Tài liệu Work life balance of agribank head office staff

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- PHÙNG NGUYỄN MINH TÂM CÂN BẰNG CÔNG VIỆC – CUỘC SỐNG CỦA NHÂN VIÊN TRỤ SỞ CHÍNH AGRIBANK WORK-LIFE BALANCE OF AGRIBANK HEAD OFFICE STAFF LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH --------------------- PHÙNG NGUYỄN MINH TÂM CÂN BẰNG CÔNG VIỆC – CUỘC SỐNG CỦA NHÂN VIÊN TRỤ SỞ CHÍNH AGRIBANK WORK-LIFE BALANCE OF AGRIBANK HEAD OFFICE STAFF Chuyên ngành: Quản trị kinh doanh Mã số: 8340101.01 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS. TRẦN HUY PHƯƠNG HÀ NỘI - 2020 DECLARATION The author confirms that the thesis's research outcomes result from the author's independent work during the study and research period, and it is not yet published in other's research and article. The other's research results and documentation (extraction, table, figure, formula, and another document) used in the thesis are correctly cited, and permission (if required) is given. The author is responsible for the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for the declaration mentioned above. CONTENT INTRODUCTION ............................................................................................................... 1 1. Rationale ....................................................................................................................... 1 2. Research problem, research objective, and research question ................................ 1 3. Scope of the study ........................................................................................................ 4 4. Significance ................................................................................................................... 4 5. Structure of the thesis statements............................................................................... 4 CHAPTER 1: LITERATURE REVIEW AND THEORETICAL MODEL .................. 6 1.1. Introduction ............................................................................................................... 6 1.2. Work-life balance concept........................................................................................ 6 1.2.1. Work-life balance definitions ............................................................................ 6 1.2.2. Work-life balance benefits ................................................................................. 7 1.2.3. Work-life balance measurement ....................................................................... 8 1.2.4. Factors influencing work-life balance .............................................................. 9 1.3. Related empirical evidences ................................................................................... 12 1.4. Overview of Vietnamese banking system and Agribank .................................... 14 1.4.1. Overview of Vietnamese banking system ....................................................... 14 1.4.2. Overview of Agribank...................................................................................... 16 1.5. Research model and research hypothesis ............................................................. 16 1.5. Conclusion ............................................................................................................... 19 CHAPTER 2: RESEARCH METHODOLOGY ............................................................ 20 2.1. Research methodology ............................................................................................ 20 2.2. Research design process ......................................................................................... 22 2.2..1. Questionnaire design ....................................................................................... 22 2.2.2. Sample ............................................................................................................... 25 2.2.3. Pilot study.......................................................................................................... 26 2.2.4. Data analysis ..................................................................................................... 26 2.3. Conclusion ............................................................................................................... 28 CHAPTER 3: DATA ANALYSIS AND FINDING ........................................................ 30 3.1. Introduction ............................................................................................................. 30 3.2. Frequency analysis .................................................................................................. 30 3.3. Descriptive statistics ............................................................................................... 34 3.4. Reliability test .......................................................................................................... 40 3.5. Explanatory factor analysis ................................................................................... 42 3.6. Independent sample t-test ...................................................................................... 46 3.7. One-way ANOVA ................................................................................................... 48 3.8. Linear regression .................................................................................................... 49 CHAPTER 4: DISUCSSION ............................................................................................ 51 4.1. Summary of key findings ....................................................................................... 51 4.2. Discussion ................................................................................................................ 