SUMMER INTERNSHIP PROJECT REPORT

ON

A STUDY ON IMPACT OF WORK LIFE BALANCE ON JOB SATISFACTION

AND EMPLOYEE RETENTION

SUBMITTED IN THE PARTIAL FULFILMENT OF THE REQUIREMENTS

FOR THE DEGREE OF BACHELOR OF BUSINESS ADMINISTRATION.

SUBMITTED TO:

INTERNAL GUIDE EXTERNAL GUIDE

Ms. SHEENA REHMAN KHUSHI SINGH

ASSISTANT PROFESSOR MANAGER

IMS UNISON UNIVERSITY WAYSPIRE

DEHRADUN, UTTARAKHAND NOIDA, U.P

SUBMITTED BY:
Prachi Chaudhary
IMS Unison University, Dehradun
IUU22BBA134
BATCH 2022-25

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Page | 3
 GUIDE CERTIFICATE

I have the pleasure in certifying that ‘Prachi Chaudhary’ is a bona-fide student of Semester-
V of the Bachelor’s Degree in Business Administration (Batch 2022- 2025), of IMS Unison
University, Dehradun.

Student has completed project work entitled “A Study on Impact of Work life balance on Job
satisfaction and Employeeretention” under my guidance.

I certify that this report is student’s original effort, and it has also not been submitted in any
other Institute / University for the purpose of award of any Degree under my guidance.

This report fulfils the requirement of the curriculum prescribed by this University for the said
course. I recommend this project report for evaluation & consideration for the award of
Degreeto the student.

Signature :
Name of the Guide :
Designation :
Date :

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 STUDENT DECLARATION

I hereby declare that this report entitled “A Study on Impact of Work life balance on Job

satisfaction and Employeeretention” is a bona-fide work done by me for the award of

degree of ‘Bachelor of Business Administration’ submitted to IMS Unison University. The

results embodied in this report havenot been submitted to any other University or Institution

for the award of any Degree/DiplomaCertificate or Published any time before.

Place: Student Name: Prachi Chaudhary

(With Signature)

Date: ID: IUU22BBA134

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 ACKNOWLEDGEMENT

I am using this opportunity to express my gratitude to everyone who supported me

throughout the course of this BBA project. I am thankful for their aspiring guidance,
invaluably constructive criticism, and friendly advice during the project work.

I owe my Special thanks to my mentor MS. SHEENA REHMAN under whose mentorship I
am ableto work on this project and add learning to my topic.

I would also like to recognise the generous support received from my Friends and numerous
others inside and outside department who provided various suggestions to make my study
complete.

THANK YOU AND REGARDS,

PRACHI CHAUDHARY

IMS UNISON UNIVERSITY, DEHRADUN

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 TABLE OF CONTENT

S. No. Conte Page no.

nt

1. Chapter 1: Introduction 7-15

Chapter 2: Review
16-19
2. ofLiterature

Chapter 3:
3.
Research 20-22
Methodology

Chapter 4: Data Analysis

4.
andInterpretation 23-31

Chapter 5: Findings
5. 32

Chapter 6: Conclusions
6. 33

References
7. 34-35

Annexure (Questionnaire)
8. 36-40

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 LIST OF FIGURES

S. No. Content Page

no.

Work life 10
1. balance

Age 24
2.

Gender 25
3.

Qualification 26
4.

Work 27
5.
experience

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 LIST OF TABLES

S.N Content Pag

o. e
no.

1. Age 24

2. Gender 25

3. Qualification 26

4. Work Experience 27

Reliability 28
5.

Model summary (JS) 28

6.

Anova (JS) 29
7.

Coefficient (JS) 29
8.

Model summary (ER) 30

9.

