Work Life Balance in NGOO Sector

Work life balance of employers- A case study on NGO’s in Bangladesh
Table of Contents
Abstract ............................................................................................................................ 3
Chapter 1: Introduction ........................................................................................................ 4
Introduction ...................................................................................................................... 5
1.1 The Problem Statement .............................................................................................. 6
1.2 Objective of the study ................................................................................................ 7
1.3 Limitations of the study ............................................................................................. 7
Chapter Two: Literature Review ......................................................................................... 8
Introduction ...................................................................................................................... 9
2.1 Work Role and Work Life Balance ........................................................................... 9
2.1.1 Job Security....................................................................................................... 10
2.1.2 Work Life Boundary ......................................................................................... 10
2.1.3 Work Responsibilities ....................................................................................... 11
2.1.4 Stressful Job Situation....................................................................................... 12
2.3 Work Load and Work Life Balance ..................................................................... 13
2.3.1 Heavy Workload ............................................................................................... 13
2.3.2 Emotionally Challenging Work ........................................................................ 14
2.3.3 Greater Demands .............................................................................................. 15
2.3.4 Time Spent at Work and Family ....................................................................... 16
2.4 Management Practices and Work-Life Balance ...................................................... 17
2.4.1 Management Support of Employee Work-Life Balance .................................. 17
2.4.2 Work-Life Benefits ........................................................................................... 19
2.4.3 Communication with Employees on Work Issues ............................................ 20
2.5 Chapter Summary .................................................................................................... 22
Chapter Three: Methodology ............................................................................................. 24
Methodology of the study .............................................................................................. 25

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3.1 The Research Design ........................................................................................... 25
3.2 Data Collection Procedure ....................................................................................... 25
3.2.1 Primary Data ..................................................................................................... 25
3.2.2 Secondary Data ................................................................................................. 25
Chapter 4: NGO Overview in Bangladesh......................................................................... 26
4.1 History of NGO in Bangladesh ................................................................................ 27
NGO’S of Bangladesh ............................................................................................... 27
4.2 Bangladesh Rural Advancement Committee (BRAC) ........................................ 27
4.3 Grameen Bank ..................................................................................................... 31
Operational statistics .................................................................................................. 32
4.4 Proshika................................................................................................................ 33
4.5 NGOs Working Area ............................................................................................... 34
4.6 NGO’s Weaknesses ................................................................................................. 35
Chapter 5: Result and Discussion ...................................................................................... 36
Questionnaire analysis ................................................................................................... 37
Chapter 6: Findings and Recommendation ........................................................................ 53
Findings.......................................................................................................................... 54
Recommendation ........................................................................................................... 55
General Remmendation ............................................................................................. 55
Recommendations for Further Studies....................................................................... 55
Chapter 7:Conclusion......................................................................................................... 56
Conclusion ..................................................................................................................... 57
References ...................................................................................................................... 58
Appendix ............................................................................................................................ 61
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Abstract
Work-life balance is the proper prioritizing between WORK (career and ambition) on
one hand and LIFE (pleasure, leisure, family and spiritual development) on the other. It
is the way of dividing up time between work, family, hobbies or other aspects of one’s
private life. It is the idea that a good balance between one’s occupation and private life
can improve both the quality of life and productivity at work. Juggling between the
obligations towards the families and expectations of the organisation and constant
struggle to maintain a balance can have serious implications on the life of an individual.
Therefore, it is important for employees to maintain a healthy balance between work and
their private lives. The present research paper is focused on the support staff in the Non
Governmental Organizations (NGOs). Here, for our study the support staffs are defined
as people working in support roles e.g. secretaries, receptionists, accounts clerk, other
administrative staffs and peon etc. For the analysis of data about 150 questionnaires were
distributed and the sampling technique adopted is stratified random sampling. Around 15
NGOs in Manikganj were randomly selected, 5 male and 5 female from each NGO were
distributed the questionnaires. Finally, 89 responses received, this includes 37 female
support staff. Simple percentage method was followed for presenting the data in a simple
way. The analysis carried on the basis of socio economic profile and general perception
towards the personal and professional life.
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Chapter 1: Introduction
4
Introduction
Work-life balance is the proper prioritizing between WORK (career and ambition) on one
hand and LIFE (pleasure, leisure, family and spiritual development) on the other.
Work/Life Balance is a state of equilibrium in which the demands of both a person’s job
and personal life are equal. This topic has become of increasing importance in the
domain of academic literature, legislation and public disclosure. It is the way of dividing
up time between work, family, hobbies or other aspects of one’s private life. It is the idea
that a good balance between one’s occupation and private life can improve both the
quality of life and productivity at work. Juggling between the obligations towards the
family and expectations of the organisation and constant struggle to maintain a balance
can have serious implications on the life of an individual. Therefore, it is important for
employees to maintain a healthy balance between work and their private lives. The
present research paper is focused on the support staff in the NGOs. As we know the
support staff in organisation performs varied and critical functions. Here, for our study the
support staffs are defined as people working in support roles e.g secretaries, receptionists,
accounts clerk and other administrative staffs, peon etc. They are not directly involved in
production but can make a significant difference in the productive capacity of the other
people in the organisation. NGOs include charitable and religious associations that
mobilize private funds for development, distribute food and family planning services and
promote community organisation. It is a non-profit making, voluntary, service-oriented/
development oriented organisation, for the benefit of other members of the population. It
is an organisation of group of individuals who believe in certain basic social principles
and who structure their activities to bring about development to communities that they are
serving. NGO is a social development organisation assisting in the empowerment of
people. It is an organisation assisting a group of people working independent of any
external control with specific objectives and aims to fulfill tasks that are oriented to bring,
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about desirable change in a given community or area or situation. It is an independent,
democratic, non-setarian people’s organization working for the empowerment of
economic and /or socially marginalized groups. An organisation not affiliated to political
parties generally engaged in working for aid, development and welfare of the community.
NGO is an organisation committed to the root cause of the problems trying to better the
quality of life especially for the poor, the oppressed, the marginalized in urban and rural
areas. An organisation established for the community without or with little intervention
from the government, they are not only a charity organisation, but work on social
economic-cultural activities. An organisation that is flexible and democratic in its
organisation and attempts to serve the people without profit for itself.
In our study with reference to work-life balance related to sub-staff in NGOs, we found
that they often voice feelings of being neglected, taken for granted and not being treated
with enough respect and dignity. They also tend to feel that the organisation does not care
enough about their career and development.
1.1 The Problem Statement

Organizations today face sensitive competition globally, personnel are undergoing
increasing performance stresses, and time spent at the workplace may be increasing. High
performance companies have raised their expectations regarding time, energy and work
commitment. These expectations may be particularly difficult for women to meet, since
women still perform the bulk of household tasks.
The incapacity to balance work and life has severe consequences because it disturbs every
aspect of women’s lives. The stress generated from being pulled in multiple ways has
undesirable consequences for psychological and physical well-being. When women are
spread too thin attempting to satisfy all of the competing demands on their time, they are
not able to complete any task to the best of their ability causing all their roles to suffer.
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Efficiency at work is affected and the quality of women’s relations with friends and
family are harmed. This psychological stress stemming from their inability to give 100
percent at work and at home can also produce problems for women’s physical health. So
work life balance has become the prime concern for the organizations and the employees
in this ever changing business world.
1.2 Objective of the study

i. To find out the normal working hours as well as weekly working hours for the
banking industry along with the normal traveling time to reach the working place.
ii. To find out the dominating age of respondents, marital status, and having children
and the number of children.
iii. To demonstrate whether the spouses of working women are employed or not, Duel
Career.
iv. To reveal information who are helping in taking care of children and other elderly
people of working women, who is actually expected to take of such individuals.
v. To find how many hours these working women actually can devote in taking care
of her children and adults or other disables in family.
vi. To investigate how often they think or worry about work as well as how they feel
about the amount of time spend at work.
vii. To show if they ever miss out any quality time with their family/friends because
of work pressure.
1.3 Limitations of the study
 The study is limited to selected NGOs in Odisha (India)
 The sample size is limited; it may not give the exact picture.
 The period of study is for 3 months i.e August 2011 to October 2011.
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Chapter Two: Literature Review
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Introduction
This chapter provides a literature review on the factors that affect work life balance. The
chapter analyses the literature review in accordance to the stated research objectives in
the first chapter. The first section of the literature review looks at the effect of work role
on work life balance. The second section of the literature looks at the effect of work load
on work life balance. Third section of the literature looks at the effect of management on
work life balance ending with a chapter summary.
2.1 Work Role and Work Life Balance
The term work role is defined as the required pattern of behaviour for an individual at the
workplace (Spector, 2007). Work roles may result in stressful outcomes if they do not
satisfy employee expectations, and thus are of great significance in organizational
psychology as conflicting work role have proved to cause an adverse effect on health and
well-being. Work roles within organizations may differ from person to person and from
time to time. In other cases, work role may be associated with titles, (manager or
supervisor), with associated role expectations (train driver), or it may be a role relating to
a title, or a role relating to technology.
Work role may also be defined within an organization where various groups of people
work together, such as a particular department staff, management teams, unions and
individuals. Every group has a designated job to do and an expected role to play which is
linked to their job. Role theory researchers emphasize the importance of „role behaviour‟
in job satisfaction Work role, role ambiguity and role conflict all cause the employee to
suffer stress and resultant work imbalance. Where job responsibilities and job tasks are
not clearly defined due to organizational factors such as inconsistent expectations and
uncertainty, it leads to role conflict and ambiguity. There are a number of work role
factors which may affect work life balance, these include; job security, work life
boundary, work responsibilities and stressful job situation (Duxbury, 2009).
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2.1.1 Job Security

