Final Project Hrm

Family friendly policies 1

Impact of Family friendly policies on employees

“Work-Life Balance: The Impact of Family Friendly Policies on Employees’ Job Satisfaction and Turn Over intention in MCB.” Abdul Rafey, Saad bin Abdul aleem, Atif khair, Suffyan Arzani. National University Of Modern Languages, Islamabad

Family friendly policies 2

Abstract This study depicts Work-life balance, the importance of family friendly policies on employee’s job satisfaction and turn over intention in MCB. This research has been conducted by analyzing previous researches, gathering data through questionnaires and personal observations and interviews. Data through questionnaires are gather from branches of Islamabad and Wahcantt. Further more, research also determines that turnover intention of employees is dependent on family friendly policies of MCB, while job satisfaction plays a role of moderator.

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Contents

Abstract ......................................................................................................................................2 Introduction ................................................................................................................................4 Broad Problem Area ...................................................................................................................5 Research Objective .....................................................................................................................5 Research Questions.....................................................................................................................6 Literature Review........................................................................................................................7 Data & Methods........................................................................................................................12 Methodology .............................................................................................................................13 Sampling Technique ..................................................................................................................14 Theoretical Framework .............................................................................................................15 Results and Analysis .................................................................................................................16 Discussions & Conclusion.........................................................................................................34 Recommendations.....................................................................................................................35 References ................................................................................................................................36 ANNEXES ...............................................................................................................................39 Tables, questionnaire, other related documnets

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Introduction World is now becoming a global village. In order to compete in this world at corporate level, human resource must be highly skillful and must be devoted towards achieving organization’s goal. For this purpose employees must be satisfied with their jobs, so that they are able to concentrate on their respective organizations goal. A work-life balance survey conducted in 2004 by Community Business reported that Over 75% of 1,000 respondents are suffering from stress and said they don’t have a healthy balance between their personal and work lives (Community Business, 2004).Increasing levels of stress can rapidly lead to low employee morale, poor productivity and decreasing job satisfactory. More and more employees are expressing significant to severe stress over workload and work-time pressures (Brooks 1999, Families and Work Institute 1998). During the 1960s and 1970s, employers considered work-life mainly an issue for working mothers who struggled with the demands of their jobs and raising children. Throughout this period and into the mid-1980s, the U. S. government had the major impact in the field, as reflected by the Presidential Conference on Families, the Pregnancy Discrimination Act, and the Quality of Employment Survey. During the 1980s, recognizing the value and needs of their women contributors, pioneering organizations such as Merck, Deloitte & Touche, and IBM began to change their internal workplace policies, procedures, and benefits. The changes included maternity leave, Employee assistance programs (EAPs), flextime, home-based work, and child-care referral. During the 1980s men also began voicing professional’s work-life concerns. By the end of the decade, work- life professional’s work-life balance was seen as more than just a women’s issue, affecting men, families, organizations and cultures.

Family friendly policies 5 The 1990s solidified the recognition of work-life balance as a vital issue for everyone women, men, parents and non-parents, singles, and couples. This growing awareness of the central importance of the issue resulted in major growth in attempted work-life solutions during this decade. Numerous studies showed that the generations from baby boomers to new college graduates were making job choices based on their own work-life issues and employers’ cultures. Unfortunately, although companies were adopting family-friendly policies, employees and managers were not implementing them. Many of the policies put into place in the 1980s failed to have a significant impact on most managers’ and employees’ real-world work-life balance results. Americans still reported feeling even more overworked and out of touch with their non-work lives much of the time. During the first years of the twenty-first century, the disappointing results made human resource and work-life professionals as well as executives at all levels take stock. Actually, impact of family friendly policies on employees highly affects their job satisfaction and turn over intention leading to Work-Life balance. Broad Problem Area Many researches regarding impact of family friendly policies on employees job satisfaction has been conducted but it was in generalized form, but now this study determines the Impact of family friendly policies on employee’s job satisfaction and turn over intention in Muslim Commercial Bank of Pakistan by studying some comprehensive policies like five day work week which is helpful in reducing tension from employees. Research Objective Objective of this study is to determine the better policies for employee’s job satisfaction and to reduce their rate of turnover in MCB so that employees of MCB work harder

Family friendly policies 6 for the development and success of MCB. This study also analyzes the impact of family friendly policies on employee’s job satisfaction and turnover intention. Research Question 1) Work-Life balance, impact of family friendly policies on employee job satisfaction and turnover intention in MCB. 2) Determine the affect of Dependent, independent and moderating variables on each other.

