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The Impact of Work-Life Balance on Job Satisfaction: With Special Reference

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American Journal of Humanities and Social Sciences Research (AJHSSR) 2019
American Journal of Humanities and Social Sciences Research (AJHSSR)
e-ISSN : 2378-703X
Volume-3, Issue-6, pp-97-108
www.ajhssr.com
Research Paper Open Access

The Impact of Work-Life Balance on Job Satisfaction: With

Special Reference to ABC Private Limited in Sri Lanka
A. ArunaShantha
Department of Economics and Statistics, Faculty of Social Sciences and Lanquages, Sabaragamuwa University
of Sri Lanka, Sri Lanka

ABSTRACT:Work life Balance (WLB) is timely important area of Human resources Management and has
become a top priority for workers everywhere. Hence the main objective of this study is to investigate the
relationship between work life balance and job satisfaction of the ABC Company Employees and finally to
provide of recommendations that could help the company and their employees to achieve a better work life
balance and job satisfaction. This study was done using 360 employees as a sample and they represent shipping
and logistics sector of the ACB Maritime Agencies, Colombo in Sri Lanka A self-administered questionnaire
was distributed randomly to a sample of 360 full time employees attached to ABC Maritime Agencies (Pvt) Ltd,
used in this study and data collected accordingly. The data were analyzed using factor analysis and structural
Equation model. The results revealed that most of the employees seem not satisfied with their job and as a result
they cannot have proper work life balance. Most of staff are on tasks that are in high demand and that need to be
finished in very strict deadlines. Further when these employees finish one such task, they must immediately
move to a similar hard task. They are tremendously stressed in such a work atmosphere and as a result
efficiency and effectiveness of workers drop down at work and have a poor work life balance.
KEYWORDS : Work Life Balance, Job Satisfaction, Work Stress, Management Support, Family Support.

I. INTRODUCTION
Before World War II, the W.K. Kellogg Company created four six-hour shifts to replace the traditional three
daily eight-hour shifts, and the new shifts resulted in increased employee morale and efficiency. In the 1980s
and 1990s, companies began to offer work-life programs. While the first wave of these programs was primarily
to support women with children, today’s work-life programs are less gender-specific and recognize other
commitments as well as those of the family. Employees in global communities also want flexibility and control
over their work and personal lives. Life is a balancing act, and in the society, it is safe to say that almost
everyone is seeking work-life balance. But what exactly is work/life balance? We have all heard the term, and
many of us complain that we don’t have enough of it in our lives. Among men and women alike, the frustrating
search for work/life balance is a frequent topic of conversation, usually translated into not enough time and/or
support to do, to handle, to manage our work commitments or personal responsibilities.

To handle work-life balance, Friedman and Greenhaus emphasize that working adults learn to build networks of
support at home, at work, and in the community. Conflict between work and family has real consequences and
significantly affects quality of family life and career attainment of both men and women. The consequences for
women may include serious constraints on career choices, limited opportunity for career advancement and
success in their work role, and the need to choose between two apparent opposites—an active and satisfying
career or marriage and children.

Job Satisfaction (JS) has been defined as ―the degree to which employee have a positive and effective
orientation towards employment by organization‖(Azeem & Akhtar W, 2014). Many organizations face
challenges in accurately measuring job satisfaction, as the definition of satisfaction can differ among various
people within an organization. However, most organizations realize that job satisfaction impact their work
performance and creating a benchmark for measuring job satisfaction, managers can employ proven test
methods such as the Job Descriptive Index (JDI) or the Minnesota Satisfaction Questionnaire (MSQ). These
assessments help management define job satisfaction objectively. Workers having problem balancing work roles
and family roles, set bad standard in the company work setting and often upset the friendly work ambience. So,
both work life balance and job satisfaction are related to each other and have impact on job performance of the
employees.

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Sri Lankan business scenario have been changing due to globalization, competition, government intervention,
work environment etc. With this, well paid, challenging and satisfying jobs are highly demanding. When people
are dissatisfied with their workplace and job, it led to a negative impact on their work outcome and personal life.
Some employees have real problems managing their time with work duties and family responsibilities, which
lead them to feel dissatisfied with work arrangements in the work place. Stress and worries are increased due to
work overload. In addition, some employees cannot finish their tasks at the workplace because of work load and
other work conflicts and sometimes they longer hours.Engaging of employee has become the first and foremost
need for top executives. Business leaders known that in this fact cycle of Economy, Company should have a top
performing workforce for the growth and to survive in the market place and further they have already
recognized that employee engagement can definitely increase the productivity and to reduce the cost related to
hiring and retention is highly competitive markets.

