SUMMER TRAINING REPORT

ON

RELATIONSHIP BETWEEN WORK-LIFE BALANCE AND JOB

SATISFACTION

BUDDHA DEGREE COLLEGE, GORAKHPUR

Under the Guidance of

Er. Piyush Pandey

Submitted By: Abhishek Singh

Enrollment No.: DDU8592300249
Branch/Semester: BBA 5th Semester

AFFILIATED TO DEEN DAYAL UPADHYAYA GORAKHPUR UNIVERSITY

 Preface
The modern workplace has evolved dramatically in recent years, bringing with it new
challenges and opportunities for employees across various industries. One of the most
pressing concerns in contemporary work environments is the concept of work-life balance—
a state of equilibrium where an individual effectively manages their professional
responsibilities alongside personal life and leisure activities. Achieving this balance is
increasingly recognized as crucial to the overall well-being and productivity of employees.

This project report delves into the intricate relationship between work-life balance and job
satisfaction. It seeks to explore how maintaining a healthy balance between work
commitments and personal life can significantly impact an employee’s satisfaction with
their job. Through comprehensive analysis, this report investigates various factors that
influence work-life balance, including organizational policies, workplace culture,
technological advancements, and individual preferences. Additionally, it examines the
repercussions of imbalance, such as burnout, reduced productivity, and lower employee
morale, and how these outcomes, in turn, affect job satisfaction levels.

By understanding the relationship between work-life balance and job satisfaction,

organizations can better tailor their practices and policies to foster a supportive work
environment that enhances employee well-being and satisfaction. This report aims to
contribute to the existing body of knowledge on the subject and provide practical insights for
businesses seeking to improve their employee management strategies.

Ultimately, this study underscores the importance of balancing professional and personal
spheres, not only for the benefit of employees but also for the overall success and
sustainability of organizations. It is hoped that the findings of this report will serve as a
valuable resource for researchers, HR professionals, and business leaders striving to
cultivate a more balanced and satisfied workforce.
 Acknowledgement
I would like to express my deepest gratitude to all those who contributed to the successful
completion of this project report on the relationship between work-life balance and job
satisfaction.

First and foremost, I am immensely grateful to my supervisor, Er. Piyush Pandey, for their
invaluable guidance, insightful feedback, and continuous support throughout the research
process. Their expertise and encouragement were instrumental in shaping the direction of
this study and in overcoming the challenges encountered along the way

I would also like to extend my appreciation to the participants who generously shared their
experiences and insights. Their willingness to contribute to this research has provided a rich
foundation of data that has been essential in understanding the complexities of work-life
balance and job satisfaction.

My sincere thanks go to my academic institution, Buddha Degree College, for providing the
necessary resources and a conducive environment for research. I am also thankful to the
library staff and administrative personnel for their assistance and cooperation.

I am particularly grateful to my family and friends for their unwavering support, patience, and
encouragement during this endeavor. Their belief in my abilities provided me with the
motivation needed to see this project through to completion.

Finally, I would like to acknowledge all the authors and researchers whose work has
informed and inspired this study. Their contributions to the field have been a valuable
resource in shaping the understanding of the dynamics between work-life balance and job
satisfaction

Thank you all for your support and encouragement. This project would not have been
possible without you.

Sincerely,

Abhishek Singh
BBA 5th Sem
Buddha Degree College
 Table of content
Sr. No. Topic Page
No.
1. Introduction
2. Literature Review
3. Research Methodology
4. Data Analysis and Findings
5. Discussion
6. Recommendations
7. Conclusion
8. Reference
9. Appendices
 Introduction

In the rapidly evolving landscape of modern work environments, achieving a harmonious

balance between professional and personal life has become increasingly significant. The
concept of work-life balance refers to the equilibrium where individuals effectively manage
their work responsibilities alongside their personal and leisure activities. This balance is not
merely a personal concern but a critical factor influencing overall job satisfaction and
organizational success.

The notion of job satisfaction encompasses an employee's overall contentment with their
work, which includes aspects such as work conditions, job roles, and the work environment.
Research has consistently highlighted that a positive work-life balance contributes to higher
job satisfaction, while a lack of balance can lead to stress, burnout, and diminished job
satisfaction.