10. Anova (ER) 31

11. Coefficient (ER) 31

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 Chapter 1

Introduction

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1.1 Introduction

When someone equally priorities the responsibilities of their personal life and their career,
they are said to be in a condition of work-life balance. One's personal and professional lives
are given equal weight. Work-life balance has a direct impact on employee retention and job
satisfaction. An employee who has a healthy work-life balance feels good about their work
and is consequently satisfied with it. The use of work-life balance practices can enhance
employee retention and job satisfaction, hence mitigating issues associated with employee
turnover. According to study by Aamir et al. (2016), the idea of work-life balance and its
significance for employee retention has been thoroughly researched over the course of a
decade. many domains. Companies worldwide strive to hold on to highly skilled, competent,
and knowledgeable personnel because they are highly valuable to the company and their
departure could result in a loss of competitive advantage in the form of knowledge and skills.
To maintain a skilled and knowledgeable workforce, certain policies are updated and
implemented. The best work-life balance strategies have been put into place in organisations,
and they can lower stress levels associated to the workplace while raising employee
happiness, performance, and retention. According to research by Budhwar et al. (2007), work-
related issues have a favourable effect on personal lives, which influences an employee's
performance and raises their degree of job satisfaction.Enterprises are struggling to retain
existing staff, The problem of employee retention is one that managers and upper management deal
with on a regular basis. Keeping these individuals on board can be expensive and have unfavourable
effects for the business. According to research by Kyndt et al. (2009), it's critical for organisations to
determine the many traits that encourage employees to stick with them. Previous study has found
certain characteristics that have a higher influence on staff retention, and the findings have been worked
on. According to research by Parkers et al. (2008), work-life balance is one of the influencing aspects
that has becoming progressively more significant for keeping employees. Work-life balance provides a
succinct overview of an employee's capacity to work while juggling their commitments to their
families, lives, and other extracurricular activities. In order to improve employee retention, businesses
are focusing more and more on work-life balance initiatives. Work-life balance initiatives include
practices like prioritising tasks. According to research by Kristen et al. (2017), organisations today
understand how critical it is to address workers' work-life issues. In addition to enhancing worker
wellbeing, this will help the organisation's ability to recruit and retain top personnel.

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1.2 Work-Life balance

The skill or strategy that employee uses to fulfil the demands of both their personal and
professional lives is known as work-life balance. As there would be less friction, work-life
balance might be a further relationship between personal and professional life. For employees
to reach their goals on a personal and professional level, work-life balance is essential.
Businesses that embrace the idea of work-life balance eventually draw in and retain talent.
The benefits of work-life balance are numerous and include increased productivity,
motivating employees to achieve their goals, job satisfaction, retention, and well-being once
they are at ease and have overcome obstacles in their personal or professional lives. of the
worker. Work-life balance in the modern era incorporates both concerns and methods created
especially for efficient time management for staff members. Its scope has expanded to
encompass stress management and burnout prevention. Employees today place a greater
focus on work-life balance because they want to manage their personal and professional lives
in a way that prevents conflict.

Figure: 1.1

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1.3 Importance of Work Life Balance

A worker's work-life balance is important, and it will tangentially benefit the company in the
following ways:

• Reduced health problems: When an employee masters the art of striking a balance
between their personal and professional lives, it becomes effortless for them to pay
attention to one of life's most crucial aspects their health. Reduced stress from work or
personal matters, which has a direct positive impact on health.
• Increased engagement: When an employee's work-life balance is taken care of, their
level of engagement rises. An engaged staff will, in turn, lower attrition, boost job
satisfaction, and foster a sense of loyalty inside the organisation.
• Reduced burnout: Employees typically experience stress occasionally since it is
sometimes inevitable. This typically happens when we are overburdened by some
elements of our lives or are unable to meet the demands that are made of us on a
constant basis. Burnout is more likely to occur when our personal and work lives
cannot be kept apart.
• Increased mindfulness: Workers who are able to strike the ideal balance between their
personal and professional lives typically exhibit remarkable control over their ability
to focus and process information. This will optimise the production and raise
workplace productivity.

1.4 Benefits of Work Life Balance

When the work-life balance culture is upheld, the following advantages are helpful:

• Boost in Motivation: When a worker strikes the ideal balance between work and life,
they are more likely to be inspired by their surroundings.
• Reduces stress: Employees who feel less worried and more inspired to work are
typically those who are relieved about various elements of their lives and jobs.

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 • Maximum Productivity: Workers who are able to maintain a work-life balance are
typically more productive and can contribute to higher production.
• Employee feels valued: When a company values work-life balance, its employees feel
driven and feel valued, which strengthens their bonds with the company.
• Greater employee engagement: When workers are alleviated of stress, whether it be
from work or not, they become more encouraged to participate in various tasks or
activities within the company, which also results in an increase in production.

