In today’s fast pace era, there is an increasing concern related the work life balance which has created both the opportunities and challenges for the professionals of Human Resource System. Work life balance was initially designed for the working mothers who were facing difficulties in managing professional and personal lives (Agarwal, 2014). However, it can now be applied to all the employees despite the levels they are at in their organizations. Work life Balance has an important role to play in employee satisfaction as well as in their personal lives. A change in societal trends which has led many women to enter the workforce can result in work life conflicts. However, today’s human resources managers have started to identify the growing concern of employees related to work life balance (Rani & Selvarani, 2010). The transformation to view work life balance as a way of accommodating to the workers’ needs by giving them care and support and recognizing the importance of such attempts in the organizational productivity and performance is still under process and gradually gaining awareness (Parakandi & Behery, 2016).
Employees have started to look for ways that will help them to balance their work along with personal life. The type of work, the organizational policies, and the culture along with flexible shifts in call centres can play an important role in the work life balance. However, Job satisfaction can be a predictor of why employees decide to quit their jobs. A lack of coordination between the professional and personal life may lead to Job dissatisfaction in the call centres (Agha, Azmi & Irfan, 2017).
According to Agarwal (2014), the imbalance of work-life was not only the matter of concern but also a major indicator of workers being dissatisfied with their work. The participants of the study conducted by the researcher showed withdrawals from work, increased absenteeism and non- genuine sick absences.
Work-life balance is very important for individuals’ well-being, the effective performance in organization and for the functioning of the society (Grady et al., 2008). Although definitions and explanations may change, the work life balance is regarded as the balance between the amount of time dedicated towards work and the amount of time that is spent in the personal life in order to maintain over all harmony and quality of life (Lazar, Osoian & Ratiu, 2010). Research suggests that workers who have control over their working environment are less likely to suffer from work stress as they have a clear understanding of work life balance (Perrons, 2017).
Employees who have a better working life balance can have a better sense of control, ownership and a greater responsiveness towards their professional lives. When an employer helps an employee in managing personal life with the professional life, then the employee remains loyal to the workforce and is easily retained. However, they are more likely to focus on their work and work hard to develop their careers (Aamir et al., 2016).
Work life balance programs are the initiatives taken by the organizations to reduce the work life imbalance conflicts that prevail and encourage employees to be more effective at work. The companies in recent years have become increasingly aware of the growing need of policies and practices that can lead to a sustainable work force. A sustainable work force contains of employees who remain committed to the organization for a long period and do not switch jobs frequently (Parakandi & Behery, 2016).
To measure the Work-Life Balance, we have used SWING which is a 5 point 12- items scale. This measure can be used to measure the level of family interference at the work-place (Mostert & Oldfield, 2009).
2.2 The Different Types of Flexible Working Hours
2.2.1 Flextime
A flextime can be used to allow employees to increase extra hours which can be sued in the future to leave early, come late or take leaves. For example, in call centres, staffing is arranged according to the flexitime so that the customers can be served without any hindrance (Lesna-Wierszolowicz, 2014)
2.2.2 Part time work
The most common type of flexible working hour is the part time work hours. Employees form a contract with the management which agrees to make them work for less than the typical or official working hours. However, part time workers should not be treated less favourably or differently than the full time workers (Lewis, Anderson & Lyonette, 2016).
2.2.3 Overtime
The amount of hours worked more than the usual working hours by an employee is called an Overtime. Employees who work overtime are also compensated differently. It can either be mandatory for the workers to work overtime or they can volunteer to work more than the usual working hours (Fontinha, Easton, & Van Laar, 2017).
2.2 Job stress
Stress is a biological term that is defined as a consequence when the human fails to adopt or respond to the emotional or physical threats that he or she comes across. Stress can lead to a strain that occurs when the human body comes into a conflict with the external environment. In an increasingly fast-paced and a complex world, it is impossible to live without stress (Kotteeswari & Sharief, 2014).
