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RESEARCH AND PRACTICE

IN HUMAN RESOURCE MANAGEMENT

Volume 13: Issue 1

Editorial
Announcement
Regular Papers
Research Notes
Reviews
Highlight, copy & paste to cite:
Hayman, J. (2005). Psychometric Assessment of an Instrument Designed to
Measure Work Life Balance, Research and Practice in Human Resource
Management, 13(1), 85-91.

Psychometric Assessment of an Instrument

Designed to Measure Work Life Balance
Jeremy Hayman
ABSTRACT
Work family conflict and work life balance issues have
received a great deal of attention from researchers and
contemporary employers. Nevertheless, there is a lack of
reported scales for assessing the construct of work life
balance. This study evaluated a 15 item scale for assessing the
construct of work life balance adapted from an instrument
reported by Fisher-McAuley, Stanton, Jolton and Gavin
(2003) with data obtained from 61 human resource
administrators of a large university in Western Australia.
Factor analysis confirmed a robust three factor solution.
This paper reports and validates a new measure to capture
employee perceptions of work life balance while discussing
implications for human resource practitioners in the Asia
Pacific region.

INTRODUCTION
Many changes in the workplace and in employee demographics in the past
decade have led to an increased concern for the boundary between employee
work and non work lives (Hochschild 1997). For example, more women are
joining the workforce and dual career couples are becoming increasingly
common (Moorhead, Steele, Alexander, Stephen & Duffin 1997). In addition,
now more employees telecommute (work from home), or bring work home,
thus blurring the boundaries between work and non work (Hill, Miller,
Weiner & Colihan 1998). These changes in the workplace are not confined to
Western societies as many Asian countries have experienced similar trends
(Khatri & Budhwar 2000, OECD 2004). Indeed, organisations have
responded to these trends by implementing flexible work programs to help
employees balance their work and non work lives.
Work family conflict has been widely reported in contemporary
organisational behaviour literature (e.g., Frone, Russell & Copper 1992,
Williams & Alliger 1994). Although this research increased understanding of
how the concepts of work and non work conflict were related, a change in the
traditional roles of men and women has required reconceptualisation of
employees work and non work lives. Recently, a broader term has emerged in
the literature to refer to work/non work conflict: work life balance which
offers a more inclusive approach to the study of work/non work conflict
compared to work family conflict. Consequently, there has been a great deal
of interest as demonstrated by the wealth of previous studies (Hill et al. 1998,
Saltzstein, Ting & Saltzstein 2001, Felstead, Jewson, Phizacklea & Walters
2002). These endeavours attempted to provide a conceptual definition, but
the work has not led to a consensus as to how to measure the construct. A
notable exception in the literature was a study by Fisher-McAuley, Stanton,
Jolton and Gavin (2003). The researchers examined the antecedents and
outcomes of work life balance among fitness trainers and managers from the
United States and Canada with a 19 item instrument designed to capture
employee perceptions of work life balance.
The purpose of this paper is to evaluate a 15 item scale for assessing the
construct of work life balance. This research note adds to an expanding body
of work life literature by reporting data collected from administrative, office
based employees in an Australian work setting. An evaluation of an
instrument to assess work life balance among administrative employees is
warranted and may provide human resource practitioners and researchers
with a useful tool for assessing this much publicised construct. The validation
and reliability assessments, together with a profile of the study subjects are
provided. This lays the groundwork for discussion in terms of human
resource management implications, particularly for managers of office based
professional and administrative employees.

METHOD

Subjects and Site

The subject data was provided by 61 administrative and professional
employees from a large university in Western Australia. Specifically, the study
was administered to employees in two divisions of the university: Human
Resources/Staff Services and Financial Services. Almost 71 per cent of the
respondents performed administrative/ clerical functions, a further 18 per
cent were supervisors, and the remainder performed professional or technical
functions. Few of the respondents were part time or casual employees (5%),
with almost 60 per cent having been employed for more than five years.
Employees utilised a variety of flexible work schedules including flexitime,
 flexiplace (working from home), and job sharing arrangements. A large group
of sample (43%) operated on more traditional standard fixed hour schedules
(9am-5pm or similar). Nearly two thirds (64.7) of the study respondents were
born in Australia. A final feature of the sample is that all age groups were well
represented. Table 1 summarises the demographic profile of the respondents.
Table 1
Demographics % (n=61)

Education Age (in Work Work

Gender Job Function
Background years) Schedule Status

Full
Femal 70. Bachelor 44. Unde 24. 70. Flexitim 54. - 95.
Admin/Clerical
e 5 Degree 3 r 30 6 5 e 1 tim 1
e

Part
29. Professio 30- 26. 18. Flexipla 16. -
Male 9.7 Supervisor 4.9
5 nal Qual 39 2 0 ce 4 tim
e

40- 26. Professional/Tech 11. Job

3.3
49 2 nical 5 Share

Standar
Abov 23. 42.
d Fixed
e 50 0 6
Hours

Note. Work schedule % total 116.4 as employees may operate on more than
one schedule (e.g., flexitime and flexiplace).

Measure
Work life balance was measured with a 15 item scale adapted from an
instrument reported by Fisher-McAuley, et al. (2003). The original scale
consisted of 19 items designed to assess three dimensions of work life
balance: work interference with personal life (WIPL), personal life
interference with work (PLIW), work/personal life enhancement (WPLE). In
the study reported in this paper the respondents were asked to indicate the
frequency with which they have felt in a particular way during the past three
months using a seven point time related scale (e.g., 1=Not at all,
4=Sometimes, and 7=All the time). Previous work family researchers (e.g.,
Macdermid, Barnett, Crosby, Greenhaus, Koblenz, Marks, Perry-Jenkins,
Voydanoff, Wethington & Sabbatini-Bunch 2000) have recommended the use
of a time based stem so that all respondents have the same time frame of
reference for responding to the items. Indeed, it has been found from a
confirmatory factor analysis with the data of prior research using the scale,
that a three dimensional model fits the data better than a four dimensional
model. Moreover, results of a higher order factor analysis provided empirical
evidence that the three dimensions were indicators of a single latent construct
(Fisher-McAuley, et al. 2003). Higher means indicate that respondents report
having experienced that situation more frequently. In most cases, items with
higher means are purported to indicate lower levels of work life balance. Item
six on the WIPL sub scale was reverse scored. The WPLE sub scale is worded
positively and higher means indicate higher levels of perceived work life
balance.

Procedure
Study data was obtained by a questionnaire. Prior to the administration of the
survey instrument considerable preparatory work was performed. A proposal
with an expression of interest to undertake research at the university and a
copy of the questionnaire were sent to the Director, Staff Services. Following
this, issues regarding distribution and respondent confidentiality were
discussed during two meetings with the Director. The university agreed to
participate in the research in order to obtain feedback on the research
findings. Further refinements to the work life balance instrument were
undertaken before administering the survey to the respondents. This included
replacing American terminology with more familiar Australian language, such
as using the term holiday instead of vacation. The measure was reduced by
four items to prevent the questionnaire from becoming to lengthy and to
enhance the response rate (Fisher 2001). One week prior to the distributing
the questionnaire employees were emailed to explain the nature of the
research and to outline collection procedures. In total 78 questionnaires were
distributed to individual mail boxes by support staff from the department and
staff were given one week to complete the questionnaires. A covering letter
accompanied the questionnaire to assure staff of their anonymity and that
their participation was voluntary. Completed questionnaires were returned to
a designated collection box or returned directly to the researcher in the
envelopes provided. A total of 61 completed questionnaires were returned,
indicating an overall response rate of 78 per cent. This high response rate was
probably achieved because the university is conscious of exposing staff to
excessive in house surveys and because of the endorsement provided by
senior management.
 Analysis
An exploratory factor analysis was undertaken with SPSS version 10 to
examine the construct validities of the 15 work life balance scale items. The
exploratory factor analysis procedure employed principle components
method for extraction, with the varimax option which converged in six
rotations, and factors with eigenvalues greater than one were retained (Hair,
Anderson, Tatham & Black 1998). Once the dimensionalities of the
instrument were verified, the internal consistencies of the scales were
checked with reliability analysis.

