EXECUTIVE SUMMERY

This report provides an overview of different types of work-life balance initiatives that have been developed by in the financial institutions of Bangladesh. Governments are increasingly committed to reducing the social, health and business costs of work-life conflict. Several countries have adopted individual pieces of legislation or policies that address some aspect of work-life balance. These initiatives are not necessarily part of a comprehensive program or policy approach to achieve work-life balance, but these measures could be seen as one way to improve an employee's balance between work and other responsibilities. This report shows that there is not likely to be any "one size fits all" answer to work-life balance issues. A variety of approaches are available to support work-life balance, ranging from promotional programs that emphasize the importance of balance and provide support to employers to reduce the business costs associated with work-life conflict, to legislation that supports parents with care giving responsibilities. It is clear that improving work-life balance is an important component of the policy agenda for many industrial countries, and the issue is likely to become even more important in the future.

BACKGROUND

The first Work-Life Balance Survey (WLB1) was conducted by the Department for Education and Employment in 2000 to assess the extent to which employers operated work life balance practices; to see whether employees felt that existing practices met their needs; and to provide a baseline against which future surveys could be compared. Changes were made in the survey’s methodology between the first baseline study conducted by IFF and the second survey of employees (WLB2) conducted in 2003 by MORI, and fieldwork for the 3
Second survey was conducted prior to the introduction of the right to request flexible working. This report presents the results of the Third Work-Life Balance Employees’ Survey, conducted by telephone in early 2006.
Work-life balance is a phrase used to describe an individual's feelings of satisfaction with the participation in job-related activities and his or her personal life. This state is achieved when an individual feels the amount of time spent making money to provide for one's household and advancing career goals is adequately balanced with the amount of time spent in independent and personal pursuits, such as friendships, family, spirituality, hobbies, and leisure activities. Failure to maintain work-life balance may result in significant emotional distress and reduction of productivity. In many cases, spending more time at work may actually lead to a decrease in productivity. Some individuals feel that their workplace creates too many pressures to maintain a work/life balance, and they may feel a reduction in their feelings of satisfaction and enjoyment of life. Some individuals feel as if there is not enough time for other aspects of life

1. INTRODUCTION:

1.1. Introduction to the topic:

Work-life balance is a broad concept including proper prioritizing between "work" (career and ambition) on one hand and "life" (pleasure, leisure, family and spiritual development) on the other. Related, though broader, terms include "lifestyle balance" and "life balance".
In general, individuals who work more than 60 hours per week are colloquially called workaholics. The phrase "workaholic" became popular in 1971 when Wayne Oates published the book, "Confessions of a Workaholic." The phrase "workaholic" is not a clinical term, but it is generally used to describe individuals who neglect their personal lives in favor of work- and career-related pursuits. The phrase "work-life balance" became popular as a managerial concept when employers realized that their workers demonstrated increased productivity, decreased turnover, and dedication to the company when the concept was observed and respected.
As people born between 1960 and 1980 (collectively known as Generation X) entered the workplace, managerial strategies have shifted towards encouraging work/life balance in order to retain highly skilled employees who, as a group, regard workaholism less positively than their predecessors. Multiple studies have found that Americans work significantly more hours than their counterparts in other industrialized nations. In order to retain valuable employees, attract new employees, maximize productivity, improve morale, and decrease career burnout most contemporary mainstream managerial practices emphasize the importance of work/life balance.

Wikipedia cites to a survey conducted by the National Life Insurance Company in its definition for work life balance. According to the survey, four out of ten employees indicate that their jobs are "very" or "extremely" stressful. The survey also showed that those in high stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit.
• Grant, Frith, & Burton (2009) – Randomized Controlled Trial (RCT) evaluating executives provided with 360-degree feedback and just four coaching sessions for over a ten week period proved that coaching the employees:
– Enhanced goal attainment
– Enhanced resilience
– Enhanced workplace well-being
– Reduced depression
– Reduced stress
– Helped participants deal with organizational change
• Duijts, Kant, van den Brandt & Swaen (2007) – RCT assessing the effectiveness of a preventive coaching program on sickness and absenteeism due to psychosocial health complaints showed employee’s:
– Improvements in health
– Improvements in life satisfaction
– Improvements in burnout symptoms
– Improvements in psychological wellbeing.

The expression was first used in the late 1970s to describe the balance between an individual's work and personal life. In the United States, this phrase was first used in 1986.
Over the past twenty-five years, there has been a substantial increase in work which is felt to be due, in part, by information technology and by an intense, competitive work environment. Long-term loyalty and a "sense of corporate community" have been eroded by a performance culture that expects more and more from their employees yet offers little security in return.
Many experts predicted that technology would eliminate most household chores and provide people with much more time to enjoy leisure activities; but many ignore this option, encouraged by prevailing consumerist culture and a political agenda that has "elevated the work ethic to unprecedented heights and thereby reinforced the low value and worth attached to parenting".
Many Americans are experiencing burnout due to overwork and increased stress. This condition is seen in nearly all occupations from blue collar workers to upper management. Over the past decade, a rise in workplace violence, an increase in levels of absenteeism as well as rising workers’ compensation claims are all evidence of an unhealthy work life balance.
Employee assistance professionals say there are many causes for this situation ranging from personal ambition and the pressure of family obligations to the accelerating pace of technology. According to a recent study for the Center for Work-Life Policy, 1.7 million people consider their jobs and their work hours excessive because of globalization.
These difficult and exhausting conditions are having adverse effects. According to the study, fifty percent of top corporate executives are leaving their current positions. Although sixty-four percent of workers feel that their work pressures are "self-inflicted", they state that it is taking a toll on them. The study shows that seventy percent of US respondents and eighty-one percent of global respondents say their jobs are affecting their health.