1.5 Steps to improve work-life balance;

• Make a schedule: Creating a schedule that outlines what needs to be done when is
crucial for maintaining a work-life balance and allowing time for work to be
completed.
• Daily short pauses: Taking short breaks throughout the day after completing particular
chores might be helpful as they tend to enhance consistency and prevent burnout.
• Employee advice: When developing policies or plans for work-life balance-related
activities, it's crucial to consider the insightful opinions of the employees. Since this
would assist in framing the relevant policies or actions in line with the shared interests
of the organisation and its personnel.
• Prioritising: Setting priorities based on an employee's goals aids in striking a balance
between work and personal life.

Employee retention

The ability of the company to keep its personnel on board is known as employee
retention. Encouraging staff members to remain with the company for an extended period
of time is known as employee retention. A corporation uses retention as a strategy to
ensure that its workers stay on the job. Retention rates vary by firm and industry and can
be influenced by a range of external factors. Employers in today's dynamic economy must
be able to keep up with technological advancements and competitive businesses. This can
be achieved by retaining highly qualified staff members who can work successfully and
efficiently. Considering that worker retention need to be able to meet in order to compete

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with other businesses. According to study by Burke et al. (2006), the current state of the
global economy has undergone significant change and is still evolving. Organisations
under pressure from social developments including continuous globalisation, technical
advancements, and heightened international competitiveness, which emphasises the value
of maintaining an advantage. The financial cost of losing a key person is substantial,
especially when one considers the knowledge that is lost. According to [Panoch (2001)]
research, organisations are taking great care to keep valued and good personnel because it
is getting harder and harder to find them. According to study by Walker (2001), keeping
and managing promising employees is a critical and indispensable way for a firm to gain a
competitive edge. According to study by Taplin et al. (2003), if a business uses effective
employee retention tactics, its workers will stick around and contribute to the successful
accomplishment of its goals.

Key retention practices

An organisation can achieve its retention objectives with a great deal of help from good
practices in a range of fields. Among these fields are:

• Recruiting: Effective recruiting strategies can significantly reduce attrition, and a

wealth of data indicates that providing candidates with a realistic job preview at the
outset of the process improves the retention rate of new hires.
• Socialisation: There is frequently a significant employee turnover rate among new
hires. It is possible to help new hires integrate into the organisation and increase their
likelihood of staying longer by providing them with assimilation training, a strategic
orientation, and socialisation practices. Personalised and collaborative learning
opportunities, structured and unstructured socialisation exercises, and assigning more
seasoned employees to serve as mentors for recently hired staff are some examples of
these practices.
• Training and Development: Workers are more likely to quit if they aren't provided the
chance to continuously improve their own abilities.
• Supervision: Many studies have shown that the most important factor in retention is a
supervisor's impartiality. In addition to communication skill development, this would
force an organisation to prioritise management and supervisory development.

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• Employee engagement: Motivated employees feel that their work matters, that their
jobs and the company they work for are enjoyable, that they are appreciative of their
employers, and that their contributions are valued. One study found that highly
engaged workers had a five-fold lower quitting rate compared to disengaged workers.

Job Satisfaction

One way to characterise job satisfaction is as a positive emotional response. Today's top
companies are attempting to measure this feeling, as seen by the widespread adoption of
job satisfaction surveys as standard operating procedures. It's critical to keep in mind that
everyone's level of job satisfaction differs substantially. It's possible that a person in the
same company with identical circumstances won't experience the same benefits that make
them feel good about their employment. Organisations encounter a number of difficulties
in light of the modern environment's dynamic nature. Keeping its workforce happy is just
one of the numerous difficulties a company encounters in order to succeed, compete, and
adapt to a continuously changing and evolving environment. The organisation must
satisfy the demands of its workers by offering comfortable working circumstances in
order to increase their effectiveness, efficiency, production, and dedication to their jobs.

1.6 Importance of Job Satisfaction

A good working experience leads to job satisfaction. It is vital for employees to have
consistently positive experiences. Employees are an organisation's most valuable
resource and keeping them satisfied and fulfilled benefits the company in a variety of
ways.

• Preventing Turnover: The success of corporate goals and objectives depends on

the availability of sufficient personnel with the requisite capabilities. Contented
workers are less likely to quit and produce superior work.
• Higher profitability and employee loyalty - Employees are more likely to support
an organisation's mission when they feel that it is acting in their best interests.
Sales increase, expenses decrease, and the bottom line improve because people are
happy.
• Enhancing Collaboration: A well-balanced and healthy workplace culture increases

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the likelihood that employees will feel at ease and be willing to work together.

