DISSERTATION PROJECT

ON

A Study of Work and Family Life Balance among the
Employees at TVS Motor Company, Hosur

By
SOWMYA K.B.
(Reg. No 03VWCM6101)


Submitted in partial fulfillment of the requirements of the MBA program of
Bangalore University
Under the guidance of
Prof. B. Suresh, Faculty
Alliance Business Academy



Alliance Business Academy
19
th
cross, 7
th
main,
N.S.Palya, BTM 2
nd
Stage,
Bangalore 560076
2003 2005






DECLARATION

I, Sowmya K.B., student of MBA 4
th
Semester, at Alliance Business
Academy, Bangalore, hereby declare that this project title A Study of Work
and Family Life Balance among the Employees at TVS Motor Company has been
prepared by me in the partial fulfillment of the award of Master Of Business
Administration under Bangalore University during session 2003-05.
I further declare that this project has not been submitted earlier in
any other university or institution for the award of any degree or diploma.



Place: Name : Sowmya K.B.


Date: Reg no. : 03VWCM6101





















GUI DE CERTI FI CATE


I, Prof. B. Suresh hereby certify that this dissertation
report titled A Study of Work and Family life Balance among the
employees at TVS Motor Company has been successfully carried out
by Sowmya .K .B with Registration number 03VWCM6101
under my supervision and guidance during the months of April
June 2005.




Prof. B. Suresh
Faculty
Alliance Business Academy
Bangalore

DATE















ACKNOWLEDGEMENT

With immense gratitude, I acknowledge my sincere thanks to all those whose guidance
made my efforts a success. First of all I would like to thank my project guide
Prof. B. Suresh for providing me such an innovative topic and providing me a base to
start of with my dissertation work.

Sincere appreciation is extended to all the respondents at TVS Motors Hosur for their
participation and help during the course of this work.

I would like to extend my gratitude and acknowledge my sincere thanks to Prof.
Narsimhan, Program Manager, MBA 4
th
semester, for his valuable support and
guidance for successful completion of this project.

I take this opportunity to express my profound gratitude and deep regards to Dr. Mihir
Dash for his exemplary guidance, monitoring and constant encouragement throughout
the course of this project work.

I sincerely thank Mr. Sudhir G. Angur, President, and Mr. B.V.Krishnamurthy, Director
and Vice President of Alliance Business Academy for giving me the opportunity to carry
out this dissertation report. I thank them for being a constant source of inspiration and
encouragement.

I am grateful to my parents for their constant encouragement and support. I also thank
my other friends who gave me valuable support during the tough times of my work.

The blessing, help and guidance given by them time to time shall carry me a long way in
journey of life on which I am about to embark.

Sowmya K.B.




Executive summary
Work/Life Balance: A state of equilibrium in which the demands of both a person's job
and personal life are equal.In organizations and on the home front, the challenge of
work/life balance is rising to the top of many employers' and employees' consciousness.
In today's fast-paced society, human resource professionals seek options to positively
impact the bottom line of their companies, improve employee morale, retain employees
with valuable company knowledge, and keep pace with workplace trends. This study
provides human resource professionals with an historical perspective, data and possible
solutions--for the organization and employees alike--to work/life balance. Three factors--
global competition, personal lives/family values, and an divwesified workforce--present
challenges that exacerbate work/life balance. Balancing both work and family life for any
employee requires fine tuning of the HR activity in terms of Employee relations and
welfare. In case of disequilibrium between work and life results in stressful situations or
burnout syndrome among the employees, which results in poor productivity, hence a
study of such a phenomena may help the managers to reframe the HR policies from
time to time
A structured Questionnaire, with statement of items on a 5-point rating scale was
administered, data so collected through the questionnaires was analyzed using SPSS
package. The absolute scores were recorded and analysis was done by calculating the
mean score of each question and the whole variables mean score. This helped to find
out the level of each variable existing within the organization. After having done a
correlation analysis to find how the variables were related to each other. ANOVA, t-test
and cluster analysis was done to further probe into the data
This study offers the perspective that human resource professionals can assist their
company to capitalize on these factors by using work/life initiatives to gain a competitive
advantage in the marketplace




Table of Contents


SI No Title Page No

1 Theoretical Background 1
2 Design Of The Study 14
3 Industry Profile and Company Profile 18
4 Data Analysis and Interpretation 35
5 Findings 59
Recommendations 63
Conclusion 66

Bibliography
Annexure



















List of Tables and Graphs


Sl. No Title Page No
1 Educational status 35
2 Marital status 35
3 Parental status 35
4 Occupational Level 35
5 Income 35
6 Age 36
7 Percentage and means of SI variables 37
8 Percentage and means of WF variables 38
9 Percentage and means of AC variables 39
10 Percentage and means of OP variables 40
11 ANOVA and t-test of WF4 Variable 41
12 ANOVA and t-test of WF5 Variable 42
13 ANOVA and t-test of WF9 Variable 43
14 ANOVA and t-test of AC2 Variable 44
15 ANOVA and t-test of AC3 Variable 45
16 Correlation coefficients 46
17 Descriptive Statistics 50
18 Cluster 1 vs. 2 54
19 Cluster 2 vs. 3 56
20 Cluster 1 vs. 3 59










Theoretical Background
In organizations and on the home front, the challenge of work/life balance is rising to the
top of many employers' and employees' consciousness. In today's fast-paced society,
human resource professionals seek options to positively impact the bottom line of their
companies, improve employee morale, retain employees with valuable company
knowledge, and keep pace with workplace trends.
Much has been written about finding a harmonious balance between work and life. It is
essential to strike a balance between the professional and personal. True success is
multi-dimensional, and if you focus exclusively on work your personal life suffers, and
vice versa. Limiting your perspective of success to the two dimensions of work and
personal life can lead to a lack of balance within both professional and personal
success. To separate life and work into disparate entities misses the point of true
success.
Three factorsincreased global competition, personal lives/family values, and an aging
workforce--present challenges that exacerbate work/life balance. Human resource
professionals can assist their companies to capitalize on these factors by using work/life
initiatives to gain a competitive advantage in the marketplace.

Work/Life Balance: Challenges

In a society filled with conflicting responsibilities and commitments, work/life balance has
become a predominant issue in the workplace. Three major factors contribute to the interest in,
and the importance of, serious consideration of work/life balance: 1) increased global
competition; 2) renewed interest in personal lives/ family values; and 3) an aging workforce.
Research suggests that forward-thinking human resource professionals seeking innovative ways
to augment their organization's competitive advantage in the marketplace may find that work/life
balance challenges offer a win-win solution.
The Genesis of Work/Life Balance


Work/Life Balance is: A state of equilibrium in which the demands of both a
person's job and personal life are equal.
Phrases and words serve as cultural signposts to explain where we are and where we
are going. The term "work/life balance" was coined in 1986, although its usage in
everyday language was sporadic for a number of years. Interestingly, work/life
programs existed as early as the 1930s. Before World War II, the W.K. Kellogg
Company created four six-hour shifts to replace the traditional three daily eight-hour
shifts, and the new shifts resulted in increased employee morale and efficiency.
In the 1980s and 1990s, companies began to offer work/life programs. While the first
wave of these programs were primarily to support women with children, today's work/life
programs are less gender-specific and recognize other commitments, in particular those
of the family.
Defining Work/Life Balance
Life is a balancing act, and in todays society, it is safe to say that almost everyone is
seeking work/life balance. But what exactly is work/life balance? We have all heard the
term, and many of us complain that we don't have enough of it in our lives. Among men
and women alike, the frustrating search for work/life balance is a frequent topic of
conversation, usually translated into not enough time and/or support to do, to handle, to
manage ... our work commitments or personal responsibilities.
"Juggling competing demands is tiring if not stressful and brings lower productivity,
sickness, and absenteeism, so work/life balance is an issue for all employees and all
organizations."

The meaning of work/life balance has chameleon characteristics. It means different
things to different groups The following are working definitions of terms used regarding
work/life balance; some definitions overlap and some are continuing to evolve.