1.2. Benefits of Work Life Balance in Personal Life:
Setting clear boundaries between your professional and your personal life is one of the most powerful things you can do for yourself. By doing so, you enable yourself to experience things more fully, to be more present in each moment of your life, and to spend more quality time with yourself and your family.
When you have a healthy work life balance, you are better able to enjoy the time that you are away from the office. You no longer feel the uncontrollable urge to take work home with you or to worry about work related issues while you are at home. You also have a much easier time getting to sleep and staying asleep.
Long gone will be the days filled with anxiety and the sleepless nights you’ve gone through while worrying about work. You will feel a much higher level of relaxation overall. You’ll be able to truly enjoy the time you spend with your friends and family. This will make you a better spouse, a better parent, and a better human being.
By achieving work life balance, you allow yourself to be more present and focused in your conversations with your spouse, with your children, and with the higher power you believe in. You are able to become more aware of yourself, your strengths, weaknesses, values, and interests. You become a well rounded person and as a result, more compassionate and accepting of yourself and others.
1.3. Benefits of Work Life Balance in Professional Life:
Work-life balance is not only beneficial to your personal life; it also has incredible effects on your professional life. When you establish healthy and clear boundaries between your work life and your personal life, you are much more relaxed and clear headed. As a result, you are more productive, more effective and confident at decision making, and more creative.
Your new-found creativity translates into innovation, product creation, improved sales and marketing strategies, and much more. It also results in “out of the box” thinking and creative problem solving. Having a clear mind and feeling grounded are essential to getting ahead in your career. These are particular traits shared by some of the most successful business people out there. They are traits that many would like to have but don’t know how to obtain.

1.4. Main Subject of the Topic :

The main subject of the topic involves the analysis of the condition and observes work-life life balance in employees of an organization.

1.5. Rationale of the Study:

While our theoretical learning in the class, we have read and learned a lot about various types of research methods and techniques but practical learning remains left. So this study will give us an opportunity to match our study in the class room with practical experience. It will also help us to understand the condition of work-life life balance in employees of an organization and to describe an individual's feelings of satisfaction with the participation in job-related activities and his or her personal life.

1.6. Purpose of the Study
Simply the purpose of the study is to fulfill the academic requirement.

1.7. Objectives of the Study:
The Better Work-Life Balance Survey contains questions about your organization’s work-life balance policies and your personal experiences using these policies to give an indication of how your organization’s ‘work-life balance’ policies support employees in balancing their work and life responsibilities and more importantly, how these policies could be improved. ‘Work-life balance’ policies are any policies which help us meet the needs of our ‘work life’ and our ‘personal life’ effectively.

The specific Objectives are:

1. The extent to which employees perceive the provision of work-life balance practices as inclusive and the demand for work-life balance practices.

2. Establish the extent to which work-life balance practices meet their needs, including their views on the feasibility of their employer extending these arrangements.

3. To know how, and to what extent, employees are informed of, and are involved in, the development and implementation of the various work-life balance arrangements.

4. To be acquainted with the policies such as leave arrangements, flexible work arrangements, additional work provisions of the organization.

2. REVIEW OF THE RELATED LITERATURE:

According to a survey conducted by the National Life Insurance Company, four out of ten employees state that their jobs are "very" or "extremely" stressful. Those in high stress jobs are three times more likely than others to suffer from stress-related medical conditions and are twice as likely to quit. The study states that women, in particular, report stress related to the conflict between work and family.

Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Health in Cincinnati, Ohio, states that recent studies show that "the workplace has become the single greatest source of stress". Michael Feuerstein, professor of clinical psychology at the Uniformed Services University of the Health Sciences at Bethesda Naval Hospital states, "We're seeing a greater increase in work-related neuroskeletal disorders from a combination of stress and ergonomic stressors".
According to James Campbell Quick, a professor of organizational behavior at the University of Texas-Arlington, "The average tenure of presidents at land-grant universities in the past ten years has dropped from approximately seven to three-and-a-half years".
The feeling that simply working hard is not enough anymore is acknowledged by many other American workers. “To get ahead, a seventy-hour work week is the new standard. What little time is left is often divvied up among relationships, kids, and sleep.” This increase in work hours over the past two decades means that less time will be spent with family, friends, and community as well as pursuing activities that one enjoys and taking the time to grow personally and spiritually.
Texas Quick, an expert witness at trials of companies who were accused of overworking their employees, states that “when people get worked beyond their capacity, companies pay the price.” Although some employers believe that workers should reduce their own stress by simplifying their lives and making a better effort to care for their health, most experts feel that the chief responsibility for reducing stress should be management.
According to Esther M. Orioli, president of Essi Systems, a stress management consulting firm, “Traditional stress-management programs placed the responsibility of reducing stress on the individual rather than on the organization-where it belongs. No matter how healthy individual employees are when they start out, if they work in a dysfunctional system, they’ll burn out.”
According to Sylvia Hewlett, president of the Center for Work-Life Policy, if a woman takes time off to care for children or an older parent, employers tend to “see these people as less than full committed. It’s as though their identity is transformed.”
Brett Graff, Nightly Business Report correspondent states that (because a woman may have trouble re-entering the market or, if she does find a position, it will likely be a lower position with less pay). “If you thought choosing a baby name was hard, you have yet to wrestle with the idea of leaving your career to be a full-time mom or take care of an older parent…Most will want to reenter, but will do so accepting lesser positions or lower wages.”
This circumstance only increases the work-life balance stress experienced by many women employees.
Research conducted by the Kenexa Research Institute (KRI), a division of Kenexa, evaluated how male and female workers perceive work-life balance and found that women are more positive than men in how they perceive their company’s efforts to help them balance work and life responsibilities. The report is based on the analysis of data drawn from a representative sample of 10,000 U.S. workers who were surveyed through WorkTrends, KRI’s annual survey of worker opinions.
The results indicated a shift in women’s perceptions about work-life balance. In the past, women often found it more difficult to maintain balance due to the competing pressures at work and demands at home.