Family friendly policies 7

Literature Review Work-Life Balance The expression "work-life balance" was first used in the late 1970s to describe the balance between an individual's work and personal life. Work-life balance is the subject of widespread public debate on how to allow employees more control over their working arrangements in order to better accommodate other aspects of their lives, while still benefiting their organizations. The agenda consists primarily of flexible working practices and family friendly policies, although good practice demonstrates that flexibility should be open to all, including those without caring responsibilities. The work-life balance debate has arisen through social and economic changes, such as greater numbers of women in the workforce, the expectations of the younger Generation X (World War Two), a growing reluctance to accept the longer hours culture, the rise of the 24/7 society, and technological advancements. It has been supported by government and by organizations which see it as a means of aiding recruitment and employee retention. It's important to realize that balance is not about having more free time; it's about living a fuller, richer life that is more enjoyable and more significance. Using a sample of married, employed Americans from the 1996 General Social Survey, Melissa A. Milkie examine feelings about work-family balance, and find, unexpectedly, that women and men report similar levels of success and kinds of work-family tradeoffs. Melissa find some gender differences, however For men, imbalance is predicted by longer work hours, wives who work fewer hours, perceived unfairness in sharing housework, marital unhappiness, and tradeoffs made at work for family and at home for work. For women, only

Family friendly policies 8 marital unhappiness and sacrifices at home are unbalancing, and for women who are employed full-time, young children are. Rosabeth Kanter has used the term "the myth of separate worlds" to describe a process whereby management acts as if the employee's home world did not exist; that is, as if the work world were everything. Many executives perpetuate this myth, even though they know home life has a major impact on work and organizational life, and vice versa. In fact, according to traditional theories of organizational behavior, work-family benefits, and benefits in general for that matter, should not affect the performance of workers. Work-family advocates have long championed the adoption of a variety of family-friendly benefits to positively influence work-family balance (Galinsky, 1992). Flexibility in the timing (flextime) and location of work (flexplace) are two characteristics that are repeatedly seen as a way to achieve balance in work and family life in this challenging environment (e.g., Christensen & Staines, 1990; Galinsky, 1992; Galinsky & Johnson, 1998; Ze- deck, 1992). Family friendly policies Family Friendly Policies is defined as any benefits and working conditions that an organization has in place to assist an employee balance their work and life (Bardoel, Moss, Smyrnios & Tharenou, 1999). Peoples today are often remain busy with their work and family responsibilities, that demands on their time for education, exercise, community service and/or leisure are not fulfill and may at times, feel dissatisfied with the quality of both their work and personal lives. Betty Friedan proclaimed in 1963 that "work can now be seen as the key to the problem that has no name." Wage work in meaningful jobs was her solution to the depression. She described as truncating the lives of white, middle-class, educated, suburban housewives.' In 1966 the

Family friendly policies 9 Manifesto of the National Organization for Women (NOW) declared that women should not have to choose between motherhood and a career. From the perspective of these feminists, women's full social equality required the dismantling of sexist traditions that confined (some) women's appropriate roles to the domestic sphere. This gender system, as it developed in industrial capitalism, resulted in all women's unequal access to critical social goods. For wives, it resulted in non-voluntary economic dependence upon husbands and unequal vulnerability to exploitation and abuse. To dismantle that system, NOW envisioned an equal partnership between wives and husbands in domestic work so that both could pursue equally the benefits of wage work.2 The goal of full social equality for women was to be achieved through the elimination of gender discrimination in all social roles. An increasing number of family friendly policies have been adopted in organization to achieve work-life balance (Saltzstein & Ting, 2001; Strachan & Burgess, 1998). Organizations which adopted the policies most benefit from reducing absence and improving productivity of employees (Clifton & Shepard, 2004). Some researches also showed that employees with assess to the policies express less intention to leave the organization and a higher commitment. (Grover & Crooker, 1995). Job Satisfaction The sense of fulfillment and pride felt by people who enjoy their work and do it well. Various factors influence job satisfaction, and our understanding of the significance of these stems in part from Frederick Herzberg. He called elements such as remuneration, working relationships, status, and job security "hygiene factors" because they concern the context in which somebody works. Hygiene factors do not in themselves promote job satisfaction, but serve primarily to prevent job dissatisfaction. Motivators contribute to job satisfaction and include

