Meaning
Maintaining a balance between work life and personal life is called Work Life
Balance.The meaning of work/life balance has chameleon characteristics. It means different
things to different groups, and the meaning often depends on the context of the conversation and
the speaker's viewpoint. The following are working definitions of terms used regarding work/life
balance;
some
definitions
overlap
and
some
are
continuing
to
evolve.
Work/family
It is a term more frequently used in the past than today. The current trend is to use titles
that include the phrase work/life, giving a broader work/life connotation or labeling referring to
specific areas of support (e.g., quality of life, flexible work options, life balance, etc.)
Work/family conflict
Work/family conflict is a push and pulls between work and family responsibilities.
Family-friendly benefits
The benefits that offer employees the latitude to address their personal and family
commitments, while at the same time not compromising their work responsibilities.
Work/life programs
Work/life initiatives
This policies and procedures established by an organization with the goal to enable
employees to get their jobs done and at the same time provide flexibility to handle
personal/family concerns.
Work/family culture
It is the extent to which an organization's culture acknowledges and respects the family
responsibilities and obligations of its employees and encourages management and employees to
work together to meet their personal and work needs.
Indicators
When you have balance you are
Reasons of imbalance:
There are various reasons for this imbalance and conflicts in the life of an employee.
From individual career ambitions to pressure to cope up with family or work, the reasons can be
situation and individual specific. The speed of advancement of information technology, the
increasing competition in the talent supply market has led to a "performance-driven" culture
creating pressures and expectations to performance more and better every time. Also, many a
times, many people find it difficult to say "NO" to others especially their superiors. They usually
end up over burdening themselves with work. The increasing responsibilities on the personal
front with age can also create stress on personal and professional fronts.
There was a time when employees showed up for work Monday through Friday and
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.
The main reasons are:
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.
Longer hours
Employers commonly ask employees to work longer hours 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.
Effects
Constant struggle and effort to maintain a balance between the work and personal life
can have serious implications on the life of an individual. According to a survey, 81 per cent of
the respondents have admitted that their jobs are affecting and creating stress in their personal
lives. The pressures of the work or personal life can lead to stress. According to studies, it has
been found to that such situation can take a toll on the person's health both physiologically and
psychologically. Heart ailments, cardiovascular problems, sleep disorders, depression,
irritability, jumpiness, insecurity, poor concentration and even nervous breakdowns are
becoming common among the victims of such imbalance. Pressure, stress or tension in work
life can lead to bad social life and vice versa.
Solutions
Many experts have given different solutions to this problem.
1.
Time management is one of the best solutions which can help to reduce the 0imbalance between
the personal and the work life of the employees. Prioritizing the tasks and planning the activities
can help to take out some free time which can be utilized for other purposes.
2.
Taking some time out for hobbies and leisure activities, spending time with loved ones can help
to beat the stress.
3.
4.
Sharing the responsibilities will help and don't commit for something which is practically
impossible.
5.
Utilizing the flexible working hours option of the organizations to get some free time.
Conclusion
Juggling between the obligations towards the families and expectations of the
organization and constant struggle to maintain a balance can work and have serious implications
on the life of an individual. Therefore, it is important for employees to maintain a healthy
balance between work and their private lives. This will help them achieve their personal and
professional goals as well the organization they are working for.
To analyze how far the employees of ICICI Bank Ltd. India Pvt. Ltd is able to
maintain balance between their work life and personal life.
Secondary Objectives
To study the factors which hinders work life balance and creates imbalances.
People would like to have a neat balance of Work & Life. The scope of balancing
both work and life by a person would be leading to good quality of life and an
enjoyable work life and career progression.
Work and Life Balance will make a person to maintain the good health and affordable
childcare and eldercare.
The balancing of work and life keep the persons away from pressurized mentality
which in turn reflect in happier life and good productivity at work.
Further the researcher has limited the scope of the study only up to the conforming
theassociation between personal
The busy work schedule of the employees was a constraint for the study.
INDUSTRY PROFILE
Indian Banking Industrial Profile
Introduction
According to the Reserve Bank of India (RBI), the banking sector in India is sound, adequately
capitalized and well-regulated. Indian financial and economic conditions are much better than in
many other countries of the world. Credit, market and liquidity risk studies show that Indian
banks are generally resilient and have withstood the global downturn well.
With a sense of optimism slowly creeping in, the banking industry expects that 2015 will bring
better growth prospects. This optimism stems from factors such as the Government working hard
to revitalise the industrial growth in the country and the RBI initiating a number of measures that
would go a long way in helping the banks to restructure. The recent announcements of RBI, it is
felt, are a clear pointer to the future of the restructured domestic banking industry.
Market Size
The Indian banking sector is fragmented, with 46 commercial banks jostling for business with
dozens of foreign banks as well as rural and co-operative lenders. State banks control 80 percent
of the market, leaving relatively small shares for private rivals.
At the end of February, 13.7 crore accounts had been opened under Pradhanmantri Jan Dhan
Yojna (PMJDY) and 12.2 crore RuPay debit cards were issued. These new accounts have
mobilised deposits of Rs 12,694 crore (US$ 2.01 billion).
Standard & Poors estimates that credit growth in Indias banking sector would improve to 12-13
per cent in FY16 from less than 10% in the second half of CY14.
Investments/developments
There have been many investments and developments in the Indian banking sector in the past
few months.
The United Economic Forum (UEF), an organisation that works to improve socioeconomic status of the minority community in India has signed a memorandum of
understanding (MoU) with Indian Overseas Bank (IOB) for financing entrepreneurs from
backward communities to set up businesses in Tamil Nadu
The RBI has allowed third-party white label automated teller machines (ATM) to accept
international cards, including international prepaid cards, and said white label ATMs can
now tie up with any commercial bank for cash supply.