*Work/family: a term more frequently used in the past than today. The current trend is to
use titles that include the phrase work/life, giving a broader work/life connotation or
labeling referring to specific areas of support (e.g., quality of life, flexible work options,
life balance, etc.).
* Work/family conflict: the push and pull between work and family responsibilities.
* Work/life balance from the employee viewpoint: the dilemma of managing work
obligations and personal/family responsibilities.
* Work/life balance from the employer viewpoint: the challenge of creating a supportive
company culture where employees can focus on their jobs while at work.
* Family-friendly benefits: benefits that offer employees the latitude to address their
personal and family commitments, while at the same time not compromising their work
responsibilities.
* Work/life programs: programs (often financial or time-related) established by an
employer that offer employees options to address work and personal responsibilities.
* Work/life initiatives: policies and procedures established by an organization with the
goal to enable employees to get their jobs done and at the same time provide flexibility
to handle personal/family concerns.
* Work/family culture: the extent to which an organization's culture acknowledges and
respects the family responsibilities and obligations of its employees and encourages
management and employees to work together to meet their personal and work needs.
Personal Lives and Family Values to the Forefront
In recent years personal and family lives have become critical values that people are
less willing to put on hold, put aside, or ignore, for the sake of work. Over time, the
workforce has begun to change course from being willing to spend every hour working
to learning to manage the complexities of modern living.


Consequently, people are looking for options that allow for both a personal and family
life, and many seek ways to have it all. As a result, the management philosophy that
expects employees to put work first, ahead of personal lives and family commitments, is
becoming less accepted.
The Changing Face of Family
With the growing diversity of family structures represented in the workforce in the new
millennium, it is important that human resource professionals better understand the
interface of work and family relationships and the resulting impact in the workplace.
Many segments of the workforce may be subject to unique work/family pressures, yet
often have few sources of support.
From both the employer and employee viewpoint, the changing nature of what
constitutes family is one of the complications of today's society. "Work and family, the
dominant life roles for most employed women and men in contemporary society, can
either help or hurt each other."
To handle work/life balance, working adults learn to build networks of support at home,
at work, and in the community. Conflict between work and family has real
consequences and significantly affects quality of family life and career attainment of
both men and women. The consequences for women may include serious constraints
on career choices, limited opportunity for career advancement and success in their work
role, and the need to choose between two apparent opposites--an active and satisfying
career or marriage and children. Many men have to trade off personal and career
values while they search for ways to make dual-career families work, often requiring
them to embrace family roles that are far different, and more egalitarian, than those they
learned as children.
There are compensatory effects between two forms of psychological interference: work-
to-family and family-to-work. Specifically, support from two domains (partner and
employer) have a significant impact on one another. The impact of partner support is


greater when business professionals feel their employers are unsupportive of their lives
beyond work. Conversely, for employees with relatively unsupportive partners, the
employer family-friendliness reduces role conflicts more than partners. Thus, one
source of support compensates for the lack of the other.

Looking at behavioral interference of work on family, the picture changes. In this case,
the whole is greater than the sum of its parts: the combined impact of employer and
partner support leads to a greater reduction in conflict than does independent employer
or partner support.

We live in stressful times, and each of us deals with stress every day. In the past three
years, an increasing number of employees surveyed indicate they are struggling with
work/life balance. Increasing levels of stress can rapidly lead to low employee morale,
poor productivity, and decreasing job satisfaction. Some of the specific symptoms that
relate directly to productivity in the work environment are abuse of sick time, cheating,
chronic absenteeism, distrust, embezzlement, organizational sabotage, tardiness, task
avoidance, and violence in the workplace. Other serious repercussions are depression,
alcohol and drug abuse, marital and financial problems, compulsive eating disorders,
and employee burnout.
Employee Assistance Programs (EAPs), offered by many employers, are an excellent
resource for employees under stress. EAPs provide a myriad of services, from drug and
alcohol abuse counseling to addressing family and marriage problems, financial and
legal difficulties, and stress-related problems. In addition, in line with the times and the
increasing stress levels in our society, a new profession has emerged: work/life
professionals. The concept of work/life professionals originally developed as an
extension of wellness programs (established as early as 1933) and EAPs (created in
the 1940s). The Alliance for Work/Life Progress (http://www.awlp.org), the nationa
association for work/life professionals, leads and promotes work/life initiatives in
business, academia, and the public sector to support a healthier work/life balance
between work, personal, and family life.


Work/life programs represent a largely untapped workplace solution that have the
potential to significantly address stressful work environments.
The Employer's Perspective: Return on investment (ROI)
An employer's commitment to work/life initiatives is influenced by the perception of whether or
not such initiatives have a positive return on investment. In recent years, employers increasingly
realize that the quality of an employee's personal and family life impacts work quality and that
there are concrete business reasons to promote work and family integration.
Diversity and Work/Life Balance
While some companies may view diversity and work/life balance as separate functions,
the business case for managing diversity is, in large part, the same for work/life
balance. Both diversity and work/life initiatives promote employee commitment, improve
productivity, lower turnover, result in fewer employee relations challenges, and
decrease the likelihood of unethical business practices.
Diversity and work/life initiatives can be found at the core of the new social contract
being negotiated between employers and employees. "The basic outline of the social
contract, as it has emerged during the past several years, calls for workers to commit
their best contributions and greatest energies to the job in return for interesting work,
respectful treatment, developmental opportunities, and an environment that responds to
individual needs. Where those provisions conflict (e.g., the degree of commitment and
energy expected by employers versus the flexibility required by employees), the
expertise of both diversity management and work/life professionals will be critical to find
win-win solutions."

Work/life programs require support from senior management. In addition, for the work
environment to be ready for work/life benefits, it is helpful to have a "corporate culture
that encourages employees to look at business in an entirely different way and supports
and accepts employees as individuals with priorities beyond the workplace.


"Life cycles are another consideration. People need different things at different times of
their lives." Employers are realizing that work should be intrinsically interesting and
satisfying to employees, and these are the folks who produce the best work. The move
from extrinsic rewards to intrinsic rewards has an impact on work/life initiatives.
One of the challenges of work/life initiatives--from both the employer and the employee
viewpoint--is equitability, which has been cited as a major concern regarding work/life
initiatives.
When organizations are establishing work/life programs, it is important to consider the
purpose of the programs and whom they serve. Another aspect of judging
organizational readiness for work/life programs is the employees' view of perceived
support of the organization. The links between an organization's work/family culture, the
extent to which employees used work/life benefits, the extent of work/family conflict, and
the employees' intention to stay with their company supportive work/family culture is
closely related to work attitudes and perceived managerial support linked with less
intention to leave the organization.
Communication about work/life programs is essential. 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 questions: 1) does the
company culture truly support work/life benefits; 2) does the management philosophy,
starting with senior management, sincerely endorse work/life benefits; 3) do managers
and supervisors understand the impact work/life balance has on their workforce; and 4)
are employees aware of and do they understand the company's work/life programs?
In addition, developing a human resources strategy that is clearly integrated with the
company's mission will demonstrate how committed the organization is to employee
needs.

Work/life initiatives create positive employer branding, promote being an employer of
choice, foster organizational citizenship, and support diversity initiatives. Building a


strategic business case for work/life initiatives requires hard data documenting positive
results on the balance sheet.
There are several key factors to be considered in measuring ROI of work/life programs:
the audience, the culture, designing the data collection process, integrating findings and
making projections, and identifying the company's primary goals. For many
organizations, however, quantifying the data presents the greatest challenge. The best
place to start is to consider five key areas: 1) employee time saved; 2) employee
retention; 3) increased motivation and productivity; 4) absenteeism; and 5) decreased
health care costs and stress-related illnesses.
Employee Time Saved
One of the most direct and measurable financial benefits of work/life initiatives is the
amount of time saved by employees by using assistance, such as an EAP, to address
and solve personal problems.
Employee Retention
The cost of employee turnover and accompanying loss of valuable company knowledge
can be significant. Work/life programs offer a solution to retention woes.
the highest performers are the most likely to consider their ability to balance work and
personal responsibilities in a decision to stay with the company. Employees overall
rated work-balance issues as sixth of 16 factors that keep them with the company."
Increased Motivation and Productivity
Company commitment to work/life initiatives is closely aligned with employee motivation and
productivity
Decreased Health Care Costs and Stress-Related illnesses
With increasing company focus on the high cost of health care, work/life programs are
becoming an intelligent choice to help lower the number of health care claims The entire


story regarding work/life programs, however, cannot be told strictly by quantitative
measurements. To present a solid argument for work/life policies and programs, the
positive yet hard-to-measure factors of work/life initiatives--corporate reputation, public
relations, improved community relations, increased employee loyalty, and enhanced
recruitment--should also be considered
Work/Life Balance Trends
The challenge of work/life balance in our society is unlikely to disappear. Identified and
discussed as follows are four work/life balance trends. Awareness of these trends will
place the human resource professional in a position to better educate management and
work closely with employees. The topic of work/life balance is getting a great deal of
attention in the academic and corporate worlds, and new research is continually being
conducted.