Family friendly policies 10 achievement, recognition, the work itself, responsibility, advancement, and growth. An absence of job satisfaction can lead to poor motivation, stress, absenteeism, and high labor. Job satisfaction is a multifaceted and complex notion that means different things to different individuals. Although job satisfaction is linked to motivation, the relationship between the two is not very clear because satisfaction is very different from motivation. Job satisfaction has more to do with a person's attitude. The United States has been witnessing, over the last few years, their slow but steady transformation from an industrial to a service-oriented society and America's labor force, today, is decidedly service-oriented. Over 70 per cent of the private labor force is working to supply services, and banks have been one of the 10 high-growth service industries (Schewe and Smith, 1983). The vitality of the banking industry and the performance of its employees are important for the economy of the U.S. as a whole. Strong correlations among the quality of work life factors and reduced absenteeism and turnover, high goal commitment, and increased performance and productivity have been established by several researchers (Curry, 1986; Futrell and Parasuraman, 1984; Motowidlo, 1984). Job satisfaction, which has been studied extensively, is a function of several important variables - especially the characteristics of the job itself (Hackman and Oldham, 1975), and the organizational climate (Litwin and Stringer, 1968). Job characteristics have been shown in many studies to influence the job satisfaction of employees (Rabinowitz and Hall, 1977). Various organizational climate factors such as communication, participation in decision- making, and stress have also been examined as to their relationship to job satisfaction and found to be significant predictors. While two-way communication (Bateman, 1977; Price, 1972) and participation in making job-related decisions (Patchen, 1970; White and Ruh, 1973) have a

Family friendly policies 11 positive effect on job satisfaction, stress has a negative relationship, in the sense that the greater the amount of stress experienced by employees, the lesser is the extent of job satisfaction experienced by them (Bhagat, 1982; Lyons, 1971). In addition, the work ethic value of individuals has been shown to influence job satisfaction through the intervening variable of job involvement (Kanungo, Misra and Dayal, 1975). Turn over Intention Turnover is defined here as the level that produces a divergence between the organization's best possible balances of costs associated with turn- over and the costs associated with retaining employees. Turnover intention as the thought of quitting, the intention to search for another job elsewhere, and the intention to quit as assessed in the turnover model of Mobley et al. (1978). It is assumed that employees with high degree of turnover intention from an organization will subjectively assess that they will be leaving the organization in the near future (Mowday et al., 1982). Grover& Crooker (1995) had investigated the relationship between different family friendly policies and turnover intention. Some literatures demonstrated that employees’ job satisfaction and employees’ commitment is predictors of turnover ( Mowday, Porter, and Steers, 1982; Cotton and Tuttle, 1986; Carsten and Spector, 1987). Besides, Ostroff (1992) also showed the close association among job satisfaction, organizational commitment and reduced turnover, and demonstrated the clear influence that job satisfaction had on the turnover intention of engineering staff. Spector (1997) has also investigated the relationship between job satisfaction and turnover intentions.

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Data and Methods This study is based on data gathered through questionnaires and previous researches and studies.

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Methodology Personal impressions, questionnaires, and interviews are basic factors of collecting and collaborating data.

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Sampling Technique We have selected convenient and small samples of 30 questionnaires due to some reasons.

Reasons Short time constraints, finance constraints and less HRM resources.