In a major boost for the infrastructure sector, as well as for banks financing long gestation
projects, the RBI has extended its flexible refinancing and repayment option for longterm infrastructure projects to existing ones where the total exposure of lenders is more
than Rs 500 crore (US$ 78.98 million).
Syndicate Bank is planning to open 300-500 branches in the next financial year
RBI governor Mr Raghuram Rajan and European Central Bank President Mr Mario
Draghi have signed an MoU on cooperation in central banking. The memorandum of
understanding provides a framework for regular exchange of information, policy dialogue
and technical cooperation between the two institutions. Technical cooperation may take
the form of joint seminars and workshops in areas of mutual interest in the field of central
banking, RBI said on its website.
RBL Bank has announced that it would be the anchor investor in Trifecta Capitals
Venture Debt Fund, the first alternative investment fund (AIF) of its kind in India with a
commitment of Rs 50 crore (US$ 7.89 million). This move provides RBL Bank the
opportunity to support the emerging venture debt market in India.
The RBI has allowed banks to become insurance brokers, permitting them to sell policies
of different insurance firms subject to certain conditions.
Bandhan Financial Services Pvt. Ltd has raised Rs 1,600 crore (US$ 252.69 million) from
two international institutional investors to help convert its microfinance business into a
full service bank. Bandhan was one of the two entities to get a banking licence in April
2014 along with infrastructure finance company IDFC Ltd.
Yes Bank Ltd has signed an MoU with the US governments development finance
institution Overseas Private Investment Corp (OPIC) to explore US$ 220 million of
financing to lend to micro, small and medium enterprises (MSMEs) in India.
Reliance Industries Limited (RIL) has said that it has applied for a Payments Bank
licence, where the company will be the promoter and State Bank of India will be its joint
venture partner with an equity investment of up to 30 per cent.
The RBI has allowed bonds issued by multilateral financial institutions like World Bank
Group, the Asian Development Bank and the African Development Bank in India as
eligible securities for interbank borrowing. The move will further develop the corporate
bonds market, RBI said in a notification.
The Competition Commission of India (CCI) has cleared the merger of ING Vysya Bank
with Kotak Mahindra Bank, which would create the country's fourth largest private sector
lender. The proposed Rs 15,000 crore (US$ 2.36 billion) deal is not likely to have any
appreciable adverse effect on competition in India, as per the competition "The share of
both entities in various relevant markets is insignificant," the CCI said.
Tata Consultancy Services Ltd (TCS), Indias largest software services exporter, has
announced that it has expanded its presence in Singapore with the opening of a new
1,000-seat TCS Singapore banking and financial services (BFS) centre. The new centre
replaces a 500-seat centre opened in 2011 and will offer a broader range of services to
global banks in the Asia-Pacific region, with a major focus on digital offerings.
Government Initiatives
There have been a lot of developments in the Indian banking sector.
The Government has announced a capital infusion of Rs 6,990 crore (US$ 1.1 billion) in
nine state run banks, including State Bank of India (SBI) and Punjab National Bank
(PNB), but based on new efficiency parameters such as return on assets and return on
equity. In a statement, the finance ministry said, This year, the Government of India has
adopted new criteria in which the banks which are more efficient would only be rewarded
with extra capital for their equity so that they can further strengthen their position."
The Union cabinet has approved the establishment of the US$ 100 billion New
Development Bank (NDB) envisaged by the five-member BRICS group as well as the
BRICS contingent reserve arrangement (CRA).
The RBI has decided to allow nominated banks to import gold, including coins, on a
consignment basis, extending its clarification issued in November 2014, which had eased
certain categories of gold imports.
To help Micro Small and Medium Enterprises (MSME), RBI has permitted setting up of
an exchange-based trading platform to facilitate financing of bills raised by such small
entities to corporate and other buyers, including government departments and PSUs.
Road Ahead
The Indian economy is now on the threshold of a major transformation, with expectations of
policy initiatives being implemented. Positive business sentiments, improved consumer
confidence and more controlled inflation should help boost the economic growth. Higher
spending on infrastructure, speedy implementation of projects and continuation of reforms will
provide further impetus to growth. All this translates into a strong growth for the banking sector
too, as rapidly growing business turn to banks for their credit needs, thus helping them grow.
Also, with the advancements in technology, mobile and internet banking services have come to
the fore. Banks in India are focusing more and more to provide better services to their clients and
have also started upgrading their technology infrastructure, which can help improve customer
experience as well as give banks a competitive edge.
Many banks, including HDFC, ICICI and AXIS are exploring the option to launch contact-less
credit and debit cards in the market soon. The cards, which use near field communication (NFC)
mechanism, will allow customers to transact without having to insert or swipe.
Exchange Rate Used: INR 1 = US$ 0.0157 as on April 28, 2015
Total Indian banking sector assets reached US$ 1.8 trillion in FY14 from US$ 1.3 trillion in
FY10, with 70 per cent of it being accounted by the public sector. Total lending and deposits
increased at a compound annual growth rate (CAGR) of 20.7 per cent and 19.7 per cent,
respectively, during FY07-14 and are further poised for growth, backed by demand for housing
and personal finance.
Credit off-take has been surging over the past decade, aided by strong economic growth, rising
disposable incomes, increasing consumerism and easier access to credit. Total credit extended
went up to US$ 1.28 trillion by October 31, 2014. Deposits have grown at a CAGR of 19.7 per
cent during FY0714 to an estimated US$ 1.31 trillion.