"Modern work has become knowledge-based, fluid, and intellectual; overworked people
think about work all of the time. For many people, work has become cognitively
intrusive." This introduces a new concept of Cognitive Intrusion of Work." In simple
terms, this means that work/life balance is not just about finding "physical time" to do all
that needs to be done. Instead, and more importantly, it is about the "cognitive space"
necessary to process, organize, and respond to the thinking demands of life within a
complex society. Cognitive intrusion of work results in lower job satisfaction, less
happiness, a greater incidence of work/life conflict, and more frequent burnout.
Furthermore, some research findings challenge long-held assumptions about the role of
personality, gender, family status and age with regard to work/life balance.
Furthermore, the challenges of work/life balance will no doubt impact recruitment,
retention and willingness to serve in hardship locations. In view of these factors,
voluntary organizations and aid agencies whose missions and services are critical in
many parts of the world may well have an even greater need for work/life programs to
attract and retain staff.


Total Life Planning
Total life planning is a new and innovative approach to work/life benefits and helps
employees examine important aspects of their professional and personal lives and
understand how they relate. Their goal is "to encourage employees to look at their lives
as a whole and assess relationships, emotional and physical wellbeing, careers,
spirituality, and their personal financial situation. From these programs, employees can
assess their available choices to improve balance in their lives and develop an
individualized life plan. The most successful programs set a goal-oriented environment
with a meaningful and transformational component for each individual."The concept of
total life planning represents a paradigm shift in our society. One of the major benefits is
renewed employee energy, enthusiasm for work, and increased productivity. Total life
planning programs may be offered in conjunction with benefits such as health, life, and
disability insurance, or on a standalone basis. However, not all organizations may wish
to consider total life planning, as it brings topics into the workplace that have
traditionally been considered private.
Indian Scenario
It is not easy to find many references to Work-Life Balance policies and issues in India.
This is not to discount their existence in the country, but it does indicate its relatively low
importance as a strategic business issue in the country. It is indeed hurting to see a
majority of Indian companies still wedded to the old style presenters philosophy instead
of offering managers opportunities to strike a healthy Work-Life Balance. Most Work-
Life Balance policies are tucked away in secure Intranets, some having evolved from
those dictated by parent organizations overseas. What most organizations, and
particularly the new wave ones, focus on are attractive on-campus facilities that could
range from swimming pools to health centers to food courts and so on facilities which
do little beyond accommodating a culture of excessive work demand, more so, when
they are offered by organizations where a long hour culture is the norm.

The IT Industry is probably the first mover in terms of introducing Work-Life Balance


policies. There have been pioneers in the country like NIIT, a premier IT Training
organization, which several years ago introduced innovative allowances for employees
who were dating, got engaged, and so on. It made the news time and again because of
what these policies did to recruit promising talent and ensure a motivated workforce.

In a study of six leading organizations in India, employees spoke of Work-Life Balance
more in terms of achieving a balance and managing time rather than having more
control over time. Most believe that people did practice the balancing concept in the
past, but it was not as structured or formalized as it is now. In the past, there were not
as many women in the workforce, and male employees left their offices in time to be
with their families, but todays environment is characterized by a deteriorating tilt
towards work which creates the imbalance and brings the issue into focus.

Work-Life Balance policies are more relevant today than ever before. Globalization has
created its own pressures on employees of travel and working across varied time
zones. Also, women are increasingly entering the workforce, whereas their household
chores and responsibilities in bringing up the children have not proportionately
decreased. Career and competitive pressures are making more demands on the
employees time as a result of which attention to family and self is taking a back seat
which is disturbing mental equilibrium as well as deteriorating personal health.
Moreover, employees aspirations are growing, both at work and at home. And above
all, there are increasing demands on an employees time from both the family and
society.

Management and implementation of Work-Life Balance policies is the greatest
challenge Indian industry is facing. It was not just about creating a culture of flexibility
and change but also ensuring that employees do not misuse the policies. However,
there are still some fundamental issues that need to be addressed and myths that need
to be shattered by both employees and employers. Some of the more important ones
are:


The myth that Work-Life Balance policies are relevant only for women and
working parents.
The myth that Work-Life Balance policies cannot work for senior managers.
The myth that employee empowerment in terms of Work-Life Balance results
from an environment/culture of trust and openness.
Organizations must address these issues while developing their Work-Life Balance
policies. Further, these policies must be enshrined in an organizations vision or values,
and supported by a culture that encourages flexibility.
In India, organizations have started to recognize the need for and the value of Work-Life Balance
policies. But the debate has to now move into implementation and working of such programs.
The Government has to play a critical role in being a catalyst of change. An advantage that
Indian industry will have is learning from the experiences of other countries in what has worked
and what has not. But as discussed earlier, theres no one size that fits all and Indian companies
will have to adapt policies to fit in with not just the nature of industry, the profile of workforce,
and other such factors, but also with the local culture and environment.
Conclusion
Work/life programs have the potential to significantly improve employee morale, reduce
absenteeism, and retain organizational knowledge, particularly during difficult economic times.
In today's global marketplace, as companies aim to reduce costs, it falls to the human resource
professional to understand the critical issues of work/life balance and champion work/life
programs. Be it employees whose family members and/or friends are called to serve their
country, single mothers who are trying to raise their children and make a living, Generation X
and Y employees who value their personal time, couples struggling to manage dual-career
marriages, or companies losing critical knowledge when employees leave for other opportunities,
work/life programs offer a win-win situation for employers and employees











DESIGN OF THE STUDY

Statement of the Problem
All working people are social beings. Their purpose of being in an organization is to
achieve both economic and social objectives in life. Both are equally important: a
person is expected to perform well provided he/she has a fair share of social life
together with economic well being. Balancing both work and family life for any employee
requires fine tuning of the HR activity in terms of Employee relations and welfare.
Disequilibrium between work and life results in stressful situations or burnout syndrome
among the employees, which in turn results in poor productivity. Hence a study of such
a phenomena may help managers to reframe the HR policies from time to time.

A Study of Work and Family Life Balance among the employees at TVS Motor
Company.

Objectives of the Study
1) To study the self-identity concept in work-life balance.
2) To study the perception of employees about managements attitude and culture
towards work-life balance.
3) To study the programs oriented towards striking work life balance.

Research Methodology:
Type of Research
It is partly Exploratory Research and partly descriptive in nature

Scope of the study
The study is based on the survey with respect to the staff members, confining only to
TVS Motors Hosur division.

Purpose of the study


The generic purpose of the study is to fulfill requirements of the award of MBA degree,
Bangalore University, Karnataka. The specific purpose is to analyze extensively and
evaluate the human resource practices in the organization towards assisting employees
in striking a proper work life balance.

Tools for data collection
The study involves collection of data from primary and secondary sources. The primary
data is collected with the help of structured questionnaires, interview schedules and
observation. Whereas, secondary data is collected through, research studies, websites
etc,

Sampling Plan
Convenience non-probability sampling
Sample Size
Questionnaire was administered to 50 employees in the company.

Research Instrument:
Structured Questionnaire, with statement of items on a 5-point rating scale.

Plan of Analysis:
A structured Questionnaire, with statement of items on a 5-point rating scale was
administered, data so collected through the questionnaires was analyzed using SPSS
package. The absolute scores were recorded and analysis was done by calculating the
mean score of each question and the whole variables mean score. This helped to find
out the level of each variable existing within the organization. After having done a
correlation analysis to find how the variables were related to each other. ANOVA, t-test
and cluster analysis was done to further probe into the data

Limitations of the Study
1. The study was confined only to the manufacturing unit of TVS motors in Hosur.


2. Since the questionnaires were administered at the place of work, workplace-bias
may have had an influence on the results.
3. Since the study was done by using the non-probability sampling the findings may
not be accurate to the entire population parameter.