Stress is a common phenomenon that comes in every individual life which can sometime come as a challenge or threat (Myers & Myers, 2004). Stress is feeling of uneasiness that employees go through when they are unable to handle their work along with their personal life. Stress is very common in the everyday life but the intensity of stress depends upon the person who faces it and the situation (Yousef, 2017).
Job stress can be caused due to many reasons which may include not being able to meet deadlines or complete targets on time, competition with fellow colleagues and overworking. This may have a direct impact on performance (Mulki & Wilkinson, 2017).According to Seibert & DeGeest (2017) A good leadership may decrease the stress level of the employees. When the employees are positively empowered and given clear directions, then the employees will be satisfied with the work as there will no stress. However, this feeling of motivation and satisfaction that they derive will bring positive organizational results (Yousef, 2017).
In a study, it was identified that many of the managers who were working the organization were under stress. Moreover, it was highlighted that 80 % of managers do not use their potential to work hard due to excessive stress (Ram, 2011). Work related stress is integral to job performance. However, Work related stress can both positive and negative. When the stress is perceived as positive, it leads to creativity and a better achievement of results. On the other hand, when the stress is perceived as negative, it reduces job satisfaction and performance at work (Hoboubi et al., 2017)
According to Kotteeswari& Sharief (2014), Job stress can come from many factors, this can come from a demanding boss, coworkers who are not supportive or have a bad behavior at work, angry customers and a never ending workload. Stressors can also come out of the work boundaries from your personal life that include relationships with family, anxieties about the future or a person gaining lack of sleep.
Stress is also related to demand and resources. Demand refers to the expectations that an employer has from an employee whereas the resources are the materials that are needed to fulfill the demand. When the demand are equal to the resources, the level of stress is minimized but if the resources are unable to meet the demand, the level of stress is maximized (Warraich et al., 2014).
Workload can be the major factor in causing work stress. Work load refers to the excessive amount of work assignments that employees have to deal with in their organizations. In the Call Centre industry, Workload may be defined as the excessive amount of calls t
hat the workers have to take (Warraich et al., 2014).
To measure the level of job stress, we have used general job stress scale (GWSS) which a 5 point 9-itm work stress scale. The (GWSS) is used to measure is a comprehensive self -report that measures the work stress. It provides an answer to the question of how stressed the person is. This Scale measures the level to which an employee is stressed at work and perceive their work environments to be stressful (De Bruin, 2006).
2.3 Job satisfaction
Job satisfaction is the level to which an employee is satisfied with the job. Job satisfaction represents favorable or unfavorable feelings that an employee has regarding his or her job (Fu & Deshpande, 2014). Happy employees are productive employees. When an employee feels happy about his or her job, he or she will be more willing to achieve organizational (Shindel, 2014).
Job satisfaction is usually linked with motivation but it is not the same as motivation. Job satisfaction is a behavior and more of a feeling that is derived internally (Babu & Venkatesh, 2016). The level of Job satisfaction and dissatisfaction not only varies with the nature of the job but also depends on the degree to which employees’ expectations are met (Shindel, 2014).
The term job satisfaction reflects the feel that an employee has or the attitude that employee shows towards his or her job in particular. It shows how happy or comfortable that person is while performing that job (Chetna , 2012).
When employees are satisfied, they work in the organizations loner, turning them into valuable resources for that particular organization. The organization tries to keep them satisfied by arranging different trainings and compatible incentives rewards for employees so that they remain satisfied and loyal. The job satisfaction factor is most crucial in any organizational setup (Chetna , 2012).
Each organization whether small or large pays immense attention to employees’ job satisfaction because only then they would be able to achieve their organizational goal and employees could perform better. It is the performance of all the individual employees that adds up and contributed to the overall organizational development (Pushpakumari, 2008).The efforts of a well satisfied employee are important for organizational success, as he contributes with immense hard work and dedication.
Job satisfaction also increases motivation on job, if combined with several sources for eg salary. Even employees agree that increase in salary contributes to increased job satisfaction and therefore employees perform well (Al-Zoubi, 2012).