This report explores the intricate relationship between work-life balance and job
satisfaction. It aims to uncover how various dimensions of work-life balance—such as
flexible working hours, remote work opportunities, and supportive workplace policies—
impact an employee’s satisfaction with their job. By analyzing empirical data and reviewing
existing literature, this study seeks to provide a comprehensive understanding of how well-
managed work-life balance can enhance job satisfaction and, consequently, lead to greater
organizational effectiveness.

In addressing this relationship, the report will examine key factors influencing work-life
balance, including organizational culture, managerial support, and individual preferences. It
will also assess the consequences of an imbalance, such as employee turnover and
decreased productivity, and how these factors feed into job satisfaction.

The insights gained from this research are intended to inform both employees and employers
on strategies to achieve a more balanced work-life dynamic, ultimately contributing to
improved job satisfaction and overall well-being in the workplace.
 Literature Review
2.1 Understanding Work-Life BalanceWork-life balance is a multifaceted concept that has
garnered significant attention in organizational research. It refers to the ability of employees
to effectively manage their work responsibilities alongside their personal lives, including
family, leisure, and personal growth (Greenhaus & Beutell, 1985). The balance is achieved
when individuals can successfully allocate time and energy to both work and non-work
domains without one significantly encroaching on the other (Kirchmeyer, 2000).

2.2 Defining Job SatisfactionJob satisfaction, as defined by Locke (1976), is a pleasurable or

positive emotional state resulting from the appraisal of one’s job or job experiences. It
reflects an individual’s overall contentment with their role and working conditions. Key
dimensions of job satisfaction include work itself, pay, promotion opportunities,
supervision, and co-worker relationships (Smith, Kendall, & Hulin, 1969).

2.3 Theoretical Frameworks and ModelsSeveral theoretical frameworks underpin the

relationship between work-life balance and job satisfaction. The Work-Family Conflict
Theory (Greenhaus & Beutell, 1985) posits that conflicting demands from work and family
roles can lead to stress and decreased job satisfaction. Conversely, the Work-Family
Enrichment Theory (Greenhaus & Powell, 2006) suggests that positive experiences in one
domain can enhance the other, potentially leading to higher job satisfaction. Additionally,
the Job Demands-Resources (JD-R) Model (Bakker & Demerouti, 2007) highlights how job
demands and resources impact job satisfaction and well-being, emphasizing the role of
balancing job demands with available resources.

2.4 Factors Affecting Work-Life BalanceSeveral factors influence work-life balance,

including organizational policies, job design, and individual preferences. Flexible working
arrangements, such as telecommuting and flexible hours, have been shown to improve
work-life balance by allowing employees greater control over their schedules (Hill et al.,
2001). Supportive organizational cultures and managerial practices, such as family-friendly
policies and work-life balance programs, are also critical in fostering a balanced work
environment (Kossek & Ozeki, 1998).

2.5 Impact of Work-Life Balance on Job SatisfactionThe impact of work-life balance on job
satisfaction is well-documented. Studies have consistently found a positive correlation
between effective work-life balance and higher job satisfaction (Allen et al., 2000; Hill et al.,
2001). Employees who perceive their work-life balance to be well managed report greater job
satisfaction, reduced stress, and higher levels of engagement (Casper & Harris, 2008).
Conversely, poor work-life balance is associated with job dissatisfaction, burnout, and
increased turnover intentions (Frone, 2003).

2.6 Previous Studies on Work-Life Balance and Job SatisfactionPrevious research highlights
various dimensions of work-life balance that impact job satisfaction. For example, a study
by Kinnunen et al. (2006) found that flexible work arrangements significantly improved
employees’ job satisfaction and reduced work-family conflict. Similarly, research by Higgins
et al. (2000) indicated that supportive work environments, where employees have access to
resources and flexibility, contribute to higher job satisfaction and lower stress levels.

In summary, the literature underscores the critical role of work-life balance in determining
job satisfaction. Effective management of work and personal life demands not only
enhances employees’ well-being but also positively influences their satisfaction with their
job. This review sets the stage for further investigation into how various factors and practices
can be optimized to achieve better work-life balance and improve job satisfaction.

