing work-family conflict
generally get the benefit of enhanced level of organizational
effectiveness.
Direction for Future Research
Extent research in the field of WLB predominantly focused on
work-life conflict / work-family conflict and the studies on work-life
facilitation / work-life enrichment and family friendly practices are
sparse. Eby et al. (2005), in their comprehensive review of WLB related
studies, found relatively few studies that examined the effects of
employees having used family friendly practices. The impact of
work-to-family and family-to-work conflict has dominated scholarly
research on work-family interface to the neglect of work-family and
family-work facilitation (Greenhaus and Powell, 2006). Keeping these
observations in view, it may be suggested that future studies should
focus on work-life facilitation / work-life enrichment, work-family /
family-work facilitation and family friendly practices. In prior
research, job control (e.g., Greenberger and Strasser, 1986; Ganster and
Fusilier, 1989) and work overload (e.g., Duxbury et al., 1994; Frone et
al., 1997) have been revealed as common predictors of work-family
conflict; however, there remains little research examining the
mechanisms through which job control and work overload affect
work-to-family conflict (Thomas and Ganster, 1995). Therefore,
identifying such mechanisms may be the preferred them for future
research. Prior research has been largely focused on how work interferes
with family and to a lesser extent of how family situation interferes
with work. Another major area within WFC literature has been the role of
organizational climate in reducing work-family conflict / work-life
conflict and helping employees in managing their work-family / work-life
lives well. Within this too, there was a variation, while some studies
predicted outcomes based on the availability of organizational policies
(Perry-Smith and Blum, 2000), a few others predicted them on the basis
of the usage of these policies (Kossek and Nichol, 1992). Previous
research studies on such a theme are insufficient and therefore such a
theme needs to be taken up by future researchers. Padhi and Pattnaik
(2013) stated that the constructs of work-family enrichment,
enhancement, positive work-life spillover, work life facilitation, at
times have been used interchangeably in the literature and have at times
been clearly distinguished from each other and therefore there is a need
to first clearly define and understand the constructs, followed by
testing of the different theories that have been developed. Interest in
the positive impact of the work-life facilitation or work family
enrichment and family friendly practices in organizations got an
impetus. But much more needs to be done in such an area. A number of
questions that are less explored so far in extant research are: How can
organizations engender the highest levels of employee productivity while
simultaneously enabling employees to achieve a good balance between
their work and family lives? Can work and family conflict create the
positive impact on outcome variables such as employee productivity and
employee well being? If yes, which factors mediate such relationship?
Whether informal family-friendly organizational climate or formal
family-friendly support practices or both will have a positive impact on
work-family conflict and work-family facilitation? Which factors mediate
such relationship? Will the three family-friendly practices (i.e.,
telecommuting, the ability to take work home, and flexible work hours)
have positive effect or negative effect on work-family conflict in
different culture? Will the given culture mediate such relationship?
Future research is needed to deal with these emerging issues.
Conclusion
The study revealed that work-family spillover, work-family conflict
and work-family facilitation - all the three aspects of WLB were
perceived as at their moderate level by the bank managers across the
public sector banks, private sector banks, and foreign banks with
significant variation across the three sectors, but without significant
variation by the managers across the three management levels and also by
the male and female bank managers. Perceived organizational climate was
found moderately favourable across public sector banks, private sector
banks, and foreign banks that too without any significant variation. The
study has been based on the responses received from the bank managers
working in the urban and semi-urban bank branches / offices of the three
districts (viz., Bhopal, Indore and Ujjain) of Madhya Pradesh state of
India and the bank managers working in metropolitan and rural branches /
offices did not participate in the study. The factors like long distance
between home to work place resulting in more time pressure and
employees' less availability for the family members further
negatively affect the work-life balance for the bank managers working in
metropolitan branches / offices of the various banks. The bank managers
working in rural branches and their family members have to face some
other problems like irregular electricity supply, inadequate transport
facilities, less efficient telecommunication facilities, low speed
internet connectivity, lack of higher education facility for the family
members etc. Due to influence of such kind of factors, perceived level
of work-life balance in case of bank managers working in metropolitan
and rural branches / offices of the various banks may not be at the same
level as have been perceived (at moderate level) by the bank managers
placed in the urban and semi-urban bank branches / offices. Therefore,
this limitation of the study should be kept in mind and due care needs
to be taken while making broad generalization of the findings of the
study.