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Theoretical Framework

Job Satistaction Family friendly policies 1) 2) 3) 4)

(moderatingvariable)

Five Day work week Flex time Family leave Employee assistance programs

(Independent Variable) Turn Over Intention (Dependent variable)

In this framework turnover intentions are dependent on family friendly policies, while job satisfaction is moderating variable.

Family friendly policies 16

Results and Analysis Analysis made on the below information. Part A) Family friendly policies A1) Five day work week Five-day w ork week 1= yes 2=no

10%

1

2

90%

This picture shows that only 10% employees have opinion that MCB implemented fiveday work week, while others disagree to it. A1a) Any future plan Any Plan in coming two years 1=yes 2=don't know 3=no 10%

1 2 53% 37%

3

Family friendly policies 17 As, results shows that 53% of employees have no hope about five day work week implementation in coming two years. A2) Support for five day work week Support for Five-Day Work Week 1=yes 2=no 13%

1 2

87%

Result shows that 87% MCB employees support five day work week. So it must be implemented for their satisfaction. Leisure time A2ai) Take care of children Take Care Of Children 1=highest priority 2= high 3% 3% 3=Nor 4=Low 5=Least

27% 1 2 3

40%

4 5

27%

Family friendly policies 18 Here, pie chart shows that 27% of employees wants to give highest and high priority, while 40% nor or neither give highest or low priority. A2aii) Deal with family issues Deal with Family issues 1=highest priority 0% 3% 2=high 13% 3=Nor 4=Low 5=Least

1 44%

2 3 4 5

40%

This pie chart shows that 44% of employees want to solve family issues in their spare time.

Family friendly policies 19 A2aiii) Continuing Education Continuing Education 1=Highest priority 2=High 3=Nor 4=Low 5=Least 10%

10%

13%

1 2 3 37%

4 5

30%

This chart shows that 37% employees want to continue their study by giving it high weight age, while others give 30%, 13%, 10%, 10% with weight age of nor or neither, low, least and highest priority respectively.

Family friendly policies 20 A2aiv) Enjoy personal Life Enjoy Personal Life 1=Hightest Priority 2=High 3=Nor 4=Low 0% 10% 5=Least 37%

1 2

23%

3 4 5

30%

In this pie chart 37% employee give highest priority to enjoy personal life. 3) Family Leave A3a) Shorter work days Shorter Work Days 1=Provided 2=Don't know 3=Not provided 30% 1 2 3

60% 10%

Family friendly policies 21 This pie chart shows that 60% employees have opinion that shorter work days are not provided.

A3b) Compassionate Leave Com passionate leave 1=Provided 2=Don't know 3=Not provided 23%

37%

1 2 3

40%

Here, 40% employees donot know about the rule of compassionate leave A3c) Extended Paid maternity leave Paid Maternity 1=Provided 2=Don't know 3=Not provided

3% 7%

1 2 3

90%

Family friendly policies 22 Above chart shows that 90% employees have opinion that no paid maternity leave is provided. A3d) Paid leave to care for sick leave

Leave For Sick Family Members 1=Provided 2=Don't know 3=Not provided 27% 1 2 56%

3 17%

This pie chart shows the analysis that 56% employees have opinion that leave for sick family members is not provided. 4) Employee Assistance Program (EAPs) A4a)Professional Counselling Professional Counselling 1=Provided 2=Don't know 3=Not provided

20%

1

50%

2 3

30%

Family friendly policies 23 Here 50% employees have opinion that professional counseling is not provided. A4b) Employees wellness program Employees Wellness Programs 1=Provided 2=Don't know 3=Not provided

3% 1

37%

2

60%

3

In this chart, 60% employees have opinion that employee wellness programs are not provided. A4c) Fitness Centre Fitness Centre 1=Provided 2=Don't know 3=Not provided 0%

13%

1 2 3

87%

Here, 87% have opinion that fitness centre is not provided.