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1.7 Job Satisfaction Components

Everybody has a different formula for job happiness. But other components, like these,
are universal to all businesses:

• Pay and perks: It appears that pay and perks play a significant role in job
satisfaction. If an employee enjoys their job and feels their employer provides
value beyond a payment, they are likely to turn down a greater income. Employers
ought to fairly compensate their staff members for their knowledge, abilities, and
other important resources. A pleasant employee experience leads to better work-
life balance and health, which eventually translates into increased productivity for
the business. Workers who believe their pay and benefits are fair and acceptable
are more likely to have this experience.
• work Security: People who have strong work security are happier in their careers.
It is not someone's desire to worry about the future. When an employee is content,
they may strive toward long-term objectives and experience a greater sense of
belonging and purpose within the company. For many firms, excessive employee
turnover is a serious problem since workers aren't loyal to their employers and
don't feel secure in their jobs; they just go when they find something better. Time
and money are wasted as a result of this. Time, as it requires many months for a
new hire to become fully acclimated to the workplace, become familiar with the
procedures, and reach peak performance. And cash, as hiring additional staff
requires an investment on the part of the company.

• Recognition: Regarding respect and recognition at work, everybody may notice

these things. Rewards for effort encourage workers to keep putting in their best
work for the organisation as well as for themselves. Personal contentment
inevitably leads to collective contentment. Therefore, improved harmony,
wellbeing, and brand reputation are the outcomes of employee recognition.
Moreover, an organisation having a favourable coworkers and departments are
enjoyed working with, according to the company's reputation within its workforce.
Getting to know one another better and checking in on each other's progress is
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 more important than team chemistry being necessary. Everyone can therefore
strive to produce outstanding achievements by doing their best.

• Professional Growth: Not all workers are entirely content with their positions.
Some people are always searching for ways to advance in their careers. Career
development is all about setting goals and gaining the abilities to accomplish them
during one's career inside the organisation. Believing in oneself is often the first
basic step towards achieving life goals. This also holds true for workers. Any
employee will die if they spend years performing the same task in an office. We
can't advance as workers and individuals until we take on new challenges.
Recognising this fact and its employees' innate abilities and inclinations allows a
good organisation to provide them future career prospects.

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 Chapter 2
Review of Literature

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2.1 Review of literature

Work-life balance, according to Vikas (2009), is striking a balance between work and
other obligations, lowering tensions between work and personal life, and ultimately
boosting worker productivity and efficiency while also fostering a greater sense of
dedication and satisfaction.

(2010) Ratiu & Osoian Reducing work-life conflict and enhancing individuals'
effectiveness in other jobs and at work are the goals of work-life balance practices, which
are intentional organisational modifications to programs or organisational culture. It is a
huge paradigm change that is still "in process" to acknowledge the role that work-life
balance practices play in employee engagement and organisational performance, rather
than only seeing them as a way to accommodate individual employees with caregiving
duties.

(2011) Anitha It was mentioned that a person's attitude toward their work in general and
the difference between the pay they receive and what they believe they should earn are
two factors that contribute to their job satisfaction. Employee satisfaction at work is
correlated with moods, so if they get what they expected, they'll be happier.

(2012) Akila Studies indicate that strategic and tactical levels of human resource
management are equally important for its effectiveness. HR management procedures
should be in line with the company's policy for handling and interacting with its
workforce. From transactional support to cooperation in the business strategy of the
company, HR strategy should advance. HR needs to take action to learn about employee
concerns and attempt to find innovative solutions.

The study conducted by Mustapha & Zakaria (2013) indicates that job satisfaction is a
reward that employees pursue after completing productive work, apart from monetary
pay. To ensure employee satisfaction and retention of their top personnel, firms should
take this into account.

. Studies by Arif & Farooqi (2014) noted that a worker's work-life balance affects their
level of satisfaction and loyalty to the organisation. Employee retention rates and job

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performance would both be negatively impacted by employees' concerns about personal.

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Study conducted in 2015 by Cahill, McNamara, Pitt-Catsouphes, and Valcour said that
operating organisations successfully, fostering employee well-being, and making wise
decisions on human resource management all depend on an awareness of employee
attitudes. All of these indicate how workers feel about their working conditions, impact
how they react to management choices, and determine how much personal resources to
allocate.

Ming Xu, Kossivi, and Kalgora (2016) said that a company's capacity to keep its talent is
essential to its ability to stay in business. Even though every facet of employee retention
was covered in this study, further research is necessary in this intricate field of human
resources.

