Impact of Work-Life Balance on Job Satisfaction

IMPACT OF EMPLOYEES WORK LIFE BALANCE ON JOB SATISFACTION:
(THE CASE OF DASHEN BANK IN THE ARBAMINCH TOWN)
THESIS (RESEARCH)
BY: ANTENEH ASHA ADE (PRBE/007/13)
May 2022
Arab Minch
Ethiopia

IMPACT OF EMPLOYEES WORK LIFE BALANCE ON JOB
SATISFACTION :( THE CASE OF DASHEN BANK IN THE ARBAMINCH
TOWN)
A THESIS SUBMITTED TO THE UNIVERSITY OF ARBA MINCH COLLEGE OF
BUSINESS AND ECONOMICS DEPARTMENT OF MANAGEMENT IN PARTIAL
FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS OF
BUSINESS ADMINISTRATION (MBA)
PRINCIPAL ADVISOR: GETAHUN KELEMEWORK (ASSI, PROFESSOR)
COADVISOR:DANEIL JOSEPH (ASSI, PROFESSOR)
May 2022
Arba Minch
Ethiopia

Statement of Declaration
I, the undersigned, declare that this study entitled “THE IMPACT OF EMPLOYEES'
WORK LIFE BALANCE ON JOB SATISFACTION”: In the case of Dashen bank in the
Arba Minch town. Organization is my original work and has not been presented for a
degree in any other University and that all sources of materials will be used for the study
have been duly acknowledged.
Declared by
Name: Anteneh Asha Ade
Signature-----------------------
Date----------------------

STATEMENT OF CERTIFICATION
SCHOOL OF GRADUATE STUDIES
ARBA MINCH UNIVERSITY
ADVISORS’ PROPOSAL APPROVAL SHEET
This is to certify that the thesis entitled “THEIMPACT OF EMPLOYEES WORK LIFE
BALANCE ON JOB SATISFACTION'': In the case Dashen Bank in the Arab Minch town has
been carried out by ANTENEH ASHA ADE, ID NO PRBE/007/13, under my/our supervision.
Therefore, I/we recommend that the student’s thesis can be presented for review and open oral
presentation.
Advisors: Getahun Kelemework (Assi, Professor)
Signature-----------------------------------------------------------
Date-----------------------------------------------------------
Co-Advisors: Daniel Joseph (Assi, Professor).
Signature-----------------------------------------------------------
Date-----------------------------------------------------------

ARBA MINCH UNIVERSITY SCHOOL OF POST
GRADUATE STUDIES COLLEGE OF BUSINESS AND
ECONOMICS DEPARTMENT OF MANAGEMENT
EXAMINERS’ PROPOSAL APPROVAL SHEET
Approved by: We the examiners’ board approve that this thesis proposal has passed through the
defense and review process
Internal Examiner: -------------------------------- Signature ___________________
Date ____________________
ExternalExaminer : --------------------------------------- Signature __________________
Date__________________
Chairperson ______________________________ Signature ___________________
Date ______________________
Chair of Department or Graduate Program Coordinator Signature and Stamp of the
Department/School

Table contents Page
Contents
Statement of Declaration .............................................................................................................2
STATEMENT OF CERTIFICATION..........................................................................................3
LIST OF ACRONYMS/ABBREVIATION...................................................................................8
ABSTRACT...............................................................................................................................9
CHAPTER ONE..........................................................................................................................i
1.1 INTRODUCTION............................................................................................................... 10
1.2 STATEMENT OF THE PROBLEM................................................................................... 12
1.3. GENERAL OBJECTIVE OF THE STUDY ......................................................................... 14
1.3.1. Specific Objectives of the Study ....................................................................................... 14
1.4. RESEARCH QUESTION ...................................................................................................14
1.5 SIGNIFICANCE OF STUDY .............................................................................................. 14
1.6 SCOPE OF THE STUDY ....................................................................................................15
CHAPTER TWO...................................................................................................................... 18
2. REVIEW OF RELATED LITERATURE............................................................................... 18
2.1 THEORETICAL LITERATURE REVIEW........................................................................... 18
2.1.1. DEFINITION AND CONCEPT OF WORK LIFE BALANCE........................................... 18
2.1.2. THE THEORY OF WORK LIFE BALANCE ...................................................................19
2.1.2.1 SEGMENTATION MODEL.......................................................................................... 19
2.1.2.2 SPILLOVER MODEL...................................................................................................19
2.1.2.3. COMPENSATION MODEL.......................................................................................... 19
2.1.2.4 INSTRUMENTAL MODEL......................................................................................... 20
2.1.2.5 CONFLICT MODEL.....................................................................................................20
2.1.3.3. ROLE THEORY........................................................................................................... 20
1. Work to Family life Interference (WLI) .................................................................................. 21
2. Family life to Work Interference (FIW).................................................................................. 21
2.2. FACTORS INFLUENCING WORK LIFE BALANCE......................................................... 22
2.2.1 INDIVIDUAL FACTORS INFLUENCING MLB.............................................................. 23
2.2.2. ORGANIZATIONAL FACTORS INFLUENCING WLB.................................................. 24
2.2.2.1 Flexible Work time Arrangements and WLB..................................................................24

2.2.2.2 Work Condition.......................................................................................................... 25
2.2.2.3 Work Life Balance Programmes, Practice and WLB......................................................... 26
2.2.2.4 Work Life Balance Policies as Shrm Decision and WLB .................................................. 27
2.2.2.5 Work Support and WLB............................................................................................. 27
2.2.2.6 Job Stress and WLB..................................................................................................28
2.2.2.7 Work Overload and WLB............................................................................................ 28
2.2.2.8 ROLE RELATED FACTORS AND WLB....................................................................29
2.2.3 SOCIETAL FACTORS INFLUENCING WL...................................................................29
2.2.3.1 Childcare Responsibilities and WLB ............................................................................... 29
2.2.3.2. Family Support and WLB .............................................................................................. 30
2.3. WORK LIFE BALANCE MEASUREMENT....................................................................... 30
2.4. ORGANIZATIONAL SUPPORT........................................................................................ 31
2.4.2. Informal organizational support. ....................................................................................... 32
2.5. DEFINITION AND CONCEPT OF JOB SATISFACTION .................................................. 34
2.5.1. THE THEORY OF JOB SATISFACTION........................................................................ 35
2.5.2. THERELATIONSHIPBETWEENJOBSATISFACTIONANDITSDETERMNANTS........... 35
2.6. REVIEW OF EMPIRICAL LITERATURE.......................................................................... 40
2.7. CONCEPTUAL FRAMEWORK......................................................................................... 41
2.8. OPERATIONAL DEFINITION OF VARIABLE .................... Error! Bookmark not defined.
CHAPTER THREE...................................................................... Error! Bookmark not defined.
3. RESEARCH METHODOLOGY.............................................. Error! Bookmark not defined.
3.2 SAMPLING TECHNIQUES AND SAMPLE SIZE.................. Error! Bookmark not defined.
3.2.1 The sampling technique................................................. Error! Bookmark not defined.
3.3 DATA COLLECTION METHOD........................................... Error! Bookmark not defined.
3.3.1 Data source ......................................................................... Error! Bookmark not defined.
3.3.2 PROCEDURE OF DATA COLLECTION ............................ Error! Bookmark not defined.
3.4 DATA ANALYSIS METHOD................................................ Error! Bookmark not defined.
3.4.1 Data Processing ................................................................... Error! Bookmark not defined.
3.4.2. DATA ANALYSIS............................................................. Error! Bookmark not defined.
3.5 ETHICAL CONSIDERATION............................................ Error! Bookmark not defined.
WORK PLAN ............................................................................. Error! Bookmark not defined.
BUDGET BREAKDOWN SCHEDULE ....................................... Error! Bookmark not defined.
COST BREAK DOWN SCHEDULE............................................ Error! Bookmark not defined.

TIME BREAK DOWN SCHEDULE............................................ Error! Bookmark not defined.
REFERENCE.............................................................................. Error! Bookmark not defined.
APPENDICES.......................................................................................................................... 87
ACKNOWLEDGEMENTS
Firstandforemost,IwouldliketothankGod,whohasbeenwithmefromthebeginningtothe
endofmytask.
NexttoGod,Iwouldliketoexpressmydeepestgratitudetomyadvisor,getahun
kelemwork;that I
amgratefulforthesupport,guidanceandencouragementIreceived.Itishisvaluablecomm
entsandguidancethroughtheresearchworkthatmadethisworkpossible.Andtherearenu
merouspeople,withoutwhom,completingthisthesiswouldhavenotbeenachieved;Iama
ppreciativeofthesupportandassistancefrommyfamiliesandtheunderstandingofallofmy
friends.Iwouldliketosincerelythankdepartmentheads,the supervisorsoftheDashen
bank under studyforprovidingthenecessaryinformationfortheinputofthisthesis
work.Finally,Iamindebtedtoallrespondentsthatmadethisstudypossibleinsharingtheirt
houghtsandexperiences;allthepeoplewhoparticipatedintheresearchprocess,astheirinv
olvementhascontributedtothesuccessofthisproject,whichIamgratefulfor.Yet,gratitude
failsto sayitall.