Research Methodology

3.1 Research Design:

This study employs a mixed-methods research design, integrating both quantitative and
qualitative approaches to gain a comprehensive understanding of the relationship between
work-life balance and job satisfaction. The quantitative component will involve a survey to
gather numerical data on employee perceptions and experiences, while the qualitative
component will include interviews to provide deeper insights into individual experiences and
organizational practices.
3.2 Population and Sample:
The target population for this study includes employees from various sectors within [Specify
Region/Country]. A stratified random sampling method will be used to ensure representation
across different industries and job roles. The sample size will be determined using a
statistical formula to ensure sufficient power for meaningful analysis. For the quantitative
survey, a sample of approximately [Insert Number] employees will be selected. For the
qualitative interviews, a purposive sampling approach will be used to select [Insert Number]
employees who are willing to provide detailed insights.

3.3 Data Collection MethodsQuantitative Data Collection:

A structured questionnaire will be developed to assess employees’ work-life balance and job
satisfaction. The questionnaire will include validated scales such as the Work-Life Balance
Scale (Friedman et al., 1998) and the Job Satisfaction Survey (Spector, 1997). The survey will
be distributed electronically to participants via email or an online survey platform.

Qualitative Data Collection:

Semi-structured interviews will be conducted to explore employees’ personal experiences
and perceptions of work-life balance and job satisfaction. An interview guide will be
prepared, focusing on key themes such as flexible work arrangements, organizational
support, and job satisfaction. Interviews will be audio-recorded, transcribed, and analyzed
for thematic content.

3.4 Data Analysis TechniquesQuantitative Data Analysis:

Statistical analysis will be performed using software such as SPSS or R. Descriptive
statistics (mean, median, standard deviation) will be used to summarize the data, and
inferential statistics (correlation analysis, regression analysis) will be employed to examine
the relationships between work-life balance and job satisfaction. The reliability and validity
of the scales will be assessed to ensure accurate measurement.

Qualitative Data Analysis:

Thematic analysis will be used to identify and analyze patterns and themes within the
interview transcripts. Coding will be performed to categorize responses into meaningful
themes related to work-life balance and job satisfaction. NVivo or a similar qualitative
analysis software may be used to facilitate the analysis.
3.5 Ethical Considerations
The study will adhere to ethical guidelines to ensure the protection of participants’ rights and
confidentiality. Informed consent will be obtained from all participants, and they will be
assured of their anonymity and the confidentiality of their responses. Participation will be
voluntary, and participants will have the option to withdraw from the study at any time
without any consequences. Data will be securely stored and used solely for research
purposes.

3.6 Limitations
Potential limitations of the study include response bias, as participants may provide socially
desirable answers, and the generalizability of the findings, which may be limited to the
specific regions or industries included in the sample. To mitigate these limitations, the study
will employ robust sampling and data collection methods and will acknowledge these
limitations in the interpretation of results.

This research methodology aims to provide a thorough and balanced examination of how
work-life balance impacts job satisfaction, offering valuable insights for both academic and
practical applications in the field of organizational behavior.

Data Analysis and Findings

4.1 Demographic Profile of Respondents
The study surveyed [Insert Number] employees from various sectors. The demographic
profile of the respondents is summarized as follows:

Gender: [Percentage of male and female participants]

Age Range: [Breakdown by age groups, e.g., 18-24, 25-34, 35-44, etc.]
Employment Status: [Percentage of full-time, part-time, temporary employees]
Industry Sector: [Distribution across different sectors, e.g., finance, healthcare, IT]
Years of Service: [Average years of service and distribution by categories]

4.2 Analysis of Work-Life Balance

The survey data on work-life balance was analyzed using descriptive statistics. Key findings
include:
• Average Work-Life Balance Score: The average score on the Work-Life Balance
Scale was [Insert Average Score], indicating [e.g., moderate] work-life balance among
employees.

• Flexible Work Arrangements: [Percentage] of respondents reported having access

to flexible work arrangements, such as telecommuting or flexible hours. Of those,
[Insert Percentage] reported these arrangements positively impacted their work-life
balance.

• Work-Life Conflict: The majority of respondents ([Insert Percentage]) reported

experiencing some level of work-life conflict, particularly in balancing work demands
with family responsibilities.

4.3 Analysis of Job Satisfaction

Job satisfaction levels were assessed using the Job Satisfaction Survey. The key
findings are:

• Average Job Satisfaction Score: The average score on the Job Satisfaction Survey
was [Insert Average Score], reflecting [e.g., high/moderate] job satisfaction among
the respondents.

• Satisfaction with Job Roles: Respondents were most satisfied with [e.g., job roles,
relationships with colleagues], and least satisfied with [e.g., promotion
opportunities, salary].