According to Teng, Amalina, and Bani Hasan (2017), in order to guarantee employee
engagement and draw in the greatest talent, work-life balance programs or policies should
be incorporated into industry practises. It also aligns with the way that most workers are
currently choosing to work, which is toward a more balanced lifestyle and work schedule.

In 2018, Zainuddin Tan and Wei Loon Krishnan Work-life balance and job happiness have
a direct impact on employees' task performance, according to this study's solid findings. It
may be inferred that companies that prioritise creating a work-life balance and positive
work environment for their staff will eventually have high-achieving workers that satisfy
their job requirements. According to this research, work-life balance and job satisfaction
are important.

Abdien, Mohamed Kamal (2019) declared that achieving work-life balance can be
accomplished by taking into account three factors: first, giving workers more schedule
flexibility; second, giving them enough freedom to choose how and when to complete
their work; and third, ensuring that they sense their managers' support and understanding
of their personal and family issues.

Work-life balance, according to Sindhuja & Subramanian (2020), is the ability to properly
combine employment with other significant responsibilities including spending time with
family, volunteering, exercising, and learning new things. Both companies and workers
benefit from a successful work-life balance. Maintaining the proper balance is crucial for
both aspects of work-life balance. When implemented in conjunction with employer and

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employee support, work-life balance practices can decrease work-life conflict and raise .

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Roopavathi S. and Kishore K. (2021) affirmed that, Work Measuring and managing
people's work schedules, locations, and methods is the key to optimal life balance.
Employees can strike a good balance between their personal and professional lives for a
variety of reasons. There is an unfavourable relationship between work-life balance and
employee performance. If a healthy work-life balance is maintained, employee
performance will be effective.

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 Chapter 3

Research Methodology

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 RESEARCH METHODOLOGY

3.1 Objective of the research

1. To examine how work-life balance affects employee retention and job satisfaction.

Hypothesis:

Ho: Work-life balance has no discernible effect on work satisfaction or employee

retention.

H1: Job satisfaction and staff retention are significantly impacted by work-life

balance.

3.2 Research Design

The conceptual framework that guides research is known as the research design, which
also serves as a guide for data collecting, measurement, and analysis. Creating a study
plan enables research to be as effective as possible, producing the most amount of data.
For this study, descriptive research has been used. Answers to a variety of questions that
are posed with prior knowledge of the context or subject under investigation can be found
through descriptive research. The questionnaire approach will be used to perform the
investigation.

3.3 Source of Data

1. Primary Data

A total of three questionnaires were used to gather data.

A fifteen-item scale developed by Jeremy Hayman (2005) was used to measure work-life balance.
The measure was self-framed with the purpose of analysing job satisfaction and staff retention.

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 2. Secondary Data

In order to complete the corresponding report, secondary data is gathered from earlier studies
and publications. The secondary data will be gathered by means of:

• Article
• Books
• Websites
• Research paper
• Journals

Sample size- 95

Sampling area: Dehradun

Sampling Technique- Convenience Sampling.

Data analysis tools- Frequency Percentage, chart Regression analysis and Pie

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 Chapter 4

Data Analysis and Interpretation

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4.1 DATA ANALYSIS AND INTERPRETATION

4.1.1 Age
Table- 1.1

Sr Age frequenc Percentage

no. y (%)

1. 18-21 66 70.5

2. 22-25 8 8.4

3. 25 or 20 21.1
more

Total 94

Figure- 1.2

Analysis:

According to the above data, the greatest number of responders is 18–21 (70.5%), followed
by 22–25 (8.4%) and 25 or more (21.1%).

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 Sr Gender Number Percentage (%)
no.

1. Male 39 42.
1

2. Fema 54 56.
le 8

3. Prefer not to say 1 1.1

Total 94
Table-1.2

4.1.2 Gender

Figure- 1.3

Analysis:

The above chart shows that maximum respondents are Female (56.8%), Male (42.1%)
andprefer not to say (1.1%).

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 Sr Qualification Numb Percentage
no. er (%)

1. High School 12 12.6

2. Under- 54 57.9
Graduation

3. Post-Graduation 25 26.3

4. Others 3 3.2

Total 94
Table-1.3

4.1.3 Qualification

Figure-1.4

Analysis:

The biggest number of responders, as indicated by the above figure, are undergraduates (57.9%), post-graduation
(26.3%), high school (12.6%), and others (3.2%).