52 4.3. Recommendation .................................................................................................... 54 CONCLUSION .................................................................................................................. 57 REFERENCES .................................................................................................................. 58 APPENDIX I: SURVEY OF QUESTIONNAIRE ............................................................ 1 LIST OF FIGURES Figure 1: The benefits of work-life balance to the firms and the employees ........................ 8 Figure 2: Proposed research model ..................................................................................... 18 Figure 3: The research onion ............................................................................................... 20 Figure 4: Deductive approach applied in the study ............................................................. 21 Figure 5: Linear regression equation ................................................................................... 28 Figure 6: Gender profile of the respondents ........................................................................ 30 Figure 7: Age profile of the respondents ............................................................................. 31 Figure 8: Education profile of the respondents ................................................................... 31 Figure 9: Marital status profile of the respondents .............................................................. 32 Figure 10: Job position profile of the respondents .............................................................. 32 Figure 11: Time of working profile of the respondents ...................................................... 33 Figure 12: Having children profile of the respondents ........................................................ 34 LIST OF TABLES Table 1: Overview of number of Agribank‟s employees and their salary............................. 2 Table 2: Domestic credit provided by financial sector (% of GDP) ................................... 15 Table 3: The format of the first section of the questionnaire .............................................. 23 Table 4: The format of the second section of the questionnaire .......................................... 23 Table 5: Descriptive statistics .............................................................................................. 34 Table 6: Reliability test for work-life balance factor .......................................................... 40 Table 7: Reliability test for organizational support factor ................................................... 40 Table 8: Reliability test for flexible working arrangement factor ....................................... 41 Table 9: Reliability test for technology advancement factor ............................................... 41 Table 10: Reliability test for job stress factor ..................................................................... 42 Table 11: Reliability test for communication factor ............................................................ 42 Table 12: KMO and Bartlett‟s test for work-life balance‟s items ....................................... 42 Table 13: Total variance explained for work-life balance‟s items ...................................... 43 Table 14: Component matrix for work-life balance‟s items................................................ 43 Table 15: KMO and Bartlett‟s test for other items .............................................................. 43 Table 16: Total variance explained for work-life balance‟s items ...................................... 44 Table 17: Component matrix for work-life balance‟s items................................................ 45 Table 18: Independent sample t-test for gender variable .................................................... 46 Table 19: Independent sample t-test for education variable ................................................ 46 Table 20: Independent sample t-test for marital status variable .......................................... 47 Table 21: Independent sample t-test for job position variable ............................................ 47 Table 22: Independent sample t-test for having children variable ...................................... 48 Table 23: One-way ANOVA for age and time of working for the bank variable ............... 48 Table 24: Linear regression ................................................................................................. 49 Table 25: Hypothesis test .................................................................................................... 52 INTRODUCTION 1. Rationale Ever since the economic renovation, Vietnam is turned from one of the poorest countries to lower middle income country (The World Bank, 2018). Vietnam is also official member of World Trade Organization with many trade agreements are signed with both of developed and emerging countries. In this context, many Vietnamese firms are in the transformation process from old working style with heavily mono-state management into modern ones. Today, the companies in Vietnam are doing business in intensive competitive environment where the winning scenario is obtained through the investment and the application into advanced technologies, innovative products, high service quality, and more customer-focus. Consequently, the firms today put a lot more requirements to their employees such as higher processing time and competencies (Poulose and Sudarsan, 2014). Even that, the employees need to spend more time in the offices in order to fulfil the jobs and therefore they do not have sufficient times for their family. The term of work-life balance is delivered in this context and it is the result of inter-relations between personal life, societal life, and organization life at individual level. Work-life balance is important aspect in the modern workplace (Brough et al., 2014). In academic sciences, organizational researchers provide respective assessment towards the employees‟ psychological items in the workplace and the assessment is based on the evidences of work outcomes but non-work demands (Burke and Cooper, 2008). Recent empirical evidences indicate the importance of work-life balance with respective construction and measurement regarding to this studied topic (Greenhaus and Allen, 2011; Brough and O‟Driscoll, 2010). However, a concern is highlighted since there are lack of empirical evidences to propose specific measures for work-life balances (Brough et al., 2014). 