The Reserve Bank of India (RBI) has relaxed its branch licensing policy, thereby allowing banks
(which meet certain financial parameters) to set-up new branches in tier-2 to tier-6 centers,
without prior approval from RBI. It has emphasised the need to focus on spreading the reach of
banking services to the un-banked population of India.
The real annual disposable household income in rural India is forecasted to grow at CAGR of 3.6
per cent over the next 15 years. Rising incomes are expected to enhance the need for banking
services in rural areas and therefore drive the growth of the sector, programs like MNREGA have
helped in increasing rural income aided by the recent Jan Dhan Yojana.
COMPANY PROFILE
BANK PROFILE
About Us:
ICICI Bank is
India's
largest
private
sector
bank with total
assets of Rs. 6,461.29 billion (US$ 103 billion) at March 31, 2015 and profit after tax Rs. 111.75
billion (US$ 1,788 million) for the year ended March 31, 2015. ICICI Bank currently has a
network of 4,050 Branches and 12,890 ATM's across India.
History
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial institution,
and was its wholly-owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46%
through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs
listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an allstock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors
in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of the World Bank, the
Government of India and representatives of Indian industry. The principal objective was to create
a development financial institution for providing medium-term and long-term project financing
to Indian businesses.
In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group offering a wide variety of products
and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank.
In 1999, ICICI become the first Indian company and the first bank or financial institution from
non-Japan Asia to be listed on the NYSE.
After consideration of various corporate structuring alternatives in the context of the emerging
competitive scenario in the Indian banking industry, and the move towards universal banking, the
managements of ICICI and ICICI Bank formed the view that the merger of ICICI with ICICI
Bank would be the optimal strategic alternative for both entities, and would create the optimal
legal structure for the ICICI group's universal banking strategy. The merger would enhance value
for ICICI shareholders through the merged entity's access to low-cost deposits, greater
opportunities for earning fee-based income and the ability to participate in the payments system
and provide transaction-banking services. The merger would enhance value for ICICI Bank
shareholders through a large capital base and scale of operations, seamless access to ICICI's
strong corporate relationships built up over five decades, entry into new business segments,
higher market share in various business segments, particularly fee-based services, and access to
the vast talent pool of ICICI and its subsidiaries.
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI
and two of its wholly-owned retail finance subsidiaries, ICICI Personal Financial Services
Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by
shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at
Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve
Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking
operations, both wholesale and retail, have been integrated in a single entity.
ICICI Group
http://www.icicigroupcompanies.com
ICICI Lombard General Insurance Company
http://www.icicilombard.com
ICICI Prudential Life Insurance Company
http://www.iciciprulife.com/public/default.ht
m
ICICI Securities
http://www.icicisecurities.com
ICICI Venture
http://www.iciciventure.com
Disha Financial Counselling
http://www.icicifoundation.org
ICICI Direct
http://www.icicidirect.com
ICICI Bank also has banking subsidiaries in
UK and Canada
ICICI Foundation
http://www.icicifoundation.org
26
ICICI Group
PERSONAL
A
Deposits
B
Loans
C
Cards
BANKING
NRI
urance
service/On-li
Investment
Property
service
Insurance/Lo
Solutions
Online taxes
n
SME service
Money
Bank
BANKING
BUSINESS
transfer
Corporate net
Accounts
Cash
Trade
BANKING
banking
Management
services
27
D
E
Investment/Ins Demat
Workplace Responsibilities
As a fair employment practice, we expect that you shall not (during the course of your
service or upon cessation of your service for a period of six months from the date of
cessation) directly or indirectly on your own accord or on behalf or in conjunction with
any other person, convey or solicit or attempt to induce any employee or business
associate to leave their current employment with the ICICI Group and join the service
of the new employer or any competitor.
Fair Competition:
A
lthough it is common to gather information about the general marketplace, including
competitors' products and services, the Company wants to compete fairly Drug Free
Workplace.
Y
ou should ensure that your workplace is healthy and productive and free from drugs
Discrimination and Harassment and Intimidation.
28
ICICI Group has a Gender Neutral Policy that prohibits unwelcome advances, requests
for sexual favours, or other verbal or physical conduct where such conduct has the
purpose or effect of unreasonably interfering with an individuals work performance or
creating an intimidating, hostile or offensive working environment. Safety in the
Workplace.
ICICI Group considers safety of employees as the primary concern. The ICICI Group
is committed to safety of employees and expects its businesses and employees to
comply fully with appropriate laws and internal regulations.
ICICI Group encourages responsible behaviour of its employees and colleagues that
result in the best possible accident prevention measures. This applies both to the
technical planning of workplaces, equipment, and processes and to safety management
and personal behaviour in everyday workplace.
29
Awards - 2015
ICICI Bank
ICICI Bank won the Best Foreign Exchange Bank at Finance Asias 2015 Country
Banking Achievement Awards.
Congratulations to Mr. Rakesh Jha for securing the top position in the category of
Best CFO for banks, announced by Institutional Investor, a US-based magazine. This
result was determined by a poll in which 625 sell side analysts across 16 sectors
participated. The poll is part of an initiative by the magazine to determine the 2015 All
Asia Executive Team rankings among financial institutions.
ICICI Bank has been adjudged the Best Retail Bank in India by The Asian
Banker. It has also emerged winners in the categories of Best Internet Banking Initiative
and Best Customer Risk Management Initiative awards given by The Asian Banker.
ICICI Bank has been declared as the first runner up at Outlook Money Awards
2015 in the category of Best Bank.
ICICI Bank won an award in the BFSI Leadership Summit & Awards in the 'Best
Phone Banking for End-users category.