Operational Definitions of the Concepts Used
* Work/family: a term more frequently used in the past than today. The current trend is
to use titles that include the phrase work/life, giving a broader work/life connotation or
labeling referring to specific areas of support (e.g., quality of life, flexible work options,
life balance, etc.).
*Work/family conflict: the push and pull between work and family responsibilities.
* Work/life balance from the employee viewpoint: the dilemma of managing work
obligations and personal/family responsibilities.
* Work/life balance from the employer viewpoint: the challenge of creating a supportive
company culture where employees can focus on their jobs while at work.
* Family-friendly benefits: benefits that offer employees the latitude to address their
personal and family commitments, while at the same time not compromising their work
responsibilities.
* Work/life programs: programs (often financial or time-related) established by an
employer that offer employees options to address work and personal responsibilities.
* Work/life initiatives: policies and procedures established by an organization with the
goal to enable employees to get their jobs done and at the same time provide flexibility
to handle personal/family concerns.
* Work/family culture: the extent to which an organization's culture acknowledges and
respects the family responsibilities and obligations of its employees and encourages
management and employees





Project Presentation Overview

1. Theoretical Background
This chapter throws light on work-life balance and gives a brief description of the
various aspects namely, quality of work life, importance of WLB, WLB programs etc.

2. Design of the Study
This chapter gives an overview of the problem statement considered for study,
objectives of the study, scope of the study, the methodology used for data collection,
limitations of the study, and project presentation overview.

3. Profile of the industry and Company
This chapter gives a brief profile of two wheeler industry in India, and about TVS
Motors, its objectives its activities, its divisions, and products with which it deals.

4. Analysis and Interpretation
This chapter gives comprehensive analysis of the study with respect to the
employees.

5. Summary of Findings, Recommendation and Conclusion
This chapter gives summary of all findings from the study and recommendations and
conclusions derived from these findings.

6. Bibliography
This chapter includes list of books referred and websites browsed.

7. Annexure
Includes the questionnaires used for data collection





Industry Profile
Historical Industry Development
India is the second largest manufacturer and producer of two-wheelers in the world. It
stands next only to Japan and China in terms of the number of two-wheelers produced
and domestic sales respectively. This distinction was achieved due to variety of reasons
like restrictive policy followed by the Government of India towards the passenger car
industry, rising demand for personal transport, inefficiency in the public transportation
system etc.
The Indian two-wheeler industry made a small beginning in the early 50s when
Automobile Products of India (API) started manufacturing scooters in the country. Until
1958, API and Enfield were the sole producers.
In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers.
Finally, in 1960, it set up a shop to manufacture them in technical collaboration with
Piaggio of Italy. The agreement expired in 1971. In the initial stages, the scooter
segment was dominated by API, it was later overtaken by Bajaj Auto. Although various
government and private enterprises entered the fray for scooters, the only new player
that has lasted till today is LML.
Under the regulated regime, foreign companies were not allowed to operate in India. It
was a complete seller market with the waiting period for getting a scooter from Bajaj
Auto being as high as 12 years.
The motorcycles segment was no different, with only three manufacturers viz. Enfield,
Ideal Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the
Rajdoot were two-stroke bikes. The motorcycle segment was initially dominated by
Enfield 350cc bikes and Escorts 175cc bike.


The two-wheeler market was opened to foreign competition in the mid-80s. And the
then market leaders - Escorts and Enfield - were caught unaware by the onslaught of
the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel
efficient low power bikes, demand swelled, resulting in Hero Honda - then the only
producer of four stroke bikes (100cc category), gaining a top slot.
The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and
Hero Honda brought in the first two-stroke and four-stroke engine motorcycles
respectively. These two players initially started with assembly of CKD kits, and later on
progressed to indigenous manufacturing. In the 90s the major growth for motorcycle
segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25%
CAGR in the last five years.
The industry had a smooth ride in the 50s, 60s and 70s when the Government
prohibited new entries and strictly controlled capacity expansion. The industry saw a
sudden growth in the 80s. The industry witnessed a steady growth of 14% leading to a
peak volume of 1.9mn vehicles in 1990.
The entry of Kinetic Honda in mid-eighties with a variometric scooter helped in providing
ease of use to the scooter owners. This helped in inducing youngsters and working
women, towards buying scooters, who were earlier inclined towards moped purchases.
In the 90s, this trend was reversed with the introduction of scooterettes. In line with this,
the scooter segment has consistently lost its part of the market share in the two-wheeler
market.
In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a
decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles.
Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94.
Hero Honda showed a marginal decline in 1992.
The reasons for recession in the sector were the incessant rise in fuel prices, high input
costs and reduced purchasing power due to significant rise in general price level and
credit crunch in consumer financing. Factors like increased production in 1992, due to


new entrants coupled with the recession in the industry resulted in companies either
reporting losses or a fall in profits.
India is one of the very few countries manufacturing three-wheelers in the world. It is the
world's largest manufacturer and seller of three-wheelers. Bajaj Auto commands a
monopoly in the domestic market with a market share of above 80%, the rest is shared
by Bajaj Tempo, Greaves Ltd and Scooters India.
In the last six years, the domestic two-wheeler industry has seen structural changes.
This can be seen from the change in composition of two-wheeler sales, where the
motorcycles have consistently gained market share from the scooter and moped
segments to corner a share of 41% of total two-wheeler sales. This trend is expected to
continue in the next two years till the four-stroke scooters make their presence felt in the
segment.
The Indian two-wheeler industry has witnessed deep cyclical trends. A robust growth
witnessed upto 1989, was followed by a severe recession upto FY93 and a strong
recovery between 1993-96. The industry then witnessed a slowdown since the second
half of FY97 which continued upto FY99. Prospects in FY2000 have turned for the
better once again with an overall revival in demand.
In the 90's, the two-wheeler industry has performed extremely well especially after the
automobile recession in 1992-93. In the period FY93-FY99 the two-wheeler industry has
grown at a CAGR of 14.6%. This splendid growth was possible due to the above
average performance of the motorcycle segment, which has grown at a CAGR of 24.3%
compared to 11% for scooters and 8.6% for mopeds.
The demand for two-wheelers in India is dependent upon factors like availability of
finance, increase in income levels, and restricted growth in public transportation and
movement in petrol prices. Except petrol prices, all other factors have positive
correlation with the demand for two-wheelers. The increase in petrol prices on the
contrary, adversely affects the demand for two-wheelers, due to increase in the running
cost of a vehicle.


Two-wheeler is one of the rare industries, which is capital as well as labor intensive.
The setting up of a green field venture and ancillary network require enormous capital
investment. The assembly operation is highly labor intensive.
The capital requirement for a venture varies from segment to segment and based on
amount of outsourcing. For e.g. setting up of 0.1mn capacity plant for manufacturing
scooter requires approximately Rs1bn and motorcycles Rs1.7bn.
Two-wheeler production entails an assembly of over 700 components, including those
sourced from vendors / independent manufacturers (about 60-70%). In the press shop,
sheet metal components like body frame, fuel tank, front fender and rear fender, muffler
etc are pressed, welded, painted / plated in respective shops. In the engine plant,
engine components (cast/ forged parts) are machined and assembled along-with other
components. The engine is then transferred to the main plant and assembled with the
body and bought out components.
Due to the peculiar characteristic of high ancillarisation, balance sheet does not reveal
the complete picture. The material cost which is understood as fully variable, has in-built
overheads of ancillaries. Typically, when volumes are expanding, raw material cost
escalations are not passed on, as ancillaries are able to spread their overheads over
larger volumes. Ancillaries add as much as 50-300% value on the basic raw material.
While steel and aluminum account for 5% each, of the material cost, 60-70% of the cost
is incurred on components sourced from outside.
Motorcycles
The motorcycle is being increasingly used by youngsters/bachelors in urban areas and
by rural folk as a sturdy means of personal transportation. Bigger wheels, better road
grip, higher ground clearance, power, fuel efficiency, low maintenance cost are the
major attraction of this segment. The motorcycle segment, too, can be further classified
into the Japanese and the Indian motorcycle segments. The former consist of models
manufactured out of Japanese technology while the latter category consist of the high-