2. Research problem, research objective, and research question Agribank has highest number of employees compared to other banks in Vietnam banking system. The bank has 36,682 employees in 2017 and this number is expected up to 38,149 in 2018. Average salary of an Agribank‟s employee in non-managerial role is about VND22.03 million in 2017 and it is expected increasing to VND22.89 million in 2018. In the contrast, average salary for a managerial position in Agribank is reduced in 2018, from VND65.2 million in 2017. With such reduction of average monthly salary in managerial group, the first problem is highlighted as higher turnover intention may happened in the coming years. 1 Table 1: Overview of number of Agribank’s employees and their salary Job role Indicator Number employees Non- Average monthly salary managerial Average monthly salary and other compensations Number employees Managerial Average monthly salary Average monthly salary and other compensations Unit 2017 2018 People 36,682 38,149 VND million 22.03 22.89 VND million 23.42 24.64 People 23 25 VND million 65.2 58.48 VND million 73.89 65.79 Source: CafeF (2018) The second problem related to this studied topic is that turnover rate is very high in Vietnam. Faro Recruitment (2017) reports that current job turnover rate in the country is more than 10% and nearly 50% of unemployed people age 15 to 24 years old. Talent Net (2016) publishes a report about remuneration survey in Vietnam during 2016 and banking is among top 3 industries which are facing salary decrease rate of more than 6%. Other while, high-tech, manufacturing, and life sciences and chemicals are the industries with salary increase rate more than 9% (Talent Net, 2016). According to Talent Net (2016), Vietnam has high staff turnover rate which is about 8.4% in which banking industry has staff turnover rate higher than the country‟s average and it is stood at 8.8%. The main reason of high turnover rate in Vietnam banking system is the expansion of banking business recently and there are many joint-stock commercial banks in the market. The competition among the banks are not only by products and services but also by human resource quality whether smaller banks are able to attract experienced and talent employees from larger banks. The third problem is highlighted as the lack of concentration about work-life balance for the employees in Vietnam. In fact, work-life balance is critical factor in human resource management (Poelmans and Caligiuri, 2008; Billing et al., 2014). Work-life balance is even more important in the industries where the employees have to work for long hours, shift duties, and to deal with the customers‟ issues (Wong and Ko, 2009). Empirical evidences from previous researchers confirm the positive relation between worklife balance and employee turnover intention (Blomme et al., 2010; Chiang et al., 2010; Yamamoto and Matsuura, 2012). In Vietnam, work-life balance is considered as attentive 2 studied topic. Some local researchers conduct their researches about work-life balances with the objectives of identifying the challenges of Vietnamese female entrepreneurs (Hoang, 2009), quantifying the relation between work-family conflict and employee job satisfaction in state-owned and foreign-invested enterprises (Nguyen et al., 2016), and evaluating the impact of work-life balance and employee performance in hospitality industry (Tran, 2015). These researchers provide good analyses about work-life balance in Vietnam but there are not any empirical evidences which are found in Vietnam banking industry. The fourth problem is highlighted as being an employee of Agribank. It is denoted that the researcher has been working in the head quarter of Agribank since the university graduation. During the time of working, the researcher perceives that Agribank does have the policies to directly address the conflicts between work and life related to its employees. For example, the bank has vacation, sick leave policies to its employees. The bank also establishes the policy in which women employees are able to go to the office late by 1 hour or early by 1 hour in order to take care for her babies. During the employees‟ birthday, the bank gives VND 300,000 to the employees as birthday gifts. However, all these policies are being applied also in other banks and it is general policies for the employees. In the contrast, there are no evaluation which is made in case of Agribank in order to evaluate other aspects of work-life balance such as how the bank‟s support mechanism is given to the employees. In addition, human resource status report in Agribank shows that the percentage of staff turnover rate is increasing over the last 3 years. The staff turnover rate in 2015, 2016, and 2017 are 5.6%, 7.7%, and 9.1%. It is the alert to human resource managers in Agribank since its staff turnover rate in 2017 is 9.1% and it is even higher than the average staff turnover rate in Vietnam‟s banking system which is about 8.8%. From the statement of research problem, the researcher proposes some research objectives in this dissertation: - To determine the factors affecting work-life balance of Agribank‟s employees. - To propose managerial recommendations to effectively manage human resources in the way of maintaining the balance between personal life and working in Agribank. To fulfill these research objectives, some research questions must be answered: - What is the current status of human resource management in Agribank? - What are the quantified effects of the factors on work-life balance of Agribank‟s employees? 