ICICI Bank won in six categories and was the first runner-up in one category
among Private Sector Banks at IBA Banking Technology Awards, 2015. The bank was
declared winner in the six categories of Best Technology Bank of the Year, Best use of
Data, Best Risk Management Initiatives, Best use of Technology in Training, Human
Resources and e-Learning initiatives, Best Financial Inclusion Initiative and Best use of
Digital and Channels Technology. ICICI Bank was the first runner-up in Best use of
Technology to Enhance Customer Experience.
Awards - 2014
ICICI Bank
ICICI Bank has ranked second at the 'National Energy Conservation Award 2014'
under the office buildings (less than 10 lakh kWh/year consumption) category.
30
Ms Chanda Kochhar featured in The Telegraph (UK) list of '11 most important
women in finance'.
ICICI Bank has been recognised as one of the 'Top Companies for Leaders' in India
in a study conducted by Aon Hewitt.
IDRBT has given awards to ICICI Bank in the categories of 'Social Media and
Mobile Banking' and' Business Intelligence Initiatives'.
ICICI Bank won the award for the Best Bank - Global Business Development
(Private Sector) in the Dun & Bradstreet - Polaris Financial Technology Banking Awards
2014.
ICICI Bank was awarded the Certificate of Recognition as one of the Top 5
Companies in Corporate Governance in the 14th ICSI (The Institute of Company
Secretaries of India) National Awards for Corporate Governance.
ICICI Bank has been honoured as The Best Service Provider - Risk Management,
India at The Asset Triple A Transaction Banking, Treasury, Trade and Risk Management
Awards 2014.
Mr Rakesh Jha has been ranked as the Best CFO in India at the 14th Annual
Finance Asia's Best Managed Companies Poll.
ICICI Bank has won The Corporate Treasurer Awards 2013 in the categories of
'Best Cash Management Bank in India' & 'Best Trade Finance Bank in India'.
ICICI Bank has been awarded the 'Best Retail Bank in India', 'Best Microfinance
Business' and Best Retail Banking Branch Innovation' under the 'Excellence in Retail
Financial Services awards 2014' by The Asian Banker.
Ms Chanda Kochhar, MD & CEO, ICICI Bank, has been named among Fortune's
50 most powerful women in business for the fourth consecutive year.
Ms. Chanda Kochhar, MD and CEO received the 'Mumbai Women Of The Decade'
award by ASSOCHAM.
Awards - 2013
ICICI Bank
ICICI Bank has been adjudged winner at the Express IT Innovation Award under
the Large Enterprise category.
31
ICICI Bank wins awards under the categories of 'Most Innovative Bank' and 'Most
Innovative use of Multi-Channel Infrastructure' at the Indian Bank's Association's
BANCON Innovation Awards 2013.
ICICI Bank won the Asian Banking & Finance Retail Banking Award 2013 for the
Online Banking Initiative of the Year
ICICI Bank won an award under the Social Media category at the InformationWeek
EDGE Award
Ms. Chanda Kochhar, MD and CEO has been awarded as the Best CEO - Private
Sector category at the Forbes India Leadership Awards 2013
Ms. Chanda Kochhar, MD & CEO, has been named as the most powerful woman in
business in India for the third consecutive year in Fortune's list of '50 Most Powerful
Women In Business: The Global 50'. She is also among the four most powerful women in
business in the world, according to the list.
ICICI Bank received the award for 'Best Private Sector Banker' by the Sunday
Standard Best Bankers Awards 2013.
ICICI Bank has been awarded the 'Best Banker - All round expansion' by the
Sunday Standard Best Bankers Awards 2013.
ICICI Bank won 'Best Banker - Efficiency & Profitability' by the Sunday Standard
Best Bankers Awards 2013.
Ms Chanda Kochhar, MD & CEO, receives the "AIMA JRD Tata Corporate
Leadership Award" 2012
ICICI Bank has won the Trade Finance Magazine Award for Excellence 2013,
under the category of 'Asia Pacific Awards : Best Trade Bank in India'
ICICI Bank received the Asian Banking & Finance Wholesale Banking Awards
2013 for the India Domestic Trade Finance Bank of the Year
ICICI Bank Limited has been awarded as the Best Private Sector Bank under the
category Global Business Development for the Dun & Bradstreet - Polaris Financial
Technology Banking Awards 2013
ICICI Bank has been one of the recipients of the Corporate Governance Asia
Annual Recognition Awards 2013
Ms Chanda Kochhar, MD & CEO, is one of the recipients from India, for the 4th
Asian Corporate Director Recognition Awards 2013
32
Awards - 2012
ICICI Bank
ICICI Bank received the Golden Peacock Innovative Product / Service Award for
its Tab Banking project. The Golden Peacock Awards were instituted by the Institute of
Directors and was headed by Justice P N Bhagwati, Ex Chief Justice of India.
ICICI Bank received the "Dataquest Technology Innovation Awards 2012" for Data
center migration by Dataquest.
ICICI Bank was conferred the Best Performance Award for Self Help Group (SHG)
Bank Linkage Programme in NABARD's State Level Awards announced by their
Maharashtra Regional Office. The Bank received the first prize for the year 2010-11 in the
Private Sector Bank category and 2nd runner up for the year 2011-12 in the Commercial
Bank category.
For the second consecutive year, ICICI Bank won the NPCI's NFS Operational
Excellence Awards in the MNC and Private Sector Banks Category for its ATM network.
Mr.K.V.Kamath was awarded the "Hall Of Fame" by Outlook Money for his long
standing contribution in the financial services sector.
ICICI Bank won the Best Bank - India Award by The Banker.
Ms. Chanda Kochhar ranked 18th in the Fortune's list of '2012 Businesspersons of
the Year'. The 50 global leaders is Fortune's annual ranking of leaders who are "the best in
business".
Ms. Chanda Kochhar tops the list of "50 Most Powerful Women in Business" by
Fortune India.