Hence, this ABC Company has become aware that dis-satisfaction of employees has become a major problem
and it has been shown on reports on employee performance finding that there is a major performance issue in
the company. It is also observed that the employees’ low commitment due to dis-satisfied with work
arrangements in the work place. Due to this major issue it has led to grave performance issues within the
company mainly higher defects rate, work deployment by non-meeting the deadlines, required targets and poor
quality of work and so on so forth bringing negative impact on overall performance of the company. Therefore,
to overcome the above problem, the top management of the company must clearly understand the need to
provide solution that should help to achieve higher job satisfaction. Hence, it is necessary to find methods to
satisfy employees in different ways to up bring job satisfaction of employee in ABC Company. Researcher has
realized the importance of Work-life balance in increasing the job satisfaction and productivity.

Organizations need to provide their employees with arrangements that help them to finish their tasks at home
such as telework technology. Furthermore, some employee work longer hours find that it is difficult for them to
be involved with their family which impact negatively on their work-life balance. Dissatisfaction of the
employees might be the reason for employee’s turnover and grievances also affect to bring down the
organization’s overall performance low. Therefore, research question being recognized as ―Is there any impact
of Work-life balance on job satisfaction? The objective of this study objectives are; a) To analyze and identify
relationship between work-life balance and job satisfaction and b) To provide recommendation to management
on how to improve work-life balance to enhance job satisfaction of employees of ABC company

II. LITRATURE REVIEW

An organization cannot build a good team of working professionals without good Human Resources. The key
functions of the Human Resources Management (HRM) team include recruiting people, training them,
performance appraisals, motivating employees as well as workplace communication, workplace safety, and
much more HRM can be considered as one of the most vital functioning areas of management and source to
achieve suitable competitive advantage to as organization (Ashfaq, Mahmood, & Ahmad, 2013). Therefore,
every organization is very keen to utilize its human resources in an efficient and effective manner to achieve
intended goals and objectives. (Azeem & Akhtar W, 2014).Work-family balance defined as ―satisfaction and
good functioning at work and at home, with a minimum of role conflict‖ (Chahal, Chehalis, & Chowdhary,
2013) ;Simply, the work-life balance arrangements are an important element in meeting this challenge without
considering gender. Ex: Women are to take care about their families and children and need to work and
nowadays most women work & share their duties with men etc.

―Leave your problems at home‖ may be the mantra of older CEOs, but the new generation of leaders know the
personal lives of employees have a direct bearing on their work life and thus their productivity. (Fatima &
Sahibzada, 2012)WLB assists Employees to combine employment with their family life, caring responsibilities
and with personal life outside the workplace. Best companies in the world such as Google, Yahoo!, KPMG,
Hilton, Marriott International, IKEA, and more, Why these companies become so successful and everyone does
want to work for them? The answer is simple, they care about their employee’s well-being and this creates
growth for both the employees and the employers.

On the other hand, if employees spend too much time in their personal life and put in less effort into their work,
they will feel that their life is lack of something. They will lack the fulfillment and satisfaction from work and
career achievement. This is what it means by being out of balance. And it is important of staying in balance
between personal and work life. Simply, if one has managed to allocate the required time for every aspect of life
duly and not to reflect the problem in one part of life to another mean that has been able to achieve work family
balance. Life as a whole is composed of many of the aspects along with work. Then who have achieved the
balance among these aspects is sure to achieve the life balance which does away with any imbalance.All most
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all the organizations are looking for better performances and productivity where people are looking for
enjoyment, pay, promotion and job satisfaction while maintaining their personal lives. In order to have better
performance and productive employee, the organization should apply work life balance policies to achieve good
results from their employees. When it comes to ABC too, the management must understand of effective work
life balance policy to satisfy all employees, where should lead to better Job satisfaction and performance.

Job satisfaction is the most frequently studied variable in organizational research because employers want to
know how to avoid labor turnover and reward their best workers. (Rani, kamalanabhan, & Selvarani, 2011)
defined JS as any combination of psychological, physiological and environmental circumstances that causes a
person truthful to say I am satisfied with my job (Maeran, 2013). According to (Mcnall, Masuda, & Nicklin,
2010) JS is under the influence of many external factors. But Vroom in his definition on JS focuses on the role
of the employee in the work place. Thus, he define JS as affective orientation on the part of individual towards
work role which they are occupying (Yadav & Dabhade, 2013). Generally, Job satisfaction can be explained by
satisfaction with parts of a job that the worker likes or dislikes. When general satisfaction is high, little attention
is paid to satisfaction with job facets. However, when job satisfaction in general is lower, examining the facets
may explain the low morale by identifying the disliked job components. There are many facets, and many ways
of conceptualizing and measuring them.