RESULTS
Table 2
Factor Analyses (N=61)

Factors

1 2 3

Eigenvalue 5.018 3.147 2.169

Percentage of variance explained 33.456 20.981 14.462

Cumulative percentage of variance explained 33.456 54.437 68.899

Personal life suffers because of work .897 .226 -.077

Job makes personal life difficult .866 .125 -.137

Neglect personal needs because of work .833 .056 .036

Put personal life on hold for work .809 .264 -.226

Miss personal activities because of work .774 .065 -.036

Struggle to juggle work and non-work .756 .330 .113

Happy with the amount of time for non-work activities

.700 .182 -.211
(reversed)

Personal life drains me of energy for work .155 .874 -.038

 Table 2
Factor Analyses (N=61)

Factors

1 2 3

Too tired to be effective at work .229 .854 .001

My work suffers because of my personal life .207 .792 .037

Hard to work because of personal matters .157 .633 -.267

Personal life gives me energy for my job .132 -.173 .864

Job gives me energy to pursue personal activities -.369 .128 .674

Better mood at work because of personal life .088 -.505 .652

Better mood because of my job -.425 .198 .578

Table 2 shows factor loadings for each item and also the eigenvalues,
percentage of variance explained and the cumulative percentages of the
variance explained. The factor analysis of the items confirmed three
dimensions to the work life balance scale. These are operationalised as: factor
1 - work interference with personal life (WIPL), factor 2 - personal life
interference with work (PLIW), and factor 3 - work/personal life
enhancement (WPLE). The item better mood because of my job had a lower
factor loading than desired. However, this item was subsequently retained as
it contributed positively to the reliability assessment. Overall, Table 2
demonstrates a robust three factor solution.
Having verified the dimensionality of the scale, the constructs were assessed
for reliability. The reliability for the work life balance scale was estimated
using Cronbach alpha coefficient (Cronbach 1951). Generally, items were
retained in the scale when the item to total correlation was at least .35, and a
coefficient alpha score in the order of .70 was obtained. Although WPLE had
a Cronbach alpha of .69, elimination of items did not improve the reliability
of the construct. As the reliability value was near the acceptable threshold of
.70, and the four items that made up the construct had item to total
correlation of above .35, all items were retained. The final Cronbach alpha
values for the three factors include .93 for WIPL, .85 for PLIW, and .69
for WPLE. Acceptable reliability estimates and factor loading patterns for the
work life balance items supported a three factor solution. The final result was
a 15 item work life balance scale.

DISCUSSION
An implication of this study involves the potential usefulness of the scale in
assessing perceptions of work life balance among administrative employees.
The more inclusive wording of personal life compared to family provides the
opportunity to measure the interface between work and non work regardless
of employee marital or family status. This broader approach is useful for
organisations to assess the non work domain of employees, as family may not
be relevant to all employees. Unlike work family measures that assess conflict
or interference (e.g., Netemeyer, et al. 1996), the scale in the present study
also measured positive spill over or enhancement. Results of this study
indicate support for measuring positive as well as negative aspects of the
work personal life interface. Indeed, the work life balance instrument has
considerable potential in providing organisations with employee perceptions
of work and personal life balance, which can be incorporated into progressive
human resource practices.
A further implication of the study is the scale could be used to evaluate the
effectiveness of work life balance programs provided by organisations.
Research from North America has shown that organisations with a greater
concern for employee work life strategies find it easier to attract and retain
valued employees (e.g., Bailyn 1993). Work life balance practices are gaining
more frequent attention in parts of the Asia Pacific such as China (Khatri &
Budhwar 2000), Australia (Moorehead, et al. 1997), New Zealand (Haar &
Spell 2003) and Japan (Evans 2000). Hence, an accurate measure to help
evaluate the effectiveness of work life balance programs will greatly benefit
human resource management practitioners and researchers alike.

CONCLUSION
This study sought to evaluate the worth of an instrument developed for
assessing employee work life balance within an administrative work setting.
The instrument was found to have acceptable validity and reliability,
indicating the instrument has potential for providing managers with a useful
tool for determining work life balance perceptions among employees.
Therefore, this research adds to the current literature by providing better
understanding of a more inclusive measure of the interface between work and
non work. A better understanding of measures for attaining best practice has
direct consequences for HRM. With increased concern by employees for the
 boundary between their work and non work lives, the provision of effective
work life initiatives is fast becoming a priority for organisations
and HRM practitioners throughout the modern world.

AUTHOR
Jeremy Hayman is a sessional lecturer in Organisational Behaviour at
Curtin University of Technology, Western Australia. He is currently a full
time Doctoral student studying work life balance among professional and
administrative workers operating on flexible work arrangements. His
research interests include work life balance, employee autonomy, and
strategic HRM issues.
E-mail: Jeremy.Hayman@cbs.curtin.edu.au

REFERENCES
Bailyn, L. (1993). Breaking the mold: Women, men, and time in the corporate
world. New York: The Free Press.
Cronbach, L.J. (1951). Coefficient alpha and internal structure
tests. Psychometrika, 16(2), 297-334.
Evans, J. (2000). Family-friendly firms - an international view. Oxford: The
Family Policy Studies Centre.
Felstead, A., Jewson, N., Phizacklea, A., & Walters, S. (2002). Opportunities to
work at home in the context of work life balance. Human Resource
Management Journal - London, 12(1), 54-76.
Fisher, G. (2001). Work/Personal Life Balance: A construct development
study. Dissertation Abstracts International. 002119, August 2001.
Fisher-McAuley, G., Stanton, J., Jolton, J., & Gavin, J. (2003). Modelling the
relationship between work life balance and organisational outcomes. Paper
presented at the Annual Conference of the Society for Industrial-
Organisational Psychology. Orlando, April 12, 2003, 1-26.
Frone, M.R., Russell, M., & Cooper, M.L. (1992). Antecedents and outcomes of
work family conflict: Testing a model of the work family interface. Journal of
Applied Psychology, 77(1), 65-78.
Haar, J., & Spell, C.S. (2003). Where is the Justice? Examining work family
backlash in New Zealand: The potential for employee resentment. New
Zealand Journal of Industrial Relations, 28(1), 59-74.
Hair, J.F., Anderson, R.E., Tatham, R.L., & Black, W.C. (1998). Multivariate
Data Analysis. (5th ed.). New Jersey: Prentice-Hall.
Hill, J.E., Miller, B.C., Weiner, S.P., & Coleman, J. (1998). Influences of the
virtual office on aspects of work and work/life balance. Personnel
Psychology, 51(3) 667-683.
Hochschild, A.R. (1997). The time bind: When work becomes home and home
becomes work. New York: Metropolitan Books.
Khatri, N., & Budhwar, P.S. (2000). A study of strategic HR issues in an Asian
context. Personal Review, 21(1/2), 166-168.
MacDermid, S.M., Barnett,.R., Crosby,. F., Greenhaus, J., Koblenz, M., Marks,
S., Perry-Jenkins, M., Voydanoff, P., Wethington, E., & Sabbatini-Bunch, L.
The measurement of work life tension: Recommendations of a virtual think
tank. [on-line]. Available: [2002 August].
http://www.bc.edu/bc_org/avp/csom/cwf/thinktanks/worklife_tension_vtt.
pdf.
Moorhead, A., Steele, M., Alexander, M., Stephen, K., & Duffin, L.
(1997). Changes at work: The 1995 Australian workplace and industrial
relations survey. Melbourne: Longman.
OECD, (2004). Babies and bosses: OECD recommendations to help families
balance work and family life. [On-line]. Available: http://www.oecd.org.
[2004, October 18th].
Saltzstein, A.L.,Ting, Y., & Saltzstein, G. (2001). Work family balance and job
Satisfaction: The impact of family-friendly policies on attitudes of
government employees. Public Administrative Review, 61(4), 452-467.
Williams, K.J., & Alliger, G.M. (1994). Role stressors, mood spillover, and
perceptions of work family conflict in employed parents. Academy of
Management Journal, 37(4), 837-868.