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4.1.4 Work experience

Sr
no. Work experience Numb Percentage
er (%)

1. 0-5 years 78 83.2

2. 5-10 years 1 1.1

3. More than 10 15 15.8

years
94
Total
Table- 1.4

Figure-1.5

Analysis:

According to the following figure, the majority of respondents (83.2%) had worked for 0 to 5
years, followed by more than 10 years (15.8%), and 5 to 10 years (1.1%).

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4.2 Reliability Analysis

The work-life balance was measured using a 5-point Likert scale. To confirm the constructed
scale's association, a Cronbach alpha is employed. The internal consistency is measured by
the Cronbach alpha. A high Cronbach rating indicates the reliability of the scale and the item's
ability to measure several different factors at once.

Reliability Statistics

Cronbach’s Alpha N of Items

.839 20

Table- 1.5

As seen by the figure, the current study's Cronbach alpha is.839, which is a respectable result.
Consequently, we may conclude that the scale we have developed is trustworthy and that we
can carry out more study.

Regression Analysis
Model R R Square Adjusted R Std. Error of
Square
the
Estimate

1 .537 .288 .281 2.403

a

Work life
balance and Job

satisfaction
Ho: Job satisfaction is not significantly impacted by work-life balance.

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Table 1.6's results demonstrate that adjusted R2, or the proportion of the variation in job
satisfaction explained by work-life balance, With an adjusted R square value of 0.281, work-
life balance is shown to be responsible for 28.1% of the variation in job satisfaction.

ANOVAa
Model Sum of Squares df Mean Square F Sig.

Regression 215.258 1 215.258 37.2 .000

74 b

1 Residual 531.296 92 5.775

Total 746.553 93

a. Dependent Variable: JST

b. Predictors: (Constant), WLBT
Table 1.7
The ANOVA findings are displayed in Table 1.7. F-test = 37.274, p < 0.0001), thus. It
demonstrates the model's importance.
Table 1.7 displays the findings of a regression analysis that was done between job satisfaction (the
dependent variable) and work-life balance (the independent variable).

Coefficients

Model Unstandardized Coefficients t Sig.

Standardiz
ed
Coefficien
ts

B Std. Error Beta

(Constant) 7.222 1.267 5.700 .000

1
.537
WLBT .344 .056 6.105 .000

Table 1.8
Regression coefficient findings are displayed in Table 1.8. The relationship between work-life

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balance and job satisfaction is indicated by the b value.
The degree of influence that the independent variable has on the dependent variable is shown
by the unstandardized regression coefficients, or b, in a regression model.

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The following is an equation for linear regression with a dependent
variable:

-ŷ = a + b X
ŷ = predicted value of the dependent
variableX = independent variable
a = the y-intercepts, the value of y when the predictor variable is
0.b = the coefficients of the independent variable
The regression equation has the following form:
JS = a + b E..............................(1)
Where,
JS = Job satisfaction
WLB= Work life balance

Following is the regression equation that is:

JS = 7.222+ .344 (E)...............................(2)
According to equation (2), the Job Satisfaction will vary by.344 units for every unit change in
WLB. It also indicates how the relationship is going. The positive coefficient suggests a clear
relationship between job satisfaction and work-life balance.
To determine if work-life balance is a significant predictor of the JS, the t-value for each
regression coefficient in the model is presented. The null hypothesis is rejected because (t
=5.700, p = 0.000 < 0.05). Work-life balance is a strong predictor of job happiness, it might
be concluded.
With F1, 95 = 37.274p < 0.0001, Adjusted R square =.281, a significant
model was identified. It may be concluded that job satisfaction was
significantly impacted by work-life balance.
The regression coefficient is displayed in the findings in table 1.8. The
work-life balance's impact to job satisfaction is shown by the b value.
In a regression model, the unstandardized regression coefficients, or b,
show how much the independent variable has affected the dependent
variable.
The following is an equation for linear regression with a dependent
variable:
-ŷ = a + b X
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ŷ = predicted value of the dependant
variableX = independent variable

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4.3 Work life balance and Employee retention

Ho: Work-life balance does not significantly affect employee retention.