However, JS can be considered as one of the main factors when it comes to efficiency and effectiveness of
business organization. In fact the new management model which insist that employees should be treated and
considered primarily as a human being who have their own wants, needs, personal desires is very good
indicators for the importance of JS in modern companies.Workers who must remain in unsatisfying positions
may experience job stress that reduces their general emotional well-being. When people are chronically
dissatisfied with a job they must perform 45 hours a week, they may eventually suffer from job burnout, a
condition associated with a wide range of physical and psychological symptoms—headache, upset stomach,
anxiety, and depression. Job dissatisfaction has even been linked to life expectancy, with those who hate their
work predicted to have a shorter life expectancy and an alternative to suffering the emotional and physical
consequences of chronic job dissatisfaction is job withdrawal, including absenteeism and quitting. Although job
dissatisfaction is widely believed to relate to absence, the empirical support is weak because there are many
other reasons for being absent, including illness, personal business, and family responsibilities.

Compared to absenteeism, there is stronger evidence of a causal link between job dissatisfaction and turnover.
Dissatisfaction may lead to an intention to leave, followed by engagement in job search activities that include
writing a resume, enrolling with job-finding agencies, and interviewing for positions. If another job is found,
then the dis-satisfied employee can leave. However, without a job offer in hand, employees are unlikely to quit.
Also, it must be noted that in deciding whether to resign a position, individuals think about more than just how
they feel about their jobs. They also think about the interpersonal relationships that they may have established at
work.(Yadav & Dabhade, 2013) summarizes the findings concerning how people feel towards work, including:
cultural and gender differences in job satisfaction and personal and organizational causes; and potential
consequences of job satisfaction and dissatisfaction. He provides with a concise overview of the application,
assessment, causes and consequences of job satisfaction. Sophie Rowan (2008) reveals how to create a happier
work life, without changing career. She provides practical and realistic guidance on how one can achieve
optimal job satisfaction and overcome the obstacles that make so many of us unhappy at work. (Quarat, Khattak,
& Iobal, 2013) reassessed the meaning of the workplace and proposed a simple formula for success- Forget the
idea that hard work alone leads to success and instead focus on building good relationships. He asserts that the
best way to win at work is to understand what is needed to support the egos of bosses, peers, and subordinates.
Accurate assessment of those needs can then be indirectly associated with one's own personal goals and
exploited to make substantive workplace gains. Methods of determining needs are given for a variety of
situations, and strategies are offered to help make some of the worst work situations at least marginally better
through networking and personal development. (Quarat, Khattak, & Iobal, 2013) reveals perceiving future
opportunity can actually be more motivating than actually receiving a raise, getting promoted, or being given
additional responsibilities.

(Ransome, 2007) offers practical advice for improving both your attitude about your job and the job itself. She
shows workers how to cope with keeping their jobs in this difficult economy. (Mcnall, Masuda, & Nicklin,
2010) presented widely used measurement scales of Job Satisfaction, Mental Health, Job-related Well-being and
Organizational Commitment, along with benchmarking data for comparison. The benchmarking data is based on
a sample of almost 60,000 respondents from 115 different organizations across a wide spectrum of industries
and occupations. Information is given by occupational group and is further broken down by age and gender.
(Nunnally & Bernstein, 1994) examined in terms of industry and staff size as well as employee age and gender

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more than 20 indicators of job satisfaction including career-advancement opportunities, benefits, the flexibility
to balance life and work, and compensation. (Poelmans, Kalliath, & Brough, 2008)helps to determine employee
level of satisfaction and then assists in making positive changes to increase both satisfaction level and quality of
work

III. CONCEPTUALIZATION OF VARIABLES AND HYPOTHESIS

Based on in-depth analysis of previous literature on work-life balance and job satisfaction, this study developed
following conceptual framework and identified the major variables.

Work Stress

Management
Work Life Balance Job Satisfaction
Support

Family Support

Factors Independent Dependent

Affecting Variable Variable
Figure: Conceptual Frame work
Hypothesis

The study is conducted to test a hypothesis, what kind of impact has on employee work life balance on job
satisfaction in the ABC Company, whether it has a negative impact or a positive impact. To come to conclusion
questionnaire which has developed based on the hypothesis is provided for the selected sample. The hypothesis
can be stated as follows

H1 – Alternative Hypothesis
H1,1 – There is a positive relationship between work-life balance and job satisfaction
H1,2 – There is a positive relationship between work stress & Work-life balance
H1,3 – There is a positive relationship between Management support & Work-life balance
H1,4 – There is a positive relationship between family support & work-life balance

IV. MATERIALS AND METHODS

Population and Sample
Researcher means to conduct her study using face to face interview and by using a questionnaire on the arrears
pointed out in the conceptual frame work and sample size would be 360 staff members from 1000 employees in
ABC Company. Questionnaire includes 38 questions, that covered areas linked to research topic. It will divide
into main subject areas like general information (Age, gender, year of experience, education etc), Work life
balance and job satisfaction. Each questions includes 5 scales (Strongly disagree, Disagree, Neutral, Agree and
strongly agree).