Global comparisons:

According to a new study by Harvard and McGill University researchers, the United States lags far behind nearly all wealthy countries when it comes to family-oriented workplace policies such as maternity leave, paid sick days and support for breast feeding. Jody Heyman, founder of the Harvard-based Project on Global Working Families and director of McGill’s Institute for Health and Social Policy, states that, “More countries are providing the workplace protections that millions of Americans can only dream of. The U.S. has been a proud leader in adopting laws that provide for equal opportunity in the workplace, but our work/family protections are among the worst.”
This observation is being shared by many Americans today and is considered by many experts to be indicative of the current climate. However, the U.S. Labor Department is examining regulations that give workers unpaid leave to deal with family or medical emergencies (a review that supporters of the FMLA worry might be a prelude to scaling back these protections, as requested by some business groups). At the same time, Senator Chris Dodd from Connecticut is proposing new legislation that would enable workers to take six weeks of paid leave. Congress is also expected to reconsider the Healthy Families Act which is a bill that would require employers with at least fifteen employees to provide seven paid sick days per year.
At the state level, California has paid family leave benefits for its workers. New Jersey lawmakers are pushing legislation that would make their state the second state to add this worker benefit. Under one New Jersey proposal, workers who take leave would be paid through the state’s temporary disability insurance fund, “augmented by a 0.1 percent charge on workers’ weekly wages.” Traditionally, many conservatives have opposed paid family leave, but there is a sign that this mindset is beginning to change. Reverend Paul Schenck, a prominent member of the National Pro-Life Action Center recently stated that he would support paid maternity leave on the assumption that it might encourage women to follow through with their pregnancies instead of having abortions. According to Heyman, “Across the political spectrum, people are realizing these policies have an enormous impact on working families. If you look at the most competitive economies in the world, all the others except the U.S. have these policies in place.”
The United States is not as workplace family-oriented as many other wealthy countries. According to a study released by Harvard and McGill University researchers in February 2007, workplace policies for families in the U.S. are weaker than those of all high-income countries and even many middle-and low-income countries.
For example, the study notes that the United States is one of only five countries out of 173 that does not guarantee some form of paid maternity leave. (The other countries are Lesotho, Liberia, Swaziland, and Papua New Guinea). Other differences include the fact that fathers are granted paid paternity leave or paid parental leave in sixty-five countries; thirty one of these countries offer at least fourteen weeks of paid leave. The U.S. does not guarantee this to fathers.
At least 107 countries protect working women’s right to breast-feed and, in at least seventy-three of them, women are paid. The U.S. does not have any federal legislation guaranteeing mothers the right to breast-feed their infants at work. When it comes to sick days, 145 countries provide sick days to their employees; 127 provide a week or more per year.
There is not a federal law requiring paid sick days in the United States. At least 134 countries have laws setting the maximum length of the work week; the U.S. does not have a maximum work week length and does not place any limits on the amount of overtime that an employee is required to work each week. (Survey) Sweden, Denmark and Norway have the highest level of maternity benefits—Sweden provides 68 weeks paid maternity leave, Norway provides 56 weeks paid maternity leave and Denmark provides 52.
American workers average approximately ten paid holidays per year while British workers average twenty-five holidays and German employees thirty. Americans work twelve weeks more a year in total hours than Europeans.
In Europe, the Working Time Regulation has implemented a maximum of forty-eight hours of work per week. Many countries have opted for fewer hours. France attempted to introduce a thirty-five hour workweek, and Finland experimented with a thirty-hour week in 1996. In a 2007, the European Quality of Life Survey found that countries in south-eastern Europe had the most common problems with work-life balance. In Croatia and Greece, a little over 70% of working citizens say that they are too tired to do household jobs at least several times a month because of work.
In Britain, legislation has been passed allowing parents of children under six to request a more flexible work schedule. Companies must approve this request as long as it does not damage the business. A 2003 Survey of graduates in the UK revealed that graduates value flexibility even more than wages.

3. METHODOLOGY OF THE STUDY:

The study is based on the procedures regarding Better work-Life Balance of the employees. I am trying to relate the study with core concept of work-Life Balance.

A) Type of Research:

This study is of descriptive type and qualitative in nature which has examined the factors affecting work-life balance in employees. The analysis of this study is based on collected data.

B) Sources of Data Collection:

Relevant data was collected through personal interview. NCC Bank Limited was selected as the area of this study. The reason for selecting this is that it was convenient for me to collect data. To carry out the study primary and secondary data sources was used. The primary information was collected through personal interview with questionnaires. Secondary information was collected from reports, policy papers, database, project papers, and from the branch. The present study employed descriptive survey involving questionnaires. mainly for collected primary data. Interview schedule was used for the survey. Rapport was built up to avoid bias and get objective and reliable information.

C) Sampling Technique:

The population targeting upon which the data was collected are the employees of different levels of NCC Bank Limited in different branch in Dhaka city. I used purposive sampling for the study. Five employees were selected purposively-three from middle management and two from bottom managements.

4. LIMITATIONS

i) Lack of time. ii) Problems of collecting raw data iii) Unavailability of data due to confidentiality issues iv) Inexperience and time limitation were also the constraints of the study.

5. BRIEF DESCRIPTION OF THE BANK

5.1. Background of the organization:

NCC Bank Limited is the largest commercial bank in Bangladesh with 69 Branches and 50 ATMs; employing over 2000 people. We are the only commercial bank in the country with presence in 6 divisions – Dhaka, Chittagong, Khulna, Sylhet, Razshahi and Barisal including the country's only offshore banking units inside Dhaka Export Processing Zone (DEPZ) at Savar and Chittagong Export Processing Zone (CEPZ).