Family friendly policies 24 5) Flextime A5a) Flexible Schedulling program Flexible Scheduling 1=Provided 2=Don't know 3=Not provided 20% 1 2 17% 63%

3

In this chart, 63% have opinion that flexible scheduling is not provided. A5b) Job sharing Job Sharing 1=Provided 2=Don't know 3=Not provided

17% 1

17%

2

66%

3

Here, 66% employees show that job sharing is available.

Family friendly policies 25 A5c) Work At home

Work At Home 1=Provided 2=Don't know 3=Not provided

3% 17%

1 2 3

80%

This pie chart shows that 80% employees have opinion that work at home is not provided. A5d) Part time work Part Time Work 1=Provided 2=Don't know 3=Not provided

10% 13% 1 2 3

77%

Here, 77% shows that part time work facility is not available.

Family friendly policies 26 B1) I am satisfied with my working hour

Satisfaction with working hours 1=Strongly agree 2=Agree 3=Nor 4=Disagree 5=Strongly disagree 20%

7%

23% 1 2 3 4 5

17%

33%

Here, 33% employees are strongly disagree with working hours while others have mix results.

Family friendly policies 27 B2) I am satisfied with my co-workers. Satisfaction with co-workers 3% 1=Strongly agree 2=Agree 7% 3=Nor 4=Disagree 5=Strongly disagree

0% 20%

1 2 3 4 5

70%

Here 70% employees agree with their co-workers. B3) I am satisfied with my supervisors. Satisfaction with 3% supervisors 1=Strongly agree 0% 2=Agree 3=Nor 27% 4=Disagree 5=Strongly disagree

27%

1 2 3 4 5

43%

Here, 43% employees agree with their supervisors.

Family friendly policies 28

B4) I am satisfied with my pay. Satisfaction with pay 1=Strongly agree 2=Agree 3=Nor 23% 4=Disagree 5=Strongly disagree

7%

27%

1 2 3 4 5

20%

23%

Here, 27% employees are agree with their pay Part C C1) Think to leave the organization. Think to Leave Organization 1=Strongly agree 3% 2=Agree 3% 3=Nor 4=Disagree 27% 5=Strongly disagree

20%

1 2 3 4 5

47%

Here, 47% strongly disagree to leave the organization.

Family friendly policies 29 C2) Searching for alternative to the organization. Search For Alternative Organization 7% 1=Strongly agree 2=Agree 20% 3=Nor 4=Disagree 5=Strongly disagree

3%

1

40%

2 3 4 5

30%

Here, 40% search for alternative organization. C3) Leaving the organization. Immediately Leave The Organization ongly agree 2=Agree 13% 3=Nor 23% 4=Disagree 5=Strongly disagree 1

20%

2 3 4 5

13%

31%

Here, 31% strongly disagree to leave the organization. Part D Personal Information D1) Gender

Family friendly policies 30

Gender 1=Male 23% 2=Female

1 2

77%

Here, 77% are male and 23% are female. D2) Age(years) Age 1=less than 25 2=26-30 13% 3=31-35 4=36 n over

3% 23%

1 2 3 4

61%

Here 23% data filled by less than age of 25, 61% are between 26-30 of age, 13% of age 31-35 and 3% are more than age of 36. D3) Education level

Family friendly policies 31 Education level 1=Intermediate or below 2=Diploma or certification 3=Bachlor Degree 4=Master degree or above

0% 0%

47%

1 2 3

53%

4

Here 47% are having bachelor degree and 53% having master degree. D4) Marital Status Marital Status 1=single 2=Married 3=Divorced 4=Widow

0% 0%

33% 1 2 3 4

67%

Here, 67% are single and 33% are married. D5) Presence of dependent children

Family friendly policies 32 Dependent Children 1=0 2=1 3=2 13% 4=3 5=More

0%

10%

1

0%

2 3 4 5

77%

D6) Tenure at branch in number of years.

Tenure At Bank 1=less than 2 2=2-4 3=5-7 4=8-10 5=more than 10

7%

3% 27%

1

27%

2 3 4 5

36%

Here, 27% employees are less than two years tenure, 36% have 2-4 years tenure, 27% have 5-7 years tenure, 7% have 8-10 years tenure and only 3% have more than 10% tenure.