LIST OF ACRONYMS/ABBREVIATION
BOD: Bank of Dashen
FWAs: Flexible Work Time Arrangements
WLB: Work Life Balance.
WLC: Work Life Conflict
WLI: Work to Family (Personal life) Interference
FIW: Family to Work Interference
SHRM: strategy human resource management
SPSS=StatisticalPackageforSocialScience
ANOVA=AnalysisofVariance

ABSTRACT
Work-life balance in its broad sense captures all aspects of employees’ personal and work life and Job
satisfaction has been defined as “a pleasurable or positive emotional state resulting from the appraisal
of one’s job or job experiences”. The study objectives analyzed the impact of work life balance on job
satisfaction in two selected Dashen bank in the Arba Minch town.
The study employedcombination of Descriptive & causal research designs in which a
simplerandomsamplingtechniquewas used to collect data from employees of Dashen Bank found
inbranchesunderthetwoofArba Minch town.Since the total number of employees in the Dashen bank
in Arba Minch town was 60. Therefore, the researchers decided to undertaken the whole population
as a targeted group through census survey.
Data was collected to primary data used to Structuredquestionnaireswere applied
togatherthesedatathroughacross-sectionalsurvey. Thecollected data was analyzed using
SPSSsoftware version 20.In addition, to analyze the collecteddata descriptive statistics (frequencies,
means & standard deviations), ANOVA, independentsample T-test, correlation & regression analysis
were used.
The major findings of this study were help banks to understand the role of work life balance practices
on job satisfaction. And it focuses on the relationship between two domains work and family and their
influence on work to family interference and family to work interference.
Based on the findings of the study, it is recommended that top management should realize the effect
of work life balance on job satisfaction and should implement work life balance programs, practices
and policies, and also it is essential that HR departments are responsive to the needs and constantly
changing requirements of workforce and the effect of environmental issues in order to improve
programs and policies of work life balance like locally attainable flexible work time arrangements
and to give more focus to WLB incentives and factors and suggestion for other researchers are also
forwarded.

Key words: - work-life balance, job satisfaction, work life conflict, WLB program or
police, working condition, working time, work load & organizational support.
CHAPTER ONE
INTRODUCTION
BACKGROUNDOFTHESTUDY
Today many organizations failed to recognize the significance of the working environment for
employee job satisfaction. Work -life balance can be described as those practices at work place that
appreciate and support the needs of employees in achieving a balance between the demands of their
work and their lives. Most of employees’ time is spent at the workplace, doing their work to take
over their lives as a whole. The employees in present are their working hours, work pressure, high
demanding jobs; use of sophisticated technology makes it difficult for employees to keep balance
between their job and work commitments. Businesses are facing increasing demands to raise
efficiency and becoming more responsive to customers and employees. No longer is it just a matter
of remuneration and promotional prospects; job seekers are increasingly making employment
decisions on how well their current or potential workplace can support balance between personal
lives and paid occupation. The increasing demand from their job requires employees to be even
more committed to their work, even after office hours. This has resulted in a lot of work related
problems such as stress and an imbalance in their roles as a worker, increasing turnover and
absenteeism to parents or family members (Hamidi, 2005).
Work and Life have been rather loosely defined in literature (Guest, 2002) where work is paid
employment and life is everything outside of the formal employment but is usually used to denote
the realm of family or home life (Ransom, 2007). The concept is loosely defined and is seen to
derive from gender division of labor and this renders work life balance its narrow focus
(Ransom2007). Further, balance implies an equal distribution of work and the rest of life. It is not
possible to ensure that at all times there is an equal distribution among these. According to Guest,
the term Work-Life Balance is in itself a misnomer (Guest, 2002). Given the fluid nature of needs

and responsibilities and their changing nature at different life stages, the division of activity will
neither be easy to measure nor equal, and therefore notions of negotiation, cooperation and
compromise, reciprocity and complementary might be better terms than balance (Ransom 2007).
Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is
mainly based on an individual's perception of satisfaction. Job satisfaction can be influenced by a
person' stability to complete required tasks, the level of communication in an organization, and the
way management treats employees.
Job satisfaction falls into two these are Affective job satisfaction and cognitive job satisfaction.
Affective job satisfaction is a person's emotional feeling about the job as a whole.
Cognitive job satisfaction is how satisfied employees feel concerning some aspect of their job, such
as pay, hours, or benefits. Guest (2002) noted that work - life balance has always been a concern of
those interested in the quality of working life and its relation to broader quality of life. The concept
of work life has been abstracted from the job satisfaction level of an employee, which is an extrinsic
factor of job satisfaction. It aimed to provide quality of life for an employee at the same time
retaining the productivity levels of an employee at the workplace. The level of employees' job
satisfaction increases by many factors and when employees are satisfied with their work, they feel
motivated. The demand of employees' work- life balance is increased by changes in trends in the
business such as change in organization structure, diversity of workforce and female employees
working in organizations.
People should choose a job to provide a good life for themselves and their families. Job is
considered as a tool which helps people to reach their aims. But the important issue is whether a
person is satisfied with his/her job Burke (2000). Moreover, the role of work has been changed
throughout the world due to economic conditions and social demands.
A study conducted by Maren, R. etal (2013) to analyze work-life balance and job satisfaction among
teachers exposed a negative relationship between work-life conflicts and job satisfaction. This study
suggested that if organizations offer facilities to reduce work-life conflicts, it will lead to
improvement in employees’ job satisfaction.

In the effort to be more understanding of the employees’ needs, more organizations today are trying
a “family-friendly policy” in their organizations. This is as a way of winning the hearts of the
employees, as well as the organizations “realization of their role in the society.
The area of work–life research in that work-family conflict has been shown to have an unfavorable
relation with variety of variables associated with employee work life, home life, and general health
and well-being: greater health risks for working parents, lowered performance in the parental role,
lowered productivity at work, less life satisfaction, anxiety, and work stress (Hamidi,2005).
In this study a particular interest was to look at some highlighted independent variables, namely
(work to life interference, life to work interference, work time arrangement, work-life
balance program, workload, working condition, Employed assistance program and organizational
support,) and their relationships and effects towards employees’ job satisfaction. This
interest originated from the need for organizations to cater to employees’ demand for more flexible
policies in terms of matters which are related to life besides that in the workplace.
It is hoped that through this research, a better way of giving more choices and space for employees
to deal with their work and life matters.
1.2 STATEMENT OF THE PROBLEM
Work-life balance is vital for life, family and job satisfaction and it also helps in reducing
absenteeism and employee turnover (Carlson, Kacmar, & Williams, 2000). Work life imbalance is a
form of inter-related conflict in expectation between both work and life roles (Higgins, Duxbury and
Lyons, 2007). Studies suggest that work-life conflicts create stress on the employee and cause low
performance for the organization. It is important for an organization to gain an optimal level of
performance from an employee but work-life conflicts put limitations on such achievements. There
tends to be a reverse relationship between employeeperformanceand work-life imbalance.
It is believed that balancing a successful career with a personal or family life can be challenging and
has an impact on job satisfaction. In addition, it is important for every organization to take necessary
steps to maintain a healthy balance between work and private lives so that both employees and the
company can be benefited in the long term. Employees want jobs that give them flexibility in their
work schedules and others can better manage work–life conflicts. Organizations that do not help
their people achieve work–life balance will find it increasingly difficult to attract and retain the most

capable and motivated employees. Accordingly, work-life facilitation was found to be associated
with positive feelings about work (Aryee et al.,2005), such that to the extent that activities and
responsibilities at work were perceived to enhance activities and responsibilities at home, employees
experienced greater job satisfaction and organizational commitment. Thus, key to successful work-
life integration and resolution of work-life imbalance is supposed to be that control over work
scheduling and/or a work environment supportive to the work-life needs of employees, which
includes a supportive supervisor and /or formalized workplace policies that provide for and make
accessible, flexible work scheduling options.
Banks timing is mostly from 8 am to 5 pm in our county, but originally there is no time limit so
employees have to work for longer hours due to unpredictable workflows, and fast work places with
tight deadlines compared to other jobs, which is also a reason of concern and motivated a researcher
to do in this sector. As a result, researchers want to report experiencing stress and work life -
imbalance.
In our country, Ethiopia, it has not given enough attention to the deals up on the impacts of work-
life balance aspects on job satisfaction in the bank of Dashen in particular, in the banking sector in
general. Even though some research works might have one of these particular problems, the
researcher would try to incorporate recent information about the current impact of work life balance
on job satisfaction. The current study examined the relationship between job satisfaction and work-
life balance practices at the bank of Dashen employees in the Arba Minch town.
The banking industry can contribute to economic growth and they are just in the economy as there is
backbone in the human body. Modern banks are playing lots of new roles and making life of
common consumers as well as business men easy. Overtime, the banks have undergone significant
changes in terms of branch expansion (outreach), automation of operations and service delivery,
which is characterized by intense competition and increased deregulation. The separation power and
function of the national bank of Ethiopia increased deregulation, in order to encourage the investors
to participate in the banking sectors, as a result the number of banks has been increased which
further raises the competition and difficulty among the banks. In this competitive environment, each
bank wants to attract qualified manpower and to retain potential employees and at the same time to
be profitable. In order to achieve this, the bank of Dashen must have healthier and more productive
employees, which can be maintained through effective work life balance management practices,

programs and policies. As such, the research investigates the state and relationship of work life
balance (WLB) and job satisfaction in the Dashen bank, specifically in the Arbaminch town.
1.3. GENERAL OBJECTIVE OF THE STUDY
The general objective of the study is to examine the state and analyze the impact of work life
balance on employee’s job satisfaction in the dashen bank Arba Minch town.
1.3.1. Specific Objectives of the Study
The specific objective of study should be intended to achieve the following:
 to examine the effect of work to life interference on employees’ job satisfaction
 To examine the effect of life to work interference on employees’ job satisfaction
 To assess the effect of work/life enrichment on employee’s job satisfaction
 1.4. RESEARCH QUESTION
To this end, study tried to answer the following research questions:
A. What is the effect of work to life interference on job satisfaction in the Bank?
B. What is the effect of life to work interference on job satisfaction in the bank?
c. What is assessing the effect of work/life enrichment on job satisfaction?
1.5 SIGNIFICANCE OF STUDYT
There are many industries, which are enriching our economy. Among those industries, the banking industry
is the most important. It has created many jobs towards the economy. This significant study is selected for
Dashen Banks in addition to fulfilling the man power requirement. Primarily results for study will have the
benefits by understanding the state of work life balance and its effect on job satisfaction in increasing the
organization performance can be enhanced and achieves organization goals. It will help the organizations to
take corrective measures. And they will intend to help the organizational management to direct their
attention to the highly essential and contemporary function of human resource management. These studies
with regard will have the following importance:

 The findings of this study will help banks to understand the role of work life balance
practices on job satisfaction.
 To identify the prevalent type of work life balance in banks.
 To identify human resource coping mechanisms for achieving Work Life Balance.
 To provide recommendations for better work-life balance policies, and strategies.
 It will provide literature for the bank industry under work life balance.
1.6 SCOPE OF THE STUDY
The scope of study is targeted at the Branch of Bank with two private banks which is a leave program of the
banking industry for longer years. And based on their number of branch distributions in Arba Minch
namely, dashen bank. The findings of this study will have paramount importance if additional branches are
to be established in the Arba Minch town. In this connection, to different determinants like employees ‘job
satisfaction, to organizational productivity and employees' motivation and performance. These studies will
be able to share delimitation in the sampling frame, which only considered Branches.
1.6 LIMITATIONS OF THE STUDY.
To the successful completion of the title, the researcher faced problems like lack of up-to-date and
sufficient reference material, and to some extent lack of getting full support from
andwillingnessofparticipants,i.e.,beingbusy.
1.7DEFINITIONOFTERMS
Thefollowingaresometerms/conceptsusedintheresearchrepeatedly.Thedefinitionsaregivenforabetter
understandingthroughouttheresearchdocument:
1. Flexible work time arrangement is the time associated with the productive activities of jobs and
the arrangement of this time during a specified reference period. It comprises the concepts of working
time associated with periods of time spent on or towards the production of all goods and services, and
the concepts of working time that relate to characteristics describing how that time is organized for
the performance of work.
2.Working conditions are defined as” one of the key areas include provisions that define minimum
requirements for all workers in a range of areas including working hours, information and

consultation of workers, occupational health and safety at work as well as conditions for part time,
full time and temporary agency workers “.
3. WorkingTime: Working time isnoted tobe one of the mainaspectsthatimpactlivesof
employeesandthecompetitiveness of firms. Working hour or time is identified as the period in a day
or ina weekwhenthe employeeregularly renders service tothe benefitof his/her employer
4. WORK LIFE BALANCE PROGRAM OR LEAVE PROGRAM:
Work life balance program or leave program are deliberate organizational changes in programs or
organizational culture that are designed to reduce work-life conflict and enable employees to be more
effective at work and in other roles.
5. Workload is the attribute of work that can be identified as thepersonalset ofskills
employeeshaveandhow theyexecutetask demands within thegiven time.
6. Work Life Balance: is a method which helps employees of an organization to balance their
personal and professional lives. Work life balance encourages employees to divide their time on the
basis on priorities and maintain a balance by devoting time to family, health, vacations etc. along with
making a career, business travel etc.
7. Work Organization support is positive and emotional that employees form a universal perception
concerning the extent to which the organization values their contributions and cares about their well
being.
8. Work-life conflict is an extension of work-family conflict reflecting the reality that the work role
may interfere with individuals’ other personal life roles and interest.
9. Job satisfactions define as a pleasurable or positive emotional reaction to a person’s job
experiences.
1.8 ORGANIZATIONOFTHE THESIS
Theresearchreportwasorganizedinfivechapters.Accordingly,thefirstchaptercommenceswiththeintroduc
tionpartofthestudy;thesecondchapterwouldbepresentationofrelatedliteratureofthestudy;thethirdchapter
wasfocusonresearchmethodologyandthefourthchapterwere results and discussa
boutdatapresentationandanalysisand

finallyinchapterfivesummarizedthereport,conclusionandproblemsandlimitationshasbeengivenaswellas
recommendationandsuggestionforfuture researchwasforwarded.

CHAPTER TWO
2. REVIEW OF RELATED LITERATURE
INTRODUCTION
Thisliteraturereviewattemptstodiscussthevariousliteraturerelatedtowork-life balance on job satisfaction which
hasimpactonemployeejob satisfaction.
Itpresentstheopinions,principles,theories,findingsandrecommendationsofrelatedresearchesofdifferentpeople,obtai
nedandtobeusedinthestudy.Itgivesatheoretical,empiricalandconceptualframeworkofthetopic,presentsgeneralfacts
ofpreviousfindingsandindicatesthegap thatit intends tofill concerningthisconcept.
2.1 THEORETICAL LITERATURE REVIEW
2.1.1. DEFINITION AND CONCEPT OF WORK LIFE BALANCE
According to Clark (2000) Work life balance is the phenomenon of striking an ideal balance between the
professional life of an individual and their personal life with all of their respective associations. The level of
importance being given to this phenomenon these days is because of the harmful results brought about because
of the severe lack of this phenomenon. The concept of work-life balance deals with finding the ways of balance
that an individual creates between competing demands of work and home, i.e., how individuals do or should
fulfill their employment related and personal responsibilities in such a way that an overlapping situation is not
created. According to the research paper, “Is Happiness Relative?”an effective work life balance makes a person
happier and more content (satisfied) (Veen hoven, 1991). This contentment leads people to maintain the level of
hard work they put in their respective careers and remain satisfied. While the researcher does not suggest that
working harder to achieve more milestones or the thirst to advance is harmful, through careful observations it
has been revealed that in their higher ambitions to achieve more, people put forth extreme efforts which reduces
the level of satisfaction they used to experience before; because their working time has increased and they have
lost a health work life balance. Although work/life balance has traditionally been assumed to involve the
devotion of equal amounts of time to paid work and non-work roles, more recently the concept has been
recognized as more complex and has been developed to incorporate additional components. A recent study

explored and measured three aspects of work/life balance (Greenhaus et al 2003). 1) Time balance, which
concerns the amount of time given to work and non-work roles. 2) Involvement balance, meaning the level of
psychological involvement in, or commitment to, work and non-work roles. 3) Satisfaction balance or the level
of satisfaction with work and non -work roles.
Guest (2002) noted that work- life balance has always been a concern with those interested in the quality of
working life and its relation to broader quality of life. The concept of work life has been abstracted from the job
satisfaction level of an employee, which is an extrinsic factor of job satisfaction. It aimed to provide quality of
life for an employee at the same time retaining the productivity levels of an employee at the workplace. The
level of employees' job satisfaction increases by many factors and when employees are satisfied with their work,
they feel motivated. The demand of employees' work -life balance is increased by changes in trends in the
business such as change in organization structure, diversity of workforce and female employees working in
organizations.
2.1.2. THE THEORY OF WORK LIFE BALANCE
Zedeck and Mosier (1990) and later O’Driscoll (1996) identified typically five main models used to explain
the relationship between work and life of an individual.
2.1.2.1 SEGMENTATION MODEL
The first model is known as the segmentation model, which hypothesizes that work and non-work are two
distinct domains of life that are lived quite independently and have no influence on each other. This appears to
be presented as a theoretical prospect rather than a model with practical support.
2.1.2.2 SPILLOVER MODEL
In contrast to the first model, a spillover model put forward suggested that one domain can influence the other
domain in either a positive or negative way. While sufficient research to support this model has been reported,
need exists for more comprehensive propositions about the nature, causes and consequences of spillover.
2.1.2.3. COMPENSATION MODEL
The third model, termed as compensation model proposes work and family as to be two spheres of life and
what may be lacking in one sphere, in terms of demands or satisfactions may be derived from the other sphere
of life.

2.1.2.4 INSTRUMENTAL MODEL
A fourth model referred to as an instrumental model, proposes that activities of one sphere may facilitate success
in the other sphere, classically exemplified by, an instrumental worker may explore ways to maximize earnings
by undertaking hectic overtime work lasting several days against a routine job to purchase a home or care for
their family.
2.1.2.5 CONFLICT MODEL
Another model referred to as conflict model suggests that individuals encountering high levels of demand in all
spheres of life and compelled to make difficult choices may end up in experiencing psychological conflicts with
significant overload.
Clark (2000) proposed a new theory about work family balance known as work or family border theory that
states that every person’s role differs with specific domains of life such as work or family domains, generally
separated by physical, temporal or psychological borders. The theory describes individuals to be daily border
crossers as they move between home and workplace having significant implications on level of integration, easy
movements and the degree of conflict between domains based on the nature of border such as, flexibility and
permeability between work and family life boundaries.
Morris and Madsen (2007) proposed a new perspective of balance between work and family roles in terms of
Resource drain theory and Enrichment theory that supplement the existing theories. The phenomenon can be
exemplified by, when an employee invests larger portions of time at work; the time available for family or for
other non-work roles diminishes In contrast,
Enrichment theory refers to the degree to which experiences from instrumental sources (skills, abilities,
values) or affective sources (mood, satisfaction) augment the worth of the other domain or in other words,
experiences in one domain compliment the quality of life in the other domain. Most of the studies in work life
balance have been underlined by the above theories in spite of explanations and contents may vary between
individual studies.
2.1.3.3. ROLE THEORY
Role theorists have subjugated work-life research by creating the idea of relational influence among people and
their individual roles. Role theorists propose that the basis of relational influence, such as the level of
expectations, activities, or behavior others have formulated, is the position or role the individual occupies, and
relational influence determines the perception of organizations. Role theory provides a more concrete perception

