IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 17, Issue 3.Ver. II (Mar. 2015), PP 48-53 www.iosrjournals.org DOI: 10.9790/487X-17324853 www.iosrjournals.org 48 | Page Impact of Gender, Age and Work Experience on Satisfaction towards Work Life Balance (with special reference to Bank of Baroda, Udaipur) Karishma Bhandari 1 , Professor Harvinder Soni 2 1 (Research Scholar, Pacific University, Udaipur, India) 2 (Professor, Pacific University, Udaipur, India) Abstract: Service sector is one of the fastest growing sectors, it provides opportunity for employment and banking sector is one of the biggest service sectors in India. . It is now experiencing drastic change due to globalization, privatization and technological advancement. Banking is not confined to nationalized public sector banks. It has been recorded a rapid rise of the new private sector banks and it has tracked the transformation of the public sector banks to cope up with multinational led environment. Forward-thinking organizations know that high performance and sustainable business results require attention to employees. Human resource is the most valuable asset for any organization .In this competitive world, only those organization can survive, which are able to retain high performers and performance depends upon the job satisfaction level of the employees. The purpose of this study is to analyze the impact of demographic variables (age, gender and experience) on work life balance. Data has been collected from 70 employees of Bank of Baroda, Udaipur after developing adequate questionnaire. Mean, percentage and Chi square test are used to find out the statistical significance of the result. Keywords: Age, Banking Sector, Gender, and Work Experience and Work life balance. I. Introduction On 20th July 1908, under the Companies Act of 1897, and with a paid up capital of Rs 10 Lacs started the legend that has now translated into a strong, trustworthy financial body, THE BANK OF BARODA. The bank was founded by the Maratha, Maharaja of Baroda, H. H. Sir Sayajirao Gaekwad III Bank of Baroda (BoB) is an Indian state-owned banking and financial services company headquartered in Vadodara (earlier known as Baroda) in Gujarat, India. It is the second-largest bank in India, after State Bank of India, and offers a range of banking products and financial services to corporate and retail customers through its branches and through its specialized subsidiaries and affiliates. Bank has been pursuing a balanced and comprehensive Human Resources policy in view of various challenges faced by the public sector banks in the form of large retirements, massive induction of talent, and huge training requirements. Bank has launched “Career Portal” on its website which projects the unique aspects of working at Bank of Baroda. This has helped in providing a huge impetus to the “Employer Branding” of Bank. During FY14, Bank further strengthened its “On-boarding Programme” which aims at cultural assimilation of new recruits into this institution by introducing a Mentoring programme“Baroda Sarthy”. Under “Baroda Sarthy”, a senior employee – the Mentor handholds the new entrant to enable his or her smooth transition into the Bank and helps him or her adapt to the value system and working of Bank. Besides, Bank has also implemented Talent Management System. This system proactively identifies future potential leaders based on various criteria and also grooms them through a systematic developmental plan. To enhance the “Employee Engagement”, Bank undertook various initiatives like conduct of satisfaction surveys and workshops for interaction between juniors and seniors. These workshops were conducted to improve the employee connect with HR and top management. Furthermore, to reward the top performers, Bank very recently launched a revised performance linked incentive scheme for its employees. Against the backdrop of massive recruitments in view of large retirements, training and developments of new recruits has assumed significant importance. In the context of the growing competition, Bank created a new functional position as Chief Learning Officer (CLO) in the Bank. The CLO is of the level of a General Manager and supports the organization through learning interventions. A good number of innovative steps were taken by Bank in training as well. The training is imparted for improving the understanding of different products of the Bank. The training is conducted either within the Bank or through external training programmes so that employees are able to learn and adopt best industry practices with a wider perspective. During FY14, the external training programmes were organized at various prestigious organizations such as International School of Business (ISB) Hyderabad; International