The acquisitions of Grindlays bank (in 2000) and the commercial banking business of American Express Bank in Bangladesh (in 2006) are reflections of the Bank’s increasing commitment to Bangladesh. The bank increasingly invested in people, technology and premises as its business grew in relation to the country's thriving economy. We currently provide both Consumer Banking and Wholesale Banking Services, ranging from Personal & Corporate Banking to Institutional Banking, Treasury and Custodial services. Extensive knowledge of the market and essential expertise in a wide range of financial services underline our strength to build business opportunities for corporate and institutional clients in Bangladesh. Continuous upgrading of technology and control systems has enabled the bank to offer new and improved services such as 24-hour Contact Centre, Internet Banking, SMS Banking, etc

5.2. Recent Achievements

➢ First commodity derivatives in Bangladesh and cotton hedge for the Group for Square Textiles

➢ Joint lead arranger for country’s first 5 year Asset backed Securitization (ABS)

➢ Record Call Account growth in RAJUK fund – Ranked first among all collecting banks

➢ Enhancement of Microfinance: BRAC, BURO, Shakti

➢ First country to go live with IFRS compliant IMEX

➢ Consumer Banking new asset product system e-Lending introduced

➢ Rolled out RCMS on eBBS, first time in Group

➢ Pioneer country in e-CDD rollout

➢ ‘Best Bank’ for Corporate Social Responsibility for 2006 by Bankers’ Forum

➢ ‘Best Retail Bank in Bangladesh’ award in The Asian Banker Excellence in Retail Financial Services programme for its performance in 2007

➢ ‘National Best Corporate’ Award 2007 by Institute of Cost Management Accountants

➢ "Best IT Use Award 2007" by Bangladesh Association of Software & Information Services (BASIS)

➢ ‘Best Employer of IBA Graduates’ in 2008 by IBA Alumni Association

6. FINDINGS AND ANALYSIS:

Table-1: Policies in Organizations-Leave Arrangements

|Topics |Responses |
|(Policies in Organizations-Leave Arrangements) |(Does Organizations have this policy?) |
| |Don’t Know |No |Yes |
| |(Percentages) |(Percentages) |(Percentages) |
|1. Career’s leave (e.g. allows employees to take time off to |00% |00% |100% |
|care for and support a sick family or household member) | | | |
|2. Opportunity for leave if care arrangements for children or |00% |00% |100% |
|other dependants break down (e.g. if day-care mother gets sick | | | |
|the employee is allowed to take leave to care for his/her child)| | | |
|3. Study/training leave (allows employees to take time off for |00% |20% |80% |
|study or training) | | | |
|4. Career breaks (e.g. allows employees to negotiate a fixed |00% |80% |20% |
|period of up to several years away from work to undertake study,| | | |
|while keeping a job at the end of the term) | | | |
|5. Cultural/religious leave (allows employees to take time off |20% |00% |80% |
|for cultural/religious reasons; public holidays | | | |
|excluded) | | | |
|6. 48/52 pay averaging for purchasing additional annual leave |60% |40% |00% |
|(allows employees to take extra leave each year by pay averaging| | | |
|so that an employee has more leave but is paid at a | | | |
|corresponding lower amount of pay across the year) | | | |
|7. Bereavement leave (e.g. allows employees to take a minimum |00% |20% |80% |
|leave of 2 days after the death of a family or household member)| | | |
|8. Pooling of leave entitlements (e.g. ability to pool all leave|60% |40% |00% |
|entitlements (i.e. sick leave, career’s leave etc.) giving | | | |
|employees a larger number of days if they need it for family | | | |
|reasons) | | | |

Table-2: Policies in Organizations-Parenting and Pregnancy Policies

|Topics |Responses |
|(Policies in Organizations-Parenting and Pregnancy Policies) |(Does Organizations have this policy?) |
| |Don’t Know |No |Yes |
| |(Percentages) |(Percentages) |(Percentages) |
|9. Unpaid maternity/paternity and adoption leave |40% |00% |60% |
|10. Paid maternity leave |00% |00% |100% |
|11. Paid paternity leave |60% |40% |00% |
|12. Paid adoption leave |20% |80% |00% |
|13. Opportunity to return to the same job after |00% |00% |100% |
|maternity/paternity and adoption leave | | | |
|14. Safety at work during pregnancy (e.g. changing the work of a|20% |60% |20% |
|pregnant worker to avoid long periods of standing or lifting | | | |
|heavy objects) | | | |
|15. Pre-natal leave (e.g. time for pregnant women or their |20% |60% |20% |
|partners to attend medical appointments during working hours, | | | |
|either using additional leave or sick leave) | | | |
|16. Staggered return to work after pregnancy (allows employees |20% |80% |00% |
|to negotiate a temporary reduction in hours of work when they | | | |
|return to work) | | | |
|17. A careers room or bringing children to work in emergencies |20% |80% |00% |
|(e.g. provision of a safe location where staff can carry out | | | |
|their regular work duties while caring for dependents until | | | |
|other arrangements can be made) | | | |
|18. Employer assistance with childcare (e.g. employers paying |00% |100% |00% |
|for or reserving places in an existing or on-site child care | | | |
|centre) | | | |

Table-3: Policies in Organizations-Flexible work arrangements

|Topics |Responses |
|(Policies in Organizations-Flexible work arrangements) |(Does Organizations have this policy?) |
| |Don’t Know |No |Yes |
| |(Percentages) |(Percentages) |(Percentages) |
|19. Job sharing (two or more people share one full-time job) |20% |80% |00% |
|20. Telecommuting (e.g. where an employee can work from home or |00% |20% |80% |
|outside of the central workplace using his/her own or the | | | |
|organization’s equipment) | | | |
|21. Cap on overtime (a limit on the number of hours overtime |40% |60% |00% |
|that can be worked) | | | |
|22. Opportunity to negotiate part-time work for full- time |00% |80% |20% |
|employees (e.g. allows employees to work part- time if a family | | | |
|situation changes dramatically) | | | |
|23. Time off in lieu, rostered days off (allows employees to |20% |80% |00% |
|take time off for overtime they worked, instead of payment) | | | |
|24. Self-rostering and/or staggered start and finish times |00% |100% |00% |
|(picking your own start and finish times and/or days as long as | | | |
|you work an agreed number of hours) | | | |
|25. Gradual retirement (allows employees to gradually reduce the|20% |80% |00% |
|number of working hours or duties over an extended period of | | | |
|time, up to several years, prior to retirement) | | | |