of work-life balance by explaining how individuals distinguish processes in their respective environments
(Turliuc & Buliga, 2014). In congruence with role theory, work and family life dimensions include multiple
roles that often conflict with each other (Bowen, Edwards, & Lingard, 2013). The conflict between one’s work
and life is associated with an individual’s roles in the family and on the job (Wilson & Baumann, 2015). Work-
life conflict occurs when the expectations related to a certain role do not meet the requirements of the other role,
subsequently preventing the efficient performance of that role (Henz & Mills, 2015).
2.1.3.4 THE INTRE ROLE CONFLICT THEORY
The inter role conflictbetween work and family domains tends to stem from conflict among different roles.
Conflict among the domains of time, energy, and behavior can lead to difficulties in meeting the needs of other
similar domains (Henz & Mills, 2015). Bowen et al. (2013) posited that due to the limited availability of
resources, there will be conflict in sustaining higher levels of resource commitment to different roles at a time,
which can lead to lower satisfaction in these roles. Researchers have noted that work and family are highly
interdependent rather than separate domains that share a dynamic relation such that when factors at work affect
family life, the reverse also is true (Beutell, 2013).
A dimension of the work-life conflict is a legitimate issue. Authors have various explanations for the
determinants of this kind of conflict. Fu and Shaffer (2001) distinguish between two different directions of role
interference, namely family–to-work and work-to-family interference.
1. Work to Family Life Interference (WLI)
According to Googins (1991) the relationships, struggles, and conflicts between workers and employers and
between families and the workplace grew in this era. The time to perform one task (related job or family) does
not leave sufficient time to take up with other tasks related to family (personal life) or work. When work takes
priority over personal life it is Work to personal life Interference (WLI). This type of conflict is mostly seen in
male employees as they are more committed toward their work responsibilities in relation to the family
responsibilities. However, women are not fully exempted with this type of conflict.
2. Family life to Work Interference (FIW)
When family responsibilities become a hindrance to perform the work effectively it becomes Family to Work
Interference (FIW). Many factors contribute to intensifying family to work interference which mainly includes
family responsibilities such as child and elderly care. The conflict between work and family is now becoming a

crisis for the organizations. With the increase in dual family parents, more job demand and long working hours
made it almost impossible to create a balance between work and family. According to Frone (2003) Hammer &
Thompson (2003) Collectively, a manifestation of stress due to competing role demands, conflict theory is
considered a bi-directional construct, in that work can interfere with family (i.e., work-to-family conflict
[WFC]) and family can interfere with work (i.e., family-to-work conflict [FWC]). WFC and FWC are a
reflection of the three primary stressors (i.e., causes of conflict), which serve as manifest variables according to
Greenhaus & Beutell (1985, pg 77-82):
1. Time-based conflict:
Time-based conflict is defined as stress resulting when “time devoted to one role makes it difficult to fulfill
requirements of another role”.
2. Strain-based conflict:
Strain-based conflict is defined as stress resulting when “strain produced by one role makes it difficult to fulfill
requirements of another role”.
3. Behavior-based conflict:
Behavior-based conflict is defined as stress resulting when “behavior required in one role makes it difficult to
fulfill requirements of another role”. Other international research on the determinants of work-life conflict
includes an early study conducted by Pleck et al (1989) who concluded that certain job characteristics were
strongly correlated with work-life conflict. These included the number of worked hours, irregular starting times,
frequent and uncontrollable overtime work, an inflexible work schedule and physically or psychologically
demanding work. Burke (1997) on the other hand, found that organizational values, associated with high
performance and involvement, created an environment that can make it more difficult for employees to achieve
or even wish to achieve balance in their work and life roles. Apart from the job characteristics and
organizational values mentioned above, Papalexandris is and Kramar (1997) stated that individual variables
could also influence work-life balance. These included age, sex, qualifications, pay, professional aspirations and
family status as well as attitudes, expectations and priorities assigned to the various roles by both partners.
Finally, Duxbury and Higgins’ (2001) found that the greater number of roles that individuals have, the more
likely that they will experience high work overload. Amongst these, married individuals with children or
eldercare experienced the highest conflict.
2.2. FACTORS INFLUENCING WORK LIFE BALANCE

Many studies have been devoted in search of antecedents influencing perception of work life balance among
individuals. These antecedents can be broadly grouped based on the major dimensions of WLB namely,
individual, organizational, and societal factors as (shobitha sudarsan, 2014) suggested.
2.2.1 INDIVIDUAL FACTORS INFLUENCING MLB
The studies undertaken in determining the Individual factors influencing the perception of work life balance
among employees is explained in terms of personality, well-being and emotional intelligence. For referance
2.2.1.1PERSONALITYANDWLB
Parasuraman and Greenhaus (2001) suggested that personality characteristics could be influenceby
the ability of individuals to interact and react to a situation and help to proactive shape
theenvironment.Thestudyalsorevealedthatneuroticismispositivelycorrelatingtowork–family conflict
and negatively correlated to work– family facilitation. In addition, optimists would havethe ability to
extract social support and implement appropriate coping strategies to cope up
withstressfulcircumstances,demonstratedbynegativerelationwithwork–
familyconflictandpositiverelationwithwork–familyfacilitation.
Kaur(2008)assessedtherelationshipsbetweenworklifebalance,bigfivepersonalitydimensionsandlifesati
sfactionamonggovernmentcollegeteachersofChandigarh,India.Theresultsrevealedthat there exists
significant positive correlation between work life balance, life satisfaction andExtroversion
dimension of personality owing to the ability to build strong networks of socialsupport, which help
them to maintain better work life balance. Results showed that there is nogender differences reported
on all the variables except one, conscientiousness where femalesscoredsignificantlyhigherthan males.
2.2.1.2 WELL-BEINGANDWLB
Psychologicalwell-beingreferstopositivepsychologicaltraits,suchasself-acceptance,satisfaction, hope
or optimism. Gropel and Kuhl (2009) observed that need fulfillment plays
amediatingroleintherelationshipbetweenworklifebalanceandsubjectivewell-
being.Thestudyutilizedtwocomponentsofsubjectivewell-
beingnamely,acognitivecomponent(lifesatisfaction)and an affective component (emotional
wellbeing). Findings reported that females experiencehigher well being compared to males and
consequently exhibit higher work life balance in termsoflower work-family&family-work conflict.

Wilkinson (2013) examined the relationship between work-life balance and psychological well-being
among a non-random sample of participants chosen from three companies in the Southeastern United
States and observed that work-life balance and psychological well-being to
bepositivelycorrelated.Thestudyshowedthatgendertobeamoderatorbetweenwork-
lifebalanceandpsychological well-being.
2.2.1.3 EMOTIONALINTELLIGENCEANDWLB
According to Schutte et al. (1998) Emotional, intelligence is defined as the “ability to
adaptivelyrecognize emotion, express emotion, regulate emotion and harness emotions”. Affandi and
Raza(2013) investigated the association between leader’s emotional intelligence and its impact
onqualityofworklife,burnoutandemployeeperformanceamongmedicaldoctorsworkingvarioushospitals
acrossPakistan.Resultsindicatedthatleaders’emotionalintelligenceispositively linked with quality of
work life and can be considered as a strong predictor of qualityofwork life,and
employeeperformancewhileitisnotassociated withemployee burnout.
2.2.2. ORGANIZATIONAL FACTORS INFLUENCING WLB
The studies undertaken in determining the organization work related factors influencing the perception of work
life balance among individuals is explained in terms of flexible work arrangements, work life balance policies
and programmer, work support, job stress, and role related factors.
2.2.2.1 Flexible Work Time Arrangements and WLB
Many studies have suggested that flexible work arrangements would help the employees to attain a better blend
between work and non-work activities and help the organizations to recruit, retain and motivate their employees
(Bachmann,2000) and (kaur,2004).
Christensen and Staines (1990) identified that flextime work arrangement reduced late comings, absenteeism,
and turnover. The study concluded that flexible time strategy improved employee productivity by minimizing
absenteeism, turnover and work family conflict. Hill et al (2001) conducted a study on 6,451 employees of IBM
in the USA and the study empirically suggested the importance of flexible work timings and location of
workplace to reduce employee’s work life imbalance. The studies demonstrated that individuals with the
perceived job flexibility have the benefit of good work life balance and were capable of working longer hours.
Wayne et al. (2004) suggested that limiting work hours might benefit workers to increase the level of work
family balance because fewer work hours may contribute to reduction in work family conflict. Hill et al. [2004]

propounded that, flexi time helps employees to manage their work and family responsibilities effectively there
by allowing them to minimize work family conflict and to improve the performance at work & home. Lingered,
Francis and Turner (2010) conducted a study among project-based construction workers in a large civil
engineering construction project in Melbourne, Australia. The study-captured data with regard to the number of
hours worked, satisfaction with work life balance and capacity to complete required tasks at work & at home.
Results demonstrated a strong correlation between hours worked each week and participants’ work & life
experiences. The time series modeling revealed that workers taking a short, temporary break from work can
contribute to improve work life balance. Julien, Somerville and Culp (2011) had examined the role of alternative
work arrangements that helps to reduce work life conflict in the public sector. The Results revealed that a
compressed workweek is considered as an alternative work-life arrangement that reduces work-life conflict and
helps to enhance work-life balance. High levels of management & superior support of flexible work
arrangements such as flexible hours and compressed workweek were positively related with the ability to
balance personal, family and work demands. Recent days, most international studies have laid higher emphasis
on flexible work arrangements and new working conditions compared to other work life balance initiatives as
(kramar,1998) and (Carlson, Grzywacz & kacmar,2010) mentioned.
2.2.2.2 Work Condition
Working condition means the working environment, those aspects of an employee’s working and its terms and
conditions during employment. This includes all the things such as: the organization of work; health, safety and
wellbeing; working time and work-life balance (Euro found, 2011). Perhaps the most used definition to the term
of working condition is the one by (Gerber et al., 1998), who defines it as a phenomenon created by the
interaction of employees with their organizational climate and this includes psychological and physical working
conditions. (Nwonu, 2014). Additional aspects or factors to the earlier mentioned factors from previous studies
include: workload (Ali et al., 2013), training, issue of freedom of association and collective bargaining (work-
life balance (Euro found, 2012) The workplace environment is the most critical factor in keeping an employee
satisfied in today’s business world. Today’s workplace is different, diverse, and constantly changing. The
typical Employer/employee relationship of the old days is not similar to that of today. Workers are living in a
growing economy and have more job opportunities. This combination of factors has created an environment
where the business needs its employees more than the employees need the business. Working Conditions play a
key role between the employees and employers. Since the scenario of employment is changing due to the
pressure of globalization there are so many job opportunities available for employees. The success of any
organization depends on its employees. If employees are taken good care of; performance, efficiency and