powered bikes of the 'Rajdoot' and 'Bullet' range and also the step-thru's which fall
somewhere between a scooter and a motorcycle.
The sales of motorcycle have increased from 0.1mn in FY80 to 0.38mn in FY93 at a
CAGR of 11.6%. The segment picked up momentum in the 90's to grow at a CAGR of
15.7% to 1.796mn vehicles in FY2000. Motorcycle sales achieved a major milestone of
crossing the scooter sales in the month of November 1998. This trend has further
continued for the next couple of years causing a jump in sales of 28.7%yoy to 1,796,734
units in FY2000.
The Indo-Japanese motorcycles have advantage of better fuel efficiency, more power,
better road grip, low emissions and lightweight compared to scooters. Usually,
motorcycles are the costliest among two-wheelers.
In the last two years, the motorcycle segment has witnessed the launch of several new
models from existing players. Majority of these have been in the four-stroke engine
category for which the technology has come from Japanese parents. Increasing product
differentiation and competition has resulted in new sub-segments emerging. The
efficiency segment is currently the fastest growing and constitutes four-stroke
motorcycles. This has caused a dent in the demand for two-stroke motorcycles which is
expected to further drop in the future. Taking in to consideration the limited availability of
mass transportation in rural and semi-urban areas and suitability of motorcycles to
these conditions, we expect the segment to continue to grow at 20%yoy growth in
FY01. This will increase demand for motorcycles from 1.80mn in FY2000 to 2.5mn in
FY02.
The major growth in motorcycle segment will be coming from Japanese segment and in
particular four-stroke motorcycles, leading to marginalization of Indian motorcycles. The
Japanese motorcycles will continue to improve penetration in the rural areas by
providing additional features like luggage carrying provision etc. On the other hand,
sales of step-thru will most probably stagnate.


The rush of new models in the small car market combined with up gradation of small car
users to new mid-size cars has lead to sharp drop in prices of second hand cars. In
some cases the price of a second hand car is just twice the price of a brand new
motorcycle. This will accelerate shift of two-wheeler users to cars and hence affect the
demand for high end motorcycles. Therefore, in the coming years the high end
motorcycle manufacturers will have to take into consideration prices of second hand
cars, while positioning the vehicle.
The manufacturers of two-wheelers distinguish their products based on power, fuel
efficiency, maintenance requirement, ease in handling, style, looks and ergonomics,
price etc.
The two-wheeler industry is controlled by eight major players, viz. Bajaj Auto Ltd (BAL),
Maharashtra Scooters Ltd (MSL), LML, Kinetic Motors Ltd, Hero Honda Motors Ltd
(HHML), Escorts Yamaha Motors Ltd (EYML), TVS Motors Ltd (TML) and Kinetic
Engineering Ltd (KEL). Among these only Bajaj Auto and TVS Motors have presence in
all the three segments of two-wheelers, with the rest catering to one or two segments of
the two-wheeler market.
Exports
The exports of two-wheelers from India are insignificant in comparison to domestic
sales. The exports started looking up in FY94 and FY95 when they registered a growth
of above 50% to reach a figure of 0.116mn vehicles. In FY96, the exports remained
stagnant but continued its upward journey at a growth of 9.43% to reach 0.125mn
vehicles in FY97.
In FY98, the exports remained stagnant due to slump in Asian demand. The sluggish
trend continued during FY99 and FY2000. Shares of both scooters and mopeds in the
export market fell while that of motorcycles remained stagnant. The major portion of
exports is contributed by motorcycles which form about 42.4% of total two-wheeler
exports.


The world two-wheeler market is dominated by Japan. Japanese manufacturers
account for around 65% of the total two-wheeler production in the world. However,
production within Japan has been declining due to lower domestic demand and shift in
manufacturing base outside the country. Japan is also the world's largest exporter of
two-wheelers in the world controlling around 75% of the world trade. Its major markets
are China, USA and Europe. In terms of player positions, Honda Motors Corporation,
Yamaha Motors and Suzuki Motors Corporation share the top three slots in the world
two-wheeler market.
Key Earning Drivers
Government policy impact on petrol prices: Petrol prices determine the running cost
of two/three wheelers expressed in Rupees per kilometer. Petrol prices are the highest
in India as GOI subsidizes kerosene and diesel. But with the recent change in GOI
policy to reduce the subsidy, the prices of petrol will remain constant at the current
prices. This will have a positive effect on purchases on two/three wheelers.
Improvement in disposable income: With the increase in salary levels, due to entry of
multinationals following liberalization process and fifth pay commission, the disposable
income has improved exponentially over the years. This will have multiplier effect on
demand for consumer durables including two-wheelers. This is already witnessed in
improved demand for 2-wheelers in recent years.
Changes in prices of second hand cars: The second hand car prices of small cars
have come down sharply in the recent past. This will shift the demand from higher end
two-wheelers to cars and affect the demand for two-wheelers negatively. A further drop
in second hand car prices will lead to pressure on the two-wheeler majors who plan to
release higher end scooters and motorcycles.
Implementation of mass transport system: Many states have planned to implement
mass transport systems in state capitals in the future. This will have negative impact on
demand for two-wheelers in the long-run. But taking into account the delays involved in


implementation of such large infrastructure projects, we expect the demand to be
affected only five to seven years down the line.
Availability of credit for vehicle purchase: The availability and cost of finance affects
the demand for two and three-wheelers as the trend for increased credit purchases for
consumer durables have increased over the years. Therefore any change with respect
to any of these two parameters as a result of change in RBI policy has to be closely
watched to assess the demand for two and three wheelers.
Conclusion
The two-wheelers market has had a perceptible shift from a buyers market to a sellers
market with a variety of choices. Players will have to compete on various fronts viz.
pricing, technology, product design, productivity, after sale service, marketing and
distribution. In the short term, market shares of individual manufacturers are going to be
sensitive to capacity, product acceptance, pricing and competitive pressures from other
manufacturers.

All the three segments, motorcycles, scooters and mopeds have witnessed capacity
additions in the last one year and it will continue in the upcoming period as and when
Honda opens a local subsidiary. Over this period, only the motorcycle segment is
expected witness higher demand vis--vis supply, while the scooters and mopeds
supply will outstrip demand.

As incomes grow and people feel the need to own a private means of transport, sales of
two-wheelers will rise. Penetration is expected to increase too approximately to more
than 25% by 2005.
The motorcycle segment will continue to lead the demand for two-wheelers in the
coming years. Motorcycle sales are expected to increase by 20% year after year, as
compared to 1% growth in the scooter market and 3% growth in moped sales
respectively for the next two years.


The four-stroke scooters will add new dimension to the two-wheeler segment in the
coming future.


































COMPANY PROFILE
TVS MOTORS

TVS Motors is the third largest company in the two-wheeler industry with a market share
of 16%. In fact, it is the only Indian company without a foreign collaboration in the two-
wheeler industry. When the company opted out of the collaboration with Suzuki in 2002,
many believed that TVS was headed towards extinction. But the company proved the
doomsayers wrong and came out with a very successful TVS Victor. However, since
then growth has slowed down.
Background
Originally incorporated in 1982 to manufacture two-wheelers in collaboration with
Suzuki Motors of Japan, TVS was one of the leaders in two-wheeler industry. However,
disagreement on several aspects including development of TVS brand and exports lead
to severance of ties with the joint venture partner in 2002. This forced the company to
develop its own R&D expertise and commit itself to sizeable investment. It has presence
in all the segments viz. motorcycle, scooterette and moped. TVS Scooty (scooterettee)
and TVS Victor (executive segment motorcycle) are its key brands. The company has
also launched two new fuel-efficient bikes Centra and Star.
Performance vis--vis competitors
With rise in per capita income, lowering of interest rates, changes in consumer
preference towards trendier two-wheelers, there was a conscious shift in the
composition of two-wheeler industry led by increase in the demand of motorcycle as
against scooters and moped. In FY04, out of the total two-wheeler industry of 5.6 m
units, the share of motorcycles was 77%, as against 42% in FY99. During the period


FY97 to FY04, while two-wheeler industry grew CAGR of 10%, the demand for
motorcycle grew at 27% CAGR. However, TVS managed to achieve a CAGR of 11%.
Thus while competitors were cashing on this boom, TVS market share was declining
due to lack of a 4 stroke model in its stable. This fall has been somewhat restricted with
the introduction of Victor in 2003.