ICICI Bank tops the list of "Private sector and Foreign Banks" by Brand Equity,
Most Trusted Brands 2012. It ranks 15th in the "Top Service 50 Brands".
Awards - 2011
ICICI Bank
ICICI Bank won the "Best Domestic Provider of FX Services (India)", "Best
Domestic FX Provider for Innovative FX Products and Structured Idea (India)", "Overall
Best Domestic Interest Rates Services (India)" and "Overall Best Credit Research &
Market Coverage for the Local Currency Bonds (India)", in the Asiamoney Corporate FX
Poll
ICICI Bank received the "Best House Of the Year (India)", by Asia Risk
33
ICICI Bank was awarded the "Best Derivatives House (India)", by The Asset Triple
ICICI Bank received the "Best Foreign Exchange Bank (India)", by Finance Asia
ICICI Bank won the "Vanilla hedging instruments and Structured hedging
instruments India Winner, 2011" for "Interest Rate and Currency Products", by Asia Risk
Corporate Rankings
ICICI Bank won the 'NFS Operational Excellence Award -2011' in the 'Best BankPrivate & Foreign Banks Category' for its ATM Network
BOARD OF DIRECTORS
Board of Directors
Board Members
Mr. M. K. Sharma, Chairman
..............................................
...........................................
Mr. Dileep Choksi
..............................................
Mr. N. S. Kannan,
Executive Director
...........................................
..............................................
Mr. K. Ramkumar,
Executive Director
34
..............................................
Mr. V. Sridar
..............................................
Mr. Alok Tandon
Executive Director's
Chanda Kochhar
Managing Director and Chief Executive Officer
35
N.S. Kannan
K. Ramkumar
Rajiv Sabharwal
Executive Director
Executive Director
Executive Director
ethnicity, dual career couples, religion, multi-generational workplaces etc), and thirdly the
very nature of the employment contract has necessitated that organisations effectively
manage their employees wellbeing, stress and job satisfaction (Greenhaus& Powell,
2006).
Organisational interest in the management of the WLB derives from evidence that
there is little doubt any more that there is a clear connection between the way people are
managed and organisational performance (Purcell, 2002:1), and that with the onset of
predicted skill-shortages, the ability to offer effective WLB employment opportunities may
become a source of competitive advantage.
Ideally, the WLB concept requires organisations to effectively integrate employees
work and non-work roles such that levels of multiple-role conflict, and the associated stress
and job-dissatisfaction, are minimised or avoided (De Bruin & Dupuis, 2004; Greenblatt,
2002). In attempts to achieve a WLB, however, western organisations have tended to adopt
a limited set of policies such as on-site child-care facilities, on-site gymnasiums,
telecommuting opportunities, and even on-site sleeping quarters for the employee and their
family (Hacker &Doolen, 2003; Hyman & Summers, 2004). Each has attempted to
increase the flexibility by which employees can enact their work-roles whilst
simultaneously enabling them to enact their family-based roles to the minimum extent
necessary.
37
Despite their best intentions, there remains considerable contention about the
effectiveness of organisational WLB policies in delivering flexibility and reducing stress
and job-dissatisfaction in the modern workplace (Eates, 2004; Kirrane& Buckley, 2004).
Researchers have identified two empirical shortcomings within the WLB literature that
have served to undermine its theoretical and practical usefulness. The first relates to the
WLB literatures almost exclusive focus on the work-family interface at the expense of
other important life-balance issues. Buzzanell et al, (2005) notes that the WLB literature
typically portrays role conflicts for white, married, professional and managerial women,
with little reference to the many other demographics represented in the modern
organisation. Shorthose (2004) and Wise and Bond (2003) go so far as to state that the
WLB discipline is essentially flawed, as it is one-dimensional, assumes a unitary HR
perspective, and that its underlying management has been one of maintaining the statusquo rather than the adoption of competitive and future-oriented HR policy.
The second relates to the literatures inability to clearly define the interaction of
work and non-work roles that impact employees working-life (i.e. stress, job satisfaction
etc.). Elloy and Smith (2004) and Spinks (2004), for example, state that because an
individuals non-work roles are inherently ambiguous and idiosyncratic, organisations are
incapable of understanding how their enactment (or otherwise) impacts each individual.
Spinks (2004), in particular, suggests that organisations are either incapable (or unwilling)
to understand their workforce in sufficient detail, and have instead defaulted to a one-sizefits-all policy regime that has simply enabled employees to stay at work longer rather
than enable them to enact their important non-work roles. The inadequacy of current WLB
policy regimes is highlighted by Kigers (2005) study that revealed that less than two
percent of employees actually participate in available WLB programs.
Dex and Smith (2002) cite two main causes for this low figure. The first relates to
equity, with many employees reporting that they did not wish to appear a special case or
to require special treatment to their colleagues. This is supported from the results of
Waters &Bardoels (2006) study that found a range of workplace cultural factors that
reduced the willingness of Australian university staff to access WLB policy options.
38
The second is that the wide range of policies adopted by organisations has been
based on an ill-informed conceptualisation of contemporary WLB, and that this has led to
its ineffective formalisation in HRM practices. The consequence for organisations not
taking a more holistic approach to WLB is increased issues in attraction and retention of
employees in the context of skills shortages in significant occupational groups. The work
expectations of Generation X (born 1965 to 1979) and generation Y (born 1980 onwards)
(Mackay, 1997) place higher importance on WLB than previous generations and these
employees will be attracted to and remain longer with organisations that provide flexibility
in accordance with individual employee expectations (Henry, 2005). There is evidence of
an increase in women managers holding values and goals with greater emphasis on WLB
who are opting to leave organisations and undertaking consulting or contracting work
which can permit greater control of WLB conflict (Beck & Davis, 2005).