productivity levels are likely to increase. This concept makes working condition a critical success factor for
accepting and/or keeping the jobs offered and therefore organizations must take appropriate steps for providing
better working conditions (Bhawsar et.al 2014)
Dimensions of working conditions differ and vary over many organizations. However, for this research
selected factors and determinants of working conditions that are presumably attributed to an organization and
aspects of the study are occupational safety and health (OHS); working time; workload; association and
collective bargaining; violence, discrimination, and sexual harassment; work-life balance in workplace.
2.2.2.3 Work Life Balance Programmers, Practice and WLB
Work-life balance practices are deliberate organizational changes in programs or organizational culture that are
designed to reduce work-life conflict and enable employees to be more effective at work and in other roles. The
transition from viewing work-life balance practices solely as a means of accommodating individual employees
with caregiving responsibilities to recognizing their contribution to organizational performance and employee
engagement is an important paradigm shift that is still very much ‘in process.’ From the very beginning it is
important to understand that work-life balance does not mean to devote an equal amount of time to paid work
and non-paid roles; in its broadest sense, it is defined as a satisfactory level of involvement or ‘fit’ between the
multiple roles in a person’s life. Although definitions and explanations may vary, work-life balance is generally
associated with equilibrium between the amount of time and effort somebody devotes to work and personal
activities, in order to maintain an overall sense of harmony in life (Clarke, et al 2004). According to Fisher
(2010), many organizations have begun to offer flexible work arrangements to help employees balance work and
life demands. Most organizations are left to decide how they will offer flexibility, and decisions are largely
based on how they perceive such arrangements will affect their ability to be responsive to organizational needs.
By creating Flexible Work Arrangements (FWAs), organizations can keep good employees and not force them
to sacrifice personal life. Flexible work arrangements will help employees benefit personally and professionally,
and the result will make people who are more loyal, committed and productive (Smith, 2002). According to
Fisher (2010), the term flexible working covers flexibility in terms of the hours that are worked and the location
and includes the following: Part-time, Flexi-time, Compressed working, Job sharing, Time off in lieu, Term-
time working, Annual hours, Home working/telecommuting, Sabbatical/career break, and others.
Organizationscan implement various work-life balance initiatives that may assist employees to better balance
their work and family responsibilities, gain improvements in well-being and provide organizational benefits.
There are a large variety of family friendly policies which include but are not limited to the following: flexible
working hours, job sharing, part-time work, compressed work weeks, parental leave, telecommuting, on-site

child care facility, (Heraty et al 2008). In addition, organizations may provide a range of benefits related to
employees’ health and well-being, including extended health insurance for the employee and dependents,
personal days, and access to programs or services to encourage fitness and physical and mental health. Still,
other practices may support children’s education, employees’ participation in volunteer work, or facilitate
phased retirement.
Straub (2007) had investigated the contribution of work life balance practices and policies in 14 European
countries towards enhancing the career advancement of women to senior management positions. The study
identified that only the payment of additional emoluments during maternity leave had a positive impact on
WLB.
Hyman & Summers (2007) demonstrated that employees in the financial service sector of Scotland were prone
to work-life balance issues and emphasized the need for organizations and unions to develop a focus on work-
life balance programmers. The results showed that a WLB supportive culture mediates the availability of WLB
practices.
2.2.2.4 Work Life Balance Policies as SHRM Decisionand WLB
There are some motives for applying work-life practices by organizations: to increase participation of employees
and make use of their capacities, to keep employees motivated and well performing, to make the organization
more attractive to employees, to have a better corporate social responsibility. The focus has been broadened
from the micro level to a more macro- or strategic perspective, known as strategic human resource management.
The basic promise of this perspective is that organizations that achieve congruence between their human
resource practices and their strategies should enjoy superior performance (Delery and Doty, 1996). The strategic
human resource management perspective emphasizes that a workforce strategy should fit an organization's
business goals, culture and environmental circumstances and that human resource management practices should
be interrelated and internally consistent (Dreher, 2003).
2.2.2.5 Work Support and WLB
Thompson, Kirk, and Brown (2005) showed that supervisors have significant influence on professional stress of
female police officers and they can reduce moral exhaustion and contribute to a better work-life balance. Warner
and Hausdorf (2009) conducted a study on work life issues among health care workers in Canada. The results
indicated that a positive relationship exists between the organization and supervisor support for work-life issues
and reduction of work-to- family conflict. Tremblay, Genin & Loreto (2011) illustrated the importance of

organizational support to work-life balance in a demanding work environment among police officers and agents
in Québec using case study methodology involving a questionnaire and in-depth interviews.
The Findings substantiated the importance for organizations to offer formal and informal support to employees
in the work environment to balance their work and family aspect
2.2.2.6 Job Stress and WLB
According to Stanton, et al. (2001) job stress can be defined as an individual's perception about the work
environment as threatening or demanding, or discomfort experienced by an individual in the workplace. Work
life balance has been linked to the varied levels of job stress among employees in different occupations Bell;
Rajendran & Theiler (2012) investigated the relationships between job-related stress, health, work-life balance
and work-life conflict among Australian academia. The results indicated that high levels of job stress to be
positively associated with increased work family conflict and ill- being, while negatively correlated to work life
balance and wellbeing. Over the past few decades, substantial research has demonstrated that anxiety related job
stress has a negative effect on wellbeing amongst academia. Devadoss & Minnie (2013) investigated the
influence work related stressors on work life imbalance based on experts’ opinion. The data analyzed by means
of Combined Overlap Block Fuzzy Cognitive Mapping (COBB CM) model and identified a work related
stressor that exhibits greater ability to strike a proper balance between work and family domains.
2.2.2.7 Work Overload and WLB
According to Rizzo et al (1970), work overload is defined as incompatibility between the work requirements and
the amount of time and resources available to comply with these requirements. Work overload occurs when an
individual’s work role is characterized by too much work, time pressures, deadlines, and lack of necessary
resources needed to fulfill duties, commitments, and responsibilities associated with the work role (Beehr&
Glazer, 2005). Work overload happens when job demands exceed the time and resources available (Frank
&Gryna, 2004). Overload occurs where multiple demands exceed resources, and may be either qualitative or
quantitative. Qualitative overload refers to a situation where a task is too difficult to complete, while quantitative
overload is experienced when there are too many tasks that need to be done. Most authors discuss overload in
terms of the latter. A consequence of dual-career couples undertaking multiple roles is that they may become
more susceptible to overload in the home and work environment. While the two sets of overloads may be
independent, there may also be reciprocal relationships between them, as a combination of tensions between
career and domestic demands (David et al., 2003). According to Linda (2004) quantitative work overload occurs
when an employee is assigned too great a volume of work to accomplish in a specified time frame. It is very

prevalent in our achievement-oriented society and is associated with job tension, job dissatisfaction and various
physical and psychological strain symptoms. Linda also described that qualitative work overload occurs when
the work requires skills, abilities, and knowledge beyond what the person has. It occurs when employees feel
that they lack the ability to do the job regardless of the amount of time available to them to complete the job. It
may also result when performance standards are set so high as to appear unattainable. Overloading employees
with unreasonable work expectations (e.g. undue pressure, impossible deadlines, and unnecessary disruptions) is
a form of workplace bullying or abusive supervision. It commonly involves placing undue pressure on
employees, setting impossible deadlines for the completion of work, or excessive unnecessary disruptions.
According to Derek et al. (2009) the potential costs of treating employees in this manner are considerable. For
instance, overloaded employees are more likely to make mistakes, feel anger or resentment toward their
employers or coworkers, experience high levels of stress, have poorer health and work-family balance, and seek
employment elsewhere.
2.2.2.8 ROLE RELATED FACTORS AND WLB
Greenhaus and Beutell (1985) had identified that work domain factors such as, role conflict, role ambiguity,
working hours and inflexibility of the work schedule have a vital role in developing work family conflict. Role
conflict is the simultaneous occurrence of two or more sets of pressures, such that adaptation with one role
makes adjustment with the other more difficult (khan, wolf, snoek & Rosenthal,1964) while role ambiguity
refers to the lack of clarity about the expectations of the role which may arise out of lack of understanding
(pareek & surabhi, 2010). Fu and Shaffer (2001) distinguish between two different directions of role
interference, namely family–to-work and work-to-family interference.
2.2.3 SOCIETAL FACTORS INFLUENCING WL
As shobitha & sudarsan (2014) undertaken in determining the societal factors influencing the perception of work
life balance among individuals is explained in terms of childcare responsibilities, family & social support along
with other societal factors.
2.2.3.1 Childcare Responsibilities and WLB
Various studies had suggested that family related factors such as number of children and childcare
responsibilities lead to imbalance in work and family roles. Fathers experienced stress in child caring during the
absence of employed wives from home (Garson, 1993). Elliott (2003) investigated major difficulties faced by
the employed parents of small children particularly of age below six years, in providing adequate childcare.
Additionally, childcare as well as care for elderly, imposes more emotional burden on females compared to