The level of employee satisfaction also determines and increases employees’ commitment to the organization and dictates his loyalty towards it. In other words, the more satisfied an employee is on job, the more the chances are of him remaining committed to the organization as well (Bharati , 2012)
Those employees who are highly satisfied with their job and organization show excellent performance individually, which results in them achieving more and more nicely resulting in eventual financial success for the organization they belong to and are a part of (Afshan, 2011).
A further benefit of employee satisfaction is that it leads to customer satisfaction. The more an employee is satisfied with his own job, the more he is able to satisfy the customers he or she deals with at every day in their jobs. Customer service eventually depends on who is providing that service. Employee satisfaction is an ample and key source of the organizational success (Bushra & Yasir, 2014).
When employees are satisfied, they are productive (Likert, 1961). They put ample amount of efforts into their work and try to work as efficiently as possible showing their optimum skills and qualities. They are then able to satisfy customers more effectively and efficiently resulting in overall organizational success and financial betterment (Afshan, 2011).
In the servicing industry, employee satisfaction is a vital factor and a highly important area of interest and concern for the organization. Employee satisfaction is a complex mix of a lot of different factors contributing to employee satisfaction as one of the factors could be distributed into three different headings known as basic, excitement and performance based factors (Afshan, 2011). The initial basic factors point towards those factors absence of who creates dissatisfaction for employees on job. The next factors known as excitement factors are the ones which increase the level of satisfied customers. The last and final type is the performance factors which creates high satisfaction when the performance is nice and consistent (Kurt & Birgit, 2007).
To measure the level of job satisfaction, we have used the 5 point 6 item job satisfaction scale. A higher result on the job satisfaction indicates a high level of job satisfaction derived from the job. The job satisfaction scale can be used for workers working in different occupations. The advantage of this scale is that it will help to assess how satisfied the workers are with their jobs (Macdonald & Maclntyre, 1997).
2.4 The relationship of Work Life Balance and Job Satisfaction
The employers who introduce work life balance in their organizations can easily attract and retain talented employees for a long time. Work life imbalance can lead to an in efficient functioning of business operations (Raj, 2013). When the employee’s needs are met in terms of flexibility in the working hours, they are highly satisfied with the job (Gregory, Milner, & Windebank, 2013).
According to Keerthika & Rajaram (2015), the effect of work life balance, specially working hours on employee’s satisfaction has a positive relationship. A study in Pakistan was conducted which showed that job satisfaction at executive levels had a negative relationship with family life and stress at work and job satisfaction had a positive relationship when the workers were given freedom at workplace (Arif & Farooqi, 2014)
The demand of work life balance depends on a number of factors. These factors includes changes in the structure of organizational structure, changes in demographics, diversity of workforce and the number of married women entering the labor force. Organizations should make sure that the effective work life balance programs are introduced in the work place so that workers are motivated to work hard and are able to perform their job roes effectively (Agarwal, Mishra & Dixit, 2015)
2.5- Outcomes of Improved Work Life Balance in Call Centres
2.5.1-Growth and profit impact
Unnecessarily job stress and high expectations can greatly impact the productivity at work. An effective execution of the work life strategy can reduce the employees from being overworked and pressures and can have a remarkable effect on the productivity and a positive impact on organizational growth (Chimote & Srivastava, 2014).Call centres with greater work life balance which includes traditional policies regarding employees’ leave, had higherorganizational performance, market growth and increase in sales growth (Lazar, Osoian & Ratiu, 2010)
2.5.2-Organizational Commitment and Customer Service
Employees who cannot manager work and home or are stress can be less involved in work activities. This can also lead to poor customer service. Call centres involve a high level of customer engagement which requires an active involvement at the workplace (Kim, 2014).An effective work life balance implemented in the organization can make sure that the employees are fully committed to the organization and a perception is created that the organization is concerned about the individual employees’ need (Smith & Gardner, 2007).