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 Indian J Psychol Med
v.32(2); Jul-Dec 2010
PMC3122548

Indian J Psychol Med. 2010 Jul-Dec; 32(2): 112118.

doi: 10.4103/0253-7176.78508

PMCID: PMC3122548

WorkLife Balance among Married

Women Employees
N. Krishna Reddy, M. N. Vranda, Atiq Ahmed, B. P. Nirmala, and B.
Siddaramu1

Author information Copyright and License information

Abstract
Go to:

INTRODUCTION
Indian families are undergoing rapid changes due to the
increased pace of urbanization and modernization. Indian
women belonging to all classes have entered into paid
occupations. At the present time, Indian women's exposure to
educational opportunities is substantially higher than it was
some decades ago, especially in the urban setting. This has
opened new vistas, increased awareness and raised
aspirations of personal growth. This, along with economic
pressure, has been instrumental in influencing women's
decision to enter the work force. Most studies of employed
married women in India have reported economic need as
being the primary reason given for working.[1,2]
Women's employment outside the home generally has a
positive rather than negative effect on marriage. Campbell et
al.[3] studied the effects of family life on women's job
performance and work attitudes. The result revealed that
women with children were significantly lower in
occupational commitment relative to women without
children; contrary to expectation, women with younger
children outperformed women with older children.
Makowska[4] studied psychosocial determinants of stress
and well-being among working women. The significance of
the work-related stressors was evidently greater than that of
the stressors associated with the family function, although
the relationship between family functioning, stress and well-
being was also significant.
Multiple roles and professional women
Super[5] identified six common life roles. He indicated that
the need to balance these different roles simultaneously is a
reality for most individuals at various stages throughout their
lives. Rather than following a transitional sequence from one
role to another, women are required to perform an
accumulation of disparate roles simultaneously, each one
with its unique pressures.[6] Multiple role-playing has been
found to have both positive and negative effects on the
mental health and well-being of professional women. In
certain instances, women with multiple roles reported better
physical and psychological health than women with less role
involvement. In other words, they cherished motivational
stimulation, self-esteem, a sense of control, physical stamina,
and bursts of energy.[7] However, multiple roles have also
been found to cause a variety of adverse effects on women's
mental and physical health, including loss of appetite,
insomnia, overindulgence, and back pains.[8]
Worklife balance
An increasing number of articles have promoted the
importance of worklife balance. This highlights the current
concern within society and organizations about the impact of
multiple roles on the health and well-being of professional
women and its implications regarding work and family
performance, and women's role in society. The following
variables influencing the experience of worklife balance
were identified while reviewing the international literature.
a. The multiple roles performed by women[911]
b. Role strain experienced because of multiple roles, i.e.,
role conflict and role overload[12,13]
c. Organization culture and work dynamics:
Organizational values supporting worklife balance
have positive work and personal well-being
consequences[14,15]
d. Personal resources and social support: Several studies
confirmed the positive relationship between
personalities, emotional support and well-being[1618]
 e. Career orientation and career stage in which women
careers need to be viewed in the context of their life
course and time lines[19,20]
f. Coping and coping strategies: Women use both
emotional and problem-focused coping strategies to
deal with role conflict.[21]

Workfamily conflict and familywork conflict

Worklife balance is the maintenance of a balance between
responsibilities at work and at home. Work and family have
increasingly become antagonist spheres, equally greedy of
energy and time and responsible for workfamily conflict
(WFC).[22] These conflicts are intensified by the cultural
contradictions of motherhood, as women are increasingly
encouraged to seek self-fulfillment in demanding careers,
they also face intensified pressures to sacrifice themselves
for their children by providing intensive parenting, highly
involved childrearing and development.[23] Additional
problems faced by employed women are those associated
with finding adequate, affordable access to child and elderly
care.[24,25]
WFC has been defined as a type of inter-role conflict
wherein some responsibilities from the work and family
domains are not compatible and have a negative influence on
an employee's work situation.[12] Its theoretical background
is a scarcity hypothesis which describes those individuals in
certain, limited amount of energy. These roles tend to drain
them and cause stress or inter-role conflict.[2628] Results
of previous research indicate that WFC is related to a number
of negative job attitudes and consequences including lower
overall job satisfaction[29] and greater propensity to leave a
position.[30]
Familywork conflict (FWC) is also a type of inter-role
conflict in which family and work responsibilities are not
compatible.[12] Previous research suggests that FWC is
more likely to exert its negative influences in the home
domain, resulting in lower life satisfaction and greater
internal conflict within the family unit. However, FWC is
related to attitudes about the job or workplace.[31] Both
WFC and FWC basically result from an individual trying to
meet an overabundance of conflicting demands from the
different domains in which women are operating.
Workplace characteristics can also contribute to higher levels
of WFC. Researchers have found that the number of hours
worked per week, the amount and frequency of overtime
required, an inflexible work schedule, unsupportive
supervisor, and an inhospitable organizational culture
increase the likelihood that women employees will
experience conflict between their work and family
role.[12,32,33] Baruch and Barnett[34] found that women
who had multiple life roles (e.g., mother, wife, employee)
were less depressed and had higher self-esteem than women
who were more satisfied in their marriages and jobs
compared to women and men who were not married,
unemployed, or childless. However, authors argued quality
of role rather than the quantity of roles that matters. That is,
there is a positive association between multiple roles and
good mental health when a woman likes her job and likes her
home life.
WFC and FWC are generally considered distinct but related
constructs. Research to date has primarily investigated how
work interferes or conflicts with family. From workfamily
and familywork perspectives, this type of conflict reflects
the degree to which role responsibilities from the work and
family domains are incompatible. That is participation in
the work (family) role is made more difficult by virtue of
participation in the family (work) role.[12]
Frone et al.[35] suggested that WFC and FWC are related
through a bi-directional nature where one can affect the
other. The work domain variables such as work stress may
cause work roles to interfere with family roles; the level of
conflict in the family domain impacts work activities,
causing more work conflict, thus creating a vicious cycle.
Therefore, work domain variables that relate to WFC
indirectly affect FWC through the bi-directional relationship
between each construct. Family responsibility might be
related to WFC when the employee experiences a very high
work overload that impacts the employee's ability to perform
even minor family-related roles. Such a situation likely
affects WFC through the bi-directional nature of the two
constructs. While no researchers have considered the
relationship between these constructs in a full measurement
model, Carlson and Kacmar[36] used structural model and
found positive and significant paths between WFC and
FWC.
Work stress: Its relation with WFC and FWC
Work stress is usually conceptualized as work-role conflict,
work-role overload, and work-role ambiguity[37,38]
(House et al., 1983). Each has the potential to affect
WFC.[39] With respect to work-role conflict, the more
conflict among work roles, the greater the chances that stress
will spill over and cause negative behaviors that interfere
with fulfilling family roles.[40] Role overload is the result of
having too many things to do in a given time period.[39] As
time is constrained by having too many tasks to accomplish
at work, the employee may need to use time allocated to the
family role which could cause WFC.[12] Work-role
ambiguity occurs when workers are unsure of what is
expected of them in a work role. As uncertainty concerning
work roles increase, employees use more mental energy to
decipher it. This requirement may drain mental energy and
attention needed for their family roles. Carlson and
Kacmar[36] found that role overload and role conflict were
predictors of WFC, yet did not find significant results for
role ambiguity.
Kandel et al.[41] studied the nature of specific strains and
stresses among married women in their marital, occupational
and house work roles. They found that strains and stresses
are lower in family roles than in occupational and household
roles among the married women. These have more severe
consequences for the psychological well-being of women
than occupational strains and stresses. Strains predicted
distress through role-specific stress, with strains deriving
from contribution of role-specific stress. Chassin et al.[42]
found three types of conflicts in their study research on a
sample of 83 dual worker couples with pre-school children.
These are: (1) conflicts between demands of multiple roles,
(2) conflict between role expectations of self and spouse, and
(3) lack of congruence between expectation and reality of
roles. The authors felt that self-role congruence in women
leads to better mental health.
Research studies have identified several variables that
influence the level of WFC and FWC. Variables such as the
size of family, the age of children, the number of hours
worked outside the home, the level of control one has over
one's work hours, flexible or inflexible work hours and the
level of social support impact the experience of WFC and
FWC. However, these variables have been conceptualized as
antecedents of WFC and FWC; it is also important to
consider the consequences these variables have on
psychological distress and well-being of the working women.
Most of these studies revived are in western context; there is
a scarcity of research in this area in the Indian context.
Hence, the researchers made an attempt to study various
factors which could lead to WFC and FWC among married
women employees.
Go to:

MATERIALS AND METHODS

Sample
The sample consisted of a total of 90 married working
women of age between 20 and 50 years. Thirty married
working women were selected using simple random
sampling technique from each setting, i.e., industrial setting,
school setting and hospital setting. The women who were
married at least for 3 years, living with spouse and engaged
in work for at least 1 year were included in the study. The
women with psychiatric and neurological illness with spouse
suffering from physical or psychiatric and neurological
illness were excluded from the study. The obtained data were
analyzed using descriptive and inferential statistics. Carl
Pearson's Correlation was used to find the relationship
between the different variables.
Instruments
WFC and FWC Scale by Netemeyer et al.[31]: The WFC
and FWC Scale is a 10-item, 7-point Likert scale, which
measures WFC and FWC of working individuals. The
participants are asked to indicate the extent to which they
agree with each item. The responses range from 1 (strongly
disagree) to 7 (strongly agree). Higher scores indicate high
level of work/family conflict, while lower scores indicate
low levels of work/family conflict. The coefficient alpha of
the scale ranged from 0.82 to 0.90. The scale was found to
have good content, construct and predictive validity.
Go to:
RESULTS
The mean age of the respondent was 38.70 (SD 8.66) years.
Nearly half (44.4%) of the women employees were aged
between 41 and 50 years; majority (83.3%) were Hindus
from urban background (72%). With regard to number of
children, 41.1% of the women had one child showing trend
in small family system and 26.7% had two children. Nearly
70% of the women were working to support their families,
20% of the respondents were working because they were
career oriented, and 10% were working to fulfill their
personal financial needs. The mean scores of WFC and FWC
among the women [Table 1] show that the women scored
highest in WFC (Mean 22.73; SD=6.55) and lowest in FWC
(Mean 17.01; SD=7.14).

Table 1
Scores of women on workfamily conflict and familywork
conflict
The result of one-way analysis of variance (ANOVA) [Table
2] on the ratings of WFC and FWC across the different
categories of the women showed significant
(F=3.246; P<0.05) WFC and FWC (F=5.424; P<0.01)
among the women whose eldest child was in the age group
of 610 years. Similarly, women belonging to different
educational attainment, especially SSLC background,
differently rated their WFC (F=3.456; P<0.05) and FWC
(F=4.226; P<0.01). Further, high FWC was found among
those who were having one child, whereas less FWC was
found among those not having children. However, the rating
among different groups on FWC was statistically significant
(F=9.07; P<0.001). There were significant variations in the
group means of women working in different settings on
WFC (F=3.376; P<0.05) and FWC (F=8.713; P<0.001). The
women working in hospital setting reported higher WFC
compared to those working at school or industry setting.
FWC was more among the women working in industry,
when compared to those working in school and hospital
setting. FWC (F=4.638; P<0.05) and WFC
(F=3.553; P<0.05) were significantly high among the
women whose husbands demanded dual roles from working
women. The women working due to financial needs scored
significantly high WFC (F=5.254; P<0.01) in comparison
with the other groups.

Table 2
One-way ANOVA Background variables and workfamily
conflict and familywork conflict
The results [Table 3] also indicate that age of the children
was positively correlated (P<0.05) with FWC of the working
women. However, non-significant relationships were found
between age of the women, overall work experience, and
number of children on WFC and FWC. In addition, non-
significant relationship was also found between the age of
the eldest child and WFC.

Table 3
Intercorrelation among the workfamily conflict and family
work conflict with background variables
Go to:

DISCUSSION
The present study was aimed at exploring the factors which
lead to WFC and FWC among married women employees
working in different settings. WFC and FWC were found to
be more among the women having the eldest child between 6
and 10 years. Moreover, the age of the children was
significantly positively correlated with FWC among the
working women. The findings of the study support the earlier
studies that age of the children is related to more WFC and
FWC among married women employees. Chassin et al.[42]
found that women with pre-school children experience
different types of conflicts and concluded that self-role
congruence in women leads to better mental health. Some
researchers used parental overload[33] which included
number of children; others used variables such as family
demand[43] in predicting WFC. Higgins et al.[44] found that
family involvement and family expectations were related to
conflict in the family, but not related to WFC. High levels of
family responsibility cause increased time requirements and
strain on the family, thereby interfering with the employee's
work roles.[45] As children and elderly family members
require additional care, the obligation to meet their needs can
influence family roles, which can create inter-role
conflict[46] and impact family roles,[47] producing
FWC.[45] Studies also reported that women having younger
children experience more role conflicts.[48,49]
Workplace characteristics also contribute to higher levels of
WFC. In the present study, women working in hospital
setting reported more WFC, whereas FWC was found to be
more among those women working in industrial setting.
Researchers have found that the number of hours worked per
week, the amount and frequency of overtime, an inflexible
work schedule, unsupportive supervisor, and an inhospitable
organizational culture for balancing work and family
increase the likelihood of women employees to experience
conflict between their work and family roles.[32,33,50]
Dual role demands and expectation from working women by
husbands was significantly related to high WFC and FWC
among the working women in the present study. According
to Sharma,[17] the support and involvement of husband
postively relates to lower levels of role conflict experienced
by the married working women. Carlson et al.[11] found that
experience of work demands negatively influenced family
responsiblilites in more instances than family demands that
influenced work responisibilites. Job-parent conflict was
reported to be the most often experienced conflict among the
women.
Survey in West showed that young women are expected to
combine a career with motherhood.[51,52] In Indian context,
a lot of women, especially those from the lower middle class,
are seeking the job market today because they have to
augment the family income. They have to provide a better
life for their families, pay their children's tuition fees and
plan a better future for them. In the present study, it is seen
that the women working due to financial needs reported
higher WFC when compared to those working for other
reasons. Schular[53] found that the financial need is the chief
reported reason for women taking up employment. Phillips
and Imholff[54] argue that many women take up job on
compulsion, but it is the career which is extremely
gratifying. In the present study, it is noted that only a few
women had taken up employment for career. Sharma[55]
reported that problems can arise if woman works for money.
In that case, woman needs to be careful not to bring home
her frustration and unhappiness, which can affect family
relationships.
Future directions
It is critical for work and family research to fully understand
the conditions under which the married women employees
experience conflict between their roles. There is a need to
consider working environment, job satisfaction, family
support and number of working hours in the future research.
Future studies should also continue to refine the
methodology used in the area of workfamily research. In
order to attain in-depth understanding of one's work and
family life, researchers who study workfamily roles should
include multiple perspectives such as job stress, quality of
life, mental health, and work demands. In addition, it is
necessary to explore multiple waves of data collection over a
longer period of time to better understand the changing
nature of work family roles over time. Longitudinal studies
need to be conducted to examine how the stages of life (e.g.,
marriage, child birth, and child rearing) affect work and
family concerns. It is clear from the current study that
married women employees indeed experience WFC while
attempting to balance their work and family lives. Thus,
organizations need to formulate guidelines for the
management of WFCs since they are related to job
satisfaction and performance of the employees.
Like all studies, the current research has limitations. The
sample in the present study is quite small; hence, the
generalization of the findings is limited. Additional research
is needed in other employment settings to explore the
relationship between WFC and quality of life among married
women employees.
 Go to:

Footnotes
Source of Support: Nil
Conflict of Interest: None.
Go to:

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experiences, job performance, and feelings of personal and
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congruence and marital satisfaction in dual worker couples
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conflict: A Sino-U.S. comparison of the effects of work and
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44. Higgins CA, Duxbury LE, Irving RH. Work-family conflict
in the dual-career family. Organ Behav Hum Decis
Process. 1992;51:5175.
45. Boise L, Neal MB. Family responsibilities and
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Annual Meeting of The Academy of Management.California:
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among married women.
49. Bedeian AG, Burke BG, Moffett RG. Outcomes of work
family conflict among married male and female
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50. Thomas LT, Ganster DL. Impact of family-supportive
work variables on work-family conflict and strain: A control
perspective. J Appl Psychol. 1995;80:615.
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A Study on Quality of Work Life among Employees

R.Balaji
Associate Professor, Bharath School Of Business, Bharath University, Chennai, India

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Abstract
Work is an integral part of everyday life, as it is our livelihood or career or business. On an
average we spent twelve hours daily life and it is the one third of our entire life. Research on
quality of work life is considered to be more important at the individual and organization
level. Quality of work life is considered for both the employees and organization and it is
involved with job satisfaction, productivity, job involvement, job enrichment etc. The success
of any organization is highly dependent on how it attracts recruits, motivates, and retains its
workforce. Today's organizations need to be more flexible so that they are equipped to
develop their workforce and enjoy their commitment. This study is made attempt to
analyses the Quality of work life among employees. In order to improve quality of work life,
various coping techniques have been suggested to upgrade the employees attitude
towards their job and the working environment in the organization

INTRODUCTION
Quality of work life refers to the level of happiness or dissatisfaction with one's career. Those who enjoy their careers are
unhappy or whose needs are otherwise unfilled are said to have a low quality of work life. Quality of work life is viewed a
quality of work life approach considers people as an ?asset' to the organization rather than as ?costs'. It believes that peo
managing their work and make decisions. This approach motivates people by satisfying not only their economic needs bu
generation workforce, organizations need to concentrate on job designs and organization of work. Further, today's workf
strike a balance between career and personal lives.

II.LITERATURE REVIEW
In todays competitive business environment, employees of organizations can be viewed as representing a unique organiz
advantage under a work environment that is conducive for human work. An organizational environment conducive for hu
enhance the quality of an employees work life in the organization towards increased performance and productivity. In ot
to satisfy meaningfully an employees organizational and personal needs, and also the ability to shape organizational valu
being, job security, job satisfaction, competency development and balance between work and non-work life.

Quality of Work Life Constructs

There are many quality of work life constructs in literature. Hackman and Oldhams (1980) consider quality of work life
needs by providing a positive interaction effect between their physical and mental well-beings. Therefore, quality of wor
concerns the challenge of creating positive interaction between the physical and mental wellbeings of employees toward
work life represents the level of freedom that employees have in ensuring that their job functions match their personal n
to increase employees satisfaction with their work environment along with their productivity (Carrell & Heavrin, 2009).
people, work and organization involving a concern for employees wellbeing and organizational effectiveness.

Quality of Work Life in Organizational Work Designs

Quality of work life, as a philosophy, holds that employees are the most important resources an organization can have a
environment devoid of stress and management of stress. The concept emphasizes the importance of employees having a
they are less committed to the goals of the organization and this definitely can have an impact on organisational perform
individual responsibility. Employees must resort to relaxation, exercising, managing their time and role, developing and m
importance of getting involved in the process of managing stress. The quality of work life concept is multidimensional a
the literature, employers or managers have a duty to identify other needs of employees as they evolve at the workplace.
socioeconomic influences on the needs and expectations of employees can have either a positive or negative effect on th
consequential impact on their commitments to the organization.
Work Scheduling and the Sociology of Work Life

Work life balance involves the ability of an employee to have a meaningful daily work life in a state of self-achievement, s
between the employees emotional-self and his/her work, friends, family. Work should be designed so that employees w
take up leisure and family time on a regular basis (White & Bednar, 1991). A job design consists of a jobs content, the me
to others in the organization. The job design typically is a function of the work to be done and the way in which managem
good job design creates opportunities for workers to achieve high levels of job performance (Schermerhorn, 1996), and is
employees. Alternative work schedules attempt to increase productivity or decrease cost. These schedules are a trend to

III.METHOD AND MATERIALS

A survey approach was used in conducting the study. The survey sought to inquire from employees their perceptions abo
quality of work life concept. Guided by Pattons (1990) snowballing technique, the study participants were sampled from
health, and communication industries.

Data Collection

Data was collected through the use self-administered questionnaires. The questionnaire was divided into two sections. Th
information on the respondents demography. The second section consisted of the following thirteen quality of work life
functionalities in organizations are measured: Adequate and fair compensation; Trust in senior management; Good job de
safety standards; Good work life balance; Less stress at work; Participatory management; Constitutionalism; Training and
to all stakeholders.

In the data collection procedure, the questionnaires were distributed to 150 participants. The participants were instructe
their knowledge. All the 150 questionnaires administered were returned, but only 128 were found to be fully completed a
response rate was considered a success. A total of 22 questionnaires were rejected, because not all sections in them were
employees in Ghanaian organizations to comment or share their opinions on organizational issues. In this study, the parti
the confidentiality of their responses to the questions posed in the questionnaires.

IV.ANALYSIS
Kaiser-Meyer-was used to determine the sufficiency of the sample size, and Bartlet test of sphericity was applied to calcu
exploratory factor analysis was performed with maximum probability approach to identify the rate of loading of variables
was used to interpret the variables. Subsequently, the confirmatory factor analysis was used, with application of Lisrel 8.7
factor analysis. The fitness indexes are as follows: Chi square index, goodness of fit index (GFI), comparative fit index (CFI)
index (IFI), related fit index (RFI), adjusted goodness of fit index (AGFI), root mean square error of approximation (RMSEA
NNFI, IFI, RFI and AGFI are higher than 0.90, and RMSEA and RMR are less than 0.50, it proves a desirable and appropriate
V.RESULTS
In the first step, the correlation of each identified variable and the internal consistency of all variables were calculated in

Quality of Working Life Experiences

Before the explanatory factor analysis, the Kaiser-Meyer-Olkin approach was used to determine the sufficiency of the sam
used to establish whether the correlation matrix has meaningful difference with zero or notrespectively. It showed that th
explanatory factor analysis was performed with maximum probability approach.