Table-4: Policies in Organizations-Additional Work Provisions

|Topics |Responses |
|(Policies in Organizations-Additional Work Provisions) |(Does Organizations have this policy?) |
| |Don’t Know |No |Yes |
| |(Percentages) |(Percentages) |(Percentages) |
|26. Telephone for personal use (e.g. allowing employees to |20% |00% |80% |
|contact family members if needed) | | | |
|27. Counselling services for employees (the organisation pays |20% |00% |80% |
|for counselling services for employees experiencing, among other| | | |
|things, work/family stress) | | | |
|28. Referral services for employees’ personal needs(the |00% |80% |20% |
|organisation provides a referral service – a telephone service | | | |
|that you can use for assistance with personal matters) | | | |
|29. Health programs (e.g. Quit Smoking programs, flu |00% |40% |60% |
|vaccinations on site, Dietary Advice programs) | | | |
|30. Parenting or family support program (the organisation |00% |100% |00% |
|provides a formal educational program on parenting) | | | |
|31. Exercise facilities (the organisation provides on site or |00% |100% |00% |
|subsidises exercise facilities/gym membership) | | | |
|32. Relocation or placement assistance (where an employee has to|20% |80% |00% |
|move for work purposes, the organisation helps the whole family | | | |
|adapt to the new environment) | | | |
|33. Equal access to promotion, training and development |00% |40% |60% |
|(Providing equal access to promotion, training and development | | | |
|by providing encouragement and assistance to those employees | | | |
|with family responsibilities) | | | |

Table-5: Formality of Policies

|Topics |Responses |
|(Formality of Policies) | |
| |Don’t Know |No |Yes |
| |(Percentages) |(Percentages) |(Percentages) |
|34. Does this organisation have written copies of their 'work-life |00% |20% |80% |
|balance' policies? | | | |
|35. Have you seen or been given a copy of this organisation's |20% |80% |00% |
|'work-life balance' policies? | | | |
|36. Is it easy to understand when and how these 'work-life balance' |40% |60% |00% |
|policies can be used by employees? | | | |

Table-6: Policies in Organizations-Leave Arrangements (How Important is this policy personally?)

| |Responses |
| |(How Important is this policy personally?) |
|Topics | |
|(Policies in Organizations-Leave Arrangements) | |
| |Very |Unimportant |Don’t Know |Important |Very important|
| |Unimportant |(Percentages) |(Percentages) |(Percentages) |(Percentages) |
| |(Percentages) | | | | |
|1. Career’s leave (e.g. allows employees to take time off to care for|00% |00% |00% |00% |100% |
|and support a sick family or household member) | | | | | |
|2. Opportunity for leave if care arrangements for children or other |00% |00% |00% |00% |100% |
|dependants break down (e.g. if day-care mother gets sick the employee| | | | | |
|is allowed to take leave to care for his/her child) | | | | | |
|3. Study/training leave (allows employees to take time off for study |00% |00% |00% |20% |80% |
|or training) | | | | | |
|4. Career breaks (e.g. allows employees to negotiate a fixed period |00% |40% |20% |40% |00% |
|of up to several years away from work to undertake study, while | | | | | |
|keeping a job at the end of the term) | | | | | |
|5.Cultural/religious leave (allows employees to take time off for |00% |00% |00% |40% |60% |
|cultural/religious reasons; public holidays excluded) | | | | | |
|6. 48/52 pay averaging for purchasing additional annual leave (allows|00% |00% |100% |00% |00% |
|employees to take extra leave each year by pay averaging so that an | | | | | |
|employee has more leave but is paid at a corresponding lower amount | | | | | |
|of pay across the year) | | | | | |
|7. Bereavement leave (e.g. allows employees to take a minimum leave |00% |00% |00% |20% |80% |
|of 2 days after the death of a family or household member) | | | | | |
|8. Pooling of leave entitlements (e.g. ability to pool all leave |00% |00% |20% |80% |00% |
|entitlements (i.e. sick leave, career’s leave etc.) giving employees | | | | | |
|a larger number of days if they need it for family reasons) | | | | | |

Table-7: Policies in Organizations-Parenting and Pregnancy Policies (How Important is this policy personally?)

| |Responses |
| |(How Important is this policy personally?) |
|Topics | |
|(Policies in Organizations-Parenting and Pregnancy Policies) | |
| |Very Unimportant|Unimportant |Don’t Know |Important |Very important |
| |(Percentages) |(Percentages) |(Percentages) |(Percentages) |(Percentages) |
|9. Unpaid maternity/paternity and adoption leave |60% |20% |20% |00% |00% |
|10. Paid maternity leave |00% |00% |00% |00% |100% |
|11. Paid paternity leave |00% |20% |00% |60% |20% |
|12. Paid adoption leave |00% |60% |40% |00% |00% |
|13. Opportunity to return to the same job after |00% |00% |20% |00% |80% |
|maternity/paternity and adoption leave | | | | | |
|14. Safety at work during pregnancy (e.g. changing the work of a |00% |00% |00% |20% |80% |
|pregnant worker to avoid long periods of standing or lifting heavy| | | | | |
|objects) | | | | | |
|15. Pre-natal leave (e.g. time for pregnant women or their |00% |00% |00% |40% |60% |
|partners to attend medical appointments during working hours, | | | | | |
|either using additional leave or sick leave) | | | | | |
|16. Staggered return to work after pregnancy (allows employees to |00% |00% |20% |80% |00% |
|negotiate a temporary reduction in hours of work when they return | | | | | |
|to work) | | | | | |
|17. A careers room or bringing children to work in emergencies |00% |20% |40% |40% |00% |
|(e.g. provision of a safe location where staff can carry out their| | | | | |
|regular work duties while caring for dependents until other | | | | | |
|arrangements can be made) | | | | | |
|18. Employer assistance with childcare (e.g. |00% |00% |20% |60% |20% |
|employers paying for or reserving places in an existing or on-site| | | | | |
|child care centre) | | | | | |

Table-8: Policies in Organizations-Flexible work arrangements (How Important is this policy personally?)