2.5.3-Employees’ health
Work Life Balance can bring positive mental and physical health outcomes on the employees. Allowing compressed or flexible working hours can significantly red
uce stress at work. A relationship has been seen between work life imbalance and sleep disturbance. Irregular work schedules can increase the risk of sleeping disorders (Gangwisch, 2014). An effective work life strategy can lead to an improved relationships at work life and personal life. Health costs will decline as worker will take less sick leaves which will also have an impact on the absenteeism rate (Lunau et al., 2014).
2.6 Well-being Issues in Call Centres
2.6.1 Employee Turnover and Absence
Employee turnover can be described as a rate at which the employees leave the organization and are replaced with the new ones to fill the gaps that prevail in the organization (Bal, 2016).An effective Work Life Balance can have an impact on the turnover intentions of the employees working in call centres. Workers become much more productive at work which results in a decline in the turnover rate (Suifan, Abdallah & Diab, 2016).One of four employees in an organization who believe that their organization does not support effective work life balance tend to quit and switch to another job within two years (Bal, 2016).
According to a study of Akroyd, Gordon-Dseagu & Fairhurst (2006) who claim that call centre jobs are one of the ten most stressful jobs in the world. Workers were found to feel extremely exhausted and mentally drained quite often. These had spillover effects on the employees’ personal lives. The authors also indicate that a low level call centre jobs having a greater technological and management control do not contribute to job satisfaction.
2.6.2 Performance Measures
In many call centres, the performance is measured on the basis of length of call and the type of response given to the customers. Data is also collected by the team members which is the stored to improve efficiency. The performance is measured through the number of calls that is handled per day. This can be a source of stress for the employees if they are not able to make the required calls (Akroyd, Gordon-Dseagu & Fairhurst 2006).
2.7 Theoretical Framework
Below is the Theoretical framework which shows the dependent and the independent variable of our study. The Work life balance and job stress are the two independent variables and job satisfaction is the dependent variable in the study. In addition, gender is the moderating variable of our study. Job satisfaction can vary due to the changes in the work life programs and the level of job stress. However, an increase in the Job stress can lead to a reduction in the Job satisfaction amongst the employees of the Call Centres in the field of banking. Moreover, if the organizations focus on the Work-life Programs, then the level of job satisfaction may improve significantly.
3.0 Research Methodology
3.1 Research Design
This study is conducted using a post-positivist philosophy of research design utilizing a mono-method quantitative deductive approach. It is a cross sectional explanatory study in which data is gathered from a sample of the population that work in the call centres of a particular bank. The study aims to explain the impact of two independent variables, work life balance and job stress, on a third dependent variable job satisfaction
3.2 Research Setting
The research is in the call center of a well-known bank of Karachi Pakistan – The United Bank Limited. The sample of participants that was chosen were the phone banking officers of the call centers where both female and male employees are a part of the sample.
3.3 Procedure
The study was conducted using the below mentioned steps:
1. The first step was to study the relevant literature available on the topic of job satisfaction and work life balance in the call center industries.
2. After literature review, we decided our independent variables for the study and also the moderating variable based on literature, which was the demographic factor gender.
3. Based on empirical evidence, we determined the relationship that may exists between the chosen variables and specified appropriate hypotheses.
4. The next step was to select an instrument to measure job satisfaction, job stress and work life balance using the available research conducted on the same. A quantitative instrument was developed by incorporating commonly used reliable and valid scales of all the constructs to be studied.
5. We then approached the call centers of the bank to gather data from the relevant sample audience for the study and got permission for them to fill out the self-administered questionnaire We facilitated and looked after the entire process and collected the data in person from all the participants.
7. After the data was collected from the survey, it was coded and cleaned and entered into the data analysis software for further analysis.
8. The data was then analyzed and tested for further interpretation of the results.
9. After the results were generated, the tasks of discussing the same, drawing conclusions, inferring the analysis and recommending ideas for future research was drafted.
10. At the end of the entire process, the report was compiled and put into a final format.
11. After finalizing report, a presentation was made.
3.4 Population and Sampling Frame
The population of this research includes males and females currently working in the call centres of chosen bank. According to State Bank of Pakistan (2016), the number of banks operating in Pakistan are 35. Out of the 35 banks, there are 31 banks that have Call Centres. If each call centre has on average 500 employees in them, then the total size of population is approximately 500 employees including both males and females. The target population of employees considered is from a renowned private commercial bank with total employee strength of 1200 employees working in call centres. The selection of the bank was done on the basis of permission and access.