The variables were interpreted with Varimax rotation approach. The results showed that three factors came out from the
values bigger than 1. The first, second and third factors explained 46.322, 12.982 and 11.9800% of the total variances of v
62.865% of the total variances of variables for the component Quality of Working Life Experiences from various organiz

Regarding this component, the following variables formed the 1st factor:

1. Job Satisfaction

2. Family-Responsive Culture

3. Employee Motivation

4. Organizational Support

5. Compensation

The 2nd factor was formed by the following variables:

1. Career Development & Growth

2. Flexible Work Arrangements

3. Emotional-Supervisory Support

The 3rd factor was formed by the following variables:

1. Communication
 2. Organizational Commitment

3. Organizational Climate

4. Emotional-Supervisory Support

In Table 1, the confirmatory factor analysis was made with the use of the software Lisrel 8.7 for Quality of Working Life
determined (Table 2). Subsequent to the earlier stated stage, the first, second and third factors of the component Qualit
Relationship-Sustenance Orientation, Futuristic and Professional Orientation and Self-deterministic and Systemic Or

VI. CONCLUSION
This study provides valuable implications for the banks that have growing interest in maintaining gender equity for attrac
significant differences in overall QWL and the determinants of QWL i.e. compensation, flexibility in work schedule and job
the private commercial banks should try to eliminate these differences to improve the overall QWL among all the employ

References
1.WWW.QUALITY OF WORK LIFE.COM
2WWW.WIKIPEDIA.COM
BOOKS
1.QUALITY MANAGEMENT
2.QUALITY OF EMPLOYEE

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[07] The Effect of Work Life Balance on

Employee Job Satisfaction among Non
Executives in the Public Banking Sector in
Colombo District
Article January 2015 with 770 Reads

Cite this publication

1st Arunika


2nd Hemantha Kumara Kottawatta

University of Sri Jayewardenepura

Abstract
Area of the Study This study is mainly focused on discussing the effect of work life balance on job satisfaction among non
executives in the public banking sector in Colombo district. Problem of the Study The research problem addressed under this
study is to investigate what extent work life balance affects on job satisfaction among non executives in public banking sector in
Colombo district. Method of the Study The data for the present study was collected from 224 respondents in public banks in
Colombo by administrating a structured questionnaire, which consisted of 36 statements with 5 point Likert scale. The data
analysis included the univariate, bivariate and multivariate analysis method conducted using SPSS (version 16.0). Findings of the
Study The results of the study emphasize that there was a negative relation of work life balance with job satisfaction and 78.9%
of job satisfaction was explained by work life balance (sig-0.000). Except job autonomy, work to family interference, family to
work interference, work stress, life stress and work load were negatively correlated with job satisfaction. 82.7% of job
satisfaction was explained by the total variables of work life balance of the model according to multiple regression analysis.
Conclusion of the Study It is concluded that there was negative relationship between work life balance and job satisfaction of the
non executives in the public banking sector in Colombo district. The bank management has to introduce various strategies to
reduce the conflicts of work life of non executives for the purpose of getting maximum contribution.

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HRM Scintilla
Human Resource Management Journal, 2015,
Vol. 03, No. 01

60
ISSN: 2012-7227
[07]
The Effect of Work Life
Balance on Employee Job
Satisfaction among Non
Executives
in the Public Banking Sector in
Colombo District

Arunika, MMA and Kottawatta, H

Abstract
Area of the Study

This study is mainly focused on

discussing the effect of work
life balance on job
satisfaction among non executives
in the public banking sector in
Colombo district.

Problem of the Study

The research problem addressed
under this study is to investigate
what extent work life
balance affects on job
satisfaction among non
executives in public banking
sector in
Colombo district.

Method of the Study

The data for the present study
was collected from 224
respondents in public banks in
Colombo by administrating a
structured questionnaire, which
consisted of 36 statements
with 5 point Likert scale. The
data analysis included the
univariate, bivariate and
multivariate analysis method
conducted using SPSS (version
16.0).

Findings of the Study

The results of the study emphasize
that there was a negative relation
of work life balance
with job satisfaction and 78.9% of
job satisfaction was explained by
work life balance (sig-
0.000). Except job autonomy,
work to family interference,
family to work interference,
work stress, life stress and work
load were negatively correlated
with job satisfaction.
82.7% of job satisfaction was
explained by the total variables of
work life balance of the
model according to multiple
regression analysis.

Conclusion of the Study

It is concluded that there was

negative relationship between
work life balance and job
satisfaction of the non executives
in the public banking sector in
Colombo district. The
bank management has to introduce
various strategies to reduce the
conflicts of work life of
non executives for the purpose of
getting maximum contribution.

Keywords: Work Life Balance,

Work/Life Stress, Work Load, Job
Autonomy
Introduction
Human Resource Management
can be considered as one of the
most vital functional areas of
management and a source to
achieve sustainable competitive
advantage for an organization
(Opatha, 2009). Therefore every
organization is very keen to
utilize its human resource in an
efficient and effective manner
to achieve the intended goals
and objectives (Opatha 2009).
Research on work life balance
and job satisfaction has
become a research area of
much
importance
This
enhance
study
theis todays
inexisting
an context.
attempt
body
to of
knowledge regarding the above
mentioned area with a Sri
Lankan approach.

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In recent years, there has been a
growing concern about
achieving a good balance
between
work and non-work
commitments. The literature
has noted the importance of
work-life
balance, moreover among
single parents, working women,
dual-career couples and fathers
heavily involved in parenting
(De Luis Carnicer et al. 2004,
cited in Pasamar & Cabrera
2013).

The concept represents a new

approach to human resource
management policies intended
to
encourage the creation of a
substantial balance between
employees, working and private
life.
As a result, work life balance is
a requirement that actually
covers all categories of workers,
regardless of gender, age or
employment status.

Job satisfaction can also be

seen within the broader
context of the range of issues
which
affect an individual's experience
of work, or their quality of
working life. Job satisfaction
can
be understood in terms of its
relationships with other key
factors, such as general well-
being,
stress at work, control at work,
home-work interface, and
working conditions. The level
of
employees' job satisfaction
increases by many factors and
when employees are satisfied
with
their work, they feel motivated
(Noor 2011).

Problem Background and

Problem of the Study
In the developed counties, there
are considerable research
works on work life balance and
employee satisfaction (Shujat
et al. 2011). The situation of
the developing countries is
starting to pay attention on
this front to increase employee
job satisfaction (Shujat et al.
2011). In Sri Lanka, the
banking sector has evolved
considerably. Banks are very
competitive and this has
resulted in coming up with
measures geared towards
attracting new
customers and retaining the
existing ones in order to have a
larger market share. Public
banks
in Sri Lanka also are new
bringing in more profits by
being customer focused. In
order to
attain this they have increased
their opening hours, introduced
more products, opened up
more branches and have
adopted the latest Information
Technology infrastructure. This
has
led to their employees working
longer hours, having a greater
and more complex work load,
therefore, experiencing a lot of
work pressure and creating a
culture of poor work life
balance
resulting to their employees
becoming highly dissatisfied
with their jobs.

There is an acute shortage of

empirical knowledge with
regard to the effect of work
life
balance on job satisfaction of
non executives in the public
bank sector. Therefore the
research
problem addressed under this
study is to investigate Does
work life balance effect on job
satisfaction of non executives in
public banking sector in
Colombo District in Sri
Lanka?

Research Framework
Work Life Balance: A study
was conducted by Maren and
others (2013) to analyze work
life
balance and job satisfaction
among teachers which exposed
a negative relationship between
work-life conflicts and job
satisfaction. Shujat and others
(2011) found out that there was
a
positive relation of work life
balance programs on employee
job satisfaction. Malik and
others (2010) examined a
relationship of work life
balance/ work life conflict
and job
satisfaction in a sample of
MBBS doctors in Pakistan
and revealed that there was
no
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significant effect of work life
balance on job satisfaction.
Rania and others (2011)
analyzed
the relationship between
employee satisfaction and
work/life balance and made a
contribution
to join two distinct research
streams, namely employee
satisfaction, and work/life
balance.
Findings suggest that high
correlation exists between work
task and employee satisfaction
with a mediator variable
namely work-life balance.
Yadav and Dabhade (2014)
revealed
work life balance was an
important determinant of
intrinsic aspects of job
satisfaction. It was
found that employees are
more committed towards their
job to get higher reward and
appreciation. This attitude
towards their jobs however
increased family conflict but
increases
job satisfaction. Gomez et al.
(2010) highlighted that there is
a positive effect of work life
balance on job satisfaction of
workers. The study done by
Nadeem and Abbas (2009)
revealed that there was a
negative relationship between
work to family interference,
family to
work interference, work load
and stress with job satisfaction
of Pakistani employees. Taking
the sample of university
teachers, Arif and Farooqi
(2014) concluded their findings
as there
was a positive relationship
between life balance and job
satisfaction. As Saif et al.
(2011),
there was a positive relationship
between job satisfaction and
work life balance on the results
of regression analysis.
However, the results of
ANOVA implied that there was
no significant
difference between work life
balance and job satisfaction
among the top, middle and first
line
managers. Most of the studies
according to the role theory
stressed the negative
relationship
between work life balance with
job satisfaction (Adams et al.
1996; Netemeyer et al. 1996).
Based on the arguments and
empirical evidence the first
hypothesis of this study was
developed as:
H1: There is a negative effect of
work life balance and employee
job satisfaction.