Primary Data
Research action will be improved by using quantitative approaches. Primary data collected by sending
questionnaire and conducting face to face interview.

Secondary data
The research will be used as a secondary data previous and current data of employees, attendance report and
employee evaluation forms from the Human Resources Department of the organization.

Statistical tools to be used

Survey data will be analyzing with a work sheet program such as Statistical Package for Social Sciences (SPSS)
and MS Excel, which is a part of Microsoft popular office package. SPSS is very user friendly and easy for
entering, coding and storing survey data.

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Data analyzing survey will be analyzing by using frequency distribution and descriptive statistics methods. Once
the data is collected it would be presented by using the data gathered through theories outlined above and the
information obtained by questionnaire and information of relevant literature.

Presentation of findings
Researcher analyses data and presenting the research document by using tables and charts. It will be given clear
ideas about research area and survey results according to the research objective and submit suggestions,
solutions, recommendation to the management.

Methods of data collection

As a measure of data collection, writer will be using structured questionnaire which include closed questions in
retrieving data and current status of factors affecting job satisfaction and engagements at ABC Company. A
questionnaire consists of four sections where section (A) contains of 6 questions which collect data upon
demographics factors of employees such as age, gender, education etc. Under section (B) , it accommodate 8
questions which further collect data upon factors affecting to work-life balance and under section (C)consist the
questions which follow collected data upon WLB and section (D) includes 10 questions enabling to collect data
which affect job satisfaction of the employee.
Questionnaire will be distributing among 60 employees incidentally selecting from the total 100 whom they will
be given a duration of 7 days to fill and submit the questionnaire. None of 60 questionnaire were not
disqualified among for all 60 were used in the research. Researcher had to spend one week time duration to
collect all questionnaire back for analysis.

Method of data analysis

Data will be analyzing to identify the relationship and to measure impact of WLB or JS in ABC Company.
Under section A, all demographic factors will be analyzed with use of percentage in analyzing the general
distribution of gender, age, education, year of service. Under the section B, the data are being analyzed under 3
factors affecting to Work life balance, work stress, Management support and Family support. Under Section C ,
the data analyzed of WLB considering role conflict, home satisfaction and family functioning, work satisfaction
and employee service responsibilities. Under section D, the data analyzed of job satisfaction considering work
environment, compensation plan and autonomy. Each factor analysis will be made easy by further clustering
each factor into sub factors where each sub factor is allocated with question.

Principal Components Analysis

The Principal Component Analysis (PCA) is useful to identify the pattern of correlations within a set of
observed variables. The main purpose of the principle component analysis are data reduction and the
interpretation (Principal Component analysis, 2016). This is most beneficial to describe the covariance,
variance structure over a liner combination of original variables. The uncorrelated linear combinations of the
observed variables are getting from the factor extraction. This method of principle component method used to
obtain the initial factor solution when a correlation matrix is singular. All data collected through the
questionnaires which method of primary data collection Cronbach’s alpha the most common measurement is
to test reliability of the multiple Likert questions in the questionnaire.

V. DATA ANALYSIS AND DISCUSSION

Assessing reliability and validity of Reflective variables
In here, Indicator reliability (Outer loadings, T-statistics) and Internal consistency reliability (Composite
reliability, Cronbach’s alpha) was examined between indicators questionnaire items on reliability of constructs
and, below validity of constructs Convergent validity (AVE) and Discriminant validity (Fornell-Lacker
criterion) was considered

Table 01: Validity and Reliability constructs of first order analysis

Construct Indicator reliability Internal Consistency Reliability Convergent

Validity
Loadings t-statistic Composite Cronbach’s AVE
reliability alpha
1. Work Life Balance
Q1 0.926441 142.393729 0.980435 0.976715 0.877436
Q2 0.942640 163.422654
Q3 0.932400 147.220722

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Q4 0.942754 180.565632
Q6 0.940659 125.095715
Q7 0.938339 161.399533
Q8 0.933656 169.757163