Financial performance
The company achieved a CAGR of 16.3% in sales and 12.6% in earnings (see table
below). Though the results appear to be decent, when compared with the performance
of peers, the companys performance is somewhat disappointing. During the same
period, Hero Honda achieved a CAGR of 27% in revenues and 39% in profits. Further,
despite substantial reduction in interest cost (CAGR of negative 20%), the net profit
margin has fallen from 5.6% in FY00 to 4.9% in FY04.
FY00 FY01 FY02 FY03 FY04
Units sold
Motor cycle 313,446 354,517 450,497 718,447 706,558
Scooterrette 122,947 142,458 144,135 152,472 189,238
Moped 364,598 366,471 271,683 248,190 251,065
Total 800,991 863,446 866,315 1,119,109 1,146,861
(Rs m)
Net sales 15,418 18,210 19,305 27,045 28,202
Operating profit 1,686 1,286 1,297 2,624 2,594


PAT 862 626 539 1,280 1,385
Operating profit margin 10.9% 7.1% 6.7% 9.7% 9.2%
Net profit margin 5.6% 3.4% 2.8% 4.7% 4.9%
Number of shares (m) 23.1 23.1 23.1 23.1 237.5
Face Value per share 10 10 10 10 1
EPS 37.3 27.1 23.3 55.4 5.8
Fully Diluted EPS 3.6 2.6 2.3 5.4 5.8
Fundamentals
As evident from the table below, the company has comparatively a weaker financial
position. Not only returns are low, but also the assets are not optimally utilized. One of
the reason for the same can be continuous thrust on R&D (post the severance of ties
with Suzuki Motors), the fruits of which yet to be reaped, which is clearly evident from
the fact that capex as a percentage of sales is rising.
TVS Hero Honda
FY04** FY04*
RONW 24.7% 64.0%
ROCE 17.3% 55.5%
D/E (x) 0.2 0.2
Interest coverage ratio (x) 179.9 527.2
Payout 22.6% 54.8%
BVPS 24 57
Sales per employee 6.4 14.2
Sales to NFA (x) 4.0 9.9
Capex to sales 11.6% 2.5%

Supply Chain Management
Forming the inner rung of the extended TVS family, suppliers are involved at every
stage of product development. TVS extend core values and best practices to all its
suppliers.


Through continuous training forums TPM (Total Productivity Maintenance) and JIT
(Just in Time) practices is imparted. Suppliers are committed to quality through
continuous improvement and up gradation of processes. This has helped them obtain
prestigious international certifications like ISO 9000, QS 9000 & TS 16949.

Company also facilitate knowledge sharing by reputed international consultants in order
to build & enhance management expertise within our supplier bas

R & D
Currently, more than 400 engineers work on developing radically new products and
cutting-edge engine technologies. Companys R&D team has developed the
revolutionary Variable Timing Intelligent (VT-I) engines, one of the most innovative
technologies developed in the two-wheeler industry. The R&D Engineers have
published multiple technical papers in international conferences on engine and vehicle
technologies. They also have a number of patents to their credit.

Quality
At TVS Motor Company, every department works in tandem to produce quality
products. The people form the pillars of support, strengthening the overall quality
standards and moving towards total customer satisfaction. The quest to achieve world -
class levels in quality as well as improvements in design and processes, the company
has formed special task forces to monitor quality related performance. The basic
tenets of TQM, including Daily work management, Policy management, Kaizen
(continuous improvement), Training and Standardization are followed across our
organization.

These processes help us produce defect free vehicles known for their quality. All the
processes are Deming-certified and also acknowledged by the Japanese for quality.
TVS Motor Company was also awarded the prestigious "TPM Excellence award - First
category" by Japan Institute of Plant Maintenance (JiPm), rated as the benchmark in


TPM excellence in India.

The two state-of-the-art manufacturing plants in Mysore and Hosur, near Bangalore,
Indias IT Capital, are spread over 272 acres and 174 acres respectively, with a
combined capacity to produce over 1.5 million two wheelers per annum.

With flexible lines, quick change over, and Poka - Yoke incorporated in the processes,
TVS Motor Company ensures high quality of its products. Safety management is
integrated with the Companys overall Environment, Health and Safety (EHS)
management system and is one of the most important norms of the company.

Information Technology
TVS Motor Company has established an e-business system, which maximizes
company values and profits through e-transformation.

With the establishment of ERP systems by SAP, all processes of the company are
integrated across the manufacturing plants, suppliers, area offices and warehouses in
India. All area and branch offices access the system via leased lines and VSAT.

The company has successfully rolled out a Dealer Management System (DMS) to help
in standardizing best practices in dealerships and CRM to improve interaction with
customers and product quality.

TVS Motor Company is a reliable partner providing customers with quality products
through an e-sales portal site and information exchange. This extended arm of the
company believes in social responsibility and has involved itself in several community
development initiatives that have significantly improved the standard of living of the
people in 51 adopted villages across the country. The program enables people below
the poverty line in these adopted villages to earn their livelihood by involving them in
activities that generate income.



Health
As another part of its social involvement, TVS Motors provides health services through
the Srinivasan Services Trust. Dental care camps; eye camps, health check-up and
nutrition programs are conducted on a regular basis. The initiative also focuses on
primary health, maternal health, child-care and leprosy eradication.

Infrastructure Development
The company is actively involved in the community development of the villages by
providing infrastructure facilities such as housing, sanitation, roads, drains, bus shelters,
medical centre and natural resources management.

Rebuilding Quake Hit Villages
Supported by Rural Agro Research & Development Society and Kutch Nav Nirman
Abhiyan, the company has rebuilt Goyersama, a village in the Kutch District of
Gujarat, which was hit by an earthquake of unprecedented scale and magnitude on 26th
January, 2001.

Education and Literacy
In addition to providing infrastructure facilities like new buildings for school, the
company helps establish computer education programs for school children. The
Srinivasan Services Trust has successfully achieved 98% primary school enrollment
in the adopted villages

Products
TVS Victor
4-Stroke, 125cc, performance motorcycle with VT-i technology..

TVS Star
4-Stroke, 100cc value for money economy motorcycle for good mileage and rugged
terrain



TVS Scooty
4-Stroke, 75cc scooterette for the new generation

TVS Centra
4-Stroke, 100cc executive motorcycle with revolutionary VT-i engine

TVS Fiero
4 stroke, 150 cc premium performance cts

Awards Received
The Chairman and Managing Director, TVS Motor Company, Mr Venu
Srinivasan, was conferred with the prestigious JRD Tata Corporate Leadership
Award for the year 2004, by the All-India Management Association (AIMA). He
was also recognized as one of the Stars of Asia by Business Week International.
TVS Motor is the third Indian company to win the Deming Prize, the coveted
international award for quality management, which it received in 2002.
TVS Motor Companys scooterette, Scooty Pep won the outstanding design
award in its category in the recently concluded Business World NID Design
Excellence Awards 2004.Ahmedabad felicitated TVS Motor Company for the
outstanding design in Scooty Pep with an award in the two-wheeler category.
There were totally 16 + 2 awards for various categories.

Recent Trends

TVS Motor Companys total two-wheeler sales in April 2005 stood at 92,400 units
compared to 81,032 units during the same period last year, recording a growth of 14%.
The major thrust to the overall increase in two-wheelers came from the 13% growth
recorded by the motorcycles, which clocked 52,825 units in April 2005, compared to
46,881 units recorded during the same period last year.

TVS Star crossed the one-lakh mark since its launch, and the brand has been


witnessing a strong demand across the country. The company continues to ramp up its
production to meet the increasing market demand. The Victor brand namely the
GLX125 and GX110 models continue to show encouraging demand. The Scooterette
sales achieved a growth of 27% clocking 19,279 units in April 2005, compared to
15,172 units recorded last year. The TVS Scooty brand is the market leader in the
scooterette sub-100 cc segment. Moped sales stood at 20,296 units in April 2005,
compared to 18,979 units in the same period last year, recording a growth of 7%. The
company continues to enjoy market leadership and has been consistently performing
well compared to the industry. In the export front, TVS Motor Company exported 6,291
two wheelers in April 2005, recording a growth of 108% in the last year.
While the TVS Victor has grown from strength to strength in the executive bike
segment, TVS Motor is already working furiously on a slew of other products that will be
launched during the course of next two months.


