The contribution of the WLB literature, therefore, appears limited in its ability to
provide a useful framework for both academics and practitioners alike (Hyman
&Summers, 2004). Despite its name, the WLB literature has remained largely focused on
the work-family interface and fails to accurately identify and define the array of work and
non-roles that impact inter alia on an individuals stress levels and job satisfaction (Hacker
&Doolen, 2003; Mellor, Mathieu, Barnes-Farrell &Rogelberg, 2001; Noor, 2004; Pocock,
2005). In order to overcome these issues, Elloy and Smith (2003: 63) suggest that an
effective conceptualisation of the WLB requires:
an holistic approach to human resource management, which implies a
greater awareness of the total context of workers daily lives, not just those
hours they spend at work.
Guest (1987, 1997 & 2002) suggests for the WLB literature to incorporate a holistic
approach to HR management and better inform organisational HR policy development, its
design and implementation should adopt the following four criteria:
Therefore, the degree to which employers can support the achievement (and benefits
associated with) effective WLB/HR policy depends on two main considerations: the
manner in which the WLB is defined and formalised within HR policy, and/or how
managers respond to employee requests for WLB relief. In terms of its formalisation,
organisations need to be aware of the extent to which WLB is operationalised that is,
whether it is to be regarded as a right, a right to request, or as a matter of managerial
discretion. In terms of managerial responses, organisations need to decide whether to
apply an authoritarian approach (i.e. hard HR), a paternal approach (i.e. benevolent), or
a commitment (i.e. Soft HR) approach to employee requests for WLB relief. It is this
intersection between corporate culture, as enacted, in rituals and practices modelled by
organisational leaders that set the tone for employees responses to WLB initiatives. Where
leaders work very long hours, tend to take little annual leave and then in small amounts,
demand travel at short notice (Sinclair, 2005) and require employee availability at the
leaders whim and wears these sacrifices as badges on honour, it follows that employees
are, at best, cautious in utilising WLB.
The achievement of an effective WLB-HR policy interface has largely failed in
Australia given the issues discussed above, and an exploration of possible remedies
represents the research opportunity for this paper.
40
The QWL is one of the aspects useful to retain resources. This approach considers
people as assetsto the organization rather than as costs and motivates people by
satisfying not only their economic needs but also their social and psychological ones.
Quality of work life focuses on all aspects of workers life and the satisfaction of
the workforce in an organization. The definition of Jerome M Rosow, President of
the Work in AmericanInstitute, about QWL is considered for the study. The
identified seven critical factors which will affect the quality of work life-pay,
employee benefits, job security, alternative work schedules,Occupational stress,
participation and democracy in the workplace are studied.
Good health is the primary goal of the society and this study was done by
researcher to find out whether a company in health care industry takes care of its
employees too.
Questionnaires were used to collect the primary data and the statistical tools used
are percentage analysis, chi-square test.
The sample size and the time limitation were the main constraints.
41
In this paper researcher through light on Quality of work life (QWL) that has
increasingly gained recognition, as employees want to feel respected at work for what they
do and who they are. Today's business climate is increasingly characterized by rapid
change and Fierce competition. Organizations must adapt to this environment if they are to
survive and prosper.
Proactive managers and human resource departments respond to this challenge by finding
new ways to improve productivity. As a goal, QWL aims to improve organizational
effectiveness through the creation of more challenging, satisfying and effective jobs and
work environments.
Here researcher projects the ideas from the research conducted in a selected organization
and the consolidation of results reveal the major influential factors of QWL.
They also give a suggestive model to achieve favorable QWL environment in
anyorganisation.
In this paper the researcher focuses on the job stress. According to him, man's life
today faces all sorts of challenges, obstacles that hamper normal functioning and most of
the time it is too hard to handle. In a nut shell, stress is ubiquitous these days, becoming an
increasingly global phenomenon affecting all countries, all professions and all categories
of workers, families and society in general. It is a physical and mental response to
everyday demands, particularly those associated with change.
42
Stress is the change that drives the worker from normal psychological and physical
condition (Behr andNewman, 1978).Stress takes heavy toll of the persons health and his
capacity to adjust with others.They state about the few years evidence has accumulated
from around the world to show that the mostCommon cause of destructive ill health is
stress at work.
As a result of which, an individual faces many psychological as well as
psychosomatic disorders. A stressful workplace is rarely a productive one. Therefore the
researcher says that employers must develop stress management key to retain the existing
employees in the workplace. As it, become very important for organizations to retain their
employees, in today's competitive environment.
This research helps to understand the relationship between job stress, Personality
Characteristics and intent to leave employment, which aid administrators seeking to attract
and retain employees.
Here the researcher discusses about Quality of work life (QWL) denotes all the
organizational inputs which aims at the employee's satisfaction and enhancing
organizational effectiveness. It is referred to as favorable or unfavorable of the job
environment for people. Many early QWL efforts focus on job enrichment.
Researcher states that today QWL gives much concern about decent wages,
convenient working hours, conducive working conditions etc. In a deeper sense, QWL
refers to the quality life of individuals in their working organizations. QWL provides for
the balanced relationship among work and non-work and family aspects of life.
In this paper the researcher discusses several notable factors that influence QWL
are adequate & fair compensation, safety and healthy working conditions, opportunity to
use & develop human capabilities, opportunities for career growth etc. This study was
carried out to find out the evolution of QWL and some ameliorative criteria for measuring
QWL. It is concluded that there is vast change in QWL and to find out the latest changes in
QWL.
43
objectives, preparing the research design, determining the sample design, collecting the
required data its analysis, interpretation and finally drawing conclusions out of it and
giving suggestions.