Family friendly policies 33 D7) Company size Company Size 1=less than 500 2=501-1000 3=1001-1500 4= more than 1500

0%

1 2 3 4

100%

Here, 100% have opinion that company size is more than 1500 employees.

Family friendly policies 34

Discussions and Conclusions This research highly depicts the importance of family friendly policies on employee’s satisfaction and turn over intention in MCB. This study shows the different behaviors of employees working in MCB of various age groups. Majority of the employees are disagree with job timings and for them job timing is really a hard challenge. Majority of employees also supports the five day work week policy. Except of all these factors they do not want to leave the organization. The reason behind this fact is that may be they do not want to share about leaving organization with any one. Moreover, they also want to some relaxations regarding leave issues. In general questionnaires results determines that majority of employees are satisfied with their salary but they are not happy with other policies of MCB. So, after this study we can able to say that, for Work-Life balance family friendly policies are really have key importance. Actually, turn over intention is also not suitable for any organization, so corporations must need to develop family friendly policies. In this way employees are able to work with full of concentration on organizations goals and objectives and results will be fruit full for both employees and organizations.

Family friendly policies 35

Reccomendations: MCB can shift pressure and burden from employees by making more counters and divide work equally on each counter. For example, they can make a separate counter for online transactions like Bank Al-falah have separate counters. MCB can give employees five day work week one time a month by mutual cooperation of employees. It will happen if staff agrees to divide their numbers for holiday one by one. MCB need to work on family friendly policies by conducting a tourism trips for employees at least one time a year. In this way employee becomes more loyal to MCB. The communication gap must be minimum between top management and lower staff and it only happens when top management gives worth to the opinion of lower staff. In this more workable and efficient ideas will be generate in order to improve the performance of MCB. As in survey 10% employees said that five day work week policy is implemented while others said no. This result shows that employees are not clear about the policies of MCB, so awareness must be created among employess about the policies and that will also build a trust in employees about the policies of MCB. Top management must need to provide equal facilities to all branches, because that is also a factor of dissatisfaction among employees about the policies of top management. For example, some branches have well furnished building but some have simple building, so employees do not feel comfortable their and in this way they think to switch towards other organizations. Employee assistance programs must be started, so that employee feels a sense of comfort and do their duties with more devotion. For example, activities like, sport events among different branches of MCB, seminars and debates among different issues. In this way employees have a

Family friendly policies 36 chance to meet with each other, discuss different issues and communication gap between different departments minimizes.

Family friendly policies 37

References Melissa A. Milkie and Pia Peltola Source: Journal of Marriage and the Family, Vol. 61, No. 2 (May, 1999), pp. 476-490 Friedman, Dana, and Ellen Galinsky. 1992. Work and Family Issues: A Legitimate Business Concern. In Work, Families, and Organizations, edited by S. Zedeck, 150-78. San Francisco: Jossey-Bass. Christensen, Kathleen. 1988. Women and Home-Based Work: The Unspoken Contract. New York: Holt, Rinehart, and Winston. Bardoel,

E.A.,

Moss,

S.A.,

Smyrnios,

K.

and

Tharenous,

P.

(1999).

“Employeecharacteristics associated with the provision of work-family policies andprogram”. International Journal of Manpower, 20(8), 563-576.

Saltzstein, A.L., Ting, Y., Saltzstein, G.H. (2001). “Work-family balance and jobsatisfaction: The impact of family friendly policies on attitudes of federal government employees”. Public Administration Review, 61(4), 452.

Crooker, K. J. and Grover, S. L. (1993). “The impact of family responsive benefits on selected work attitudes”. Paper presented at the National Academy of Management meeting, Atlanta, GA.

Mobley, W.H., Horner, S.O. and Hollingsworth, A.T. (1978), “An evaluation of precursors of hospital employee turnover”, Journal of Applied Psychology, 63(4), 408-14.

Family friendly policies 38 Mowday, R.T., Porter, L.W. and Steers, R.M. (1982) “Employee- Organization Linkage: The Psychology of Commitment, Absenteeism, and Turnover”. NewYork: Academic Press.