ANALYSIS OF THE DATA

Frequency distributions of the demographic variables:

Table1 Educational status




Table 2 Marital status







Table3 Parental status






Table 4 Occupational Level












Table 5 Income
category Frequency Percent
graduates 42 84
post-graduates 8 16
Total 50 100
category Frequency Percent
married 42 84.0
single 8 16.0
Total 50 100.0
category Frequency Percent
had children 38 76.0
did not have children 12 24.0
Total 50 100.0
category Frequ
ency
Percent
Engineer 24 48.0
Sr. Engineer 6 12.0
Project leader 8 16.0
Project manager 8 16.0
Sr. manager 4 8.0
Total 50 100.0









Table 6 Age









Description of the rating scales used
For items SI1 - SI14: 1 = strongly disagree, 2 = disagree, 3 = neither agree nor
disagree, 4 = agree, 5 = strongly agree
For items SI15 - SI18: 1 = extremely dissatisfied, 2 = dissatisfied, 3=neutral,
4=satisfied, 5=extremely satisfied
For items WF1 - WF13: 1 = strongly disagree, 2 = disagree, 3 = neither agree nor
disagree, 4 = agree, 5 = strongly agree
For items WF14 - WF17: 1 being the lowest and 5 being the highest
Very Difficult, Difficult, neither Easy nor Difficult, Easy, Very Easy
Very Unsuccessful, Unsuccessful, Neither Successful nor Unsuccessful,
Successful, Very Successful
Never, Seldom, Sometimes, Usually, Always
For the AC variables and OP variables: 1 = strongly disagree, 2 = disagree, 3 =
neither agree nor disagree, 4 = agree, 5 = strongly agree















category Frequency Percent
Below 2.6 Lakhs 2 4
2.6-4.2 Lakhs 26 52
4.2-6.7 Lakhs 19 38
6.7-12.4 Lakhs 2 4
Total 49 98
Missing 1 2
Category Frequency Percent
20-24 28 56
30-34 12 24
35-39 7 14
45-49 3 6
Total 50 100



Table 7
Percentage and Mean value of SI (i.e. self-identity) variables


SI1 SI2 SI3 SI4 SI5 SI6 SI7 SI8 SI9
1 38 6
2 32 32 80
3 6 6
4 76 56 30 64 76 62 14 100 78
5 24 44 36 24 16
Total 100 100 100 100 100 100 100 100 100
Mesn 4.24 4.44 2.2 4.36 4.24 3.30 2.2 4 4.14


SI10 SI11 SI12 SI13 SI14 SI15 SI16 SI17 SI18
1
2 6
3 6 6 12 6
4 80 68 56 52 6 62 68 80
5 20 32 44 36 88 38 20 100 14
Total 100 100 100 100 100 100 100 100 100
Mean 4.18 4.2 4.32 4.44 4.2 3.82 4.38 4.08 4.05

The above table gives us the percentage of ratings on different SI variables and the
mean values of each of them. The overall mean score of the sample with respect to the
SI (i.e. self identification with the job) variable is 3.84, indicating that employees identify
themselves with the job that they do for some extent but it is not very much significant.
On other hand they have fairly good amount of satisfaction with the job with respect to
its dynamism, since the mean score of SI variables from 15-18 asking for the level of
satisfaction with the job is 4.15 on an average.













Table 8
Percentage and Mean value of WF (I,e. work and family life) variables

WF1 WF2 WF3 WF4 WF5 WF6 WF7 WF8 WF9
1 2
2 42 24 82 66 18 28 10 10
3 22 18 24 30 20 62 44 46
4 56 54 10 52 52 38 46 44
5
Total 100 100 100 100 100 100 100 100 100
Mean 3.4 3.3 2.1 3.3 3.2 3.2 3.3 3.3 3.3


WF9 WF10 WF11 WF12 WF13 WF14 WF15 WF16 WF17
1 2 2 2
2 10 6 12 2 66 36 48 68
3 46 34 24 8 8 12 52 46 26
4 44 60 74 78 90 22 12 6 6
5
Total 100 100 100 100 100 100 100 100 100
Mean 3.5 3.7 3.6 3.8 2.5 2.2 2.8 2.3 2.2

The above table gives us the percentage of ratings on different WF variables and the
mean values of each of them. The overall mean of the sample with respect to WF
variables is 3.261, which clearly indicates that employee is not able to balance their
work and family life. On other hand the mean score of WF variables from 14- 17 which
is about how successful employees are in managing the work life balance is just 2.51.
This indicates that most of them are not able to strike a balance between work and
family life successfully.















Table 9
Percentage and Mean value of AC( i.e. Attitude and culture of the

Management towards WLB) variables

AC1 AC2 AC3 AC4 AC5
1
2 6 34 80 44 40
3 44 6 42 38
4 94 22 8 14 22
5
Total 100 100 100 100 100
Mean 3 2.8 2.2 2.7 2.8

The above table gives us the percentage of ratings on different AC variables and the
mean values of each of them. The overall mean score is 2.9, indicating that employees
neither agree nor disagree with respect to the management attitude and culture of the
organization in providing assistance and support in striking a work life balance.


























Table10
Percentage and Mean value of the OP (i.e. opinions about organizations
perspective towards WLB programs) variables

OP1 OP2 OP3 OP4 OP5
1 8 8 8
2 48 66 18 74 48
3 26 72 26 50
4 44 2 2
5
Total 100 100 100 100 100
Mean 2.5 2.8 2.7 2.2 2.5

The above table gives us the percentage of ratings on different OP variables and the
mean values of each of them. The overall mean score for opinion about organizations
perspective towards WLB is 2.4, indicating that employees do not perceive the
organization as having any programs towards helping them strike a work-life balance.






























Table 11
ANOVA and T-test of WF4 variable to assess the difference and the direction of
the difference between groups



Sum of
Squares df
Mean
Square F Sig.
WF4
Between
Groups 1.84381 1 1.84381 4.322233 0.042985

Within
Groups 20.47619 48 0.426587

T TEST
ES N Mean Std.
Deviatio
n
Std.
Error
Mean
WF4 1.00 42 2.5238 .7067 .1090
2.00 8 2.0000 .0000 .0000

t Df
Sig. (2-
tailed)
WF4 2.078998 48 0.042985

There is a significant difference in WF4 (i.e. adequate back-up to take vacations)
between different education status groups: ES1 (graduates) on average have
significantly more back-up than ES2 (post-graduates).





















Table 12
ANOVA and T-test of WF5 variable to assess the difference and the direction of
the difference between groups


Sum of
Squares df
Mean
Square F Sig.
WF5
Between
Groups 2.725952 1
2.7259
52 4.938683 0.031009

Within
Groups 26.49405 48
0.5519
59
Total 29.22 49

ES N Mean Std.
Deviatio
n
Std.
Error
Mean
WF5 1.00 42 3.2381 .7905 .1220
2.00 8 3.8750 .3536 .1250

t Df
Sig. (2-
tailed)
WF5 -2.22231 48 0.031009

There is a significant difference in WF5 (i.e. satisfaction with job performance) between
different education status groups: ES1 (graduates) on average are significantly less
satisfied than ES2 (post-graduates).





















Table 13
ANOVA and T-test of WF9 variable to assess the difference and the direction of
the difference between groups



Sum of
Squares df
Mean
Square F Sig.
WF9
Between
Groups 1.600952 1
1.6009
52 3.916893 0.053555

Within
Groups 19.61905 48
0.4087
3
Total 21.22 49

ES N Mean Std.
Deviatio
n
WF9 1.00 42 3.2619 .6648
2.00 8 3.7500 .4629

t Df
Sig. (2-
tailed)
WF9
-
1.97911 48 0.053555

There is a significant difference in WF9 (i.e. distraction at work due to family problems)
between different education status groups: ES1 (graduates) on average are significantly
less distracted at work by family problems than ES2 (post-

















Table 14
ANOVA and T-test of AC 2 variable to assess the difference and the direction of
the difference between groups


Sum of
Squares df
Mean
Square F Sig.
AC2
Between
Groups 5.285952 1 5.285952 11.53611 0.001379

Within
Groups 21.99405 48 0.458209
Total 27.28 49

ES N Mean Std.
Deviatio
n
Std.
Error
Mean
AC2 1.00 42 2.7381 .7005 .1081
2.00 8 3.6250 .5175 .1830

t Df
Sig. (2-
tailed)
AC2
-
3.39648 48 0.001379

There is a significant difference in AC2 (i.e. managers awareness of the employees
needs) between different education status groups: ES1 (graduates) on average
perceive that managers are significantly less aware than ES2 (post-graduates) do























Table 15
ANOVA and T-test of AC3 variable to assess the difference and the direction of
the difference between groups



Sum of
Squares df
Mean
Square F Sig.
AC3
Between
Groups 1.287321 1 1.287321 3.826702 0.056666

Within
Groups 15.13821 45 0.336405
Total 16.42553 46


ES N Mean Std.
Deviatio
n
Std.
Error
Mean
AC3 1.00 41 2.1707 .4951 7.732E-
02
2.00 6 2.6667 1.0328 .4216

t Df
Sig. (2-
tailed)
AC3
-
1.9562 45 0.056666

There is a significant difference in AC3 (i.e. managers flexibility in assisting work-life
balance) between different education status groups: ES1 (graduates) on average
perceive significantly less managers flexibility in assisting work-life balance than ES2
(post-graduates).