3 - Which factor has highest effect on work-life balance of Agribank‟s employees? - What are the managerial recommendations to effectively manage human resources in the way of maintaining the balance between personal life and working in Agribank? 3. Scope of the study Content: This dissertation is about work-life balance of the employees who are working in head office of Agribank in Hanoi and how it is influenced by the factors. Location: The employees who are participated into the survey process are now working in Agribank‟s headquarter in Hanoi. Time: The survey is conducted within November and December 2018. 4. Significance This dissertation is developed with expected outcomes. The first expectation is that this dissertation employs mixed method with both quantitative and qualitative method to be adopted in order to evaluate current human resource management in Agribank and how its effectiveness in maintaining work-life balance for the employees. It allows human resource managers in Agribank to shape their policies in more proficient way, to reduce the stress at workplace, and to boost the employees‟ productivity. The second expectation of this dissertation is that it consolidates previous theories and empirical evidences related to the studied topic and therefore other researchers get the benefits from reading this dissertation. Furthermore, other researchers can utilize this dissertation‟s quantitative outcome to compare with their studies and therefore generating empirical contrasts and differences. 5. Structure of the thesis statements This dissertation is developed with three chapters beside of introduction and conclusion section. In the introduction section, the researcher provides some background information about Agribank which is a cases study of this dissertation. Problem statement is proposed along with respective research objectives and research questions. The researcher also proposes what the scope of work and how expected values of this dissertation. In the first chapter, the researcher explores different concepts related to employee behavior and work-life balance. Related theories and empirical evidences are both collected and put into theoretical reviews. The most important part of Chapter 1 is to choose the factors affecting on work-life balance of the employees. The researcher would also like to propose the right research methodology in this chapter. It includes the measurement of chosen variables, how the questionnaire is designed and how the survey 4 process is implemented, what the target respondent and appropriate sample size is, and what the data analysis techniques that will be employed after primary data is collected. In the second chapter, the results which are obtained from data analysis process are put into the discussion. The researcher firstly explores demographic characteristics of the respondents who are participated into the survey process. Then, the respondents‟ attitudes towards each questionnaire‟s statement is analyzed through descriptive statistics. Reliability test and explanatory factor analysis are both employed in this dissertation. ANOVA analysis and multiple linear regression are utilized in order to understand deeply about causal relationship among variables. In the third chapter, the researcher consolidates key findings from previous chapters. The empirical evidence which is obtained in Chapter 2 are compared with previous empirical evidences from other researchers. The last section is conclusion and it refers to managerial advices. Limitations of the study are highlighted and how these limitations are addressed in future researches. 5 CHAPTER 1: LITERATURE REVIEW AND THEORETICAL MODEL 1.1. Introduction In this chapter, the concept of work-life balance is explored. It is addressed that different researchers do have different conceptualization about work-life balance; therefore, it posts the requirement of collecting some available definitions to better understand this key term. The second part of this chapter is to highlight the factors influencing work-life balance. Chosen factors are proposed in subsection and the relationship between each factor and work-life balance is put into a hypothesis. 1.2. Work-life balance concept 1.2.1. Work-life balance definitions Work-life balance is defined by many researchers before. According to Greenbatt (2002), work-life balance is perceived as the absence of conflicts between work-related and non-work related demands. Another definition for work-life balance is provided by Greenhaus and Powell (2003) whether it refers to the circumstance in which the employees satisfy with both family roles and work roles. In the contrast, when the employees dissatisfy with these two roles, work-life imbalance is happened. Grzywacz and Carlson (2007) define work-life balance as the level of the frequency in which the employees‟ works are interfered by their family works and vice versa. Voydanoff (2005) indicates that work-life balance is obtained when the work resources fulfill family demands and family resources are fit with work demands. The understanding of work-life balance is also done through the examination of work-life conflict. Shelton (2006) asserts that work-life conflict is formulated when the employees