McDowall (2009), study revealed that everyday hassles related to work significantly
affected work life balance. The findings indicated that work activities that were
associated with conflict such as threat of job loss or financial problems affected work life
balance. A potential explanation for these findings is the case of police and associated
personnel who are trained to deal with unforeseen circumstances, but may be much less
equipped to deal with everyday stressors. The impact of everyday hassles may be
exacerbated when life problems such as divorce and financial problems spill over into
work. For example, concerns over a sick child may result in an employee being distracted
between the pressure to perform at work and taking care of the family member. With
these implications in mind, there is need for training and awareness to help employees at
the work place to successfully manage the work life balance beyond their immediate
work demands. Work life boundary may affect work life balance.
2.1.2 Work Life Boundary

Tengpongthorn and McDowall (2009), explored how Thai nurses conceptualize and
manage the work life balance. In Thailand, nurses were generally required to reconcile
high work demands with high home demands. The objectives of the study were to explore
the extent to which work-family factors such as conflict and facilitation were relevant to
Thai nurses, and how they related to each other. The sample comprised of nurses who
were single as well as married, with or without children and those whose husbands were
living away from home. The findings indicated that high work role demands contributed
to work life imbalance and other factors were culture specific. Whilst support structures,
such as family or colleagues, can be a source of facilitation, they can also be a source of
conflict due to expectations for loyalty and reciprocation. Thai people are socialized to be
interdependent rather than independent; thus people are expected to have total loyalty to
in-group members and share resources with them. Thus this support can come at a price
contribution to work-life imbalance.
The above shows that cultural differences within organizations may cause work-life
imbalance. Hofstede and Peterson (2000), noted that national culture is concerned with
„values‟, while organizational culture has its focus on practices. Nationality and „cultural
value dimensions‟ directly affects individual behaviour. Paying particular attention to the
constraints of work role, Sagiv and Schwartz hypothesized that work role overload occurs
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when the national culture and climate emphasize mastery and hierarchy with little
importance attached to harmony. Differences between nations, organizations and
industries play a part in how management addresses cultural differences, work role-
relaxed individuals and discipline in the international arena. Thus, when the climate is
hierarchical, regulatory and enforcing it demands commitment to organizational goals,
„even at the expense of personal needs‟ resulting in „work role overload‟. On the other
hand, a climate emphasizing harmony and acceptance of world-view would not find it
necessary to pressure people beyond their limits. Thus, work role overload would be
unlikely (Hofstede & Peterson 2000). Work responsibility may affect work life balance.
2.1.3 Work Responsibilities
Tetrick and Buffardi (2006), explained that work life balance may be affected by the
individual difference between the propensity for work involvement and job commitment.
Higher levels of involvement may negatively affect employees work life balance. In this
study, a second model was tested that examined job involvement as a potential moderator
of the relationship between emotional labour and work life balance. Tetrick and Buffardi
(2006), results showed that emotional labour could bring conflict on work life. Teachers
who were more involved in their work tended to have a stronger conflict between
emotional labour and work-life balance. Findings suggest that interventions are required
to enhance the emotion management skills of teachers. The development of “healthy”
work role separation between work and home responsibilities should be encouraged to
ensure that the negative impact of emotional labour does not manifest itself as negative
spill over.
Frone (2003), study on the examination of the factors that may help employees to manage
the work-home interface (such as social support) as well as increase work-life conflict
(such as long working hours). The study revealed that there was a negative association
between levels of professional commitment and work life balance. As professional
commitment might increase the risk of work demands spilling over into non-work
activities due to excessive involvement in the work role, it led to a negative work life
balance.. Work role conflict as occurring when different people or different work
functions, for instance, two supervisors making conflicting demands on an employee.
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These results to negative work life balance by not meeting one or other the supervisor
expectations.
2.1.4 Stressful Job Situation

Hobfoll (2004), examined the impact of work-related daily hassles and stressful life
events in achieving a good work life balance. A focus group of seven experienced police
workers (average length of service 20 years) discussed the type of daily hassles and
stressful life events likely to be experienced by employees. The findings revealed that
many of the demands experienced by the police are highly idiosyncratic such as
managing unpredictable and often dangerous situations and ensuring crime targets are
met, as well as more mundane duties such as completing extensive paperwork. Hobfoll
(2004) holds that humans are active agents who strive to preserve, protect and retain
limited resources through resource-enhancing strategies, and that stressful life events,
specifically those related to the notion of loss, act to affect the individual‟s work life
balance more rapidly than other factors.
Hobfoll (2004), suggest that the mismatch between tasks and employees‟ expectations
may cause employee work related stress, and this mismatch leads to work life imbalance
due to work role ambiguity. Stress may arise because of the lack of information to
perform the job and as a result of unpredictable outcome such as errors (Spector, 1997).
The work role theory considers a supervisor to be a „key source‟ of role expectations and
the guidance and information provided by the supervisor is of utmost importance to the
employee in fulfilling their work role. McDowall (2009) has shown that lack of
communication, or insufficient information with regard to job requirements on the part of
the supervisor, the employee may suffer the consequences of „role ambiguity‟ that results
to work life imbalance. At the organization level, role ambiguity may be a source of
employee distress, resulting in diminished work satisfaction.
With regard to role ambiguity, Sagiv and Schwartz (2000), hypothesized that a climate
with shared values, shared goals and embedded in collectivism, would follow well
established rules and have shared and stable expectations, and therefore display little or
minimal role ambiguity. Organizational climates showing egalitarianism, and intellectual
control, accepting diversity, introducing new options and mutual commitments, was
hypothesized to create greater role ambiguity. However, Sagiv and Schwartz (2000),
reported little support for this hypothesis. Only when adding the dimension of
hierarchical values did this add to role ambiguity. Work role conflict research presented
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was greater in supervisors with climates and cultures high on hierarchy and low harmony.
Corea (2000), states that work role overload occurs when an individual is called upon to
perform several roles which may not allow enough time to execute the job outcomes as
expected. Sale and Kerr (2001) further adds that work role conflict, role ambiguity and
role overload have negative implications for both supervisor and worker and thus create
work imbalance and employee job satisfaction. Therefore, helping employees identify
ways in which they can use their work role to close the gap between the work life balance
that they currently experience and that they wish requires a fruitful approach.
2.3 Work Load and Work Life Balance
Workload generally refers to the quantity of physical and cognitive work that workers can
perform without endangering their own health and safety or that of others, yet still remain
efficient (McDowall (2009). Given the constant, fast-paced changes taking place within
organizations and their consequences, the issue of workload on work life balance is of
concern. Workload constitutes a major risk factor for work life balance and the
components includes: heavy workload, emotionally challenging work, greater demands,
fair payment, clear and precise job responsibility, good work procedures and reporting
relationships, clean work conditions, time spent at work and family.
2.3.1 Heavy Workload

Heavy workload can affect work life balance. Heavy work load arises when there is
cumulative demand such that the fulfillments of the obligations of one role make the
satisfaction of the requirements of another role more difficult. Duxbury and Higgins
(2006) identified three components of heavy work load to work life imbalance. The first
is role overload, which exists when the cumulative demands of multiple roles on the
individual‟s time and energy are excessive, such that the performance of one or more of
the roles suffers. A second component of heavy work load to work life imbalance is
interference from work to family, when demands from the work role make the fulfillment
of family obligations more difficult. The third component of heavy work load to work life
imbalance is interference from family to work, when family demands inhibit performance
of work requirements.
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Heavy workload can result to complex tasks, tight dead-lines, greater emphasis on speed
and timeliness all point to a rise in work intensity and workload. Workload includes both
mental and physical effort required by the job task, but is also concerned with the amount
of work required to be done. Heavy work load has been found to correlate with job
dissatisfaction as well as other work strains and excessive work demands may translate
into “job pressure” which may result in unexpected costs to the organization such as high
absenteeism or staff turnover, ill health or pay rise demands (Duxbury and Higgins 2006).
Heavy work load inevitably has consequences for workers cognitive, psychological and
physical abilities (Hamon-Cholet and Rougerie, 2000). Heavy work load and its
consequences affect the internal and external resources available to workers and
management for coping with work constraints. This can in turn generate a downward
spiral in the workplace and in workers‟ health and safety. In 2000, 34% of Canadian
workers reported their main source of stain at work as being work overload, attributable
largely to the excessive job demands and number of hours worked (Statistics Canada,
2001). Nearly one-quarter (23%) of Quebec workers consider their workload too heavy
(CROP-Express, 2006). Heavy work overload would appear to constitute one of the main
risk factors leading to psychological distress at work, inhibits creativity and skill
development (Brun, Biron and Ivers, 2007) resulting to work life imbalance. An
emotional challenging work can have an effect on work-life balance.
2.3.2 Emotionally Challenging Work