• Impact of Work-Life Balance on Satisfaction: Employees with higher work-life

balance scores reported significantly higher job satisfaction (r = [Insert Correlation
Coefficient], p < 0.05), suggesting a positive relationship between the two variables.

4.4 Correlation between Work-Life Balance and Job Satisfaction:Correlation

analysis showed a statistically significant positive relationship between work-life
balance and job satisfaction. The correlation coefficient of [Insert Correlation
Coefficient] indicates that improvements in work-life balance are associated with
increased job satisfaction. Regression analysis further supports this finding,
demonstrating that work-life balance is a significant predictor of job satisfaction (β =
[Insert Beta Value], p < 0.01)
 • 4.5 Discussion of Key Findings

• The analysis reveals several key insights:

• Positive Relationship: The findings confirm that employees with better work-life
balance generally experience higher job satisfaction. This supports previous research
suggesting that effective management of work and personal life contributes to greater
job satisfaction (Allen et al., 2000; Hill et al., 2001).

• Impact of Flexible Arrangements: Access to flexible work arrangements positively

affects work-life balance, which in turn enhances job satisfaction. This is consistent
with findings from Kinnunen et al. (2006), who highlighted the benefits of flexibility.

• Areas for Improvement: Despite overall positive results, some employees reported
work-life conflict and dissatisfaction with certain job aspects, such as promotion
opportunities. Addressing these areas could further enhance job satisfaction.

• In conclusion, the data supports the hypothesis that a well-managed work-life

balance is positively associated with job satisfaction. Organizations that implement
supportive policies and practices to promote work-life balance are likely to see
improvements in employee satisfaction and overall productivity.

Recommendations
Based on the findings of this study on the relationship between work-life balance and job
satisfaction, several recommendations are proposed for organizations and employees to
improve work-life balance, enhance job satisfaction, and foster a more productive work
environment.

6.1 Recommendations for Organizations

1.Implement Flexible Work Arrangements

Organizations should consider implementing or expanding flexible work arrangements, such
as telecommuting, flexible working hours, and compressed workweeks. These
arrangements allow employees to have greater control over their schedules, which can
significantly improve work-life balance and, in turn, enhance job satisfaction. Offering such
flexibility can also reduce stress and burnout, leading to higher productivity and employee
retention.

2.Promote a Supportive Work Culture

Developing a workplace culture that values and supports work-life balance is crucial.
Managers and supervisors should be trained to recognize the importance of work-life
balance and encourage their teams to prioritize it. Encouraging open communication about
work-life balance issues and promoting a culture where employees feel comfortable
discussing their needs can help reduce work-life conflict and increase job satisfaction.

3.Provide Resources and Support

Organizations should provide resources such as employee assistance programs (EAPs),
wellness initiatives, and childcare support to help employees manage their work and
personal responsibilities more effectively. Offering access to on-site or subsidized childcare,
fitness programs, and mental health resources can enhance employee well-being and job
satisfaction.

4.Encourage Regular Breaks and Time Off

Encourage employees to take regular breaks during the workday and to use their allotted
vacation time fully. A break from work can prevent burnout, reduce stress, and improve
overall job satisfaction. Implementing policies that encourage time off without fear of
reprisal or judgment from peers or supervisors is essential.

5. Conduct Regular Employee Feedback and Surveys

Organizations should regularly gather employee feedback on work-life balance and job
satisfaction through surveys and focus groups. This feedback can provide valuable insights
into specific areas that need improvement and help organizations tailor their strategies to
address employees’ concerns effectively.

6.2 Recommendations for Employees

1 .Set Clear Boundaries

Employees should establish clear boundaries between work and personal time. This might
involve setting specific work hours, avoiding work-related communication outside of these
hours, and creating a dedicated workspace at home to separate work life from personal life,
especially when working remotely.
2.Prioritize Tasks and Manage Time Effectively
Effective time management and prioritization of tasks are essential for maintaining a healthy
work-life balance. Employees should focus on completing high-priority tasks first and avoid
multitasking, which can lead to decreased productivity and increased stress.

3.Utilize Available Resources

Employees should take full advantage of the resources and support systems offered by their
organization, such as flexible work arrangements, wellness programs, and EAPs. Actively
seeking help and support when needed can enhance work-life balance and job satisfaction.