Research Design
The research design used for this study is Descriptive research.
Universe
The sample for this study is taken from ICICI Bank Ltd. India Pvt.Ltd.
Sampling Method
The sampling method adopted by researcher is Non probability convenience
sampling method.
No. of Samples
Among the total population of 1700, 125 samples has been taken for the research.
Data Collection Method
Primary and Secondary data were collected for carrying out research.
(a) Primary Data
Primary Data was collected by way of Questionnaire, using relevant
variables related to this study.
(b) Secondary Data
Secondary data was collected from journals, company website, and relating
to the company profile, industry profile and review of literature.
Data Analysis Tools
The tools used for analyzing data are frequency tables, Chi-square, Rank
correlation, Friedman test, and one way Anova.
44
45
Opinion
Single
Married
Total
Respondents
82
43
125
Percentage
65.6
34.4
100
CHART: 3.1.1
SHOWING MARITAL STATUS OF THE RESPONDANCE
82
90
80
70
60
50
43
40
30
20
10
0
Single
Married
Interpretation:
The above table shows that 65.6% are single and 34.4% are married in the
organization.
46
Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
4
40
17
38
26
125
Percentage
3.2
32
13.6
30.4
20.8
100
CHART: 3.1.2
SHOWING THE NEGATIVE ATTITUDES OF PEERS AND COLLEAGUES AT WORK PLACE
Strongly Disagree
26
Disagree
38
Neutral
17
Agree
40
Strongly Agree
4
0
10
15
20
25
30
35
40
45
Interpretation:
The above table shows that 3.2% strongly agrees, 32% of them are agree, 13.6%
have the neutral opinion, 30.4% disagrees with this and 20.8% strongly disagree withthe
negative attitudes of peers and colleagues at work place.
47
Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
0
3
25
84
13
125
Percentage
0
2.4
20
67.2
10.4
100
CHART: 3.1.3
SHOWING THE RESPONSES FOR TRAINING/MEETING AFTER OFFICE HOURS
90
84
80
70
60
50
40
25
30
20
13
10
0
3
0 Agree
Strongly
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
The table infers that 2.4% of them agree, 20% have a neutral opinion, 67.2
disagrees and10.4% strongly disagrees with the Training/Meeting after office hours.
48
Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
12
11
91
11
0
125
Percentage
9.6
8.8
72.8
8.8
0
100
CHART: 3.1.4
SHOWING THE RESPONSES FOR RIGHT REMUNERATION FOR THEIR WORK
90
84
80
70
60
50
40
30
20
20
10
16
0
Strongly Agree
3
Agree
Neutral
Disagree
Strongly Disagree
Interpretation:
The above table infers that 9.6% strongly agree, 8.8% agree, 72.8% are neutral,
8.8% disagrees with the remuneration that they are getting for their work.
49
Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
22
74
15
3
11
125
Percentage
17.6
59.2
12
2.4
8.8
100
CHART: 3.1.5
SHOWING THE RESPONSES TO WORK IN NIGHT SHFITS TO EARN MORE
Strongly Disagree
Disagree
16
Neutral
84
Agree
20
Strongly Agree
2
0
10
20
30
40
50
60
70
80
90
Interpretation:
The table shows that 17.6% strongly agree, 59.2% agree, 12% are neutral, 2.4%
disagrees and 8.8% strongly disagrees to work in Night Shifts to earn more.
50
Opinion
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Respondents
2
20
84
16
3
125
Percentage
1.6
16
67.2
12.8
2.4
100
CHART: 3.1.6
SHOWING THE RESPONSES TO WORK INDIVIDUALLY IN THEIR WORK ASSIGNED TO THEM
3
Strongly Disagree
Disagree
16
Neutral
84
Agree
20
2
Strongly Agree
0
10
20
30
40
50
60
70
80
90
Interpretation:
The table shows that1.6% strongly agrees, 16% agrees, 67.2% are neutral, 12.8%
disagrees and 2.4% strongly disagrees to work individually in their work assigned to them.
51
Statistical Tools
Chi Square for Age and Flexible Work hours
Null Hypothesis:
There is no association between Age and flexible work hours.
Alternate Hypothesis:
There is association between Age and flexible work hours.
Missing
Percent
Percent
Percent
85.6%
21
14.4%
146
100.0%
Total
Total
20-25 57
24
81
26-30 18
23
31-35 4
36-40 7
12
39
125
86
Total
52
Chi-Square Tests
Value
Degree Assumption.
of
Significance.
freedom (2-sided)
Pearson Chi-Square
4.152a
.246
Likelihood Ratio
3.976
.264
Linear-by-Linear
Association
1.380
.240
N of Valid Cases
125
Symmetric Measures
Nominal by Nominal
Contingency Coefficient
N of Valid Cases
Value
Approx. Sig.
.179
.246
125
Inference
In examining the observed cell frequencies it can be concluded that the Pearson
chi-square value 4.152 in a significance of .246 is well above the alpha level of .05.so there
is no significant association between age and flexible work hours.
53
Null Hypothesis
There is no significant difference in relationship between monetary and Nonmonetary benefits and right pay.
Alternate Hypothesis
There is significant difference in relationship between monetary and Non-monetary
benefits and right pay.
Ranks
Mean Rank
1.75
125
79.654
2
.000
Inference
The result of Friedman test indicates there is significant difference between
monetary and non-monetary benefits in reaction to getting paid rightly for both, p<.05 and
that non-monetary benefit has close association with getting paid rightly for work.
54
Null Hypothesis
There is no relationship between long working hours and stress related disease.
Alternate Hypothesis
There is relationship between long working hours and stress related disease.