Spector, P.E. (1997), Job Satisfaction: Application, Assessment, Causes and Consequences: Advanced Topics in Organizational Behavior, Sage, London.

Crooker, K. J. and Grover, S. L. (1993). “The impact of family responsive benefits on selected work attitudes”. Paper presented at the National Academy of Management meeting, Atlanta, GA. Clemmet,

A.

(1998).

“Employee

Assistance

programmes”.

Work

Study,

London,46(1),17-19.

Locke, E.A. (1984), “Job satisfaction”, in Gruneberg, M. and Wall, T. (Eds), Social Psychology and Organizational Behavior, Wiley, Chichester. Sullivan, B., Hollenshead, C., Smith, G. (2004) “Development and Implementing WorkFamily Policies for Faculty. Academe, 90(6), 24-28.

Family friendly policies 39

Appendix A

Family friendly policies 40 Table 1: Items of family friendly policies (N = 112)

Item of family friendly policies

Five Day Work Week

Percentage____

Provided

Don’t know

10%

Not Provided 90%

________________________________________________________________________

Flextime

Flextime Scheduling Program

20%

17%

63%

Job Sharing

66%

17%

17%

Work at home

3%

17%

80%

Part time work

10%

13%

77%

________________________________________________________________________ Average

24.75

16

59.25

Family Leave

Shorter work days for family issues

30%

10%

60%

Compassionate Leave

37%

40%

23%

Extended Paid maternity Leave

3%

7%

90%

Paid leave to care for sick family members

27%

17%

56%

Family friendly policies 41

________________________________________________________________________ Average

24.25

18.5

57.25

Employees Assistance Programs(EAPs)

Professional counseling. E.g, family/career

20%

30%

50%

Employees wellness programs

3%

37%

60%

Subsidized exercise or fitness centre

0%

13%

87%

Average

7.66

26.66

65.66

Family friendly policies 42

Appendix B

Family friendly policies 43

QUESTIONNAIRE

Dear Respondent,

This questionnaire is part of my academic research being a University Student on, “Work-Life balance: The impact of Family Friendly Policies on Employees’ Job Satisfaction and Turnover Intention in Banking Industry of Pakistan.” Basic objective of the study is to examine the impact of family friendly policies on employee job satisfaction and turnover intention in banking industry of Pakistan.

We request you to please spare a few minutes for this noble cause and complete the questionnaire. Data will be used for academic purpose only. All information collected will be kept strictly CONFIDENTIAL and ANONYMOUS. If you need clarification, I will be very happy to respond.

Thank you very much for your cooperation and valuable time, in anticipation.

===============================================================

Family friendly policies 44

PART A Family friendly policies

Listed below are the items of family friendly policies. Please indicate your answer by ticking the appropriate option.

Five-day work week A1) HAS YOUR COMPANY IMPLEMENTED THE FIVE-DAY WORK WEEK POLICY IN WORKPLACE?

Yes

No

A1a) If NO, is there any plan that the policy will be implemented in your company with in the coming two years?

Yes

Don’t know

No

Family friendly policies 45 A2) In your opinion, do you support the implementation of five-day work week policy in the workplace?

Yes, reason _________________________________________________________

No, reason __________________________________________________________

A2a) If YES, how will you prioritize to spend your leisure time during weekend?

Highest Priority

Least Priority

1 = Highest priority, 2 = High priority, 3 = Neither high nor low priority, 4 =Low priority, 5 = Least priority

A2ai) Take care of children

Highest

High

Neither

Low

Least

Family friendly policies 46 Priority

Priority

high nor low

Priority

Priority

priority

A2aii) Deal with family issues/ household work

Neither Highest

High

Low

Least

high nor low Priority

Priority

Priority

Priority

priority

A2aiii) Continuing Education

Neither Highest

High

Low

Least

high nor low Priority

Priority

Priority

Priority

priority

A2aiv) Enjoy the personal life (e.g. entertaining or gathering with friends)

Neither Highest

High

Low

Least

high nor low Priority

Priority

Priority priority

Priority

Family friendly policies 47

Others: ________________________________________________________________

Does your company provide the following benefits? Please tick to the following respective numbers against “provided”, you “don’t know” or “not provided”.