In most organizations many people experience emotional exhaustion at some point.
Workload can be emotionally challenging for employees to maintain a work-life balance.
Besides the ordinary job-description or responsibility, there are aspects of the job, which
make other job demands on the employees to be emotionally exhaustive (Deery, Iverson
and Walsh, 2002). Emotional exhaustion is brought about by outdated technology, dealing
with incompetent employees or working under less supervision. Emotional exhaustion is
closely linked with stress. Job stress may be described in various terms and often include
the words: strain, tension, conflict and anxiety.
Job stress may be described in various terms and often include the words: strain, tension,
conflict and anxiety. Cranwell-Ward and Abbey (2005), defines stress as a reaction by the
individual to pressure, external and internal, self-imposed, and which gives rise to
physiological, psychological and behavioural changes. Stress is the response by the body
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to the demands placed on it; the individual‟s capacity to cope with this demand will
determine the level of stress the person is faced with. Of course, this will vary from one
individual to the other.
Frone (2003), acknowledges that job demands comes in play when one is faced with a
situation where they are working very fast, working very hard and not having enough
time to get the job done It is expected that the organization is characterized by this type of
work environment, as the workers perform a range of roles, regarded as tasks with low
value, where work is repetitive and intense and employees must work under pressure to
keep up with the targets, while having very little influence over their work . Riley (2005)
posits that job satisfaction can have an impact on work life balance. Greater demands
placed on employees can affect the work-life balance.
2.3.3 Greater Demands

Organisations have increasingly experienced competitive pressure to perform faster and
better and to be more cost-effective (Blyton, Blunsdon, Reed and Datmalchian, 2006).
Organisations are forced to accommodate a variety of supply and demand factors, one of
which is the demand for a secure, flexible and low-cost labour force. This has contributed
to the introduction of non-standard jobs, the erosion of „standard‟ working hours and
consequently the division of working time, resulting in very long hours worked by some
employees and very short hours worked by others (Blytonet al., 2006). Employees may
find themselves being sub-contracted, assigned as part-time staff, or in many cases
working extended hours, as determined by the needs of the employer (Blytonet al., 2006).
These recent changes in the nature of work, along with the introduction of new
technologies (such as cell phones, email, Blackberries and other means of electronic
communication) have led to many workers struggling to balance roles in their work and
personal lives (Hayman, 2009; Hobsor, Delunas & Kelsic, 2001). Some explanations for
the lack of balance between work and personal life include the excessive job demands
and constraints that result from increasing global pressures and rising financial needs that
require working overtime or working two or more jobs simultaneously. Evidence of this
is found in large-scale surveys reporting large numbers of employees feeling increasing
work pressure, where their jobs require „working at high speed‟ or „working to tight
deadlines‟ (Green & McIntosh, 2001). Those working under such conditions have been
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proven to be highly susceptible to role overload, work-related stress and burnout, all of
which could be indicators of work-life imbalance (Clutterbuck, 2003).
Spector (2007), explains that the pressure tactics are sometimes part of the organizational
strategy considered necessary to ensure the productivity of the organization and managers
often exercise tight control over workers and impose unrelenting pressure on employees
at work. Work within an organization involves solving problems and resolving complaints
quickly, having information, answering questions and being available to the customers
twenty-four hours a day, seven days a week, and fifty two weeks a year and performance
management systems focus on „operational efficiency‟ while the human aspect is often
ignored
It is also suggested that the influence of technology on the operation of social systems,
with reference to work life balance is highly important. Thus, in today‟s organizations,
work and the manner in which job demands are managed or controlled go hand-in-hand
with the introduction of technology. Too much time spent at work can also affect the
work life balance (Marr & Parry, 2004).
2.3.4 Time Spent at Work and Family

In a study conducted by Kinman, Jones and Kinman (2007), examined how working
practices and strategies utilized by academics in UK universities managed work life
balance. The findings suggested that work-life balance might be generally poor in this
sector and that this is a particularly strong predictor of poor psychological well-being and
low job satisfaction. The results revealed that academic work is highly demanding and
long working hours are commonplace in the sector, relatively high levels of control over
where and when these demands can be fulfilled have been documented. A range of
strategies utilized to manage the work-home interface were examined as predictors of
work life imbalance. The extent of working at home, the type of work most likely to be
done there and the use of mobile technologies to facilitate this practice were assessed.
Kinman, Jones and Kinman (2007), also investigated the strength of boundaries between
work and home balance in academics. Qualitative data was utilized to explore specific
strategies used by academics to manage the work life balance. The findings revealed that
a high proportion of workload was done at home, with some core academic tasks (such as
marking and writing for publication) were performed exclusively in this domain.
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Although working at home was related to perceptions of blurred boundaries and work life
balance, some academics (especially those with young children) found that this helped
them manage the work life balance more effectively.
2.4 Management Practices and Work-Life Balance

According to Freeman and Shaw (2006), management refers to the workplace that
includes that includes the supervisors, managers, organization culture such as values,
beliefs and behaviours that differentiate one organization from another. The management
practices can be grouped into four areas: operations, monitoring, targets and incentives.
The operations focus on the introduction of techniques and processes which are
documented to improve on operations (Gomez-Mejia, Balkin & Cardy, 2008). The
monitoring focuses on the evaluating the performance of individuals, reviewing
performance, and consequence management. The targets section examines the type of
targets, the objectivity of the targets that is finding out if they are SMART objectives
(Stroh, Northcraft & Neale, 2002). Finally, review staff incentives which include
promotion policy, pay and bonuses, and management of performance, where best practice
is deemed to be an approach that recognizes strong performers through bonus rewards
through a performance related pay program (Freeman & Shaw, 2006). In this case, the
management practices include: management support of employee work-life balance,
work-life benefits and communication with employees on work issues.
2.4.1 Management Support of Employee Work-Life Balance

For employers, work life balance is about creating and maintaining supportive and
healthy work environments, which will enable employees to have balance between work
and personal responsibilities and thus strengthen employee loyalty and productivity
(Russell & Bowman, 2000). This can lead to a more motivated and loyal workforce,
increased productivity, reduced absenteeism and an enhanced public image (Russell &
Bowman, 2000).
Armstrong (2003), explains that the management should realize that there are
psychological forces arising from within the individual and various other forces from
outside which due to a close interaction may affect employee work-life balance. However,
Hellen (1998), asserts that people are a complex variable and need different motivators.
According to her, understanding general principles on motivation might help
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organizations, managers and supervisors in dealing with staff work-life balance matters.
Two studies conducted in Australia advance the understanding of work-life balance
factors with respect to both public and private sector employees. Allan, Loudoun and
Peetz (2007), surveyed over 900 employees in Queensland, Australia to assess the
influence of work hours, workload pressure (amount and pace of work), management
support and employee control on of work-life balance. Data was drawn from 32
organizations from a broad range of industries, including a law firm, a public sector
department and a hospital, among others. The researchers found correlations between
work-life balance and each of the four variables measuring job demands.
A second Australian study relevant to the area of work-life balance is McCrea et al.‟s
(2011) examination of the effects of participative management (that is, employee
involvement in organizational goal-setting and problem-solving) on work-life balance in
public sector employees. Participative management is believed to increase employees‟
job satisfaction and intrinsic motivation about work and thereby to reduce employee
turnover. The researchers conducted a survey of 2,990 public sector employees in
Queensland, Australia, including a broad range of administrative, policing, utility, health,
education, agricultural and legal workers. The researchers concluded that participative
management reduces work-life balance in the public sector by way of its influence on four
other work attributes: workload, work uncertainty, flexible hours and meaningful work,
with workload being the strongest predictor of work-life balance.
The role of different household structures in work-life balance was the focus of a recent
survey of 24 Dutch organizations by ten Brummelhuis and van der Lippe (2010). This
study examined the relationship between different types of work life balance support
(flexible work arrangements, a family-responsive work culture and supervisors‟ social
support), household structure (single, couple with no children and married with children)
and work outcomes (as measured by work performance and helping behaviours aimed at
co-workers). The researchers surveyed employees in four industrial sectors, including a
law firm. The authors found that singles benefited most from flexible work arrangements;
while a family responsive work culture was negatively related to helping behaviours. The
reverse was true for parents: flexible work arrangements were not related to better work
outcomes (that is, increased productivity and cooperative behaviours in the workplace)
for parents, perhaps because of the blurring of work and family roles that result from
telecommuting. Supervisor support appeared to be particularly important for couples.
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Grant-Vallone and Ensher (2011), study took a qualitative research approach to the
examination of strategies used by professional women to balance the competing demands
of work and family. The authors conducted in-depth interviews of 23 professional women
from Southern California with a wide range of career backgrounds, including psychology,
law, education and veterinary medicine. The researchers found that supervisor support,
personal support and satisfactory childcare were key in finding a balance between work
and non-work roles. Another study conducted by McGraw and Heidtman (2009),
examined work life balance specifically in the legal profession in Australian law firms.
The goal of this study was to examine the role of top management support, number of
work-life balance options and personal support in the uptake of work life balance options
by lawyers in law firms in New South Wales. The researchers found no correlation
between number of work life balance options and uptake of work life balance options or
between personal support and uptake of work life balance options. However, a significant
correlation was found between top management support and employee uptake of work life
balance options. Work life benefits may affect work life balance.
2.4.2 Work-Life Benefits

Work life benefits may be based on „motivators‟ and „hygiene factors‟. Hygiene factors
are basic human needs at the place of work and failure to meet them causes work life
imbalance. Organizations need to fulfill employees‟ financial needs bearing in mind that
employees require to a good pay package to be able to meet their needs for both work and
non-work activities. Fear on job security also greatly de-motivates employees. Other
hygiene factors include working conditions, company policy, status supervision and
autonomy, office and personal life that may affect work life balance. (Marr and Parry,
2004).
Winkler (2010), adds that working conditions such as flexible working hours, conducive
work place layout, working facilities and job equipment may affect work life balance.
Company policies governing work life benefits should be fair, realistic and humane in
motivating the employees in their jobs. A person‟s status is determined by his/her rank,
authority and relationship to others hence reflecting a level of acceptance. Supervision
and autonomy should not be excessive. It should therefore keep the number of supervisors
to a minimum in the extent of control that an individual employee has over the content
and execution of his/her job. Employee office life, the level and type of interpersonal
19
relations within the individual‟s working environment should be given room.