3.5 Sample and Sampling Method
For a population of 1200 employees, an appropriate sample size for this study is 210 respondents
3.6 Data Collection Instruments
Primary Data is collected through survey questionnaires for measuring the impact of Work Life Balance and Job stress on Job satisfaction of the employees in the call centres of the bank.
General Work Stress Scale
For measuring job stress, the 5-point, 9-item, general work stress scale (GWSS) was used (De Bruin, 2006). During the pilot study, 4 items of the scale were low in inter-item reliability, and were dropped in subsequent data collection for the study. The GWSS uses scales of different sources which include work stress, role ambiguity, job balancing work and job autonomy. The total score reflects the level of job stress a call centre worker experiences. The focus of GWSS is on the stress that is ‘felt (De Bruin, 2006). Felt stress can be perceived as a variable that is located between events that are stressful and outcomes such as mental illness, depression and job dissatisfaction (Hendrix et al., 1995).
Job Satisfaction Scale
For measuring job satisfaction, the 5-point, 6-item job satisfaction scale was used (name the scale or its developer). The higher scores are the indicators of how satisfied the call centre employees are with their jobs. The scale was used in a study to find out about the employee job satisfaction as a result of Employees’ well-being (Orsila et al., 2011). Job satisfaction scale was used by Lee (2016) to find the extent to which nurses in Taiwan were satisfied with their jobs. According to Mak and Hong (2010), items for job satisfaction should be monitored on frequent basis because the factors that lead to job satisfaction are open to changes.
SWING
The 5-point 11- items SWING scale was used by Oosthuizen, R. M., Coetzee, M., & Munro (2016) to find the impact of work-life balance on turnover intention of the information techno
logy employees. SWING is a scale which is used commonly to measure Work-Life Balance (Geurts et al., 2005).
3.7 Hypotheses
The hypotheses developed for the study are:
H1: Job stress has a significant negative impact on the job satisfaction of call centre employees.
H2: Work life balance has a significant positive impact on the job satisfaction of call centre employees.
H3: Work life balance and job satisfaction are positively related to each other.
H4: Job stress and job satisfaction are negatively related to each other.
H5: Gender may have an effect on the relationship of work life balance and job stress with job satisfaction
3.8 Plan of Analysis
Descriptive analysis is employed for analyzing demographic data. Individual regression is used to test Hypothesis 1 and Hypothesis 2 (association of trait EI and SE, respectively, with perceived academic performance). Correlation is used to test Hypothesis 3 (relation between trait EI and self-efficacy). Multiple regression is used to test Hypothesis 4 (interplay of trait EI and SE) and Split-File Regression is used to test Hypothesis 5 (effect of socio-demographic factors on the relationship between trait EI and SE). Reliability analysis is done for testing the reliability of the data collected.
3.9 Software Employed
The software employed for the study will be SPSS 16 and MS Excel which will help in statistical analysis
4.0 Data Analysis and Findings
To meet the target of 210 employees constituting the sample size, 160 questionnaires were sent to the leading bank United Bank limited. Of these, all 210 questionnaires were returned completely filled.
Thus, the response rate is (210/210)*100=100%
4.1 Reliability Scales
The first step that is involved in analyzing the data includes testing the reliability of the (1) over all questionnaire and (2) the items in a questionnaire of all the three variables. The over-all findings will be interpreted in the context of the overall reliability of the data
Reliability Statistics
Construct Cronbach’s Alpha N of items
Job Stress 0.807 5
Job Satisfaction 0.640 6
Work Life Balance .678 11
Overall .639 22
The reliability of the overall questionnaire is the Cronbach alpha value of 0.639, which is above the minimum required, 0.6. The Cronbach value alpha for Job stress is 0.807, Job satisfaction is 0.640 and for Work life balance is 0.678. The reliability is high enough for the subsequent analysis
4.2 Demographic Profile
The Frequency distribution of demographic variables will show the characteristics of the sample population
Demographic Variable Frequency Percentage
Gender Male 133 66.3
Female 77 33.7
Total 210 100%
66 percent of the sample population comprises of male employees and 33 percent of the sample population consists of female employees. This constitutes that the conclusions and the opinions of the study will be more focused to male employees.