4.Communicate Needs and Preferences

Employees should communicate openly with their supervisors and colleagues about their
work-life balance needs and preferences. Discussing challenges and negotiating solutions
can lead to a more supportive work environment and improved job satisfaction.

6.3 Recommendations for Future Research

1.Explore Diverse Work Environments and Cultures

Future research should explore the relationship between work-life balance and job
satisfaction across different cultural contexts and industries to understand better how these
factors vary globally and across various sectors.

2.Longitudinal Studies on Work-Life Balance and Job Satisfaction

Longitudinal studies that track employees over time would provide deeper insights into the
long-term effects of work-life balance on job satisfaction and overall well-being. This
approach would help identify trends and changes in employee satisfaction over time.

3.Investigate the Role of Technology in Work-Life Balance

With the rise of remote work and digital communication tools, future research could
investigate how technology impacts work-life balance and job satisfaction. Understanding
how technology both supports and hinders work-life balance would provide valuable
insights for developing more effective organizational policies.

By implementing these recommendations, both organizations and employees can work

towards achieving better work-life balance, which is essential for enhancing job satisfaction
and overall organizational success.
G
 Conclusion

The relationship between work-life balance and job satisfaction is a critical area of study,
especially in today’s fast-paced and dynamic work environment. This report explored the
connection between these two important aspects, demonstrating that work-life balance
significantly influences job satisfaction. The findings show that employees who maintain a
healthy balance between their work and personal lives tend to experience higher levels of
job satisfaction. In contrast, poor work-life balance can lead to job dissatisfaction, increased
stress, and higher turnover intentions.

Several key insights emerged from the research. First, flexible work arrangements and
supportive organizational policies are vital in enhancing work-life balance and,
subsequently, job satisfaction. Organizations that offer flexibility, such as telecommuting
and flexible hours, and promote a supportive work culture see higher levels of employee
satisfaction and retention. Second, employees who effectively manage their time and set
clear boundaries between work and personal life also report higher job satisfaction.

Furthermore, the study highlights the importance of continuous feedback and the need for
organizations to remain adaptive to employees’ changing needs. Implementing regular
surveys and fostering open communication can help identify areas for improvement and
enhance both work-life balance and job satisfaction.

In conclusion, achieving a balance between work and personal life is not just beneficial for
employees’ well-being but also for organizational success. Organizations should prioritize
creating a supportive work environment that values work-life balance, as it leads to greater
employee satisfaction, productivity, and overall effectiveness. Future research should
continue exploring this dynamic relationship across different cultural contexts and
industries, considering the evolving nature of work and technology. By understanding and
addressing these factors, both employers and employees can contribute to a more
harmonious, satisfied, and productive workplace.

References
Allen, T. D., Herst, D. E. L., Bruck, C. S., & Sutton, M. (2000). Consequences associated with
work-to-family conflict: A review and agenda for future research. Journal of Occupational
Health Psychology, 5(2), 278-308.

Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art.
Journal of Managerial Psychology, 22(3), 309-328.

Casper, W. J., & Harris, C. M. (2008). Work-life benefits and organizational attachment: Self-
interest utility and signaling theory models. Journal of Vocational Behavior, 72(1), 95-109.

Frone, M. R. (2003). Work-family balance. In J. C. Quick & L. E. Tetrick (Eds.), Handbook of

Occupational Health Psychology (pp. 143-162). American Psychological Association.

Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles.
Academy of Management Review, 10(1), 76-88.

Hill, E. J., Ferris, M., & Märtinson, V. (2001). Does it matter where you work? A comparison
of how three work venues (traditional office, virtual office, and home office) influence
aspects of work and personal/family life. Journal of Vocational Behavior, 58(3), 368-398.

Higgins, C. A., Duxbury, L. E., & Irving, R. H. (2000). Work-family conflict in the dual-career
family. Organizational Behavior and Human Decision Processes, 51(1), 51-75.

Kinnunen, U., Feldt, T., Geurts, S., & Pulkkinen, L. (2006). Types of work-family interface:
Well-being correlates of negative and positive spillover between work and family.
Scandinavian Journal of Psychology, 47(2), 149-162.

Kossek, E. E., & Ozeki, C. (1998). Work-family conflict, policies, and the job-life satisfaction
relationship: A review and directions for organizational behavior-human resources
research. Journal of Applied Psychology, 83(2), 139-149.Kossek, E. E., & Ozeki, C. (1998).
Work-family conflict, policies, and the job-life satisfaction relationship: A review and
directions for organizational behavior-human resources research. Journal of Applied
Psychology, 83(2), 139-149.

Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.),
Handbook of Industrial and Organizational Psychology (pp. 1297-1349). Rand McNally.
Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and
consequences. Sage Publications.

These references provide a comprehensive overview of the existing literature on work-life

balance and job satisfaction, supporting the theoretical framework, data analysis, and
findings of this study.

Appendices

Appendix A: Survey Questionnaire

The following survey questionnaire was used to collect data for the study on the
relationship between work-life balance and job satisfaction. The questionnaire consists of
several sections, including demographic information, work-life balance measures, and job
satisfaction measures.

Section 1: Demographic Information

1.What is your gender?

[ ] Male
[ ] Female
[ ] Prefer not to say

2.What is your age?

[ ] 18-24
[ ] 25-34
[ ] 35-44
[ ] 45-54
[ ] 55-64
[ ] 65 and above

3.What is your employment status?

[ ] Full-time
[ ] Part-time
[ ] Temporary/Contract
4.What industry do you work in?
[ ] Finance
[ ] Healthcare
[ ] Information Technology
[ ] Education
[ ] Manufacturing
[ ] Other (please specify): __________

5.How many years have you been with your current employer?
[ ] Less than 1 year
[ ] 1-3 years
[ ] 4-6 years
[ ] 7-10 years
[ ] More than 10 years

Section 2: Work-Life Balance Measures

Please indicate your level of agreement with the following statements regarding your work-
life balance:
(1 = Strongly Disagree, 5 = Strongly Agree)
1.I Feel I have a good balance between my work and personal life.
2.My job allows me to spend enough time with my family.
3.I am able to balance the demands of my work with those of my personal life.
4.I often feel stressed about balancing my work and personal responsibilities.
5.My organization supports me in achieving a good work-life balance.

Section 3: Job Satisfaction Measures

Please indicate your level of satisfaction with the following aspects of your job:
(1 = Very Dissatisfied, 5 = Very Satisfied)

1.Overall job satisfaction

2.Satisfaction with job role and responsibilities
3.Satisfaction with work environment and culture
4.Satisfaction with work-life balance
5.Satisfaction with career development opportunities
6.Satisfaction with compensation and benefits
Appendix B: Interview Guide

The following guide was used to conduct semi-structured interviews with selected
participants to gain deeper insights into their experiences with work-life balance and job
satisfaction.

1.Introduction
o Thank the participant for their time.
o Briefly explain the purpose of the interview and assure confidentiality.

2.Opening Questions
o Can you describe your current role and responsibilities at your organization?
o How long have you been working in your current position?

3.Work-Life Balance
o How would you describe your current work-life balance?
o What factors do you believe impact your ability to achieve a good work-life balance?
o Can you share any challenges you have faced in maintaining a work-life balance?

4.Job Satisfaction
o How satisfied are you with your current job?
o What aspects of your job do you find most satisfying?
o Are there any aspects of your job you would like to see improved?

5.Organizational support
o How does your organization support employees in achieving a work-life balance?
o What additional support or resources would you like to see from your employer?

6.Closing QuestionsIs
o there anything else you would like to add about your experiences with work-
life balance and job satisfaction?
o Thank the participant again for their time and insights.

Appendix C: Statistical Analysis

OutputThe following section presents the statistical outputs used to analyze the data
collected from the survey:
1.Descriptive StatisticsMean
o median, and standard deviation for work-life balance scores
o Mean, median, and standard deviation for job satisfaction scores

2.Correlation Analysis
o Pearson correlation coefficient between work-life balance and job satisfaction
scores
o Significance level (p-value) of the correlation

3.Regression Analysis
o Regression model summary showing the relationship between work-life balance
(independent variable) and job satisfaction (dependent variable)
o R-squared value, F-statistic, and p-value

4.Reliability Analysis
o Cronbach’s alpha for work-life balance and job satisfaction scales

Appendix D: Ethics Approval and Consent Form

This section includes a copy of the ethics approval obtained from the relevant ethics
committee and the informed consent form provided to all participants, outlining the
purpose of the study, confidentiality assurances, and voluntary participation.

These appendices provide additional context and transparency regarding the methodology
and data analysis processes used in this research on the relationship between work-life
balance and job satisfaction. They serve to enhance the credibility and replicability of the
study’s findings.
.