are struggling with the pressure from one role and such pressure dominates other roles. Alam et al. (2009) propose that work-life conflict is happened when the employees‟ demand of one domain is over other domains and such conflict decreases both work and life quality. In this dissertation, work-life balance is defined as the less number of conflicts among the work-related and non-work related demands of the employees. Regarding to work-life balance, there is a related theory, namely the balance theory (Kumarasamy et al., 2015). Balance theory is developed and proposed by Heider (1946) and it highlights that when a person recognizes a set of benefits from a system, his or her behavior is to maintain a balance among the elements existed in this system. According to Dundas (2008), work-life balance is explained well by balance theory in which the employees consider that their paid work and the important aspects of their life are 6 cognitive elements and therefore the employees target to maintain the balance state among these elements. 1.2.2. Work-life balance benefits It is asserted that the concentration and proper setup in work-life balance allows the firms to achieve some core benefits in human resource management and in business performance. Lazar et al. (2010) identify the benefits of work-life balances towards the firms and the employees and they summary these benefits as in the figure below. In more detail, when the firms apply effective work-life balance policies, they gain the benefits of reducing absenteeism and lateness, improving productivity, enhancing organizational image, increasing employee loyalty and commitment, increasing retention of valuable employees, and reducing staff turnover rates. In the employee position, work-life balance allows them to gain a greater sense of job security, higher job satisfaction level, reduction of job stress, better physical and mental condition, and enhancement of control over worklife environment. It is translated to the fact that better quality in work-life balance reduces stressful to the employees and it also reduces the probability of employees‟ absence or coming to the office later due to personal issues. The employees who can balance between work and life contexts are able to perform better in workplace and they can increase job productivity. Furthermore, when the employees receive better work-life balance, they do not need to find other jobs compared to the employees who cannot balance between work and life context. It is associated with higher employee commitment towards the organization. It is also identified that work-life balance helps the employees to reach higher job satisfaction. In the contrast, job dissatisfaction happens when the employees cannot balance personal life and work life. In addition, imbalance work-life balance decreases perceived job security of the employees since they are less performance in the eyes of the supervisors and it reduces their opportunities for higher job position or promotional context. 7 Benefits to the firms Benefits to the employees Figure 1: The benefits of work-life balance to the firms and the employees Source: Lazar et al. (2010) Empirical evidences from previous works confirm that work-life balance has significant relation with job satisfaction of the employees. Empirical evidence from Malik et al. (2014) confirms that work-life balance has positive effect to job satisfaction of the employees who are working in business schools in Pakistan. Moreover, Malik et al. (2014) identify that when the employees are received higher job benefits, they are more balance between work and life perspectives. Meenakshi et al. (2013) highlight that when the employees face up with work-life imbalance, their ability to fulfill the job requirements is decreased and the job performance is not in expected level. According to Garg and Yajurvedi (2016), poor work-life practices increase job turnover intention and it affects significantly to the employees‟ asterism. 1.2.3. Work-life balance measurement The measurement of work-life balance is important aspect to both of human resource manager and the researchers in this area (Poulose and Sudarsan, 2014). Generally ,previous researchers develop a measurement scale to measure work-life balance. According to Greenhaus and Beautell (1985), work-life balance is measured through different types of conflicts and they are conflicts related to the employee behavior, time, and constraint. Behavior constraint is generated when the employees‟ specific behavior is applicable for one job role but it is not suitable to another job role. Time constraint refers 8 to the situation of the time to fulfill one job role is not suitable to fulfill other job roles. Strain constraint is determined as psychological strain of the employees within on job role. Greenhaus and Beautell (1985) assert the hypotheses of which any factors that affect to behavior, time, and constraint in specific job role lead to work-life conflict. Marshall and Barnett (1993) propose another scale to measure work-life balance with four factors, including work-family gains, work-family strains, work-parenting gains, and workparenting strains. Among these factors, work-family gains and work-parenting gains are both considered as having positive effect to work-life balance of the employees while work-family strains and work-parenting strains have negative effect to work-life balance. Clark (2001) provides five different scales to measure work-life balance, including satisfaction at work, satisfaction at home, employee citizenship, the conflicts between different roles, and family functioning. Fisher (2001) develops a measurement scale with four items, namely time, the behavior at workplace of an individual, relevant energy to employee in order to fulfill assigned tasks, and the conflicts between inter-roles. Based on the review of work-life balance measurement, the researcher concludes that work-life balance can be measured through its determinants in an linear equation as below: The equation above shows that work-life balance is depended on its determinants such as work-family gains, work-family strains, work-parenting gains, work-parenting strains, satisfaction at work, satisfaction at home, employee citizenship, the conflicts between different roles, and family functioning, etc. Different researchers may provide or identify different determinants of work-life balance and it is depended on the research circumstances. 