Model R R Adjusted Std. Error of

Square
R the
Square Estimate

1 .312 .097 .088 6.667

a

Table 1.9
Table 1.9's results demonstrate that adjusted R2, or the proportion of the variation in
employee retention attributable to work-life balance, With an adjusted R square value of
0.088, the work-life balance is responsible for 88% of the variation in employee retention.

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 Model Sum of Squares df Mean Square F Sig.

Regression 441.251 1 441.251 9.92 .002

7 b
1 Residual 4089.185 92 44.448

Total 4530.436 93

a. Dependent Variable: ERT

b. Predictors: (Constant), WLBT

Table- 1.10
The outcomes of ANOVA are displayed in Table 1.10. Because of this, F-test = 37.274, p < 0.0001). This
indicates the importance of the model.
Regression analysis between work-life balance (an independent variable) and employee retention (a
dependent variable) is presented in Table 1.10.

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 Coefficients

Model Unstandardized Coefficients t Sig. 95.0% Confidence Interval for B

Standardiz
ed
Coefficien
ts

B Std. Error Beta Lower Bound Upper Bound

(Constant) 22.745 3.515 6.470 .000 15.763 29.726

1
.312
WLBT .492 .156 3.151 .002 .182 .802

a. Dependent Variable: ERT

Table- 1.11

Table 1.11 displays the regression coefficient of the results. The work-life
balance's impact to job satisfaction is shown by the b value. In a
regression model, the unstandardised regression coefficients, or b, show
how much the independent variable has affected the dependent variable.
The following is an equation for linear regression with a dependent
variable:
-ŷ = a + b X
ŷ = predicted value of the dependent
variableX = independent variable
a = the y-intercepts, the value of y when the predictor variable is
0.b = the coefficients of the independent variable
The regression equation has the following form:
ER = a + b E..............................(1)
Where,
WLB= Work life balance
ER = Employee retention

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The resulting regression equation is:
ER = 22.745+ .492 (E)...............................(2)
Employee retention will change by.492 units for every unit change in work-life balance, according to equation (2).
The relationship's direction is also shown.
Work-life balance has a direct beneficial influence on employee retention, as seen by the positive coefficient.

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If work-life balance is a significant predictor of employee retention, it is determined by reporting the t-value for
each individual regression coefficient in the model. The null hypothesis is rejected because (t =6.470, p = 0.000 <
0.05). It follows that a strong predictor of job satisfaction is work-life balance.
F1, 95 =9.927p < 0.0001, Adjusted R square =.088) revealed a noteworthy model. It may be concluded that
employee retention was significantly impacted by work-life balance.
Table 1.11 presents the regression coefficient findings. The work-life balance's impact on employee retention is
shown by the b value. The degree of influence that the independent variable has on the dependent variable is
shown by the unstandardised regression coefficients, or b, in a regression model.
This is an equation for a linear regression with a dependent variable.
: -ŷ = a + b X
X = independent variable ŷ = predicted value
of the dependant variable

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 FINDINGS
1. Work-life balance has a major influence on work satisfaction and employee retention,
according to the findings.
2. Since the effect is positive, we may conclude that as work-life balance improves, staff
retention and job satisfaction will rise inside the company.
3. Promotion and compensation are two aspects of work-life balance that significantly
influence an employee's level of satisfaction. Time spent and the number of initiatives
come next.

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 CONCLUSIONS
Undoubtedly, a key component of a successful corporation is the caliber of a human
resources department. Retaining the proper personnel is essential to the business's long-
term success. High profit concern can be lessened by designing an efficient retention
strategy quickly. Although it takes time, energy, and resources to truly retain employees,
the benefits may be substantial.

For every firm, work-life balance, job happiness, and employee retention are critical.
Because a happy person will work hard and passionately at their job, and if they stay with
the company, they will become a valuable asset.

Businesses are attempting to improve poor working conditions, which may play a
significant role in an employee's choice to quit. Businesses who are effective in improving
poor working conditions will see a decrease in employee discontent, and if these workers
have the intention of leaving the company, it's likely that they will stay with them in the
long run.

The management of talent, or the use of an integrated set of responsibilities to guarantee

that the company draws in, keeps, advances, and develops the competent personnel they
require both now and in the future, is a component of employee retention.

We might infer that striking a healthy balance between work and home obligations is an
increasing problem for modern firms and employees. Growing research increasingly links
work-life imbalance to a decline in family and individual health and wellbeing. The
growing interest among organisational stakeholders in implementing work-life balance
rules inside their business in the future is not surprising.

