Human Resource Practices and Work–Life Balance Among Gen Y Employees in Commercial Banks in Semi Urban Area

Abstract

Work-life balance (WLB) is now a burning issue on the list of organizations that hire the employees of Generation Y (Millennial) generation, especially those who work in the field of commercial banking, where the pressure is particularly high. This paper discusses how the chosen human resource (HR) practices- flexibility and freedom, motivational, job satisfaction, feedback and rewards, affect the work-life balance of the Gen Y employees in the branches of a commercial bank in Semi Urban Area, Nepal. A quantitative research design with the descriptive and causal-comparative methodologies was chosen. The information was gathered using a structured questionnaire in which 320 Gen Y employees working in 45 branches of commercial banks were used as primary data. Data analysis was conducted using descriptive statistics, Pearson correlation and multiple regression. According to the findings, the positive effect of motivation, job satisfaction, and feedback and rewards on work life balance is significant and the statistical significance of the direct impact of flexibility and freedom is not significant. The strongest predictor of work- life balance was job satisfaction. The findings imply that the supportive HR practices are crucial in improving the well-being of employees and maintaining performance in organizations. Not only the study adds context-specific evidence to the situation in a semi-urban setting in Nepal banking, but it also has a practical implication to HR managers who aim to enhance employee retention and well-being among younger workers.

Received: 07-07-2026 | Accepted: 23-07-2026 | Revised: 24-08-2026 | Published: 29-09-2026