2. Work Stress 0.970972 0.962552 0.904520

Q1 0.939989 178.050109
Q2 0.944739 233.526687
Q3 0.924394 136.635450
Q4 0.900769 105.538966
Q5 0.952894 224.870194
Q6 0.922231 224.870194
Q7 0.893456 225.864531
3. Management Support 0.966305 0.956346 0.851574
Q1 0.923894 80.767037
Q2 0.920623 115.800991
Q3 0.894984 80.126403
Q4 0.930422 124.437910
Q5 0.943432 151.037136
4. Family Support
Q1 0.962796 235.082947 0.982710 0.978882 0.886183
Q2 0.947772 192.868306
Q3 0.945355 196.682975
Q4 0.948360 252.696412
Q5 0.951570 193.556612
Q6 0.950423 202.370548
5. Job Satisfaction 0.974133 0.966788 0.870001
Q1 0.943162 176.779188
Q2 0.954598 192.500297
Source: Sample survey, 2018
Test of reliability
The reliability of a measure indicates the extent to which it is without bias and hence ensures consistent
measurement across time and across various items in the instrument. In other words, the reliability of a measure
is an indication of the stability and consistency with which the instrument measures the concept and helps to
assess the goodness of a measure. The reliability indicates the stability and consistency with which the
instrument measures the concept.According to the above table it’s clear that all generated outer loading values
of the questionnaire items are above 0.7 which posits that altogether constructs under the analysis have indicator
reliability and none of the items were omitted from the model) which means constructs are completely
significance at On the other hand, t-stat values of the constructs preview higher values (all are above 2.58)
which means constructs are completely significance at 99% significance level. Since, both the tests conclude
that the model has a higher reliability in constructs.
Concerning the Internal consistency reliability Cronbach’s Alpha (CA) and Composite reliability (CR) was
computed and was greater than 0.9 showing an excellent internal consistency of all indicators which reflect the
independent variables, under the analysis. It shows a high association between the items and the questionnaire is
consistently reliable. Some professionals recommended the alpha should be at least 0.90 for instruments used in
experimental settings (Nunnally & Bernstein, 1994). Other propose an alpha of 0.70 is acceptable for a new
instrument (Devellis, 1991)(Devon, et al., 2007). The alpha and CR computed for each of the three subscales
also exceeded the minimum value for a new tool: all subscales were >0.70, see table (both CA and CR stands
for measuring internal consistence, we can calculate either one of this to prove the internal consistency of a
model.)

Test of Validity
Validity primarily measures whether the constructs are adequately represented by the items in the defined
model. Concerning validity, study undergo with two validity tests; Convergent validity and Discriminant
validity. Convergent validity refers to the acquaintance with which a measure relates to (or converges on) the
construct. To calculate convergent validity, each indicator’s Average Variance Extracted (AVE) is evaluated.

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Therefore, accordance with the table 4.3 AVE measures of the indicators denote values greater than 0.7 that they
all are above the recommended value of 0.5 where the first order analysis postulate that there is a convergent
validity in the model.
When it comes to the second test of validity which is Discriminant validity; which refers the extent to which a
measure does not measure other constructs a different procedure has to be follow. To test this requirement
(Fornell & Larker, 1981) has suggests the square root of AVE in each latent variable can be used in order to
establish discriminant validity. To do that, a table which contains manually calculated square roots of AVE can
be used as follows.

Table 02: Fornell-Larcker criterion analysis for checking Discriminant validity

GPA GPB GPI GPSP GPT
WLB 0.936716
WS 0.977031 0.951063
MS 0.953798 0.958504 0.922808
FS 0.936394 0.941075 0.940834 0.941373
JS 0.978869 0.971942 0.958825 0.935504 0.932738

Source: Sample survey, 2018

If non-bold values (horizontal values) lying under the 𝐴𝑉𝐸value in the table are lower compared to the
manually calculated square root of AVE the Discriminant validity of the variables can be established ( 𝐴𝑉𝐸>
Correlation of other variables). Therefore, when interpreting table 4.4 we can summarize that some of the
variables included in the final model have discriminant validity under analysis while all those variables are
significant at the 0.01 significance level.

In summary when it comes to the overall assessment of the measurement model, the validity and reliability of
the measurement model were evaluated using the internal consistency reliability, indicator reliability,
convergent validity and the discriminant validity. As in the methodology section, a measurement model has
satisfactory internal consistency reliability when the CR or CA’s of each construct exceeds the threshold value
of 0.7. The results thus indicate that the items used have satisfactory internal consistency reliability. Next, the
indicator reliability of the measurement model is measured by looking at the item loadings. From the validity
guidelines, it is said to have satisfactory indicator reliability when each item’s loading is at least 0.7, and this is
significant at least at the level of 0.05. Based on the PLS-SEM analysis, all items have exhibited loadings
exceeding 0.7 respectively. Thus, it can be said that all the items have exceeded 0.7 in this study demonstrated
satisfactory indicator reliability. The measurement model’s convergent validity was assessed by the value of the
AVE which have exceeded the recommended threshold value of 0.5. In this study, the discriminant validity is
assessed by using the(Fornell & Larker, 1981) criterion. Based on the discriminant validity, the bolded elements
represent the square roots of the AVE and the non-bolded values represent the inter-correlation values between
the constructs.