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 REFERENCE
Akhtar, C. S., Haider, M., Hamid, A. B. A., and Aamir, A. (2016). Work-life balance, job
happiness, and nurse retention: the moderating effect of work volition. Business Excellence
International, 10(4), 488-501.

(2009) Kyndt, E., Moeyaert, B., Dochy, F., and Michielsen, M. Organisational and individual
views on staff retention. Employment and Education, 2(3), 195-215

L. P. Parkes and P. H. Langford (2008). Does work-life alignment or balance exist? An

assessment of the impact of work-life balance on employee engagement and retention
intentions in organisations. 14(3), 267-284, Journal of Management & Organisation.

"A study on job satisfaction of paper mill employees with special reference to Udumalpet and
Palani Taluk," by Anitha R. (2011), was published in the Journal of Management and Science,
Vol. 1, No. 1, September 2011, pp. 36–47.

Mustapha, Z. c. Noraani (2013). The impact of opportunities for advancement on academics'

work satisfaction at Malaysia's higher education public institutions. International Journal of
Academic Research in Social Sciences and Business, 1–7. 4 Y. A. Farooqi and B. Arif (2014).
A case study at the University of Gujarat in Pakistan examines the effects of work-life
balance on university instructors' organisational commitment and job satisfaction. Journal of
Multidisciplinary Sciences and Engineering International, 5(9), 24-29.

Lazar, I., Ratiu, P. I., and Osoian, C. (2010). Work-life balance strategies' importance in
enhancing organisational effectiveness.

Pitt-Catsouphes, M., Cahill, K. E., McNamara, T. K., and Valcour, M. (2015). establishing a
connection between changes in work-life balance, employee engagement, and job satisfaction
and those in the national economy. 56, 40–54, Journal of Behavioural and Experimental
Economics.

R. Akila. (2012). An investigation of the retention of executives at BGR Energy systems

LTD, Chennai. International Journal of Management Research, Financial Services, and
Marketing, 1(9), 18–32-
In 2017, Hasan and Teng published their book. The moderating effects of gender and race on
work-life balance and job satisfaction among working people in Malaysia. Business and

Management Journal, 5(1), 18–24. Tan, N. Z., Loon, K. W., and Krishnan, R. (2018). how
work-life balance and job happiness affect how well employees complete tasks. 8(3), 652–
662 in International Journal of Academic Research in Business and Social Sciences.

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As Xu, M., Kalgora, B., and Kossivi, B. (2016). research of what influences employee
retention. 4(05), 261 in Open Journal of Social Sciences.

Shrotriya, V. (2008). Maintaining a Work-Life Balance. Review of HRM, 42. ICFAI

University Press.

of 2019, ABDİEN, M. Work-life balance and communication satisfaction's effects on

employee desire to leave. Travel Theory and Research Journal, 5(2), 228–238.

In 2020, Sindhuja, K., and Subramanian, S. S. Study on the effect of work-life balance on
employee retention in the banking industry. 7(3), 78–81 in Shanlax International Journal o.

www.managementstudyguide.com

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 ANNEXURE

Questionnaire
1. Age
• 18-21
• 22-25
• 25 or more

2. Gender
• Male
• Female
• Prefer not to say

3. Qualifications
• High School
• Undergraduate
• Postgraduate
• Other

4. Work Experience
• 0-5 Years
• 5-10 Years
• 10 or more Years

5. My personal life suffers because of work

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

6. My job makes personal life difficult

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

Page | 52
7. I miss personal activities because of work
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

8. My job gives me energy to pursue personal activities

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

9. I have a better mood because of my job

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

10.I have too many duties and responsibilities

• Strongly Disagree
• Neutral
• Agree
• Strongly agree
• disagree

Page | 53
11. I always strive to find a better way of doing things.
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

12. I would consider Leaving my job for another with better pay
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

13.I receive the information, tools, and resources I need to do my job

effectively
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

14.All employees have an equal opportunity to further their education.

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

15.The people I work with cooperate as a team

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

Page | 54
16. I feel personal accomplished in my work
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

17. Do you feel recognised as an individual

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

18. My job utilises my skills

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

19. I am happy with my career path and promotion plan

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

20. I feel like my work is valued

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

Page | 55
21. I feel like my feedback is valued
• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

22. I am satisfied with my job

• Strongly disagree
• Disagree
• Neutral
• Agree
• Strongly agree

Page | 56