| |Responses |
| |(How Important is this policy personally?) |
|Topics | |
|(Policies in Organizations-Flexible work arrangements) | |
| |Very |Unimportant |Don’t Know |Important |Very important |
| |Unimportant |(Percentages) |(Percentages) |(Percentages) |(Percentages) |
| |(Percentages) | | | | |
|19. Job sharing (two or more people share one full-time job) |60% |20% |20% |00% |00% |
|20. Telecommuting (e.g. where an employee can work from home or outside of|00% |20% |00% |40% |40% |
|the central workplace using his/her own or the organisation's equipment | | | | | |
|21. Cap on overtime (a limit on the number of hours overtime that can be |00% |00% |20% |60% |20% |
|worked) | | | | | |
|22. Opportunity to negotiate part-time work for full- time employees (e.g.|20% |20% |40% |00% |20% |
|allows employees to work part- time if a family situation changes | | | | | |
|dramatically) | | | | | |
|23. Time off in lieu, rostered days off (allows |00% |00% |00% |80% |20% |
|employees to take time off for overtime they worked, instead of payment) | | | | | |
|24. Self-rostering and/or staggered start and finish |00% |00% |00% |80% |20% |
|times (picking your own start and finish times and/or days as long as you | | | | | |
|work an agreed number of hours) | | | | | |
|25. Gradual retirement (allows employees to gradually reduce the number of|20% |60% |20% |00% |00% |
|working hours or duties over an extended period of time, up to several | | | | | |
|years, prior to retirement) | | | | | |

Table-9: Policies in Organizations-Additional Work Provisions (How Important is this policy personally?)

| |Responses |
| |(How Important is this policy personally?) |
|Topics | |
|(Policies in Organizations-Additional Work Provisions) | |
| |Very |Unimportant |Don’t Know |Important |Very important|
| |Unimportant |(Percentages) |(Percentages) |(Percentage|(Percentages) |
| |(Percentages) | | |s) | |
|26. Telephone for personal use (e.g. allowing employees to contact family |00% |00% |00% |20% |80% |
|members if needed) | | | | | |
|27. Counselling services for employees (the |00% |00% |00% |00% |100% |
|organisation pays for counselling services for employees experiencing, among | | | | | |
|other things, | | | | | |
|work/family stress) | | | | | |
|28. Referral services for employees’ personal needs |00% |00% |20% |60% |20% |
|(the organisation provides a referral service – a telephone service that you | | | | | |
|can use for assistance with personal matters) | | | | | |
|29. Health programs (e.g. Quit Smoking programs, flu vaccinations on site, |00% |00% |00% |20% |80% |
|Dietary Advice programs) | | | | | |
|30. Parenting or family support program (the organisation provides a formal |00% |00% |20% |80% |00% |
|educational program on parenting) | | | | | |
|31. Exercise facilities (the organisation provides on site or subsidises |00% |00% |00% |20% |80% |
|exercise facilities/gym membership) | | | | | |
|32. Relocation or placement assistance (where an |00% |00% |20% |60% |20% |
|employee has to move for work purposes, the organisation helps the whole | | | | | |
|family adapt to the newenvironment) | | | | | |
|33. Equal access to promotion, training and |00% |00% |00% |00% |100% |
|development (Providing equal access to promotion, | | | | | |
|training and development by providing encouragement and assistance to those | | | | | |
|employees with family responsibilities) | | | | | |

Analysis:

Leave arrangements

Carers leave:

100% of the respondents said that they have this policy in the organization. Among the respondents, 100% said this policy is very important to them.

Opportunity for leave if care arrangements for children or other dependants break down:

100% of the respondents said that they have this policy in the organization. Among the respondents, 100% said this policy is very important to them.

Study/training leave:

20% of the respondents said they don’t have this policy and 80% said they have this policy in the organization. Among the respondents, 20% said it’s important and 80% said it’s very important to them.

Career break:

80% of the respondents said they don’t have this policy, 20% said they have this policy in the organization, Among the respondents,40% said it’s unimportant, 20% said they don’t know and 40% said this policy is important.

Cultural/religious break:

20% of the respondents said they don’t know if they have such policy and 80% said they have this policy in the organization, Among the respondents, 60% said it’s very important and 40% said important to them.

48/52 pay averaging for purchasing additional annual leave:

100% of the respondents said they don’t know if they have such policy, 40% said they don’t have this policy. Among the respondents, 100% said they don’t know about the importance of this policy.

Bereavement leave:

20% said they don’t have this policy and 80% said they have this policy in the organization, Among the respondents, 20% said this policy is important and 80% said it’s very important to them.

Pooling of leave entitlements:

60% of the respondents said they don’t know if they have such policy, 40% said they don’t have this policy. Among the respondents,20% said they don’t know and 80% said this policy is important.

Parenting and pregnancy policies

Unpaid maternity/paternity and adoption leave:

40% of the respondents said they don’t know if they have such policy and 60% said they have this policy in the organization, Among the respondents, 20% said it’s unimportant, 20% said they don’t know, 60% said this policy is very unimportant to them.

Paid maternity leave:

100% said they have this policy in the organization. Among the respondents, 100% said it’s very important to them.

Paid paternity leave:

60% of the respondents said don’t know if they have such policy and they don’t have this policy in the organization. Among the respondents, 20% said it’s unimportant, 60% said it’s important and 20% said it’s very important to them.

Paid adoption leave:

20% of the respondents said they don’t know if they have such policy, 80% said they don’t have this policy in the organization, Among the respondents60% said it’s unimportant and 40% said they don’t know.

Opportunity to return to the same job after maternity/paternity and adoption leave:

100% of the respondents said they have this policy in the organization. Among the respondents 20% said they don’t know and 80% said it’s very important to them.

Safety at work during pregnancy:

20% of the respondents said they don’t know if they have such policy, 60% said they don’t have this policy and 20% said they have this policy in the organization. Among the respondents, 20% said it’s important and 80% said it’s very important to them.

Pre-natal leave:

20% of the respondents said they don’t know if they have such policy, 60% said they don’t have this policy and 20% said they have this policy in the organization. Among the respondents, 40% said it’s important and 60% said it’s very important to them.

Staggered return to work after pregnancy:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents, 20% said they don’t know and 80% said it’s important to them.

A carers room or bringing children to work in emergencies:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents, 20% said this policy is unimportant, 40% said they don’t know and 40% said it’s important to them.