Consequently, individuals personal life which is the time spent with family, friends and
interests should not be much restricted by time spent at work
Secondly, Herzberg‟s (1957), motivators should be seen as factors that drive people to
achieve. An employee enjoys achievement when they are recognized for their success.
The ability to achieve is linked to having an enjoyable job and job responsibilities that
give satisfaction to employees. The more the responsibility, the more the employee can
feel satisfied and long for career advancement at the workplace. Therefore motivators are
built around career advancement and self-actualization need by employee from both
activities. An organization can raise staff motivation by increasing their responsibility and
enriching their employees at work and non-work activities to create a healthy work life
balance.
The acknowledgement of achievements by senior staff members and is motivational

factor to employees as it helps build on the self-esteem. As far as possible, management
should provide responsibilities that match the individual interest in and outside the work
place. Responsibility is the opportunity to exercise authority and power through providing
leadership skills, making decision and providing direction that will ensure you retain a
team that is highly motivated. Some of the examples include; the management giving
praise, letters of commendations and end of year awards amongst others such as family
trips and leisure activities in various fields. These job aspects provide employees with
positive and satisfying pleasure for work and non-work activities. Communication with
employees on work issues may affect work life balance (Winkler, 2010).
2.4.3 Communication with Employees on Work Issues

According to Lockwood (2003), communication about work-life programs is essential for
managing work life balance. Although an organization may offer a rich menu of work-life
benefits, the desired effect yielding positive business results, is unlikely to occur if
employees do not know about the programs or understand them. Human resource
professionals should consider four critical issues in support of work life balance and they
include: the company culture support of work-life benefits, the management endorsement
of work-life benefits, the managers and supervisors understanding of the impact work/life
balance on the workforce and awareness of the employees and understanding of the
company‟s work/life programs.
20
Walker (2012), argue that, good communication inspires staff. Staff should know about
everything that concerns them directly or indirectly and give the management an accurate
detail of their work and non-work activities as soon as possible for a healthy work life
balance. It is important for the management to respond appropriately to staff demands and
help set up a help desk for “other queries” to promote a healthy work life balance.
Exchange of information between management and staff to work together creatively
enables decisions to be reached quickly and easily as well as open plans for healthy work-
life relationship.
Walker (2012), encourages and guides discussion about involvement and contribution.
Both formal and informal discussions are encouraged. In this case disagreements often
pave the way for consensus. Contrary views are treated with respect and disagreements,
explained fully. Communication and thinking are important activities in management.
The management should avail itself to listen, talk, encourage and promote healthy work
life balance. The employees should be engaged in decisions that might affect them,
instead of merely informing them after the fact. Employee concerns or new policies
should be addressed and a feedback given. In case of a problem they have pin-pointed,
they should be told the way forward and even their input sought because involving staff
from an earlier stage encourages all members to feel that they can make a difference for a
healthy work life balance.
According to Winkler (2010), the basic component of a healthy work life balance is co-
operation. This brings about good employee relations and promotes loyalty and
commitment. He argues that this should be given by and expected from all members of an
organization. The root causes of repeated complaints should be found out and eradicated
without delay. The relationship among the staff should be to help them to help
themselves. In this case, it is necessary to inform staff of their ideas and success rates.
Consequently, answering staff questions and investing in new tools or training if
requested brings about major improvements in staff motivation levels. Motivation level
here can also be increased by moving towards less rather than more control. Staff should
be open in their appearance and behavior.
The employer on the other hand should have a good reason and an explanation for
refusing a request. He should also never offer to finance anything unless he can raise the
funds. This kind of actions can inflict a level of damage that cannot be recouped. The
21
management has to encourage team members to share ideas and support one another. In addition,
the management should also monitor individual working conditions and help staff develop their
full potential. Therefore, the management of NGOs should ensure that the working conditions,
pay and status issues, job security and working atmosphere are managed properly and in a way
that brings promotes a healthy work-life balance out of each employee. The management should
also be able to deal with employee personal problems, which arise from time to time, in a
sympathetic and positive manner to promote a healthy work life balance ( Lockwood 2003).
2.5 Chapter Summary

This chapter reviewed empirical studies in relation to the factors that affect work life balance.
The literature has indicated that work life balance is affected by work role, work load and
management practices. Work role, role ambiguity and role conflict may cause employees to
suffer stress due to unclear role definition resulting to work imbalance. Work load was cited as a
major risk factor of work life balance due to cumulative demand to fulfill obligations of multiple
roles with set timelines leading to physical and psychological strain. Management practices have
also been cited to contribute to work life balance through support to employee work life by the
approval or support of family friendly benefits and policies and communication with employees
on work related issues. Employees being the drivers of an organization, it is important to ensure
that their physical and psychological well-being is taken into consideration through work life.
The next chapter is on the research methodology.
Zedeck & Mosier (1990) and later O’Driscoll (1996) identified typically five core models used to
explain the relationship between work and life of an individual. The first model is known as
segmentation model, which hypothesizes that work and non-work are two distinct domains of
life that are lived quite independently and have no influence on each other. This appears to be
presented as a theoretical prospect rather than a model with practical support.
In contrast to the first model, a spill over model put forward suggested that one domain can
influence the other domain in either a positive or negative way. While, sufficient research to
support this model has been reported, need exists for more comprehensive propositions about the
nature, causes and consequences of spillover.
22
The third model, termed as compensation model proposes work and family as to be two spheres
of life and what may be lacking in one sphere, in terms of demands or satisfactions may be
derived from the other sphere of life. For example, although work being regular and
unchallenging, this could be compensated for by a key role in local area activities outside work.
A fourth model referred to as an instrumental model, proposes that activities of one sphere may
facilitate success in the other sphere, classically exemplified by, an instrumental worker may
explore ways to maximize earnings by undertaking hectic overtime work lasting several days
against a routine job to purchase a home or a car for their family.
23
Chapter Three: Methodology
24
Methodology of the study

For the purpose of the study 150 questionnaires were distributed and the sampling technique
adopted was stratified random sampling. Around 15 NGOs were randomly selected and 5 male
and 5 female from each NGOs were distributed the questionnaires. Finally, 50 responses
received, this includes 35 female support staff. Simple percentage method was followed for
presenting the data in simple a way. The analysis was carried on the basis of socio economic
profile and general perception towards the personal and professional life.
3.1 The Research Design

The study reviews studies on work- life balance. In addition, questionnaires were administered in
a field survey consisting of 50 participants. The questionnaire was designed and administered to
obtain data on work-life balance policies and practices, productivity status and work-life balance
needs of employees. The participants were randomly selected across 4 public commercial banks
in Dhaka and surroundings. The paper analyses and interprets the survey data on the basis of
descriptive statistics, cross-tabulations and correlations between variables.
3.2 Data Collection Procedure
3.2.1 Primary Data
A structured questionnaire having various questions regarding the family, dual career, working
hours, number of children, adults or disable person to look after, favored dieting and
opportunities provided by the employer as well as a five point Likert Scale ranging from 1=
strongly disagree to 5= strongly agree was used to collect primary data regarding satisfaction on
existing work-life conditions.
3.2.2 Secondary Data
Secondary data have been collected from different books, publications, research studies,
journals, articles, newspaper and websites.
25
Chapter 4: NGO Overview in Bangladesh
26
4.1 History of NGO in Bangladesh
NGO’S of Bangladesh
Non-Government Organization (NGOs) started in this country in a limited scale as relief
provides following the devastating cyclone in 1970, which claimed colossal human lives and
properties in the coastal belt and the off-shore islands. Devastations caused by the War of
Liberation in 1971 prompted other foreign and newly established local NGOs to mount relief
and rehabilitation Programs.
Recognizing the need for development for alleviating endemic poverty in the country, NGOs
began to shift their emphasis from relief to socio-economic development and to pursue –initially
rather haphazardly Programs aiming at health care, family planning, income generation and self-
reliance for the disadvantaged and the poor. As poverty continued to deepen and encompass ever
larger numbers of people, more foreign NGOs came to work in this country and at the same
time, the members of local NGOs grew fast.
1) Grameen Bank
2) Bangladesh Rural Advancement Committee (BRAC)
3) ASA
4) Proshika.
Total loan disbursement (cumulative) by these four kinds of institutions till December 2010 was
taka 434.55 billion; of which disbursement under Government program was taka 37.77 billion
(8.69%), Grameen Bank disbursed taka 154.11 billion (35.46%), other Banks and MF-NGOs
disbursed taka 78.41 billion (18%) and taka 164.26 billion (37.80%) respectively (figure-1).
Recovery rate of all these organizations excluding formal banks and government sponsored
programs stood at 95 percent.
4.2 Bangladesh Rural Advancement Committee (BRAC)