males. Ross and Mirowsky (1998) showed that employed mothers finding difficulties in child-care arrangements
experienced high depression.
2.2.3.2. Family Support and WLB
Societal factors namely family support including spouse support was observed to have an impact on work life
balance of individuals. Edralin (2013) investigated balancing work demands with personal needs and family
responsibilities by Filipina entrepreneurs (Entre Pinays), in order to sustain their business and at the same time
live a meaningful and happy life. Findings revealed both positive and negative spillover effects of work-life
relationships. Negative spillover stimulates stress among the entrepreneurs while positive spillover can lead to
their elevated levels of life satisfaction. The results demonstrated various strategies to balance work and life
such as personal planning with proper time management, the magnitude of spouse support for married
entrepreneurs or the extent of support of the family members for non-business work responsibilities and
activities, and delegation of routine jobs to trusted employees, usually a family member, having a flexible work
schedule.
2.3. WORK LIFE BALANCE MEASUREMENT
Developing and validating a measure of work life balance is a critical element for mapping of work environment
prevailing in any organization has been recognized to be an essential tool for researchers, management
practitioners to facilitate advanced research in this area. Initially, work life balance was estimated in terms of
work family conflict, in line with the model proposed by Greenhaus and Beutell (1985) that include different
types of conflict such as time-based conflict, strain-based conflict and behavior-based conflict.
Marshall and Barnett (1993) propose a scale comprising four dimensions to measure work –family gains and
strains among earning couples, which includes a measure of work-family strains and gains along with work-
parenting strains and gains. While, work-family gains represent positive gains from work and family roles,
work-family strains relate to the extent to which the individuals experienced contagion or spillover of stress
between different roles. Work-parenting strains and gains depict the gains and strains of combining work and
parenting roles of an individual.
According to Fisher (2001) work life balance comprised of four parts namely,
1. Time, i.e., a comparison between amount of time spends at work and time engaged in other activities
2. Individual’s behavior at work and in personal life,
3. Strain being a source of inter role conflict and
4. Energy being a limited resource and relevant for employees to accomplish work and/or non-work-related
goals.

In addition, a scale to measure three dimensions of work life balance namely, Work interference with personal
life, Personal life interference with work and Work/Personal life enhancement was also included. Tausig and
Fenwick (2001) measured perceived work-life balance using two items: the extent to which workers feel
successful in balancing work and personal life and the amount of conflict they face in balancing work and
personal life. Greenhaus, Collins, & Shaw 2003 identified three components to measure work–family balance
namely, time, involvement, and satisfaction. The study used direct measures of work family balance to avoid the
limitations of individual judgments about balance. The first component time relates the amount of time spent at
work with the amount of time spent on home and family activities. The second component evaluates the
involvement in work compared to involvement in family, and the third component measures the satisfaction
from work and satisfaction with family. Grzywacz and Carlson (2007) developed the four components of
balance known as work-to-family conflict, family-to-work conflict, Work-to-family enrichment and family-to-
work enrichment. Work–family balance results from high levels of work–family enrichment and low levels of
work–family conflict. In the Indian context, Pareek & Surabhi (2006) developed a scale to measure work life
balance as perceived by employees in terms of personal needs, social needs, time management, team work,
compensation and Work. Social and personal needs included activities such as exercise, investing time for
planning financial matters and enjoying the activities of interest of the individual. Time management component
dealt with an individual's ability to utilize and divide time between work and life domains. Work environment
and culture have been used to measure teamwork at the workplace. Compensation and benefits dimension has
incorporated benefits and privileges offered by the organization.
2.4. ORGANIZATIONAL SUPPORT
Neuman, Thanacoody, and Hui (2012) described perceived organizational support as a concept that integrates
and extends a social exchange approach between employees and their employer. Karatepe (2012) found if
employees perceived organizational support, they reciprocated by being more loyal to employers. In this study, I
examined two types of organizational support: formal and informal.
2.4.1. Formal organizational support.
Formal organizational support is an important consideration in the evaluation of work-life quality (Lee, 2013).
The degree of support an individual has in one situation may affect the entire stress process (Kelly et al., 2014).
For example, if an employee experiences work-family conflict but receives a fair amount of support (family-
friendly benefits) from the organization, the stress of balancing both roles will decrease (Kelly et al., 2014).

Two types of family-friendly benefits, (a) dependent care benefits and (b) flexible work arrangements, were
topics studied by Lee (2013). Dependent care support helps employees care for their children and aging relatives
or helps employees find high-quality dependent care, thereby allowing employees to focus their energies on
their jobs, with a resultant increase in the quality or quantity of their work (Kare Misra, 2013). Such support is
consistent with the ecological systems theory that work-family interaction is bidirectional; that is, work affects
family and family affects work (Wilson & Baumann, 2015). Organizational supports that help employees with
child and dependent care or emergency backup to employees confronted with problems related to children or
elderly dependents contribute to reducing absenteeism and increasing productivity (Kossek et al., 2012).
Employees with on-site child care can adjust their schedules to conform to work demands, choose hours that
accommodate shifts, and adjust capacities to meet variable demands (Beutell Schneer, 2014).
Greater flexibility when scheduling work activities enables employees to balance family care, personal, and
home responsibilities (Collins, Cartwright, & Hislop, 2013; Kim & Gong, 2016). Standard practices include a
compressed work week, tele work, flextime, reduced work, part-time work, and job sharing (Arbon, Facer, &
Wadsworth, 2012; Masuda et al., 2012; Raghuram, 2014). The role theory of expectation by employees to
improve work-life quality supports the provision of flexibility (Turliuc Buliga, 2014). Flexible work
arrangements are not available to all employees, and there is a considerable variation by gender, marital status,
race, and job (Putnam, Myers, & Gailliard, 2014). For instance, men, married workers, and employees with
higher levels of education tend to have more access to family-friendly jobs (Collins et al., 2013).
2.4.2. Informal organizational support.
Researchers should carefully consider informal supports such as growth opportunities, job autonomy, and a
supportive work-life culture to integrate responsibilities in both work and life in a balanced manner (Crain &
Hammer, 2013). Growth opportunities relate to employees’ perceptions of the opportunities accessible for career
development, training, and general skill development (Kossek et al., 2012). Such opportunities usually
encourage motivation and attachment to an organization (Hammer et al., 2013).
Studies have shown that growth opportunities improve productivity at work by increasing the ability of
employees to perform their jobs and influence employee satisfaction by reducing job stress and dissatisfaction as
a result of eliminating or reducing skill-related obstacles to job performance (Ferrero et al., 2014; Kelly et al.,
2014). Organizations whose leaders invest in employees and recognize employee contributions grow. The
investment shows that the employer is supportive of the employees and continually seeks a social exchange
relationship with its employees (Kossek et al., 2012). From a social exchange and norm reciprocity perspective

people often feel obligated to help those who have helped them, while repaying benefits and opportunities
offered by their organizations by remaining with their organizations (Ferrero et al., 2014).
Job autonomy refers to the degree to which jobs provide important freedom, independence, and discretion to the
individual, as well as in scheduling the work and in determining the procedures to use to carry it out (Hammer
et al., 2013). Increased job autonomy comes with higher levels of job satisfaction (Kare Misra, 2013). Hammer
et al. (2013) noted that by extension, autonomy ought to increase employees’ ability to control their decisions on
how to integrate work and family responsibilities. Researchers have also shown that autonomy increases
perceived control over work demands, which allows employees to organize their jobs in a way that reduces
work-family conflict while minimizing the chances of them leaving their current job (Kare Misra, 2013).
Perceived job control increases the belief that an individual can exert influence over the environment directly or
indirectly. Thus, the situation becomes less threatening (Putman et al., 2014), which results in less perceived
role conflict, regardless of the actual interference. It is reasonable to expect that employees who have greater
autonomy over their job schedules view the autonomy as an indication that their organization trusts and cares for
them. Perceived job control also sends a strong signal that employers are intent on establishing a social
exchange relationship with their workers (Caldwell et al., 2012).
In general, informal organizational supports such as job autonomy and increased growth opportunities provide
resources that create positive effects on motivation, energy, new skills, or attitudes, which effectively enable
employees to manage the basic demands of work and life (Hammer et al., 2013). Hammer et al. (2013) noted
that informal organizational supports had increased job satisfaction, commitment, and organizational citizenship
behaviors while reducing work-family conflict and turnover intention, which is consistent with role theories and
the social exchange perspective.
Also, Researcher shows that Job satisfaction and work pressure have a positive influence on job performance.
Moreover, the perceptions of employees about WLB support directly influence job performance. The more the
perceived employer supports the more the job performance (Forsyth and Polzer, 2007). Furthermore, better
recruitment, maintenance of skilled staff and high morale of employees are some of the WLB programs that
apparently a business can assume to improve job performance and enhance productivity (Drew, Humphreys
Murphy, 2006). Finding revealed that the level of job performance among respondents is relatively medium and
both organizational policies and supervisors support are significant in determining employees' job performance.
Therefore, it is recommended that organization and management should enhance the organizational policies
related to work-life balance and the skills or supervisors to play effective roles in increasing employees'