Structural Model Fitness (Inner Model)

The second phase of the model testing tested the theorized causation of the structural model, which was in the
direction of the key constructs. Structural model primarily assesses hypothesized causal relationship between
exogenous (independent) and endogenous (dependent) latent variables. This assessment will be done based on
the five step guidelines which was suggested by (Hair, Ringle, & Sarstedt, 2011)in order to examine the inner
model of a study using on PLS-SEM as below. Besides the measure proposed by Hair et al. (2014) study will
evaluate the chi-square value to measure the goodness of fit the model in addition to R2 measurement.

Assessment of Collinearity
Multi collinearity is a high degree of correlation (linear dependency) among several independent variables. It
commonly occurs when a large number of independent variables are incorporated in a model. It is because some
of them may measure the same concepts or phenomena. This can be detected by examining tolerance and the
Variance Inflation Factor (VIF) that they are the two-major collinearity diagnostic factors that can help to
identify multi collinearity in a model. As recommended if the tolerance values of the model >0.2 have no
collinearity problems. However, there is no formal VIF value for determining the existence of multi collinearity
in a model. Generally, values of VIF that exceed 10 are often regarded as representing higher multi collinearity,
over 5 regarded with moderate effect and over 3 regarded with lower collinearity effects.

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Table 03: VIF values of the model
Coefficientsa
Model Collinearity Statistics
Tolerance VIF
1 WLB 0.028 35.149
WS 0.025 39.892
MS 0.059 16.892
FS 0.080 12.509
JS 0.033 30.554
a. Dependent Variable: PI
Source: Sample survey, 2018

In accordance to the above table which denotes VIF measures of the model. When concerning the relationships
among independent variables and dependent variable. It shows that Work Life Balance (WLB), Work Stress
(WS), Management Support (MS), Family Support (FS), and Job Satisfaction (JS) represent higher collinearity
effects. In here, All VIF values are higher than 10 & tolerance values are lower than 0.2, so it indicates there is
muli-collinearity issue in the model.
In other words, when we consider the relationships between dependent (Purchase Intention) and independent
variables, All independent variables represents a higher multi-collinearity effects with PI as well.
Assess the significance and relevance of the structural model relationships
In the second step of assessing the inner model, hypothesis suggested by the study was evaluated. Therefore, as
discussed under chapter three hypothesis were listed down in order to in the table 6.5 with their path coefficients
and t-statistics to clearly identify their significance of variables in the model as well the relationship between
depend and independent variables.
Assess the level of R2 (Coefficient of determination)
Coefficient of determination or R square value explains to which extent a percentage variation of dependent
variables is explained by independent variables. Simply, it tells us how well the regression model fits our data.
This value generally varies between the scales of 0-100%.

Table 04: Measure of Goodness of fit

R Square Adjusted R Square
PI 0.96031 0.95966
Source: Sample survey, 2018

In this model both R square values of the dependent variable reported as 0.96031. Usually, higher the value of
R2better the model fits with the observations. However, based on the results we can conclude that 96% variation
of the purchase intention is been clearly explained by the independent variables of the study while remaining
variations 4% of purchase intention goes unexplained in the model.

Sometimes the value of R2 can be misleading when assessing the goodness-of-fit of a model where we can look
for the value of adjusted R2 at that time. The adjusted R-Squared compares the explanatory power of regression
models that encompass different numbers of predictors. When the R2 becomes meaningless in a model the value
of the adjusted R2 will be useful.
Assessment of f squared (f2) -Effect size
Effect size is measure of the strength of the relationship between variables. According to (Cohen, 1988) f2 value
less that 0.02 represent no effect size, 0.02-0.15 a smaller effect size, 0.15-0.35 a medium effect size and above
0.35 considered to be have a larger effect size.

Table 05: Values of the effect size

F2
Work Life Balance 0.022
Work Stress 0.171
Management Support 0.001
Family Support 0.267
Job Satisfaction 0.026
Source: Sample survey, 2018

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Consequently, we can summarize the results in table 6.7 as that green product awareness and green product trust
have small effect size. While green product benefit and green product security and privacy have medium effect
size. In addition green product image and green product trust have no effect size.