BRAC, an international development organization based in Bangladesh, is the largest non-
governmental development organization in the world, measured by the number of employees and
the number of people it has helped, as of November 2012.[1][2][3][4] Established by Sir Fazle
27
Hasan Abed in 1972 soon after the independence of Bangladesh, BRAC is present in all 64
districts of Bangladesh as well as in Afghanistan, Pakistan, Sri Lanka, Uganda, Tanzania, South
Sudan, Sierra Leone, Liberia, Haiti and The Philippines as of 2012.
BRAC employs over 100,000 people, roughly 70 percent of whom are women, reaching more
than 126 million people. The organization is 70-80% self-funded through a number of
commercial enterprises that include a dairy and food project and a chain of retail handicraft
stores called Aarong. BRAC maintains offices in 14 countries throughout the world, including
BRAC USA and BRAC UK.
BRAC has organized the isolated poor and learned to understand their needs by finding practical
ways to increase their access to resources, support their entrepreneurship and empower them to
become agents of change. Women and girls have been the focus of BRAC’s anti-poverty
approach; BRAC recognizes both their vulnerabilities and thirst for change.
Economic development
BRAC’s Economic Development programme includes microcredit. It provides collateral-free
credit using a solidarity lending methodology, as well as obligatory savings schemes through its
Village Organisations. Reaching nearly 4 million borrowers, Village Organizations provide loans
to poverty groups. BRAC has reached out to those who, due to extreme poverty, cannot access
microfinance. BRAC defines such people suffering from extreme poverty as the ‘ultra poor’, and
has designed a programme customized for this group that combines subsidy with enterprise
development training, healthcare, social development and asset transfer, eventually pulling the
ultra poor into its mainstream microfinance programme.
Jaminder-Ginni dolls made by village artisans. Handicrafts like these are sold by Aarong,
BRAC’s handicrafts store.
In addition to microfinance, BRAC provides enterprise training and support to its member
borrowers in poultry and livestock, fisheries, social forestry, agriculture and sericulture. It
provides inputs essential for some enterprises through its ‘Programme Support Enterprises’ that
include Poultry farm and disease diagnostic laboratory, Bull Station, Feed Mill, Broiler
Production and Marketing, Seed Production, Processing, Marketing and Soil Testing, BRAC
Nursery, and Fish and Prawn Hatchery. BRAC’s Vegetable Export programme started in 1998 is
28
a venture that is aimed at bridging the gap between local producers and international
markets.BRAC also focuses on the problem of youth employment, providing assistance for
young men and especially women to join the workforce, for example, with programs like the
Adolescent Development Program. BRAC also has a number of commercial programmes that
contribute to the sustainability of BRAC’s development programmes since returns from the
commercial programmes are channeled back into BRAC’s development activities. These
programmes include Aarong, a retail handicraft chain, BRAC Dairy and Food Project, and
BRAC Salt.
Education
BRAC’s Non-Formal Primary Education programme provides five-year primary education
course in four years to poor, rural, disadvantaged children and drop-outs who cannot access
formal schooling. These one-room schools are for children between eight and fourteen years of
age. Each school typically consists of 33 students and one teacher. Core subjects include
Mathematics, Social Studies and English. The schools also offer extracurricular activities. As of
June 2008, 37,500 Primary Schools and 24,750 Pre-Primary schools have been established by
BRAC enrolling nearly 3 million children, 65% of whom are girls. The schools have a drop-out
rate of less than 5%.
BRAC has set up centres for adolescents called Kishori Kendra that provide reading material and
serve as a gathering place for adolescents where they are educated about issues sensitive to the
Bangladeshi society like reproductive health, early marriage, women’s legal rights etc. BRAC
has also set up community libraries 185 out of 964 of which are equipped with computers.
Public health
BRAC started providing public healthcare in 1972 with an initial focus on curative care through
paramedics and a self-financing health insurance scheme. The programme went on to offer
integrated health care services, its key achievements including the reduction of child mortality
rates through campaign for oral rehydration in the 80s and taking immunization from 2% to 70%
in Bangladesh. BRAC currently provides a range of services that reach an estimated 31 million
rural poor and include services for mothers in reproductive health care and infants.In
Bangladesh, 78% of births occur in the home. BRAC has implemented a program in which
midwives are trained to work in the homes of women to ensure that births are as risk-free as
29
possible. As of December 2007, 70,000 community health volunteers and 18,000 health workers
have been trained and mobilized by BRAC to deliver door-to-door health care services to the
rural poor. It has established 37 static health centres and a Limb and Brace Fitting Centre that
provides low cost devices and services for the physically disabled.
Social development
In 1996, BRAC started a programme in collaboration with the Ain O Shalish Kendra (ASK) and
Bangladesh National Women Leader’s Association (BNWLA) to empower women to protect
themselves from social discrimination and exploitation of which dowry, rape, acid throwing,
polygamy, domestic violence and oral divorce are common in rural Bangladeshi communities
and to encourage and assist them to take action when their rights are infringed. The programme
has two components: the Social Development component and the Human Rights and Legal
Services component.
The Social Development component focuses on building human and socio-political assets of the
poor – especially women – through institution building, awareness raising, training and
collective social mobilizationThe Human Rights and Legal Services component seeks to
empower the poor by increasing their awareness of their rights (legal, human and social) and
entitlements through participation in activities like the Popular Theatre and through Human
Rights and Legal Education (HRLE) classes arranged by BRAC for its Village Organisation
members. BRAC also offers external services such as access to lawyers or the police either
through legal aid clinics, by helping women report cases at the local police station or when
seeking medical care in the case of acid victims. At the end of June 2006, 124,748 HRLE classes
were held and 1,332 acid victim cases and 1,735 rape victim cases were reported. brac
Disaster relief
BRAC conducted one of the largest NGO responses to Cyclone Sidr which hit vast areas of the
south-western coast in Bangladesh in mid-November 2007. BRAC distributed emergency relief
materials, including food and clothing, to over 900,000 survivors, provided medical care to over
60,000 victims and secured safe supplies of drinking water. BRAC is now focusing on long-term
rehabilitation, which will include agriculture support, infrastructure reconstruction and livelihood
regeneration.
30
ICT development
Established in 1996 as BRAC’s IT/ISP wing, BRAC Net Limited is Bangladesh’s one-stop ICT
(Information and Communication Technology) solution provider. BRAC Net Limited later
formed a Joint Venture Company with US investors gNet/DEFTA Partners in 2005 and KDDI
Corporation – the second largest cellular operator and Wireless ISP in Japan in 2009.
BRAC Net has built its nationwide network utilizing its licensed spectrum. Its network today is
based on WiMax and fiber optics technology to serve hundreds of large corporations and
thousands of Small and Medium Enterprises (SME) and Educational institutions throughout the
country. It serves tens of thousands of residential customers directly or indirectly (through
resellers) and rural people through its cybercafé franchises, called “e-hut”. For the first time in
Bangladesh, the perennially poor can now avail the services available online to improve their
quality of life. BRAC Net’s core mission is to create a knowledge based society in Bangladesh.
As the sister concern of BRAC, BRAC Net Limited also believes that profit alone should not be
the steering factor in this field. With BRACs knowledge of how rural communities function and
by realizing the need to create entrepreneurship among young people, BRAC Net has evolved a
business model called e-hut.
BRAC Net is committed to establish such interconnected e-huts all over Bangladesh using its
fixed WiMAX and optical fibre network. More than 70 e-huts are operating in rural Bangladesh.
Services provided by e-hut include internet browsing, broadband connectivity, basic computer
and IT training, web cam and digital camera srvice, computer compose and printing, computer
servicing, graphics designing, and photocopying amenities to the rural community. e-hut hopes
to introduce digital services like IP phoning, e-commerce, video conferencing, money transfer
and courier services in the future.
4.3 Grameen Bank