Employer assistance with child care:

100% of the respondents said they don’t have this policy in the organization, Among the respondents, , 20% said they don’t know,60% said it’s important and 20% said it’s very important to them.

Flexible work arrangements

Job sharing:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents,60% said it’s very unimportant, 20% said they don’t know and 20% said it’s unimportant to them.

Telecommuting:

20% of the respondents said they don’t know if they have such policy and 80% said they have this policy in the organization. Among the respondents, 20% said it’s very unimportant, 20% said they don’t know, 20% said this policy is important and 20% said it’s very important to them.

Cap on overtime:

40% of the respondents said they don’t know if they have such policy and 60% said they don’t have this policy in the organization. Among the respondents, 20% said it’s unimportant, 40% said this policy is important and 40% said it’s very important to them.

Opportunity to negotiate part- time work for full time employees:

80% of the respondents said they don’t have this policy and 20% said they have this policy in the organization. Among the respondents, 20% said it’s very unimportant, 20% said it’s unimportant,40% said they don’t know and 20% said it’s very important to them.

Time off in lieu, rostered days off:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents, 60% said they don’t know, 40% said this policy is important to them.

Self rostering and or staggered start and finish times:

100% said they don’t have this policy in the organization. Among the respondents, 80% said it’s important and 20% said it’s very important to them.

Gradual retirement:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents, 20% said they don’t know, 20% said this policy is very unimportant and 60% said it’s unimportant to them.

Additional work provisions

Telephone for personal use:

20% of the respondents said they don’t know if they have such policy and 80% of the respondents said they have this policy in the organization. Among the respondents, 20% said this policy is important and 80% said it’s very important to them.

Counseling services for employees:

20% of the respondents said they don’t know if they have such policy and 80% of the respondents said they have this policy in the organization. Among the respondents, 100% said it’s very important to them.

Referral services for employees’ personal needs:

80% of the respondents said they don’t have this policy and 20% said they have this policy in the organization. Among the respondents, 20% said they don’t know, 60% said this policy is important and 20% said it’s very important to them.

Health programs:

40% of the respondents said don’t have this policy and 60% said they have this policy in the organization. Among the respondents, 20% said this policy is important and 80% said it’s very important to them.

Parenting or family support program:

100% of the respondents said they don’t have this policy in the organization. Among the respondents, 20% said they don’t know and 80% said this policy is important to them.

Exercise facilities:

100% of the respondents said they don’t have this policy in the organization. Among the respondents, 20% said this policy is important and 80% said it’s very important to them.

Relocation or placement assistance:

20% of the respondents said they don’t know if they have such policy and 80% said they don’t have this policy in the organization. Among the respondents, 20% said they don’t know, 60% said this policy is important and 20% said it’s very important to them.

Equal access to promotion, training and development:

40% of the respondents said they don’t have this policy and 60% said they have this policy in the organization, among the respondents, 100% said it’s very important to them.

Formality of policies

❖ 20% of the respondents said they don’t know and 80% said they have written copies of their work life balance policies in the organization.

❖ 80% of the respondents said they haven’t seen or given and 20% said they don’t know of their work life balance policies in the organization.

❖ 40% of the respondents said they don’t know and 60% of the respondents it’s not easy to understand when and how to use these policies.

Leave Arrangement:

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Now we can analyze from above tables & figures;

Leave Arrangements

|Topic |Don’t Know |No |Yes |
|Policies in Organizations- |7 |10 |23 |
|Leave Arrangements | | | |

[pic]

This indicates that in case of policies in organization-leave arrangements 58% respondents told that these policies exist in that organization. So, I can tell NCCBL as a work life balance organization in this issue.

Parenting and Pregnancy Policies

|Topic |Don’t Know |No |Yes |
|Policies in Organizations- |10 |25 |15 |
|Parenting and Pregnancy Policies | | | |

[pic]

This indicates that in case of policies in organization-parenting and pregnancy policies the highest 25 points indicates that these policies do not exist in that organization. So, I can tell NCCBL is not a work life balance organization in this issue.

Flexible Work Arrangements

|Topic |Don’t know |no |Yes |
|Policies in Organizations-Flexible |5 |25 |5 |
|work arrangements | | | |

[pic]

This indicates that in case of policies in organization-flexible work arrangements he highest
25 points indicates that this policy does not exist in that organization. So, I can tell NCCBL is not a work life balance organization in this issue.

Additional Work Provision

|Topic |Don’t Know |No |Yes |
|Policies in Organizations- |03 |22 |15 |
|Additional Work Provisions | | | |

[pic]

This 22 points indicates that in case of policies in organization-additional work provisions, these policies does not exist in that organization. So, I can tell SIBL is not a work life balance organization in this issue.

Formality of Policies

|Topic |Don’t Know |No |Yes |
|Formality of Policies |3 |8 |4 |

[pic]

This indicates that in case of formality of policies in the organization- 53% respondents told that these policies do not exist in that organization. So, I can tell NCCBL is not a work life balance organization in this issue.

OVERALL POLICIES IN ORGANIZATIONS (DOES ORGANIZATIONS HAVE THIS POLICY?):

|Topic |Don’t know |No |Yes |
|Overall Policies in Organizations (Does |28 |90 |62 |
|Organizations have this policy?) | | | |

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This indicates that in case of overall policies in organization 50% respondents told that these policies do not exist in that organization. So, I can tell NCCBL is not a work life balance organization at all.

7. RECOMMENDATIONS

1. Commitment – Management and policy decisions will commit the organization to a systematic approach to work-life balance.

2. Systems/Planning – Systems will be in place to implement work-life balance arrangements, and these will be included in business plans, training plans and project plans.

3. Action/Implementation – There will be a clear and systematic approach to the implementation and deployment of work-life balance arrangements.

4. Review and Assessment – Systematic review and assessment of the impact of work-life balance arrangements will be demonstrated, and managers' performance related to the achievement of work-life balance will be regularly reviewed.