1.2.4. Factors influencing work-life balance 1.2.4.1. Organizational support Organizational support gains much attention among the researchers in the studied field of psychology and human resource management (Eisenberger et al., 2004). It is defined as the level of which the employees perceive that their managers or their employers to recognize their contribution to the organizations (Aube et al., 2007). Organizational support also includes supervisor support. Empirical evidence from MasMachuba et al. (2016) confirms that when the supervisors decentralize their decision making process, their employees feel more comfortable at the workplace. Russo et al. (2015) acclaim that supervisor support positively influences on work-life balance of the employees throughout their action of implementing the regulations related to the 9 employees‟ roles. However, there are also empirical evidences in which the relation between supervisor support and work-life balance is not supported. Wu et al. (2013) compare the impacts of two factors on work-life balance of the employees and these factors are supervisor support and pleasant working environment. Wu et al. (2013) identify that supervisor support does not influence on work-life balance of the employees but please working environment. Another empirical evidence which is provided by Au and Ahmed (2016) also confirms that work-life balance is not influenced by supervisor support. Co-worker support is the second facet of organizational support and it influences on work-life balance of the employees. In fact, co-worker support is different to supervisor support due to co-worker works laterally and no right to command (Wong et al., 2017). Empirical evidence from Valcour et al. (2011) confirms that co-worker impacts positively on work-life balance of the employees through the fact that co-worker provides work-life supports to each other. Wong et al. (2017) consider co-worker is the bridge to connect work and non-work domain and this factor strengthens of work-life balance of the employees. Moreover, the impact of co-worker support on work-life balance is shown through instrumental and emotional form (Russo et al., 2015). The first form in co-worker support is instrumental and it is perceived as tangible supports from co-worker or the employees can provide job support to each other in case of personal issues. The second form is emotional and it refers to the co-workers often exchange or share their opinions with others in order to get better solutions in both work and non-work domain. According to Ducharme and Martin (2000), co-worker plays prominent role in job outcome and it is key factor that explains job satisfaction of the employees. 1.2.4.2. Flexible working arrangement The influence of flexible working arrangement on work-life balance of the employees is put into the discussion. It is notable that flexible working arrangement helps to boost the employees‟ productivity as well as strengthening work-life balance status (Sivatte et al., 2015). Empirical evidence from Ariffin et al. (2016) confirms two roles of different working arrangement. The first arrangement is flexible working arrangement and it contributes to work-life balance of the employees while the second arrangement refer to long working arrangement and it makes the employees feel satisfaction in self-esteem. Subramaniam et al. (2013) confirm that flexible working arrangement leads to higher job autonomy and job autonomy has positive influence on the reduction of work-life conflicts. However, Baral and Bhargava (2010) obtain contradicted result in their empirical study in 10 which flexible working arrangement does not induce for the reduction of work-family issues. 1.2.4.3. Technology advancement Technology advancement refers to the application of new technologies into workplace and it is considered as one of the main factors that impacts significantly on both work and personal life of people (Kumarasamy et al., 2015). When the firms apply new technologies, the employees gain the benefit of more flexibility in term of when and where to work (Lester, 1999). Furthermore, advanced technologies allow the employees to access to work all times (Lester, 1999). In the contrast, Stephens et al. (2007) identify that recent development in communication technologies reduce flexibility in personal life and it even create the difficulty to maintain work-life balance. An empirical evidence which is provided by Stawarx et al. (2013) confirms that electronic tablet reduces work-life balance of users. Waller and Ragsdell (2012) identify that email is advanced communication technology and it is widely used in entire businesses but downside of using this technology is that it makes the employees harder to balance between work and personal life. 1.2.4.4. Job stress Job stress is defined as the combination of factors that cause the disturbance to the employees in workplace and the disturbance is happened in both of physical and psychological aspect (Sultan et al., 2016). Empirical evidence from Jamal (1984) highlights that high job stress leads to lower job performance from the employees. Moreover, job stress also affects to work-life balance of the employees (Rizwan et al., 2013; Younas et al., 2013; Jamal and Baba, 2000). Hobfoll (2004) conducts the interviews with experienced employees and it is identified that stressful job is explained by the gap between the employees‟ expectations and the job requirements and higher gap leads to work-life imbalance. Sale and Kerr (2001) indicate that job stress leads to higher job dissatisfaction and formulates work-life imbalance. Moreover, job stress level is measured under specific working conditions, including working with high speed and working under tight deadline (Green and McIntosh, 2001). When the employees work under this conditions, they are likely to be stressed out and it could lead to work-life imbalance (Clutterbuck, 2003). 