Work - Family Interference: As

Greenhaus and Beutell in 1985,
work-family interference is a
state of affairs where the work
and family domains interfere
with one other (Kafetsios 2007,
p. 15). According to
Kafetsios (2007), work life
conflict may be either
positively or
negatively affect to the
psychological aspects of
worker. There are two aspects
of work life
balance when considering the
interferences between work and
life. Work interferes to the
family is one aspect and other is
that family interferes to the
works of workers (Gutek et al.
1991).

Work to Family Interference:

Work to family interference
is recorded as a negative
relationship (Nadeem & Abbas
2009). As Oswald in 2002,
household responsibilities were
over-involved by the job related
responsibilities. As indicated by
Ezra and Deckman (1991),
Jayaweera (2005), Cabrita and
Heloisa (2006); Janasz and
Behson (2007) and Nadeem and
Abbas (2009), there is negative
effect of the work to family
interference. Carlson, Grzywacz
and Kacmar (2010), Carly,
Allen and Spector (2002) and
Netemeyer, Boles and
McMurrian
(1996) pointed out that there
was negative relationship
between work to family conflict
with
job satisfaction. Then, the
second hypothesis was
developed as:
H2: There is a negative effect of
work to family interference on
employee job satisfaction.

Family to Work Interference:

The second aspect of work
life balance is family to work
interference. There are different
life matters which directly and
indirectly affect to the works
of employees. As Nadeem and
Abbas (2009), family problems
like child care or elderly care
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may be a family matters which
interfere with work. As
Narayana and Savarimuthu
(2014),
there was negative relationship
between families to work
interference with job
satisfaction of
women working in IT industry
in Bengaluru. Carlson,
Grzywacz and Kacmar (2010),
Carly,
Allen and Spector (2002) and
Netemeyer, Boles and
McMurrian (1996) pointed out
that there
was negative relationship
between family to work conflict
with job satisfaction. According
to
the available research findings,
the third hypothesis was
proposed as:
H3: There is a negative effect of
family to work interference on
employee job satisfaction.
Stress (Family related Stress
and Work Related Stress):
There are different studies
pointed
out that there were significant
relationship between work
family conflict with job stress
(Bedeian et al. 1988; Netemeyer
et al 2004; Allen et al 2000;
Aryee 1992; Kossesk & Ozeki
1998). Job stress on the topic of
work life balance consists of
two directions, family related
stress and work related stress.
As Bedeian et al. (1988),
Lopopolo (2002), Netemeyer et
al.
(2004), there was negative
relationship between job
stresses on job satisfaction. Hart
in 1999
found strong negative
relationship between non job
stressors and non-work
satisfaction. Lu in
1995 pointed out that life
stress of Chinese participant on
life satisfaction was negatively
correlated. This was confirmed
by Chang and Sanna in 2003.
The fourth and fifth hypotheses
were developed based on the
research findings as:
H4: There is a negative effect
between family related stress
and job Satisfaction.
H5: There is a negative effect
between work related stress and
job Satisfaction.

Work Load: Workload is two

forms: Physical and mental
(Kawada et al. 2010). Moderate
staff satisfaction with amount
of variety in job was found by
Houston et al in 2006. A
negative relationship with job
overloads and job satisfaction
was found by Altaf and Awan
in
2011 of their study. Shujat et al.
(2011) pointed out through their
study that work pressure
had negative and weak relation
with employees job
satisfaction. Awang and Ahmad
(2010)
pointed out through a study of
academic staff in UiTM
Kelantan that there was lack
of
significant among workload and
job satisfaction. However,
Chimanika et al (2007) found
that
high volume of workload leaded
low job satisfaction among
academic staff members.
Hence,
the sixth hypothesis of this
study was formulated as:
H6: There is a negative effect of
work pressure/work load on
employee job Satisfaction.

Job Autonomy: Job autonomy

is one of the core dimensions of
job characteristic model. Job
autonomy was found as the
greatest effect on job
satisfaction of employee by
Loher et al in
1985. However, the moderate
effect of job autonomy on job
satisfaction was found by
Morris
and Venkatesh in 2010.
DeCarlo and Agarwel (1999),
Finn (2001), Liu et al. (2005),
Nguyen
et al. (2003), Thompson and
Prottas (2005), and Wang and
Netemeyer (2002) concluded
that
there was a positive effect of
job autonomy on job
satisfaction of employee. The
seventh
hypothesis of this study was
formulated as:
H7: There is a positive effect of
job autonomy on employee job
Satisfaction.
Relevant research framework of
this study is shown in Figure 1.
Dependent variable of job
satisfaction is influenced by
work life balance (independent
variable). Work family balance
consists of six sub variables
such as work to family
interference, family to work
interference,
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work stress, family stress, work
load and job autonomy. The
work life balance was measured
by the dimensions given by
Nadeem and Abbas (2009).

Figure 1: The Relationship

between Dependent Variable
and Independent Variables
Methods
Study Design
The objective of this study was
to examine the effect of work
life balance on non executive
employees
to
work
identify
life balance
which
job satisfaction
factors
have more
of and
influence on employee job
satisfaction in public banking
sector. Therefore the type of
investigation of the study was
analytical. The study was done
in the natural environment
where work proceeded
normally. Then, the study can
be considered as a field study.
None of
the variables were controlled or
manipulated. Hence the study
was a non contrived study; no
any artificial or contrived
setting was created for the
study. The self administered-
structured
questionnaire was selected as
the method of data collection
in this study. This study was
purely based on primary data.
The non contrived field-
setting environment was used
to
collect the primary data.

The survey was carried out

among the sample of 224 non
executives who worked in the
public banks in Colombo
district. The sample method of
the survey was simple random
sampling. In this study, 56% of
non executives were females,
while 44% were males. The age
group with highest
representation was 31-45
years. It took 43% of the
selected sample.
Furthermore, 60% were
married and 40% were single
and 49% of non executives
have
professional education and also
50% of non executives in
selected sample have less than 5
year service period.

Measures
The independents and
dependent variable were
measured using structured
questionnaire with
five point Likert-type scales
which were completed by the
respondents themselves
approximately as they have
experienced. The level of
measurement of both variables
would
be interval. Work to family
interference, family to work
interference, work stress, life
stress,
and work load were measured
using 1-5 scale (1-strongly
negative and 5-strongly
positive).
Family
Responsibilities

Work Prssure
Work Life Balance
Work to Family Interferences
Family to Work Interferences
Work Stress
Job Satisfaction
Life Stress
Work Load
Job Autonomy
H
H 2
3
H
H 4
5
H
H 6
H71
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Measurements of job autonomy
and job satisfaction also were
measured using 1-5 scale (1-
strongly negative and 5-
strongly positive). The
consistency reliability was
examined with
Cronbachs
variables
work i.e.Alpha
to family
job interference,
satisfaction,
test for all
family to work interference,
work stress, family stress, work
load and job autonomy were
accepted as the alpha value
were above 0.72. It suggested
that each instrument is at a
satisfactory level.