4.3 Descriptive Analyses and Interpretation
Descriptive analysis is done for all three variables
Table 4.4 Descriptive Analysis of all three variables
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Skewness Kurtosis
Statistic Statistic Statistic Statistic Statistic Statistic Std. Error Statistic Std. Error
Job Stress 210 1.00 5.00 2.5305 1.00293 .304 .168 -.778 .334
Job Satisfaction 210 1.33 5.00 3.3635 .70212 -.241 .168 .036 .334
Work life balance 210 1.00 4.45 3.1870 .62629 -.061 .168 -.157 .334
Job stress in this sample is positively skewed and slightly peaked, thus it is normal to make it suitable for the subsequent statistical analysis. In job satisfaction, with a minimum 1.33 and a maximum of 5 with a mean of 3.36 and higher side standard deviation shows that the people usually responded towards the Agreed side of the scale. Further the found data is skewed negatively and normally distributed. For work life balance, the minimum is 1 and the maximum is 4.45 with a mean of 3.18 and low standard deviation, implementing that the sample has mostly responded towards the positive side of the questionnaire. The data is negatively skewed and normally distributed.
The test which will evaluate the means of all three variables of the population is a one sample t-test, which would test it at 5%. The hypotheses designed for all three variables are mentioned below:
Job Stress
H0: Mean=2
H1: Mean>2
Job Satisfaction
H0: Mean=3
H1: Mean>3
Work Life Balance
H0: Mean=3
H1: Mean>3
One-Sample Test
Test Value = 2 (for JS), 3 (for JST), 3 (for WLB)
t df Sig. (2-tailed) Mean Difference 95% Confidence Interval of the Difference
Lower Upper
Job stress 7.665 209 .000 .53048 .3940 .6669
Job satisfaction 7.502 209 .000 .36349 .2680 .4590
Work life balance 73.743 209 .000 3.18701 3.1018 3.2722
After conducting the t test we came to the following conclusion. For our first variable Job stress, as the value of t is greater than 2, we can conclude that H0 is to be rejected and it could be said with 95% confidence that the population mean for Job stress is more than 2, and that it falls between the range 2.4 and 2.66. For Job satisfaction, the t-value is higher than 2, which goes on to prove that we can say with 95% confidence that the population mean is more than 3 and the population mean falls between the range of 3.7 and 3.45, which concludes that H0 is to be rejected. For the third variable Work life balance, as the t value is greater than 2, we will reject the H0 and summarize that we can say with 95% confidence that the population mean is more than 3 and it falls between the range of 6.10 and 6.27.
4.4- Correlation between variables
Correlations N Value Sig.
Job stress and Job satisfaction 210 -.416** 0.000
Work life balance and job satisfaction 210 0.107 0.122
Job stress and Work life balance 210 .169* 0.014
There is a negative correlation between job stress and job satisfaction. Job stress has the most significant effect on job satisfaction, whereas work life balance has a lower impact on job satisfaction. From the table above, job stress and job satisfaction are negatively correlated with each other.
In the case of job stress and job satisfaction, correlation is significant at p=0.01 and for Job stress and work life balance, p=0.05.
4.5 Hypotheses Testing
HYPOTHESIS 1
Ho= Job stress has no significant impact on Job satisfaction of call centre employees
H1= Job stress has a significant negative impact on Job satisfaction of call centre employees
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .416a .173 .169 .64008
a. Predictors: (Constant), Job stress
Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients T Sig.