Assess the Predictive Relevance (Q 2)

Q2 is a sample re-use technique, which facilitates to assess the cross validation (CV) of the model (Chin, 1998).
If the Q2 is larger than zero, then the model is considered to have predictive relevance. Otherwise the model
lacks to have predictive relevance. The Q2 value is less than 0.2 represent weak effect. While 0.02-0.15 a
medium effect and 0.15-0.35 considered to be have a large effect (Chin, 1998).

Table 06: Cross validation Redundancy

SSO SSE Q² (=1-SSE/SSO)
WLB 2,597.000 2,597.000
WS 2,226.000 2,226.000
MS 1,855.000 1,855.000
FS 1,113.000 1,113.000
JS 1,855.000 1,855.000
Source: Sample survey, 2018

When considering the results of cross validation, Q2 value of purchase intention reports value greater than zero,
which means this model considered to have predictive relevance with a larger effect (0.782>0.35).

VI. CONCLUSION
Results of Hypothesis

The study hypotheses are:

H1 – Alternative Hypothesis

H1,1 – There is a positive relationship between work-life balance and job satisfaction

H1,2 – There is a positive relationship between work stress & Work-life balance

H1,3– There is a positive relationship between Management support & Work-life balance

H1,4 – There is a positive relationship between family support & work-life balance

Table 07: Path coefficients and significance among constructs

Hypothesis Relationship T statistics Co-efficient Results
H1 Positive 2.714798** 0.176 Supported
H2 Positive 2.881504** -0.179 supported
H3 Positive 7.875054** 0.521 Supported
H4 Positive 2.988954** 0.134 Supported
** Significance at 95% level

Source: Sample survey, 2018

The four hypotheses were proposed in this study and tested statistically. The results of this hypothesis are
discussed below.

Relationship between Work Life Balance & Job Satisfaction

Findings support the study’s hypothesis. ―There is a positive relationship between Work life Balance & Job
Satisfaction‖The organization should have a work arrangement that help employees have flexible in timing and
the ability to spend more time with their families. As a result these arrangements leads to higher level of JS, the
more flexibility employees are more satisfied ad they report high JS (Gayathiri & Ramakarishnan, 2013)
likewise (Guest, 2002) found that WLB practices such as part of the job for those with family responsibility
make employee happier and satisfied as they can handle family matters as well as their working life. Employers
should provide their staff with service that support them to have time with their families such as felx-time,
healthcare, sports centers, entertainment programs, implementation of work life policies, provide employees

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with high level of JS and lead to high performance. When employee have good WLB arrangements, they are
encouraged to perform better which in turn increase the company profits.

Relationship between Work Stress & Work Life Balance

The study shows that there are positive relationship found on work life balance by work stress.The study
conducted by (Nadeem & Abbas, 2009) found that a negative correlation exists between Stress and job
satisfaction. Increase in stress leads to decrease in employee JS.The results are contradictory with the previous
research. However research conducted by (Nadeem & Abbas, 2009) supported the research finding. They found
that a positive relationship between working hours and JS(Working hours is a one predictor for WS in the
research).In other words, people who work more hours are more satisfied in there work. They also pointed out in
the research that income mediate relationship between working hours and JS as income is positive correlated
with longer working hours. (Nadeem & Abbas, 2009) further added other factors like salary, organization policy
and satisfaction of supervisors are associated with JS and minimize the impact of stress. As a whole we can
come to a conclusion, upto some extent work stress is necessary to increase JS of employees of ABC Company.

Relationship between Management Support & Work Life Balance

The result indicates positive between Management Support and Work Life Balance as the hypothesis predicted
in there is a positive relationship between MS & WLB. Therefore, null hypothesis for Management support and
WLB is rejected. Similar results are found by previous research conducted by (Parvin, 2011). They concluded
in their research that there is a positive relationship between WLB & MS. Similarly, (Varatharaj & Vasantha,
2012)research identified that MS is critical to WLB initiative. This type of encouragement can be strengthen to
provide timely and constructive feedback on the employee performance. Managers pay an important role in the
success of work life programs because they are in apposition to encourage or discourage employee’s efforts to
balance their work and family.

Relationship between Family Support & Work Life Balance

According to the study shows that there is positive relationship between the Family Support and Work Life
Balance. This result is consistent with other studies and supported (Azeem & Akhtar W, 2014). They found that
the support from family members will play a significant role in balancing personal and work life. Family
member support is a leading judge of WLB. Women employees also have adult children can easily balance than
women with younger age kids. Similarly, women employee who need to take care of older parents /in laws
health responsibility have lesser Work life balance than their colleagues. In conclusion, family member’s
support affect the WLB of employees. Lower balance may lead to higher absenteeism, lower JS and sometimes
may turn to higher employee attrition. Organizations with cooperative work culture may help them to hiring a
suitable balance in their performance and personal life.