The Grameen Bank (Bengali: গ্রামীণ বাাংক) is a Nobel Peace Prize winning microfinance
organization and community development bank started in Bangladesh that makes small loans
(known as microcredit or “grameencredit”[4]) to the impoverished without requiring collateral.
The name Grameen is derived from the word gram which means “rural” or “village” in the
Bengali language.
31
The system of this bank is based on the idea that the poor have skills that are under-utilized. A
group-based credit approach is applied which utilizes the peer-pressure within the group to
ensure the borrowers follow through and use caution in conducting their financial affairs with
strict discipline, ensuring repayment eventually and allowing the borrowers to develop good
credit standing. The bank also accepts deposits, provides other services, and runs several
development-oriented businesses including fabric, telephone and energy companies. Another
distinctive feature of the bank’s credit program is that the overwhelming majority (98%) of its
borrowers are women.
The origin of Grameen Bank can be traced back to 1976 when Professor Muhammad Yunus, a
Fulbright scholar at Vanderbilt University and Professor at University of Chittagong, launched a
research project to examine the possibility of designing a credit delivery system to provide
banking services targeted to the rural poor. In October 1983, the Grameen Bank Project was
transformed into an independent bank by government legislation. The organization and its
founder, Muhammad Yunus, were jointly awarded the Nobel Peace Prize in 2006; the
organization’s Low-cost Housing Program won a World Habitat Award in 1998. In 2011, the
founder Muhammad Yunus was forced out of the Grameen Bank by the Bangladesh
Government.
Operational statistics
One unusual feature of the Grameen Bank is that it is owned by the poor borrowers of the bank,
most of whom are women. Of the total equity of the bank, the borrowers own 94%, and the
remaining 6% is owned by the Government of Bangladesh.
The bank has grown significantly between 2003-2007. As of October 2007, the total borrowers
of the bank number 7.34 million, and 97% of those are women. The number of borrowers has
more than doubled since 2003, when the bank had only 3.12 million members. Similar growth
can be observed in the number of villages covered. As of October 2007, the Bank has a staff of
over 24,703 employees and 2,468 branches covering 80,257 villages, up from 43,681 villages
covered in 2003.
Since its inception, the bank has distributed Tk 684.13 billion (USD 11.35 billion) in loans out of
which Tk 610.81 billion (USD 10.11 billion) has been repaid. The bank claims a loan recovery
32
rate of 96.67%, up from the 95% recovery rate claimed in 1998.[31] David Roodman has critiqued
the accounting practices that Grameen used to determine this rate.
There is an estimated demand of 1 billion micro-borrowers globally, with a total loan demand of
$250 billion. The present microfinance model is serving 100 million people with $25 billion of
loans. The Grameen Bank is 95% owned by the local poor and 5% by the government.
4.4 Proshika
About
The name ‘PROSHIKA’ is an acronym of three Bangla words, which stands for training,
education, and action.
Mission
PROSHIKA’s mission is to conduct an extensive, intensive, and participatory process of
sustainable development through empowering of the poor.
Vision
PROSHIKA envisages a society which is economically productive and equitable, socially just,
environmentally sound, and genuinely democratic.
Description
It has been more than three decades since PROSHIKA, now one of the largest NGOs in
Bangladesh, took its first step. Although the PROSHIKA development process started in a few
villages of Dhaka and Comilla districts in 1975, the organization formally emerged in October,
1976.
PROSHIKA has successfully completed one more year of its extended period of Phase VI. A
constant analysis of the magnitude of poverty and its trends, the strategies effective for its
reduction and eventual elimination, and their meticulous implementation has brought
PROSHIKA where it is today. The central ethos, however, all the while remained the same
human development and empowerment of the poor who gradually stand tall to achieve freedom
from poverty by themselves. Empowerment means that the poor are united and organized,
become aware of the real causes of their impoverishment, develop leadership among themselves,
mobilize their material resources, increase income and employment, develop capacities to cope
33
with natural disasters, become functionally literate, take better care of their health, become
engaged in environmental protection and regeneration, get elected in local government bodies
and community institutions, and have better access to public and common property resources.
Objectives
PROSHIKA’s objectives are:
i)Structural poverty alleviation.
ii)Environmental protection and regeneration.
iii)Improvement in women’s status.
iv)Increasing people’s participation in public institutions.
v)Increasing people’s capacity to gain and exercise democratic and human rights.
These objectives are achieved through a broad range of programmes in education and training
leading to income and employment generation, health education, building of health
infrastructure, and environmental protection and regeneration. The programmes are supported by
research activities and advocacy campaigns which increasingly call for cooperation with like-
minded development partners at the national and international levels. Thus the network of
activities in which PROSHIKA is involved links the poorest of the poor with like-minded
development actors worldwide.
4.5 NGOs Working Area

01. Sustainable Agriculture and Rural Development (SARD)
02. Environmental & Consciousness Activities
03. A Framework for NGO Activities
04. Micro-Finance & NGOs in Bangladesh
O5. Role of NGOs for Woman Development
06. Role of NGOs for Education, Health Development
34
07. Leading Domestic, International NGOs & Activities in Bangladesh
4.6 NGO’s Weaknesses

1. Tourism sites are not properly explored, extracted and managed.
2. Lack of investment.
3. Low quality services.
4. Lack of safety, security and hygiene.
5. Lack of infrastructural development.
6. Visa requirement and complex visa procedures.
7. Absence of sales plan and public relation activities.
8. Lack of private initiatives in tourism development.
9. Bangladesh cannot offer tourist products and destination packages exclusively to local
and foreign tourists. As a result, tourists have to go back to their home with low level of
satisfaction.
10. The number of supply chain member in the tourism industry is not sufficient to build up a
strong base.
11. Small number of tour operators, inefficient national airlines, and insignificant role of
travel agencies.
12. Shortage of professional guides.
13. Price of some tourism components like the star and standards hotel rooms, food items,
package tours andriver cruise programs are much higher than those of neighboring
countries.
35
Chapter 5: Result and Discussion
36
Questionnaire analysis
1. Regular working hours in a day
Regular Working Hours in a Day
Frequency Percent Cumulative Percent
7-8 hours 15 30 30
8-9 hours 29 58 88
9-10 hours 6 12 100.0
Total 50 100.0
Normal working hours in NGO for workers varies to some extent. Most of the respondents
shown their choice as they have to work 8-9 hours per day and the number of respondent for this
option is 29 out of 50 and it is 58% total response as well as 6 out of 50 finds they have to work
9-10 hours per day. 15 out of 50 female workers in public commercial banks in Bangladesh they
observe that they have to work 7-8 hours.
37
Chart Title
70
60
50
40
30
20
10
0
7-8 hours 8-9 hours 9-10 hours
Frequency Percentage Column1
2. How many hours a day do you spend travelling to work?
Frequency
10%
15% Less than half an hour

52%
Nearly one hour
13% Nearly two hours

3%
More than two hours
Out of 50 respondents from NGO in Bangladesh find themselves that they have to spend: Less
than half an hour by 0 respondents, nearly one hour by 15% and nearly two hours by 13 as well
as more than two hours has one response. Here most of the respondents, about 52% shows that
38
they have to spend nearly one hour to reach their work place, and 15% identified that they have
to spend nearly two hours to reach in work place from residing.
39
3. Are you married?
Are You Married?

No: 20
Yes, 30
as in this study 30 out of 50 respondents claimed that they are married. As the sample size is
insignificant relative to the huge NGO sector of Bangladesh this may not provide fair and
justified result but the actual number is more or less closer to the response obtained.
4. If your partner is employed?
If your partner is Employed?
100
80
60
40
20
Yes
0
Yes No
40
The answer the survey retrieved that 40 out of 43 respondents have spouse with career which is
93.02% of total response.
5. Do you have children?
Do you have children?

150
100
50
0
Yes No
The study finds that 20 out of 3 married workers of NGO in Bangladesh has at least on child. It
means that at least 74.42% of workers has at least one child. And out of this 74.42% children
bearing mother 43.75% has one child, 17 out of these 32 has two children and number of having
three children is insignificant.
6. Being an employee who is helping in taking care of children?
Being an employee who is helping in taking care of

Factors that helps in takaing care of
children?
Crèche / Day care Centre 1
Servants
children
11
Parents 5
In-Laws 12
Spouse 3
0 5 10 15 20 25 30 35 40
Axis Title
Percent Frequency
41
This study reveals that worker with career in NGO in Bangladesh prefers to have their children
taken care by their spouse, in-laws, parents, servants and by Day care center. Among this options
the study finds that in-laws of these female workers take of the children of 12 respondents which
is 37.5% of total response, respectively servants 11 response which is 34.38% of total response,
parents of female workers 5 which is 15.63% of total response, Spouse 3 and the least portion
prefer day care center and the response is 1. So conclusion can be drawn that in-laws and the
servants take care of 71.88% of total children of these NGO workers.
Being an employee who is helping in

taking care of children?
Crèche / Day care
Centre Spouse
3% 9%
Servants
34%
In-Laws
38%
Parents
16%
7. How Many Hours in a day do you spend with your Children’s?
HOW MANY HOURS IN A DAY DO

YOU SPEND WITH YOUR
CHILDREN’S?
More than 5
hours 1-2 hours
4-5 hours 2-3 hours
3-4 hours
42
4 out of 32 employees spend only 1-2 hours with their children which is 12.5% of total response.
7 out of 32 selects the option that they spend 2-3 hours with their children and 8 of them argues
that they spend 3-4 hours with their children. 11 of the 32 respondents which is 32.35%, opine
that they are able to spend 4-5 hours with their children in a day.
8. Do you regularly meet with children's teacher to know progress?
Do you regularly meet with children's

teacher to know progress?
60
50
50
Frequency
40
30
20 16 15.63
12.5 12.5 9.37
10 4 4 5 3
0
once in a week once in two once in a once in a six once in a year
weeks month months
Frequency Percent
In case of recurrence meeting with teachers to know the progress of their children in school
activities the NGO workers working in the NGO shows a varied response. The option “once in a
week” is chosen by 4 out of 32 married and child bearing workers which is 12.5% of the total
response. 4 of them opines that they meet with teacher once in 2 weeks but 16 of 32 respondents
which is 50% of total child bearing workers argues that they visit schools and meet the teachers
once in a month. 5 of them can visit their children’s teachers once in a six months and 9.37% of
the respondents argues that they can meet the teachers only once in a year.
43
9. Do you take care of Adults and Dependents?
Do you take care of Adults and