B Std. Error Beta
1 (Constant) 4.100 .120 34.131 .000
Job stress -.291 .044 -.416 -6.594 .000
a. Dependent Variable: Job satisfaction
The adjusted r square highlights that job stress is explaining only 16.9% of variation in the job satisfaction. Based on the coefficient, the regression equation is,
Job satisfaction= 4.1+ (-0.416* Job stress)
As the t-value is greater than 2, we will disapprove H0 and state that according to the 95% of the confidence interval, there is a negative relation between job stress and job satisfaction.
HYPOTHESIS 2
Ho= Work life balance has no significant impact on the job satisfaction of call centre employees
H1= Work life balance has a significant positive impact on the job satisfaction of call centre employees
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .107a .011 .007 .69977
a. Predictors: (Constant), WLB4
Coefficientsa
Model Unstand
ardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta
1 (Constant) 2.981 .251 11.878 .000
WLB4 .120 .077 .107 1.552 .122
a. Dependent Variable: Job satisfaction
The adjusted r-square shows that work life balance has a 7% impact on the variation in job satisfaction of call centre employees. With reference to the coefficients, the regressions equation is:
Job satisfaction= 2.981+ 0.107* Work life balance
As the t value is above 2, we reject H0 and state with 95% confidence that there is a positive relation between work life balance and job satisfaction.
HYPOTHESIS 3
H0: Work life balance and job satisfaction are not related to each other.
H1: Work life balance and job satisfaction are related to each other.
Correlations N Value Sig.
Job stress and Work life balance 210 .169* 0.014
As p<.05, we can conclude with 95% confidence that there exists a positive correlation 0.169 between job stress and work life balance.
HYPOTHESIS 4
H0: Job stress and job satisfaction are not related to each other.
H1: Job stress and job satisfaction are negatively related to each other.
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .416a .173 .169 .64008
a. Predictors: (Constant), Jobstress
ANOVAa
Model Sum of Squares df Mean Square F Sig.
1 Regression 17.812 1 17.812 43.476 .000b
Residual 85.219 208 .410
Total 103.031 209
a. Dependent Variable: Jobsatisfaction
b. Predictors: (Constant), Jobstress
Coefficientsa
Model Unstandardized Coefficients Standardized Coefficients t Sig.
B Std. Error Beta
1 (Constant) 4.100 .120 34.131 .000
Jobstress -.291 .044 -.416 -6.594 .000
a. Dependent Variable: Jobsatisfaction
We can see that job stress impacts 16.9% variation in job satisfaction, and looking at the t-value of job stress which is greater than 2 with a negative sign, we can say with 95% confidence that H0 is to be rejected and we will accept H1 stating that job stress has a negative relationship with job satisfaction.
The regression equation is:
Job satisfaction= 4.1-(0.416*Job stress)
HYPOTHESIS 5
Ho= Gender may not have any effect on the relationship of work life balance and job stress with job satisfaction
H1= Gender may have an effect on the relationship of work life balance and job stress with job satisfaction
Analysis for Gender
Descriptive Statistics
Gender N Minimum Maximum Mean Std. Deviation
Statistic Statistic Statistic Statistic Statistic
Male Job stress 133 1.00 5.00 2.3699 1.03265
Job satisfaction 133 1.33 5.00 3.5038 .69917
Work life balance 106 1.00 4.45 3.0926 .64147
Female Job stress 77 1.00 5.00 2.8078 .88938
Job satisfaction 77 1.50 4.50 3.1212 .64245
Work life balance 61 1.82 4.27 3.1624 .53529
The minimum values for male and female employees are equal for job stress, whereas for remaining two variables, the values of females are higher than males. The maximum values for job stress are also equal for males and female whereas the maximum values for job satisfaction and work life balance are higher in males than females. The mean values of all the variables in both the genders are nearly identical in the study. In order to make sure that the population mean of the three variables for the genders is same, the Independent Sample T-test is used, indicating:
t-test for Equality of Means
Sig.
t
df
Sig. (2-tailed)
Mean Difference
Std. Error Difference
95% Confidence Interval of the Difference
Lower
Upper
Job stress
Equal variances assumed
0.075
-3.112
208
0.002
-0.43787
0.14072
-0.7153
-0.16044