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Ravindra Jain
Professor in Business Management, Faculty of Management Studies,
Vikram University, Ujjain.
Sheelam Jain
Research Scholar, Faculty of Management Studies, Vikram University,
Ujjain.
Table II
Assessment of Perceived Work-Life Balance (WLB)
Perceived WLB: Comparison among
Bank Managers of the Three Sectors
Aspects of
Work-Life Public Private
Balance Sector Sector
Banks Banks
(N = 136) (N = 125)
Mean SD Mean SD
Work-Family spillover 2.53 .897 2.85 .869
Work-Family conflict 3.31 .816 3.48 .907
Work-Family facilitation 3.26 .514 3.33 .549
Overall Work-Life balance 3.04 .609 3.22 .594
Perceived WLB: Comparison among
Bank Managers of the Three Sectors
Aspects of
Work-Life Foreign F P
Balance Banks (Sig.)
(N = 57)
Mean SD
Work-Family spillover 2.99 .697 7.48 .001 *
Work-Family conflict 3.11 1.08 3.38 .035 *
Work-Family facilitation 3.59 .584 7.30 .001 *
Overall Work-Life balance 3.23 .615 3.68 .026 *
Perceived WLB: Comparison among
Bank Managers at the Three
Management Levels
Aspects of
Work-Life Seni or Middle
Balance Level Level
(N = 39) (N = 117)
Mean SD Mean SD
Work-Family spillover 2.80 .822 2.82 .847
Work-Family conflict 3.54 .796 3.33 .933
Work-Family facilitation 3.53 .462 3.31 .503
Overall Work-Life balance 3.30 .565 3.16 .596
Perceived WLB: Comparison among
Bank Managers at the Three
Management Levels
Aspects of
Work-Life Junior F P
Balance Level (Sig.)
(N = 162)
Mean SD
Work-Family spillover 2.67 .898 1.12 .327
Work-Family conflict 3.29 .918 1.19 .304
Work-Family facilitation 3.33 .597 2.65 .072
Overall Work-Life balance 3.10 .626 1.66 .190
Note: Significant at .05 level of
significance (Table Value of F =2.6049)
Table III
Assessment of Perceived Organizational
Climate in the Selected Banks
Results of t Test and ANOVA
No. Mean S.D. t F P Sig.
(N) Value Value Value
Overall perceived 318 3.85 .629 -- -- --
organizational
climate (POC)
Assessment of Perceived Organizational
Climate in the Three Sectors (ANOVA)
POC in public 136 3.84 .578 -- .024 .976
sector banks
POC in private 125 3.85 .619 -- .024 .976
sector banks
POC in foreign banks 57 3.86 .764 -- .024 .976
Assessment of Organizational Climate as perceived
by the Managers at Three Levels (ANOVA)
POC perceived by 39 4.00 .555 -- 1.261 .285
senior managers
POC perceived by 117 3.84 .625 -- 1.261 .285
middle level
managers
POC perceived by 162 3.82 .646 -- 1.261 .285
junior managers
Assessment of Organizational Climate as perceived
by Male and Female Managers (t Test Results)
POC perceived by 237 3.86 .654 .488 -- .626
male managers
POC perceived by 81 3.82 .548 .488 -- .626
female managers
* Significant at 0.05 level of significance (Table
Value of F=2.6049, Table Value t = 1.96).
Table IV
Impact of Organizational Climate on Work-life
Balance among Bank Managers
Coefficients (a)
Standardized
Model Unstandardized Coefficients
Coefficients
B Std.
Error
1 (Constant) .207
Organizational .463 1.664
Climate
Coefficients (a)
Model t Sig.
1 (Constant) 10.361 .000
Organizational 3.480 .001
Climate
(a.) Dependent Variable: Work-Life-Balance.
Model Summary
Adjusted R
Model R R Square Square
1 .331 (a) 0.109 .092
Model Summary
Std. Error
of the
Model Estimate
1 .580
(a.) Predictors: (Constant), Organizational Climate.
ANOVA (b)
Model Sum of
Squares df
1 Regression 12.851 6
Residual 104.790 311
Total 117.640 317
ANOVA (b)
Model Mean
Square F Sig.
1 Regression 2.142 6.357 .000 (a)
Residual .337
Total
(a.) Predictors: (Constant), Organizational Climate.
(b.) Dependent Variable: Work-Life Balance