Dependents?
Frequency Percent
28 30
24
12
4 14 15 12
2
6 Percent
2 1
Frequency
18 out of 50 NGO workers in Bangladesh has to look after and take care of Old People which is
37.5% of total response. 10 of them has to take care of dependent adult and 2 of them has to take
of adults with disabilities as well as 3 of them has to take care of children with disabilities.
10. How many hours do you spend with Adults, Dependents and Disables (To take
care)?
How many hours do you spend

with Adults, Dependents and
Disables
(To take care)?
50
0
Less than 2 hours 2-3 hours 3-4 hours 4-5 hours
Frequency Percent
44
19 of 50 respondents spends less than 2 hours to take care of adults, dependents and disable
children which is 52.94% of the total response. 11 of them has to spend 2-3 hours to take care of
these dependents which is 32.35% of total respondents. 3 of them can only spend 3-4 hours to
take care of these aged and disables.
11. Do you generally feel you are able to balance your work life?
Feelings about ability to balance

work life
No
24%
Yes
76%
38 of 50 respondents which is 76% opine their opinion that they generally feel that they are able
to balance their work and life but the remaining of them argues that they are not able to balance
between their work and life.
12. How often do you think or worry about work?
How often do you think or worry

about work?
68
100 12 16 2 2
34
50 6 8 1 1
0 Frequency
Frequency Percent
45
6 out of 50 respondents opines that they were never worry about the work and 8 of them which
is 16% of total response rarely become worry about their work. 34 of the 50 that means 68%
respondents sometimes think or worry about their career. Interestingly 1 of them find themselves
often thinking about their career and 1 of these respondents always worry about their career.
13. How do you feel about the amount of time spend at work?
How do you feel about the amount of

time spend at work?
2%
16%
Very Unhappy
52% Unhappy
30%
Indiferent
Happy
In Bangladesh 1 of every 50 workers from NGO is very unhappy about how much time he spent
in workplace but interestingly 26 of every 50 respondents, that means 52% of them feel happy
about the time he spend in her work. 30% of female workers opine that they are still indifferent
about the time spent in workplace and 8 out of 50 respondents finds themselves unhappy about
the time they spend at work place and the number is 16% of total response.
46
14. Do you ever miss out any quality time with your family/friends because of work
pressure?
Chart Title
Frequency Percent
70 62
60
50
40 31
30 26
20 13
10
10 5 2
1
0
Rarely Sometimes Often Always
31 of the respondents out of 50 find themselves that sometimes miss out quality time with
family/friends because of work pressure that means 62% of the total respondents miss out quality
time with family due to work pressure. 13 of them miss out quality time with family due to work
pressure which is 26% of overall response. 1 of these 50 female finds themselves always they
miss out quality time due to work pressure.
15. Does your company have a separate policy for work-life balance?
Does your company have a

separate policy for work-life
balance?
Yes No Not aware
47
18 respondents out of 50 correspondents have answered positively that their organization has
separate policy for their work life balance. The percentage of these respondents represents 36%
of total respondents. On the contrary 25 respondents stated that their organization doesn’t have
separate work life balance policy for them. These 25 respondents represents 50% of the total
sample. Surprisingly 7 respondent did not put any statement on this issue.
16. What are the provisions under the policy?
What are the provisions under the

policy?
Flexible starting
Others, 1
Job Sharing, 1 time, 2
Flexible ending
time, 4
Holidays/paid
time off, 6
Flexible hours in
general, 4
From the previous questionnaire we found that only 18 respondents had separate policy. 2
respondents have flexible starting time, 4 have flexible ending time. 4 respondents have flexible
working hour. 6 respondents have paid time off. 1 respondent think that her organization has job
sharing policy and rest 1 respondent think that her organization have some other policy.
48
17. Do you personally feel any of the following will help you to balance your work life?
Frequency
4% 4% did not respond
14% 12% Flexible staring hours

4%
16% Flexible finishing time
10%
10% Flexible hours, in

26% general
Holidays/paid time off
In case of work life balance 26 percent respondents suggested to maintain flexible work hours in
general. Along with this 8 respondents out of 50 said that flexible finishing time of work helps in
work life balance. 6 respondents said that flexible starting time while 5 said that holidays/ paid
time off helps them in balancing their work life.
18. Do any of the following hinder you in balancing your work and family
commitments?
Do any of the following hinder you in

balancing your work and family
commitments?
Others
Meetings/training
after office hours
Long working
hours
Compulsory
overtime
Remarkable number of respondents have noted that long working hours hinders balancing their
work and family commitments and the number is 26 that encompasses 52% of total sample size.
49
The next frequently said hindrance is meeting/training after office. 17 out of 50 (34%)
respondents opined in that segment. 5 respondents identified compulsory overtime as a hindrance
in balancing work and family life. 2 respondents mentioned about other reasons of hindrance of
balancing work and family commitments.
19. Do any of the following help you in balancing your work and family commitments?
Do any of the following help you in

balancing your work and family
commitments?
40
30
20
10
0
Did not respond
Working
Technologies
From Being
Homelike
ablecell
tophones/laptops
bring children
Support
to work
fromon
collegues
Support
occasions
from
at work
family members
Frequency Percent
Highest number of respondents opined support from family members help them in balancing
work and family life and the number of respondents is 17 out of 50 (34%). 15 respondents think
support from colleagues at work also help them in balancing work and family life. Another 9
respondents said technologies help them a lot for balancing their work and family commitments.
Another 5 respondents said that working from home helps them to balance their work and family
life. Bringing children to work on occasions help 2 respondents balancing work and family life.
50
20. Do you suffer from any stress related diseases?
Do you suffer from any stress related

diseases?
18%
33%
14%
6%
29%
Hypertension Obesity Diabetes Frequent headaches None
Majority number of employees stated that they have been suffering from frequent headaches.
From the survey we have found 14 out of 50 respondents suffering from headaches. Surprisingly
16 respondents have said they are not facing any kind of diseases due to stress. 9 respondents
opined to hypertension and another 6 respondents opined to obesity. 1 respondents refrain her
from answering.
21. Flexible working hours
flexible working hours
strongly agree
agree
disagree
strongly disagree
indifferent
51
from this survey it is found that 20% of the employees are strongly agree with their flexibility in
their workplace and 25% people are disagree about their working hours.
22. Job sharing
Job sharing
strongly agree
agree
disagree
strongly disagree
indifferent
Among the respondents 30% workers in NGO are strongly agree about their job sharing process
and 15% workers are opposing this system as a barrier.
23.Satisfaction with Current Work Load
It was noted that majority (73.3%) felt satisfied with current work load on work life balance.
Another 16.7% were neutral while 10% were dissatisfied with their work load on work life
balance. None was highly dissatisfied.
Response Frequency Percentage
Satisfied 22 73.3
Neutral 5 16.7
Dissatisfied 3 10
Highly dissatisfied 0 0
Total 30 100
52
Chapter 6: Findings and Recommendation
53
Findings
1. The study revealed that majority of employees felt a sense of pride and fulfillment in both
their work and non-work activities. This showed a clear balance between work and family life.
Majority of respondents were those who had served NGO for less than five years and therefore
this can be related to their satisfaction with their current position and gave their best as well as
avoided family distractions.
2. it was revealed that everyday hassles related to work significantly affected work life balance.
The findings indicated that work activities that were associated with conflict such as threat of job
loss or financial problems affected work life balance.
3. employees in NGO felt secure and majority were very happy with their professions and had
fair remuneration which supported work life balance. Employees therefore were doing what they
love doing hence able to strike a balance between work roles and family. There was clear job
satisfaction amongst the respondents who felt that their job were not stressful.
4. The study revealed that work role demands were flexible and there was strong work life
boundary this confirms that high work role demands and culture specific factors contributed to
work life imbalance
5. Most of the NGO workers face problems in negative attitudes of colleagues or supervisors or
family and frequently traveling away from home which hinders their work life balance.
6. Due to work pressure majority of the NGO workers in Bangladesh sometimes miss out their
quality time and a greater portion (26%) often face it.
54
Recommendation
General Remmendation
i. Organization should be flexible to grant late joining at office to employees if they go to

their children’s school and especially for female with an employed husband.
ii. A good working environment is very important for NGO and support from colleagues,
supervisors and family is very much needed.
iii. Day care center for old member of workers may be a good and innovative initiative from
any NGO organization.
iv. Short break with coffee and snacks can be a good option to improve quality of time spent
at office.
v. Family tour or family get together party at branch office can be a good initiative from
bank.
vi. Besides paid time off organizations should be more concern about other policies.
vii. Working hour in NGO sector should be more reasonable and there should be women
participation for deciding the reasonable working hour.
Recommendations for Further Studies

Work life balance is one of the HR areas not studied a lot though it is a critical factor for
employee well-being in the organization. Organizations of all types are facing the challenge of
how to develop and manage their employees in order to achieve more with less and make
optimum use of their potential. The study explored how work role, workload and management
practices affect work life balance in the NGO sector. This is an area understudied and in future,
researchers can carry out the same study in private and public sector. Future researchers should
also consider the following areas which previous researchers have not concentrated on effects of
organization internal policies on work life balance and how work life balance affects labour
turnover.
55
Chapter 7:Conclusion
56
Conclusion
From the study it has been identified that for supporting staff working in NGOs, the work life
balance will continue to be an outgoing challenge. It is the employer who should review the
system through HR department, as the HR is the important component for the organizational
growth. So the employer and employee should find a solution to the issue. However, it is
important that supporting staff should plan, prioritize and schedule as efficiently as possible.
There is no fixed rule for the work life balance. It varies from case to case and at the same time
the nature of work and other different factors. It is also true that these staffs are equally
important for the growth of the organisation. Their feelings, emotions and expectations cannot
be taken for granted. Considering all the compulsions we can learn a lovely lesson from these
lines “Adjust ourselves in every situation and in any shape but the most important is always
find out our own way to flow.”
57
References
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Overview. International Journal, 10-19.
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Fatima, N., &Sahibzada, S. A. (2012). An empirical analysis of factors affecting work life
balance among university teachers: the case of Pakistan. Journal of International
Academic Research, 12(1), 16-29.
Fleetwood, S. (2007). Re-thinking work–life balance: editor's introduction. The International