Techniques of Data Analysis

The primary data collected
from the sample were
analyzed using the computer
based
statistical data analysis package,
SPSS (version 16.0) for
validity, reliability, and
relationship
testing. The data analysis
included univariate, bivariate
and multivariate analyses.
Results
Mean value of the work life
balance of the sample is 2.6542
and it indicates that work life
balance of the sample
respondents were negative.
However, job satisfaction of the
sample
respondents, as table 01,
recorded as average (mean
value-3.3143, SD-1.05244).
Table 01: Univariate Analysis

Mean
Stand.
Deviation
Skewness
Kurtosis
Work to family interference
2.4300
0.79014
-0.016
-0.474
Family to work interference
2.7000
0.93020
-0.110
-1.745
Work stress
2.5000
0.97498
0.300
-1.540
Life stress
2.7000
0.71655
-0.214
-1.586
Work load
2.7200
0.81924
-0.242
-1.441
Job autonomy
2.8250
0.48954
0.266
-0.580
Work life balance
2.6542
0.64844
0.083
-1.460
Job satisfaction
3.3143
1.05244
-0.415
-1.411

The correlation between work

life balance and job satisfaction
of the sample is given in Table
02.

Table 02: The

Correlation
Independent
Dependent Pearsonsand
Variable
between
Variables

N
Pearson Correlation
Sig. (1-tailed)
Work to family interference and job
satisfaction
224
-.797
.000
Family to work interference with job
satisfaction
224
-.874
.000
Work stress and job satisfaction
224
-.891
.000
Life stress and job satisfaction
224
-.759
.000
Workload and job satisfaction
224
-.815
.000
Job autonomy and job satisfaction
224
.248
.291
Work life balance and job satisfaction
224
-.888
.000

Correlation coefficient
between work life balance
and job satisfaction of the
sample
respondents is -0.888 (sig:
0.000). It implies that there is
a strong negative relationship
between work life balance and
job satisfaction of the
workers. Relationship between
job
autonomy and job satisfaction
of the sample is 0.291 and it is
not statistically significance
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(sig: 0.291). However, other
dimensions of work life
balance, work to family
interference,
family to work interference,
work stress, life stress and work
load with job satisfaction are
negatively correlated and all are
statistically significance.
The simple regression analysis
of the independent variables
with dependent variable is given
in Table 03.

Table 03: Results of Simple

Regression Analysis between
Independent Variables and
Dependent Variable

JS with
W/F I
JS with
F/W I
JS with
WS
JS with
LS
JS with
WL
JS with
JA
JS with
WLB
R square
.635
.764
.793
.576
.665
.062
.789
Adjusted R square
.615
.751
.782
.553
.646
.010
.778
F
31.290
58.241
68.980
24.470
35.656
1.182
67.432
Significance
.000
.000
.000
.000
.000
.291
.000
B - constant
5.893
5.984
5.766
6.324
6.163
1.778
7.201
B - value
-.797
-.874
-.891
-.759
-.815
.248
-.888

In reference to Table 3, 78.9%

of the variance of job
satisfaction is explained by
work life
balance of the sample. 63.5% of
job satisfaction is explained by
work to family interference
and 76.4% of the variance is
explained by family to work
interference. 79.3% and 57.6%
of
the variance of job satisfaction
are explained by work stress
and life stress in that order.
66.5% of variance of job
satisfaction is explained by
work load and 6.2% of variance
of job
satisfaction is explained by job
autonomy. However, variance
explained by job autonomy is
not statistically significant.

Multiple regression analysis of

the model is given in Table 4.

Table 4: Multiple Regression

Analysis of the Model
R
square
Adjusted
R square
F
Significance
B-
constant
B1
B2
B3
B4
B5
B6
.827
.747
10.372
.000
6.031
-.167
-.636
-.682
-.047
.540
-.070
As Table 4, 82.7% of variance
of job satisfaction is explained
by the all variables of the work
life balance and it is statistically
significant.

Discussion and Conclusion

Bivariate and multivariate
analysis of the sample data
reveal that there is a negative
relationship between job
satisfaction and work life
balance of the non executives of
the public
banks in Colombo district.
Correlation coefficient between
these two variables is -0.888
and
78.9% of variance of job
satisfaction is explained by
work life balance. In reference
to
mulitiple R square, 82.7% of
variance of job satisfaction is
explained work life balance.
There are many research
findings that can be used to
validate the finding of this
study. Maren
et al (2013), Shujat et al (2011),
Adams et al (1996), and
Netemeyer et al. (1996) pointed
out
the negative relationship
between work life balance and
job satisfaction. However, this
major
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finding is contradictory with
regard to the study findings of
Gomez et al. (2010), Arif and
Farooqi (2014) and Saif et al
(2011). Therefore, the
hypothesis of the study is
accepted.

As the finding of the study,

there is negative relationship
between work to family
interference
and job satisfaction of the non
executives in the public banking
sector in Colombo district.
The correlation coefficient
between these two variables is
-0.797 (sig: 0.000). 63.5% of
variance of the job satisfaction
is explained by the work to
family interference and it is
statistically significant (F:
31.290, Sig: 0.000). The
studies done by Nadeem and
Abbas
(2009), Ezra and Deckman
(1991), Jayaweera (2005),
Carlson, Grzywacz and
Kacmar
(2010), Carly, Allen and
Spector (2002) and Natemeyer,
Boles and McMurrian (1996)
fund
the negative relationship
between work to family
interference and job
satisfaction. The study
finding is confirmed by the
studies done by above
researcher. Therefore, the
hypothesis is
accepted.
Family to work interference and
job satisfaction of the non
executives in banking sector is
recorded as negative
relationship. Correlation
coefficient between these two
variables is -
0.874 at 0.000 significant level.
76.4% of the variance of job
satisfaction is explained by the
family to work interference and
it is statistically significant.
This finding can be verified the
findings of Carlson, Grzywacz
and Kacmar (2010), Carly,
Allen and Spector (2002) and
Natemeyer, Boles and
McMurrian (2006).

Work stress, which are relating

to the work places, and job
satisfaction of the non
executives
in the Colombo district banks
has been concluded as negative
relationship according to the
correlation (r: -0.891, sig:
0.000). 79.3% of variance of job
satisfaction is explained by the
work stress of non executives in
the banks. Life stress and job
satisfaction of non executives
in the public banks stayed at
negative relationship.
Correlation coefficient
between two
variables is -0.759 (sig: 0.000)
and 57.6% of variance of job
satisfaction is explained by it.
Work stress is critical factor to
determine the job satisfaction
of employee. Bedeian et al.
(1988), Lopopolo (2002),
Netemeyer et al. (2004), Lu
(1995) and Chang and Sanna
(2003)
pointed out the negative
relationship between stress and
job satisfaction through their
studies.

The relationship between work

load and job satisfaction of non
executives in the public banks
is recorded as negative
relationship. Correlation
coefficient of two variables is -
0.815 (sig:
0.000) and 66.5% of variance
of job satisfaction is explained
by work load. The findings
given by Altaf and Awan
(2011), Shujat et al. (2011)
and Chimanika et al. (2007)
are
confirmed by the finding of
this study. There is no
statistical significance between
job
autonomy and job satisfaction
of the non executives in the
public bank.

For the maximum contribution

of workers to achieve the bank
objectives, management has to
introduce appropriate
strategies to balance the work
and life of workers. Specially
considering the work and family
matters, stress level and work
load of the workers.

Further research studies should

consider alternative methods,
such as a longitudinal study
among non executives instead
of cross sectional survey design
to measure these variables.
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However, this model is
relatively small, and did not
take in to consideration other
factors that
might have affected the
relationships between these
variables. Therefore further
comprehensive examinations
should be conducted on other
potential mediating or
moderating
variables influence work life
balance and job satisfaction.

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Arunika, MMA
Admin Officer, Watchguard Security
and Investigation (Pvt) Ltd
amaliarunika85@gmail.com
Kottawatta, H
 Professor, Department of Human
Resource Management, University of
Sri Jayewardenepura
gimhana@sjp.ac.lk

Citations0

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