performance. (Humidi, 2005) Villiers & Kotze (2003) found that work-life balance is a personal issue that varies
across time and situations and the underlying conflict experienced pertains to role overload and role
interference. The most significant work life conflict arises from complex workplace issues, including mana ging
change, supervisory and technical competences, leadership, roles and accountabilities and culture solutions to
address the workplace issues, as well as the development of individual balance enabling skills are suggested.
2.5. DEFINITION AND CONCEPT OF JOB SATISFACTION
Organizations are striving for better performance to compete with their competitors. For this reason, they are
trying to retain their valued employees and are considering the issues relating to work and life. To take care of
their employee’s organizations are facilitating the employee even at work to maximize the level of job
satisfaction and to reduce turnover rate. Improving the quality of work life balance facilities not only helps in
improving productivity but also helps in increasing employee loyalty and job satisfaction. Researching
literature, a variety of very similar definitions describing job satisfaction has been found. The most popular is
the one by Loche (1976), which describes job satisfaction as a pleasurable or positive emotional reaction to a
person’s job experiences. Job satisfaction can be defined as the collection of feelings and beliefs about a current
job according to Jones, George, & Hill (2000), as a positive attitude that is believed leads to high performance
Daft & Marcic (2001), or as a reflection of an employee’s feelings about various aspects of work (Stone, 2005).
Observing job satisfaction, it is very important to note two different expressions which are equally used in
literature, i.e. job satisfaction regarding solely the task itself or the crucial activity of one’s regular work, and job
satisfaction in general which includes a range of different elements, such as satisfaction with pay, co-workers,
supervision or working conditions. According to Spector (1997) job satisfaction can better be understood as the
degree to which people like their jobs. According to him, factors affecting job satisfaction can be classified into
two major categories. The first category, the job environment, includes factors such as how people are treated,
the nature of job tasks, administrative requirements, job autonomy, workload, work/private life conflict,
community (customers) satisfaction and rewards. The second category includes characteristics of the individual,
personality, and experience. Being satisfied with the work place is one of the most important constituents of
organizational behavior reflected from the employee’s side. Generally, job satisfaction describes how content
employees are with their current job. One of the primary independent variables in this study is employees’
satisfaction with work life. Essentially, job satisfaction is of great importance to organizations as a whole, but
the concept is complex and difficult and as a result has not been explored in depth in the research. Therefore,
exploring employees’ job satisfaction is relevant for private service organizations with important implications
for Ethiopian banks in general, Arbaminch in particular. Job satisfaction depends on many factors like work

environment, compensation packages, job autonomy and supervisor support but the researcher’s goal will be to
study the impact of factors associated with work life balance on job satisfaction buffering or worsening work-
family conflict. The availability of various family policies at the firm or country level, including leave
provisions, flexible working time schemes, and a supportive working culture, may buffer some of the work-
family conflict (Major et al., (2002) Stier et al (2012)
2.5.1. THE THEORY OF JOB SATISFACTION
Job satisfaction can be defined as the set of thoughts and attitudes about a current job (Jones, George, & Hill,
2000). Job satisfaction is the level of gratification a person feels about his or her job. This emotion is primarily
based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to
complete necessary tasks, the level of communication in an organization, and the way management cares for
employees. Job satisfaction is usually accomplished over a period of time as an employee increases additional
experience. It is a person’s exciting reaction to the job, supervision and the organization (Singh &Pandey, 2013).
“Negative and unfavorable attitudes towards the job indicate job dissatisfaction” (Arsmstrong, 2009). Hence,
from the above definition it’s understood that job satisfaction is a set of encouraging and discouraging feeling of
the employee towards the work; moreover, it expressly shapes to the feelings of an individual employee to the
job
In order to know the concept of job satisfaction firstly there are numerous different concepts of job satisfaction
developed by different scholars. This diverse approach exists because each employee has a distinctive feeling
and response to his or her organization. To measure and define job satisfaction can be challenging because it's
influenced through the employee’s attitude as well as ability to settle the required task, the communication in the
organization and how the management treats their employees. The most commonly cited job satisfaction
definitions are analyzed in the following lines. Job satisfaction clarified in what way satisfied a person by his/her
work. It’s expected that employees would be more fulfilled with their job if they were found to be satisfied and
enjoyable in doing their job (Noah & Steve, 2012). Essentially, Robbins and Judge (2013) also explained that
job satisfaction depicts a positive perception towards a particular job, resulting from assessment of its
characteristics. According to Pugno and Depedri (2009), the relationship between job satisfaction and employee
performance is clear. Their research shows that job satisfaction is found to be positively correlated with
employee performance.
2.5.2. THERELATIONSHIPBETWEENJOBSATISFACTIONANDITSDETERMNANTS
RELATIONSHIPBETWEENJOBSATISFACTIONANDWORKTOPERSONAL LIFE INTERFERENCE

An employee faces different family problems along with their job responsibilities. The child careor elderly care
responsibilities sometime interfere in the job and create a situation of family towork interference. Work
lifebalanceisamajorcomponent ofemployee’s job
satisfaction(Ezra&Deckman,1996).Longworkinghoursandpriorityofworkrole expectation overfamily role
increase the employee’s family to work interference (Beauregard, 2006). The use offamily friendly policies such
as flexible time and onsite childcare appears to help employeesparticularly working mothers, who have a dual
demand of better work and family life (Ezra &Deckman,1996).
Nadeem and Abbas (2009) found that job satisfaction is significantly negativelycorrelated with work to life
interference. Adams et al (1996) revealed that when work interferedwithlife, it reduces thesatisfaction from
joband from life asa whole.
Employees having multiple roles of childcare and job responsibilities, reduces job satisfactionand increases the
family to work interference (Evandrou and Glaser; 2004). It is also found
thatworkdomainvariablessuchaslongworkinghours,supervisorsupport,andorganizationalpolicieshadasignificantef
fecton life towork interference (Beauregard,2006).
RELATIONSHIPBETWEENJOBSATISFACTIONANDPERSONALLIFETOWORKINTERFERENCE
Increase in working hours increases the workload, which negatively affects the job satisfaction ofthe employees.
Duxbury and Higgins (2001) revealed in their research that increases in
workoverloadleadstoworktofamilyinterference,whichleadstolessorganizational commitmentanddecreases job
satisfaction. Cabrita and Perista (2006), and Fu and Shaffer (2001) found a
directrelationshipbetweennumbersofhoursspentinworkactivitiesandworklifeconflict.NadeemandAbbas(2009)fou
ndthatjobsatisfactionissignificantlynegativelycorrelatedwithfamilytoworkinterference.
Accordingly, as it is stated above, the two aspects of work life conflict; family to
workinterferenceandworktofamilyinterferenceisnegativelycorrelatedwithjobsatisfaction.Inlinewith, job
satisfaction is found to be negatively correlated with work to family interference. Burkeand Green (1999) found
that the employees are more satisfied and committed to their job iforganizations are supportive of work life
balance. It is also found from the previous research thatorganizationalvaluessupportingwork-
lifebalancehaveimportantworkandpersonalconsequencesformenaswellaswomen.Suchorganizationalvalueswerepr
esent,managerialandprofessional men and women reported greater job satisfaction and family satisfaction,
generallyhigherlifesatisfactionandmorepositiveemotionalandphysicalwellbeing(Burke&Green,1999;Jayaweera,
2005; per ewe et al (1999). Thus, jobs related responsibilities became a hindrance inperforming household

responsibilities; this tussle resulted in job dissatisfaction. Satisfactionwith the HR practices, such as family
friendly policies reduced the interference of work in thefamilyand thus increasedjob satisfaction (Kinnieet al.
2005).
THE RELATIONSHIP BETWEEN FLEXIBLE WORK TIME ARRANGEMENTAND JOB SATISFACTION
To have flexible working hours in an organization significantly influences employee job satisfaction by enabling
a balance between personal commitment, responsibilities and organizational roles, duties of an employee.
Flexibility in working hours enhanced employee motivation and commitment to the organization. Leave from
work created a change of environment and a break from the daily working environment. This has a lot of impact
on employees' psychological well-being, eliminating fatigue, and correlated stress that translated to better
employee performance after the leave (Kamau, Muleke, Makaya & Wagoki, 2013).
When there is interference between work and family roles obviously, the performance of such an employee at
the workplace will be jeopardized. As a result, the employee will lose the reward because of non-performance
and be unsatisfied. The study describes that the dimension of conflict has adverse effects on the organizational
commitment, while a good management of WLB augment job performance (Aryee, Srinivas & Tan, 2005).
In his study, Pronk (2005) specifically mentioned flexible working hours and childcare as WLB benefits that
instantly enhance performance. He said suitable childcare and pick-up and drop-off time for kids are main
concerns for the employees. Organization effort to solve these challenges has a direct impact on job satisfaction
(Pronk, 2005). If employees are worried about personal responsibilities then they lose focus and their
performance is impaired (Prebble, 2005). Work-life conflict, which is the absence of WLB, is a cause of
diminishing employee job performance (Chaudhry, Malik, & Ahmad, 2011).
THERELATIONSHIPBETWEENWORKOVERLOADANDJOBSATISFACTION
Several studies have tried to determine the link between stress and job satisfaction. Job satisfaction and job
stress are the two hot focuses in human resource management researches. According to Stamps & Piedmonte
(1986) job satisfaction has been found significant relationship with job stress. One study of general practitioners
in England identified four job stressors that were predictive of job dissatisfaction (Cooper, et al., 1989). In other
study, Vinokur-Kaplan (1991) stated that organization factors such as workload and working condition were
negatively related with job satisfaction. Fletcher & Payne (1980) identified that a lack of satisfaction can be a
source of stress, while high satisfaction can alleviate the effects of stress. This study reveals that, both of job
stress and job satisfaction were found to be interrelated. The study of Landsbergis (1988) and Terry et al. (1993)
showed that high levels of work stress are associated with low levels of job satisfaction. Moreover, Cummins