Journal of Human Resource Management, 18(3), 351-359.
Grzywacz, J. G., & Carlson, D. S. (2007). Conceptualizing work—family balance: Implications

for practice and research. Advances in Developing Human Resources, 9(4), 455-471.
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Career Family. Organizational Behavior and Human Decision Processes, 51(1): 51-75.
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Hill, E. J., Hawkins, A. J., Ferris, M., & Weitzman, M. (2001). Finding an extra day a week: The
positive influence of perceived job flexibility on work and family life balance. Family
relations, 50(1), 49-58.
Hobson, C. J., Delunas, L., &Kesic, D. (2001). Compelling evidence of the need for corporate
work/life balance initiatives: results from a national survey of stressful life‐
events. Journal of Employment Counseling, 38(1), 38-44.
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the United States and abroad. In Sociological Forum(Vol. 19, No. 1, pp. 89-120). Kluwer
Academic Publishers-Plenum Publishers.
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Hudson Resourcing. (2005). The case for work/life balance: Closing the gap between policy and
practice. Hudson Australia and New Zealand. Retrieved from www.hudson.com
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and software development. British Journal of Industrial Relations, 41(2), 215-239.
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60
Appendix
61
Survey on Work Life Balance of NGO workers in Bangladesh
Name
Age
Gender
Designation
Name of
Org.
1) How many days in a week do you normally

work?
a) Less than 5 days
b) 5 days
c) 6 days
d) 7 days
2) How many hours in a day do you normally

work?
a) 7-8 hours
b) 8-9 hours
c) 9-10 hours
d) 10-12 hours
e) More than 12 hours
3) How many hours a day do you spend traveling to

work?
a) Less than half an hour
b) Nearly one hour
c) Nearly two hours
d) More than two hours
62
4) What’s the distance of your office from home?

a) Less than 1 km
b) 1-5 km
c) 5-10 km
d) More than 10 km
5) Does your organization help to get you a nearest place for your job?
a) Yes
b) No
6 I) Are you married?

a) Yes
b) No
II) If yes, is your partner

employed?
a) Yes
b) No
7) I) Do you have children?

a) Yes, no. of children____________.
b) No
II) Being an employed man/woman who is helping you to take care of your
children?
a) Spouse
b) In-laws
c) Parents
d) Servants
e) Crèche/day care centers
63
III) How many hours in a day do you spend with your

child/children?
a) Less than 2 hours
b) 2-3 hours
c) 3-4 hours
d) 4-5 hours
8) I) Do you take care of?

a) Older people
b) Dependent adults
c) Adults with disabilities
d) Children with disabilities
e) none
II) If yes, how many hours do you spend with

them?
a) Less than 2 hours
b) 2-3 hours
c) 3-4 hours
d) 4-5 hours
9) Do you generally feel you are able to balance your work

life?
a) Yes
b) No
10) How often do you think or worry about work (when you are not actually at work or traveling
to work)?
a) Never think about work
64
b) Rarely
c) Sometimes
d) Often
e) Always
11) How do you feel about the amount of time you spend at
work?
a) Very unhappy
b) Unhappy
c) Indifferent
d) Happy
e) Very happy
12) Do you ever miss out any quality time with your family or your friends because of pressure of
work? a) Never
b) Rarely
c) Sometimes
d) Often
e) Always
13) I) Does your company have a separate policy for work-life

balance?
a) Yes
b) No
c) Not aware
II) If, yes what are the provisions under the

policy?
a) Flexible starting time
b) Flexible ending time
c) Flexible hours in general
d) Holidays/ paid time-off
65
e) Job sharing
f) Career break/sabbaticals
g) Others, specify________.
14) Do you personally feel any of the following will help you to balance your work
life?
a) Flexible starting hours
b) Flexible finishing time
c) Flexible hours, in general
d) holidays/paid time offs
e) Job sharing
f) Career break/sabbaticals
g) time-off for family engagements/events
h) Others, specify_________
15) Do any of the following hinder you in balancing your work and family
commitments?
a) Long working hours
b) Compulsory overtime
c) Shift work
d) meetings/training after office hours
e) Others, specify_________________
16) Do any of the following help you balance your work and family
commitments?
a) Working from home
b) Technology like cell phones/laptops
c) Being able to bring Children to work on occasions
d) Support from colleagues at work
e) Support from family members
f) Others, specify___________.
66
17) Do any of the following hinder you in balancing your work and family
commitments?
a) Technology such as laptops/cell phones
b) Frequently traveling away from home
c) Negative attitude of peers and colleagues at work place
d) Negative attitude of supervisors
e) Negative attitude of family members
c) Others, specify___________
18) Do you suffer from any stress-related

disease?
a) Hypertension
b) obesity
c) diabetes
d) frequent headaches
e) none
f) Others, specify______.
(Indicate the extent to which you agree with the following statements by using a scale of 1
to 5 where 1= strongly disagree and 5 = strongly agree. Circle (O) which best describes)
Work Role and Work Life Balance
Strongly Agree
Disagree
Disagree
Strongly
Neutral
Agree
19 My job is well flexible. 1 2 3 4 5

20 Am satisfied with my profession. 1 2 3 4 5
21 The management provides feedback to staff concerns on work life 1 2 3 4 5
balance.
22 The management provides convenient working hours 1 2 3 4 5
23 Difficulties with work colleagues in promoting work-life balance. 1 2 3 4 5
67
24 The employees are paid a fair amount for the work they do to promote 1 2 3 4 5
a balanced working life.
25 The employee job responsibilities are clear and precise to plan for a 1 2 3 4 5
balanced work-life balance
68

Work Life Balance in NGOO Sector

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Work Life Balance in NGOO Sector

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Work life balance of employers- A case study on NGO’s in Bangladesh

Chapter 1: Introduction ........................................................................................................ 4

1.1 The Problem Statement .............................................................................................. 6

1.2 Objective of the study ................................................................................................ 7

1.3 Limitations of the study ............................................................................................. 7

Chapter Two: Literature Review ......................................................................................... 8

2.1 Work Role and Work Life Balance ........................................................................... 9

2.1.1 Job Security....................................................................................................... 10

2.1.2 Work Life Boundary ......................................................................................... 10

2.1.3 Work Responsibilities ....................................................................................... 11

2.1.4 Stressful Job Situation....................................................................................... 12

2.3 Work Load and Work Life Balance ..................................................................... 13

2.3.1 Heavy Workload ............................................................................................... 13

2.3.2 Emotionally Challenging Work ........................................................................ 14

2.3.3 Greater Demands .............................................................................................. 15

2.3.4 Time Spent at Work and Family ....................................................................... 16

2.4 Management Practices and Work-Life Balance ...................................................... 17

2.4.1 Management Support of Employee Work-Life Balance .................................. 17

2.4.2 Work-Life Benefits ........................................................................................... 19

2.4.3 Communication with Employees on Work Issues ............................................ 20

2.5 Chapter Summary .................................................................................................... 22

Chapter Three: Methodology ............................................................................................. 24

Methodology of the study .............................................................................................. 25

3.1 The Research Design ........................................................................................... 25

3.2 Data Collection Procedure ....................................................................................... 25

3.2.1 Primary Data ..................................................................................................... 25

3.2.2 Secondary Data ................................................................................................. 25

Chapter 4: NGO Overview in Bangladesh......................................................................... 26

4.1 History of NGO in Bangladesh ................................................................................ 27

NGO’S of Bangladesh ............................................................................................... 27

4.2 Bangladesh Rural Advancement Committee (BRAC) ........................................ 27

4.3 Grameen Bank ..................................................................................................... 31

Operational statistics .................................................................................................. 32

4.5 NGOs Working Area ............................................................................................... 34

4.6 NGO’s Weaknesses ................................................................................................. 35

Chapter 5: Result and Discussion ...................................................................................... 36

Questionnaire analysis ................................................................................................... 37

Chapter 6: Findings and Recommendation ........................................................................ 53

General Remmendation ............................................................................................. 55

Recommendations for Further Studies....................................................................... 55

distributed the questionnaires. Finally, 89 responses received, this includes 37 female

towards the personal and professional life.

promote community organisation. It is a non-profit making, voluntary, service-oriented/

is an organisation of group of individuals who believe in certain basic social principles

serving. NGO is a social development organisation assisting in the empowerment of

people. It is an organisation assisting a group of people working independent of any

about desirable change in a given community or area or situation. It is an independent,

democratic, non-setarian people’s organization working for the empowerment of

economic-cultural activities. An organisation that is flexible and democratic in its

enough about their career and development.

1.1 The Problem Statement

in this ever changing business world.

1.2 Objective of the study

1.3 Limitations of the study

 The study is limited to selected NGOs in Odisha (India)

Chapter Two: Literature Review

2.1 Work Role and Work Life Balance

2.1.1 Job Security

2.1.2 Work Life Boundary

2.1.3 Work Responsibilities

2.1.4 Stressful Job Situation

2.3 Work Load and Work Life Balance

2.3.1 Heavy Workload