5 keys for employees to improve work life balance:

Figure Out What Really Matters to You in Life

Getting priorities clear is the first and most essential step toward achieving a well-balanced life. The important point here is to figure out what you want your priorities to be, not what you think they should be. If someone answers thoughtfully and honestly, the result will be a list of your top five priorities. Fort gang says a typical top-five list might include some of the following: Children, Spouse, Satisfying career, Community service, Religion/spirituality, Health, Sports, Art, Hobbies, such as gardening, Adventure/travel etc.

Drop Unnecessary Activities

By making a concrete list of what really matters to you, one may discover he’s devoting too much time to activities that aren't a priority, and you can adjust your schedule accordingly. If at all possible, dropping any commitments and pursuits that don't make top-five list, because "unnecessary activities keep you away from the things that matter to one."

Protect Your Private Time

If work consistently interferes with your personal time, discussing some adjustments with boss is fruitful. One’s job performance should never be judged in terms of hours of input, protecting one’s private time often leads to "greater satisfaction in both work life and personal life, greater productivity, and more creativity." If you're your own boss, it's up to you to create boundaries that keep work from intruding on family time. Lachlan Brown is president of Tech for People, a small business consulting firm specializing in Internet marketing. "I make it very clear at the beginning of any new business relationship that if I work nights and/or weekends then this is purely by choice," he tells WebMD. "I've told clients more than once that if they call me at night or on the weekend that they shouldn't expect me to a) answer the phone and b) reply until the next business day."

Accept Help to Balance Your Life

Allow yourself to rely on your partner, family members, or friends -- anyone who can watch the kids or run an errand while you focus on other top priorities. To get more alone-time with your partner, accept babysitting offers from friends and family, or try arranging a regular trade-off with another couple.

Plan Fun and Relaxation

Fun and relaxation are an essential part of living a well-balanced life. If you believe that the most important thing is to be happy in life (not when I'm a millionaire or when I retire but right now) then you can always make time. Until you get into the habit of taking time for yourself, set aside space in your planner for relaxation and fun. Plan what you're going to do and make any necessary arrangements, such as childcare, to ensure you'll be able to keep your commitment. Remember, you make time for what you want to make time for. If something is important to you, don't brush it aside with a dismissive "I don't have time for that." You are in charge of your own schedule -- it's up to you to make time.

8. CONCLUSION:

A better balance between work and life is an issue for everyone, not just those with caring responsibilities. Simple changes can make all the difference to all employees trying to balance their personal and working lives more successfully. Money is saved through reduced sickness absence, stress, recruitment and training costs and productivity is raised through better moral, it makes good business sense. It's a win situation for all concerned and we would like more organizations to take up this issue in their workplace. Included are initiatives such as integrating the development of all work-life balance policies and activities; publicly promoting work-life balance through awards programs; supporting employers; and developing projects to reduce work-related stress.

Work-Life Balance isn't the soft option. It's about employers and employees working together to find out how they can both gain from a more imaginative approach to working practices…Employers worldwide are recognizing of their own accord that it makes good business sense to provide opportunities for their workforce to achieve a better balance – with a pay-back of increased morale, better effectiveness and productivity, and the ability to embrace change. The workplace has altered dramatically over the last decade and old methods are no longer appropriate as employers accept that their most valuable asset is their workforce… if you as an employer are failing to address these issues, you are placing your business at a distinct disadvantage – and keeping one foot firmly in the 20th century while other players in your sector develop their competitive edge for the future

Government policy has a significant influence on people's work-life balance. Among other things, it sets the ground rules for how workplaces operate, how people receive income and help with finding work, how people are educated and how childcare is structured. Government is also a major employer. The Government is not about to tell employers how to run their companies, or employees how to run their lives. Government has a major leadership role in promoting work-life balance and working in partnership with others to find win-wins, not prescriptive solutions.

9. REFERENCES:

• Clark, C S. "Job Stress." CQ Researcher, 4 August 1994. CQ Researcher. Retrieved 1 March 2007 .
• "Effects of Stress." WebMD. 2 June 2005. Healthwise, Incorporated. 3 April 2007.
• Fisk, Donald M., "American Labor in the 20th Century.", Compensation and Working Conditions Online. 30 June 2003. Bureau of Labor Statistics. Retrieved 4 April 2007.
• Freking, Kevin., "Study Links Child Care to Poor Behavior." ABC News, 26 March 2007. The Walt Disney Company, Retrieved 4 April 2007.
• Gallitano, Thomas., "Small Necessities Leave Act, Maternity Leave Act". J. CKRP & F. 2007. Conn Kavanaugh Rosenthal Peisch & Ford, LLP. Retrieved 16 February 2007 .
• How extreme is your job? There is a danger of the 70-hour workweek becoming the new standard. Survey, 18 February 2007. Retrieved 18 February 2007.
• "Kenexa Research Institute finds that when it comes to work-life balance, men and women are not created equal", Kenexa, July 25, 2007. Accessed May 27, 2008.

• Matuska, Kathleen & Christiansen, Charles et al. (eds). Life Balance: Multidisciplinary Theories and Research. Bethesda, MD: AOTA Press/Slack Publishers. 2009
• O'Bannon, Brent., "Balance Matters: Turning Burnout Into Balance". R&B Publishing, TX: 2007.
• Paving the Road for Women to Return to Work. Nightly Business Report. PBS. 8 December 2005. Retrieved 3 April 2007 .
• Stebbins, Robert A. (2009) "Personal Decisions in the Public Square: Beyond Problem Solving into a Positive Sociology". New Brunswick, NJ: Transaction. ISBN 9780765802279
• Stevens, J., Brown, J. and Lee, C. (2004) The Second Work-Life Balance Study:
Results from the Employees’ Survey. Employment Relations Research Series No.
27. DTI. http://www.dti.gov.uk/files/file11499.pdf

• Survey: U.S. Workplace Not Family-Oriented., Forbes, 1 February 2007. Retrieved 17 February 2007.
• Work-Life Balance Defined., 2006.
• Work-life policies in Great Britain: What works, where and how? Sadia Nadeem and Hilary Metcalf. URN 07/826. July 2007

Appendix