(1990) have emphasized that job stressors are predictive of job dissatisfaction and greater propensity to leave the
organization. Sheena et al. (2005) studied in UK found that there are some occupations that are reporting worse
than average scores on each of the factors such as physical health, psychological well-being, and job satisfaction.
The relationship between variables can be very important to academician. If a definite link exists between two
variables, it could be possible for a academician to provide intervention in order to increase the level of one of
the variables in hope that the intervention will also improve the other variable as well (Koslowsky, et al., 1995).
In this study, we would like to examine what extent of interrelation between the job stress and job satisfaction
among Dashen Bank S..co in Arba Minch Town.
In this section, some studies related to work overload and job satisfaction are evaluated chronologically, starting
from the earlier studies. Several Studies have tried to determine the link between work overload and job
satisfaction.
According to Vinokur-Kaplan (1991), organizational factors such as work overload and working conditions
were negatively related with job satisfaction. Gryna (2004) also stated that work overload is one of the several
factors that have an impact on job satisfaction. Work overload is negatively associated with job satisfaction
according to Rita and Stephanie (2008). There is a significant negative relationship between work-overload and
job satisfaction (Nufar et al., 2009). As described by Nurit et al. (2008), dissatisfaction at work is caused by
burnout, work overload and poor health. Further, work overload is insignificantly positively correlated with job
satisfaction (Nadeem & Abbas, 2009). An organization’s performance and outcome depend on the employees’
performance. In turn, the satisfied employees perform more and more. Based on this scenario, Saira et al (2013)
revealed that the work overload and employee performance are positively correlated, and it has a very weak
relationship with employees’ performance.
A study conducted by Ahmed et al. (2011), examined the relationship between work overload and job
involvement with the two dimensions of work-family conflict [work interference with family and family
interference with work]. Results of the study indicated that work overload was positively related to both work
interferences with family and family interference with work. On the other hand, job involvement was found to
have no significant impact on the two forms of work-family conflict.
THE RELATIONSHIP BETWEEN WLB POLICIES ANDPROGRAMS AND JOB SATISFACTION
In the opinion of Kakkos and Trivellas (2011), in Greece the bankers do not seem to lay much stress on the
acceptance from peers or respect from their supervisors before they can perform better at the job. Similarly,
fringe benefits, which satisfy employees' existence needs do not significantly enhance performance. The pay

(existence needs) does not influence job satisfaction but rather prevents satisfaction. Rather, the study shows
that in the banking industry in Greece job satisfaction is greatly influenced by personal growth. At the same time
both male and female employees' stress evidently has a negative influence on the job performance. He suggested
that banks should introduce WLB programmers to develop a unified and consistent organizational culture.
Instead of fringe benefits, employees should be rewarded by a fair personal growth scheme. Suitable training
programmes should be offered to ensure career development of employees. If the organization encourages a
healthy workplace, then the stress will be controlled and job performance will be high.
As Lockwood (2003) said, factors of global competition, personal live-family value and ongoing workforce
professionals can assist their companies to capitalize on these factors by using work- life initiatives and policies
like different types of leave policy to gain a competitive advantage in the marketplace. It also describes how
work-life balance is important for employees' performance and wellbeing. It says work-life balance has the
potential to significantly improve employees' morale, reduce absenteeism and retain organizational knowledge
particularly difficult economic times. In today's global marketplace, as companies aim to reduce costs, it falls to
the human resource professionals to understand the critical issues of work-life balance and conclude by saying
work-life balance policy offers a win-win situation for employees and employers.
THE RELATIONSHIP BETWEEN ORGANIZATIONALSUPPORTAND JOB SATISFACTION
Job satisfaction and work pressure have a positive influence on job performance. Moreover, the perceptions of
employees about WLB support directly influence job performance. The more the perceived employer supports
the more the job performance (Forsyth and Polzer, 2007). Furthermore, better recruitment, maintenance of
skilled staff and high morale of employees are some of the WLB programs that apparently a business can
assume to improve job performance and enhance productivity (Drew, Humphreys & Murphy, 2006). Finding
revealed that the level of job performance among respondents is relatively medium and both organizational
policies and supervisors support are significant in determining employees' job performance. Therefore, it is
recommended that organization and management should enhance the organizational policies related to work-life
balance and the skills or supervisors to play effective roles in increasing employees' performance. (Humid i,
2005) Villiers & Kotze (2003) found that work-life balance is a personal issue that varies across time and
situations and the underlying conflict experienced pertains to role overload and role interference. The most
significant work life conflict arises from complex workplace issues, including managing change, supervisory
and technical competences, leadership, roles and accountabilities and culture solutions to address the workplace
issues, as well as the development of individual balance enabling skills are suggested.

2.6. REVIEW OF EMPIRICAL LITERATUR
Impact of employees work life balance on job satisfaction in most of the available literature; work-life balance
problem is listed in different ways and by connecting it to different determinants like emp loyees' job
satisfaction, family issues, flexible working time, increasing turnover and absenteeism. And there is a lot of
research related to work-life balance and its connection to organizational productivity and employees'
motivation and performance. Several empirical studies have shown that the experience of work-life balance is
positively related to employees' satisfaction and organizational performance as well. . More specifically, work-
life balance has been shown to have positive outcomes, such as decreasing turnover intention, well motivating
employees, improvement of performance, and job satisfaction (Cegarra, Sanchez and Cegarra, 2012. In addition,
work-life balance has a positive effect on employees' affective commitment to their organizations (Casper,
Harris, Taylor and Wayne 2011. That means, the experience of work-life balance generates feelings of loyalty to
the organization and increases affective commitment and emotional attachment to the organizations or the
employers. This can cause employees to want to remain with the organizations. The study by Christabella P.
Bushiri (2014:10) indicates that the success of any organization largely depends on the motivation of its
employees. Also as stated by Christian Addai Manu, (2015:2) comfortable office design motivates the
employees and increases their performance to a large extent. Therefore, different findings were revealed in the
African continent as well related to work life balance. As Mukururi and Ngari (2014) found out, there is
significant relationship and influence among work life balance programs and policies and job satisfaction. Also
as Obiageli, Uzochukwu& Ngozi (2015) identified that poor working organizational culture in the commercial
banks, which may not encourage various types of work life balance practices. The specific objective of this
research is to determine the extent to which leave policy affects service delivery. Most of studies related to this
title were from outside of Ethiopia even though there are limited numbers of research will do in this countries
regarding work life conflict and outcomes in a most recent study conducted in our country Ethiopia by Mulu
(2012) , Filimon (2015) and Tihut (2016) on the relationship between work overload and job satisfaction in
public service organizations, work to personal life Interference , Personal Life to work Interference Work
Overload Job Autonomy, and work life balance factors on employees performance in top level workers Job
Satisfaction found that statistically significant relationship was found between facts of job satisfaction . And
Effect of work life balance factors on employees’ job performance. On the other hand, Wossen (2015) has
identified a relationship between quality of work life and different factors like environmental, social and
managerial factors. Meanwhile, the work life balance issues of employees in Ethiopia are very new. Even in the
international area, studies on this topic are scarce, especially with regard to developing and developed countries.

Because of the available mainly mentioned, developed nations where the prevailing situations are quite different
from those of developing and underdeveloped nations. The issue of work life balance for employees in such
nations thus needs to be recognized as vitally important to society and requiring intensive research. In this
context, the purpose of this study will be to investigate the impacts of work-life balance on job satisfaction of
employees in the bank of dashen in Ethiopian context in general, in Branch of Arbaminch in particular study
area.
2.7. CONCEPTUAL FRAMEWORK
There has been little attempt to element the relationships between work and family balance, work and family
enrichment, and relevant predictor and outcome variables. While the extent literature has explored elements of
addressing work to family balance separately, little is known about how these variables fit together as part of a
more comprehensive element. By creating an element of work/family balance, relevant variables can be
explored in detail. The following element of work life balance (see Figure 2)
Independent Variable Dependent Variable
Employee’
s job
satisfaction
Work life
balance
Work to personal
life interference
Personal life to work
interference
Employees Leave
program
Work life balance
program
Flexible work time
arrangement
Work load
Employees Assistance
Program

Figure2.1, Theoretical framework of the impact of work-life factors influence on job satisfaction
Source: self-outlook of the relation from literature review
CHAPTERTHREE
RESEARCHMETHODOLOGY
INTRODUCTION
This chapter describes the research methodology employed to achieve the objectives of the study. It deals with
how the study was carried out stating the steps applied to answer the research questions, description of the study
area, the research approach, research design, population and participants, the methods and procedures of data
collection, sampling techniques and procedures, data processing techniques, data analysis, validity and
reliability instrument and ethical consideration.
DESCRIPTIONOFTHESTUDYAREA
Strategy Human resources
management support

This study was carried out in Dashen Bank Arba Minch town which came in to existence on September 20,
1995 G.C according to the 1960 Commercial Code of Ethiopia and the licensing and supervision of banking
proclamation no.84/1994, According to the bank’s annual report for the fiscal year 2015 16 it has a total of
12districts and over 244 branchesall over Ethiopia as of June 2016. Which is out ofthe total branches are found
in Arba Minch town contains two branches in addition there are six departments and two branches managers. .
Therefore, this research was carried out on employees of the bank found in selected two branches of Arba
Minch town and where the impact of employees work life balance on job satisfaction were examined.
RESEARCHAPPROACH
In this study, quantitative research approach was used in order to analyze the gathered descriptive data based on
a questionnaire survey as a primary source of data. To answer the research questions regarding how the impact
of employees work life balance on job satisfaction and which factors had the most affect, quantitative research
approach was found best. According to John W. Creswell (2014), quantitative research approach is considered
to be very efficient for questions answered in number.
RESEARCHDESIGN
According to Kothari C.R. (2004:31) a research design is a conceptual structure with in which research is
conducted; it constitutes the blue print for the collection, measurement and analysis of data. And for this study,
the methodology and procedure for data collection and analysis was based on a quantitative approach through
the survey of mainly a structured questionnaire. The main aims of this study, as mentioned in chapter one, was
to examine the impact of employees work life balance on job satisfaction in case of Dashen bank in Arba Minch
town. To achieve this objective, and in order to describe the organizational factors that affect employees‟ on job
satisfaction, combination of descriptive & explanatory/ causal study has been applied.
QUANTITATIVEMETHODOLOGY
Quantitative study is where researchers typically want to identify whether or not a statistical relationship exists
between variables and how strong or prevalent such a relationship is, and then conduct statistical analyses to
identify any potential relationships between the dependent and independent variables of the study (AndrewS.
Denney&Richard Tewksbury, 2012). To connect the dependent and independent variables of the study such an
approach was applied because this study is descriptive and causal type of research analysis. Thus, this study
applied quantitative approach which appeared to be appropriate to find out the impact of employees work life
balance on job satisfaction.

Impact of Work-Life Balance on Job Satisfaction

Impact of Work-Life Balance on Job Satisfaction

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