Findings from un-structured interviews

Unstructured, informal interviews were carried out by the researcher with the prior approval from the Group
Human Resources Manager of the ABC Company to get a proper insight on employee perception on current
WLB system and Job Satisfaction level of the company. The interview was carried out with randomly selected
ten staff members. After having interviews with them, their point of view writer has to mention following
conclusions.

The reward system of the company not clearly defined and having complicated reward process and most of
employees not having better understanding about the current reward system. The management of the ABC
Company has not identified the importance of having a reward system. A good reward system inclusive of
extrinsic, intrinsic rewards outcome effect to the employee performance. The top management of ABC not
recognizing employees as an asset they are following a ―give and take‖ policy with regard to the rewards not
giving recognition to the employees. Basic salary and salary increments are not competitive level compare to
other companies pay level. Therefore employees are not happy and management not paying an attention to give
a competitive based pay. The salary increments not depend on individual performance based and every
employee given a flat salary increment. The annual bonus scheme also not consider the performance of
employees and employees are not happy about the annual bonus that they currently receive.

The individual performance level not communicating to employees. Therefore, employees do not identify their
strengths and weaknesses. Training and Development programs are not conducting for employees and company
paying less attention on employee entertaining. Employees are not happy about current entertaining programs,
lack of supervision is highlighted in the company, increases error rate, absenteeism and punctuality. There is no
team work feeling within the employee and they do not have positive feeling about the company also from their
point of view, they are not treating fairly. Employees are not happy with the administrative legislations of the
company as they are very strict. There is lack of relationship between management and employees.
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VII. RECOMMONDATION
 Many changes in the life and organization have led to rapid increase in the work responsibilities and
WLB has become one of the most important policies to employees and to organization. It comprises
different arrangement that assist employees to have better life and help the organization to be more
competitive. Based on findings and analysis, the following recommendations made by the research
writer.
 Management support for work life balance is critical in this company to increase job satisfaction of its
employees and it must come from the top. All the time, the perception that hard work is the only way to
rise in a company keeps employees at the ground stone, working them into illness. Top executives can
set examples of good work life balance and make it known that the same is expected from all
employees.
 Surveys of employee work life balance can help the company understand workers needs and design
appropriate policies to meet this.
 Set priority for all work. When prioritizations are unclear, employees tend to over work because they
think that everything must get done at once. Setting priorities allow workers to schedule tasks over a
reasonable period of time.
 Train supervisors/ wharf executives to recognize signs of over work. Supervisors can stop increase in
error rate, absenteeism and sign of stress related burnout more easily than anyone else in the company.
Workers who show these signs of poor work life balance can be referred to Employee Assistance
Programs (EPAs).
 Seminars on work life balance can help ABC employees understand it’s important and find ways to
achieve it. Such seminars teach employees how to better manage their workload, eliminate
unproductive work habits, get sufficient exercises and negotiate more flexible working conditions that
meet their needs.
 Flex time is one of the most useful tool in helping employees to achieve a good work life balance.
Companies should identify which jobs lend themselves to flexible work scheduling and implement
formal policies for coordinating flexible schedules with an employee’s supervisors and employers.
 Job sharing can keep two valuable employees busy while reducing work related stress. In a job-sharing
arrangement, two workers work part time and share the workload of one job. Careful coordination
between the two workers, their supervisors and their co-workers is necessary to make job sharing work.
 Encourage the use of vacation and sick leave time. Supervisors should advice employees to use their
vacation and sick leave benefits when signs of burnout or illness arise. Companies can implement, use
it or lose it policies to encourage employees to take time-off when it necessary.
 Limit how often employees take work home. The limit between work and home lives tends to fuzziness
who regularly take work home. This practice should be monitored by the management personnel who
should also develop plans for making sure that work gets done at the office instead of at home.
 Sponsoring employees’family-oriented activities in another way to combine work and life. Sporting
events, outbound trips, excursions to amusement parks & other family-oriented outings are good
opportunities to help employees strike a work life balance.
 Company need to promote their work life balance policies in employee orientations and handbooks.
Frequent positive commitment of these benefitsreinforce management’s commitment to help workers
to achieve WLB and give employee the feeling that it is OK to live a little.

FUTURE RESEARCH
This research will serve as a base for future research and throw up different questions in need of more
investigations. This research analyzed and identified the important of work life balance and job satisfaction.
Some suggestions could be made to analyze and to identify interesting topics. i.e. Ex: further research could
extend the finding from this study by identifying more variables that could have more influence on relationship
between work life balance and job satisfaction. Such as telework technology, job autonomy, cultural and
environmental variables etc,. The results might be more towards to work life balance of ABC Company.

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