Examining Variations in Work–Life Balance, Job Satisfaction and Employee Commitment across Employee Hierarchical Levels- A Study on IT Sector Employees

Purpose The present study aims to examine the variations in work–life balance, job satisfaction, and employee commitment across different hierarchical levels, namely entry-level, mid-level, and senior-level employees employed in IT sector. It seeks to understand how career stage and organisational position influence employees’ perceptions of balance between professional and personal life, their level of satisfaction with the job, and their commitment towards the organisation. Methodology The study adopts a quantitative research design based on primary data collected through a structured questionnaire. The sample consists of employees representing entry, mid, and senior managerial levels from selected organisations. A stratified sampling technique is used to ensure representation of each hierarchical level. Standardised scales are employed to measure work–life balance, job satisfaction, and employee commitment. Findings The findings of the study indicate that there are no statistically significant differences in work–life balance, job satisfaction, and organizational commitment among entry level, mid level, and senior level employees. Although entry level employees reported slightly higher mean scores in job satisfaction and work–life balance, these differences were not significant. Similarly, organizational commitment remained almost uniform across all hierarchical levels. Overall, the results suggest that job level does not have a meaningful impact on employees’ perceptions of satisfaction, commitment, or balance, and that these outcomes are likely influenced more by organizational and individual factors than by position in the hierarchy. Practical implications The study highlights the need for organisations to design level-specific HR policies and work–life balance initiatives. Flexible work arrangements, career development opportunities, participative management, and supportive leadership can enhance job satisfaction and organisational commitment at all levels. The findings will help HR managers and policymakers develop targeted strategies to improve employee well-being, productivity, and retention.