1.2.4.5. Communication with the employees on workplace’s issues According to Lockwood (2003), communication with the employees about the issues in the workplace is important since the firms do not achieve desired results from work-life benefits if their employees are not communicate and informed about the 11 programs. Empirical evidence from Walker (2012) highlights that when the employees are received good communication, they are likely motivated. Therefore, the managers should open formal and information communication with their staffs. Winkler (2010) identifies that a healthy work-life balance is obtained when there is cooperation in the firms. It is noted that good cooperation is achieved through proper communication and it helps to further improve employee relations and employee loyalty (Winkler, 2010). 1.3. Related empirical evidences Rathee and Bhuntel (2018) explored factors affecting work-life balance of women in education sector. They applied quantitative research method with primary data to be collected from questionnaire with 213 female respondents. They identified that 9 main factors related to work-life balance level, including stress level, challenges which hinder the work life balance, work life balance, satisfaction, health problems, environment, problems of work life balance, attitude towards work, time management. Agha et al. (2016) identified the relationship between work life balance, teaching satisfaction and job satisfaction. Questionnaire was distributed for the collection of data in the public and private higher education institutions for teacher in Oman. Structured equation modelling was used. A research model was conceptualized based on the finding, work life balance affects organization commitment, employee loyalty and job satisfaction. Also, found that teaching satisfaction had a positive relationship with job satisfaction. Zaheer et al. (2016) investigated the level of the occupational stress among females, work life balance and assess the relationship between occupational stress and work life balance amid female faculties in the central university Delhi. 120 respondents were selected for the sample size. Questionnaire was given to the respondent for the data collection. Correlation analysis techniques was used to understand the relationship between occupational stress and work life balance. The study found that correlation analysis identified a strong positive relationship between occupational stress and work life imbalance of female faculty in central universities of Delhi. Tressa and Manisha (2016) explored the work life balance and stress level of KV school female‟s teachers. Questionnaire was distributed to the female teachers 12 of primary school. The study found that there was a stress-free environment, obligations and responsibilities of work life balance for the teaching professionals. Also, found that the employers of the institution to flexible working strategies and better working conditions. Samuel and Mahalingam (2016) identified individual factors demographic and level of work life balance and how it influences the overall work life balance of female facilities. A sample size of 200 was chosen for the data collection. Statistical tools were used like the Chisquare test and ANOVA for the data analysis and interpretation. The findings of the study reveal that in the engineering colleges female faculties were in stress due to the continuous work and they face problems in balancing with their personal life and professional life. Also found that female faculties face lots of problem in the engineering college as compared to arts and science faculties in other colleges. Smith and Gardner (2007) examined work-life balance using a sample of 153 employees in a large New Zealand organization. Analysis of company policies identified sixteen WLB initiatives currently being offered. Employees were surveyed to determine the extent of their awareness and use of currently offered initiatives. Factors influencing WLB initiative use and employee outcomes for initiative use were investigated. Female employees and younger employees used more WLB initiatives while employees reporting higher levels of management support and supervisor support, and perceiving fewer career damage and time demands also used more WLB initiatives. No support was found for the role of coworker support on WLB initiative use. Initiative use was related to reduced workto-family conflict. Work-to-family conflict, family-to-work conflict, and commitment to the organization were related to intention to turnover. The results highlight the importance of workplace culture in enabling an environment that is supportive of WLB and consequently use of initiatives that are offered by the organization. Kaushik et al. (2014) iscussed various issues like gender stereotype, gender discrimination and sexual harassment in the context of Indian environment. A structured questionnaire was developed to collect primary data from 500 firms in 13