Provided

Don’t Know

Not Provided

2

3

1

3) Family leave

A3A). SHORTER WORK DAYS FOR FAMILY ISSUES

Not Provided

Don’t know

Provided

A3B). COMPASSIONATE LEAVE

Not

Family friendly policies 48 Provided

Don’t know

Provided

A3C). EXTENDED PAID MATERNITY LEAVE

Not Provided

Don’t know

Provided

A3D). PAID LEAVE TO CARE FOR SICK FAMILY MEMBERS

Not Provided

Don’t know

Provided

4) Employee Assistance Programs (EAPs)

A4A). PROFESSIONAL COUNSELLING .E.G. FAMILY/ CAREER

Not

Family friendly policies 49 Provided

Don’t know

Provided

A4B). EMPLOYEES’ WELLNESS PROGRAMS E.G: STRESS MANAGEMENT

Not Provided

Don’t know

Provided

A4C). SUBSIDIZED EXERCISE OR FITNESS CENTRE

Not Provided

Don’t know

Provided

5) Flextime

A5A). FLEXIBLE SCHEDULING PROGRAM

Not

Family friendly policies 50 Provided

Don’t know

Provided

A5B). JOB SHARING (SEVERAL EMPLOYEES DOING THE SAME JOB)

Not Provided

Don’t know

Provided

A5C). WORK AT HOME

Not Provided

Don’t know

Provided

A5D). PART TIME WORK

Not Provided

Don’t know

Provided

Family friendly policies 51

PART B Listed below are statements describing employees’ job satisfaction towards their career. For each statement, please circle one response to indicate your level of agreement or disagreement.

Strongly agree

Strongly disagree

1 = Strongly agree, 2 = agree, 3 = Neither agree nor disagree, 4 =Disagree, 5 = Strongly disagree

B1). I am satisfied with my working hours.

Neither Strongly

Strongly Agree

agree nor

Disagree

Agree

Disagree disagree

B2). I am satisfied with my co-workers. Neither Strongly

Strongly Agree

agree nor

Agree

Disagree Disagree

disagree

Family friendly policies 52 B3). I am satisfied with my supervisors.

Neither Strongly

Strongly Agree

agree nor

Disagree

Agree

Disagree disagree

B4). I am satisfied with my pay.

Neither Strongly

Strongly Agree

agree nor

Agree

Disagree Disagree

disagree

PART C Listed below are statements describing employees’ turnover intention towards their career. For each statement, please circle one response to indicate your level of agreement or disagreement.

Strongly agree

Strongly disagree

1 = Strongly agree, 2 = agree, 3 = Neither agree nor disagree, 4 =Disagree, 5 = Strongly disagree

Family friendly policies 53 C1). I think a lot about leaving the organization.

Neither Strongly

Strongly Agree

agree nor

Disagree

Agree

Disagree disagree

C2). I am actively searching for an alternative to the organization.

Neither Strongly

Strongly Agree

agree nor

Disagree

Agree

Disagree disagree

C3). As soon as it is possible, I will leave the organization

Neither Strongly

Strongly Agree

agree nor

Disagree

Agree

Disagree disagree

PART D Personal Information The information will be used for research purpose only. Please be assured that your personal information will be treated as strictly CONFIDENTIAL.

Family friendly policies 54

D1). GENDER

Male

Female

D2). AGE (YEARS)

Less than

26-30

31-35

36 and over

25

D3). EDUCATION LEVEL

Intermediate or below

Diploma or Certification

Master Bachelor

degree or above

Degree

D4). MARITAL STATUS

Divorced Single

Married

Widow

Family friendly policies 55 D5). Presence of dependent children

0

1

2

3

More

8-

More

D6). Tenure at Bank in number of years

Less 2-4

5-7

than 2

10

than 10

D7). Company size: number of all employees

Less than

501-1000

1001-1500

500

More than 1500

--End of Questionnaire--

Thank you once again for your time and participation.