Correlations
StressRelatedDisease
Pearson Correlation
.102
.259
Sig. (2-tailed)
125
Number
Long working hours
.102
Pearson Correlation
Sig. (2-tailed)
Number
125
1
.259
125
125
Inference
There is perfect relationship between long working hours and stress related disease
as Pearson correlation is .102 and alternate hypothesis is accepted.
55
Null Hypothesis
There is no significant difference between gender and stress related disease.
Alternate Hypothesis
There is significant difference between gender and stress related disease.
ANOVA
Gender
Between
Groups
Within
Groups
Total
Sum of
Square
s
Degree of
Freedom
Mean
Square
Frequency
Significanc
e
.383
.096
.377
.825
30.529
120
.254
30.912
124
Inference
There is no significant difference between gender and stress related disease as the
level of significance is more than 0.05
56
Missing
Total
Percent
Percent
Percent
85.6%
21
14.4%
146
100.0%
Total
Total
Frequent
Diabetes Headaches
None
20-25 16
47
81
26-30 4
15
23
31-35 0
36-40 0
12
13
12
68
12
125
20
Chi-Square Tests
Value
Degree Assumption
of
Significance.
Freedom (2-sided)
Pearson Chi-Square
38.095a
12
.000
Likelihood Ratio
33.643
12
.001
Linear-by-Linear
Association
.335
.563
N of Valid Cases
125
57
Symmetric Measures
Nominal by Nominal
Contingency Coefficient
N of Valid Cases
Value
Approx. Sig.
.483
.000
125
Inference
In examining the observed cell frequencies it can be concluded that the Pearson
chi-square value 38.095 in a significance of .000 is well above the alpha level of .05.so
there is no significant relationship between age and stress related disease.
58
As per the analysis there is no relationship between the age of the employees and
flexible working hours.
The employees are getting paid rightly for their work both monetarily and non
-monetarily.
The employees due to their long working hours are being affected by stress related
diseases.
There is no relation between the gender and the stress related diseases.
According to the study, the stress related diseases are no way related to the age of
the employees.
73% of the respondents are neutral in saying that they receive right remuneration
for their work.
67% of the respondents disagree that they have to stay after office hours to attend
training/meeting 20% are neutral and 10% disagree with that.
67.2% of the respondents agree that they work individually to complete the work
assigned to them.
77% of the respondents agree that they work in night shifts to earn more.
51.2% of the respondents disagree that they have negative attitude towards peers
and colleagues at work place whereas 35.2% of the respondents agrees the same.
44.8% of the respondents are male and 55.2% of them are female.
13.7% of the respondents are finished their Bachelor degree, 50.7% of the
respondents are post graduate, and 21.2% of the respondents are professionals.
34.4% of the respondents are single and 65.6 % of them are married.
55.2% of the respondents are in nuclear family were as 44.8% are in joint family.
59
The organization can give flexible working hours to their employees in the
organization and hence they can get relaxed for their next day.
The gender has no way relation with the stress but still facilities and other
compensation can be provided to the female workers.
Organization should conduct stress relieving programs like yoga and meditation for
the employees regularly in order to reduce the stress level.
Work can be shared among team mates in order to complete the tasks on or before
time. This will not be a burden for an individual employee.
60
3.4CONCLUSION
The study was conducted in ICICI Bank Ltd. India private limited, Chennai, on the
topic Work Life Balance. Based on the study conducted the following conclusions were
drawn. It was found that, even though most of the employees are of the age below 25, they
suffered from stress related diseases. Most of the employees have problems concerning
fixed working hours. The employees at ICICI Bank Ltd. get two days off in a week still
they are not able to spend quality time with their family because of work pressure.
Work life balance of employees can be enhanced by considering the above
suggestions.
61
BIBLIOGRAPHY:
Mamoria C B &Gankar S V (2004),Personnel Management, Himalaya Publishing
House.
P Nick Blanchard and James W Thacker (2008),Work life balance, Strategies, and
Practices, Prentice Hall.
Micheal Armstrong (1996),A Hand Book of Personnel Management Practice, Kogan
Page Ltd.
DR.S. Shajahan (2004),A Hand Book of Research Methods for Management, Jaico Pub
House.
P.R. Vittal& V. Malini (2004),A Hand Book of Statistical & Numerical Methods,
Margham Publications.
Robert L. Mathis Jhon H. Jacjson (2006),A Hand Book of Human Resource
Management,Kogan Page Business Books.
ARTICLES:
RameeshaKalra& Monika Bhatia, Lecturers School of Management - Ansal Institute of
Technology, Gurgaon
WEBSITES:
www.google.co.in/human resources/work and life
www.citehr.com/balancing work and life
www.hrfolks.com/studyonworkandlife
www.ICICI Bank Ltd. .com/aboutus/company-overview.asp
62
Questionnaire
Demographic
1) Name(Optional) :
2) Age
3) Gender
Male
Female
4) Education Qualification :
Degree
Post graduate
Professionals
Others
5) Marital Status :
Single
Married
Private
Government
Business
Professional
7) Family Type:
Nuclear
Joint
63
Gender
Relationship
ii) Who takes care of your children when you come to work?
Baby sitter
In-laws/Parents
2 to 4 hours
2 to 4 hours
64
Age
Self
Parents/In-laws
Child care
Elder care
Caring for sick child
Caring
child
for
disabled
Caring
adult
for
disabled
ii)
In-laws/Parents
2 to 4 hours
2 to 4 hours
House help
66
11) Which of the following work Life- Balance Initiatives are provided by your
organization?
Provide
d
Not
Provide
d
SA
13
14
Compulsory overtime
15
Shift work
16
17
18
19
20
21
22
23
24
25
26
27
28
68
SD
29
30
31
32
33
34
35
36
69