Table 16
Correlation coefficients of different dimensions

SI SISAT WF WFSUCC AC OP
SI Pearson
Correlation
1.000 -.344 .177 -.082 -.061 .073
Sig. (1-
tailed)
. .007 .109 .286 .337 .307
N 50 50 50 50 50 50
SISAT Pearson
Correlation
-.344 1.000 -.105 -.031 -.080 .052
Sig. (1-
tailed)
.007 . .234 .415 .291 .360
N 50 50 50 50 50 50
WF Pearson
Correlation
.177 -.105 1.000 .075 -.063 .022
Sig. (1-
tailed)
.109 .234 . .303 .332 .440
N 50 50 50 50 50 50
WFSUCC Pearson
Correlation
-.082 -.031 .075 1.000 -.182 -.246
Sig. (1-
tailed)
.286 .415 .303 . .103 .042
N 50 50 50 50 50 50
AC Pearson
Correlation
-.061 -.080 -.063 -.182 1.000 .317
Sig. (1-
tailed)
.337 .291 .332 .103 . .012
N 50 50 50 50 50 50
OP Pearson
Correlation
.073 .052 .022 -.246 .317 1.000
Sig. (1-
tailed)
.307 .360 .440 .042 .012 .
N 50 50 50 50 50 50

+ There is a negative correlation between self-identity with the job/ career and the
satisfaction with the job dynamism (i.e. growth and development,
accomplishments, independent thought and action, and challenge), indicating
that the higher the self identity that the individual perceives in his job, the
relatively less satisfied he is in the job that he is doing.


+ There is a negative correlation between WFSUCC and OP indicating that the
less an individual feels unsuccessful in balancing the work and family life the
more organization support he expects in order to restore balance.
+ There is a positive correlation between AC and OP, indicating that any
organizational program/ policy relating to work-life balance requires management
support and assistance for development and implementation.











































Cluster Analysis


* * * * * * H I E R A R C H I C A L C L U S T E R A N A L Y S I S Dendrogram using
Average Linkage (Between Groups)

Rescaled Distance Cluster Combine

C A S E 0 5 10 15 20 25
Label Num +---------+---------+---------+---------+---------+

4 --^
37 -u ---^
7 ---u ---------^
19 -------u
5 -----------------u
6 ------------^ -^
35 -------u
22 -----------------u -------^
2 -------------u
20 ----------------^
21 ---------u -u
14 ----------------u
34 -----------u
36 -----------------------------^
25 ------------^
47 ---u ---^
40 -------------u ---------u
10 -----------------u
23 ----------^ ---^
38 ---------u ---------^
8 -----------u
24 --------^ -----^
26 -------u ---------^
46 ---------u -u
41 ----------------^ -u
48 ---------u -u
28 -----------------u
13 ---------------------------u ---------------^
42 -----^
49 -----------^
9 -----u ---------^
16 ----------u
29 -------u -------^
43 ------------^
50 ---u ---^
11 -------------- ---u
12 -------------u ---u
31 -----------------u
32 --------^
44 -----u -----------------^
17 ---------u -u
30 --------------------------u
45 ---------------------u


1 -------------------------------------------------u


From the cluster analysis, the following clusters were identified:

+ Cluster 1: consisting of the sample points 4, 37, 7, 19, 5, 6, 35, 22, 2, 20, 21, 14,
34, 36, 25, 47, 40, and 10
+ Cluster 2: consisting of the sample points 23, 38, 8, 24, 26, 46, 41, 48, 28, and
13
+ Cluster 3: consisting of the sample points 42, 9, 16, 29, 43, 50, 11, 12, 31, 32,
44, 17, 30, and 45
+ Note that sample points 3, 15, 18, 27, 33, 34, 39, and 49 could be classified as
some of their responses were missing. Further, sample point 1 fell outside of
these three clusters.




















Demographic analysis of the clusters:

CLUSTER * ES Crosstabulation CLUSTER * MS Crosstabulation
ES Total MS Total
1 2 1 2
CLUSTER 1 16 2 18 CLUSTER 1 3 15 18
2 8 3 11 2 3 8 11
3 13 1 14 3 4 10 14


Total 37 6 43 Total 10 33 43

CLUSTER * PS Crosstabulation CLUSTER * OL Crosstabulation

PS Total OL Total
1 2 1 2 4 5 7
CLUSTER 1 15 3 18 CLUSTER 1 9 4 3 2 18
2 8 3 11 2 6 1 2 1 1 11
3 10 4 14 3 6 1 3 2 2 14
Total 33 10 43 Total 21 6 8 5 3 43

CLUSTER * INC Crosstabulation CLUSTER * AGE Crosstabulation

INC Total AGE Total
1 2 3 4 2 4 5 7
CLUSTER 1 1 10 6 17 CLUSTER 1 11 2 3 2 18
2 1 6 4 11 2 6 4 1 11
3 7 6 1 14 3 6 5 2 1 14
Total 2 23 16 1 42 Total 23 11 6 3 43



From the above cross-tabulations, Cluster 1 can be described as a group of primarily
graduate engineers, falling in a relatively lower income group. Cluster 2, on the other
hand, can be described as a group of young, post-graduate managers, falling in a
middle income group. Finally, Cluster 3 can be described as a group of older, senior
managers, with a higher level of income.










Work-life Balance Analysis of the Clusters:
Table 17
The descriptive statistics for each of the variables in each of the clusters were as
follows:

CLUSTER N Mean Std.


Deviation
SI1 1 18 4.333333 0.485071
2 11 4 0
3 14 4.285714 0.468807
SI2 1 18 4.666667 0.485071
2 11 4 0
3 14 4.428571 0.513553
SI3 1 18 3.333333 0.970143
2 11 1.272727 0.467099
3 14 1.714286 1.069045
SI4 1 18 4 0
2 11 4.818182 0.40452
3 14 4.5 0.518875
SI5 1 18 4.666667 0.485071
2 11 4 0
3 14 4 0
SI6 1 18 4 0
2 11 2.545455 0.934199
3 14 3 0.960769
SI7 1 18 2.444444 0.855585
2 11 2 0
3 14 1.857143 0.363137
SI8 1 18 4 0
2 11 4 0
3 14 4 0
SI9 1 18 4 0
2 11 4.454545 0.522233
3 14 4 0.5547
SI10 1 18 4 0
2 11 4.545455 0.522233
3 14 4.214286 0.425815
SI11 1 18 4.555556 0.51131
2 11 4.272727 0.467099
3 14 4 0
SI12 1 18 4.444444 0.51131
2 11 4.545455 0.522233
3 14 4.5 0.518875
SI13 1 18 4.333333 0.485071
2 11 4.454545 0.522233
3 14 4.214286 0.699293
SI14 1 18 4 0
2 11 4 0
3 14 3.857143 0.363137
SI15 1 18 4.388889 0.501631
2 11 4.454545 0.522233


3 14 4.214286 0.425815
SI16 1 18 3.888889 0.758395
2 11 4 0
3 14 4.285714 0.468807
SI17 1 18 4 0
2 11 4 0
3 14 4 0
SI18 1 18 4 0
2 11 4.272727 0.467099
3 14 4.214286 0.425815
WF1 1 18 3.555556 0.855585
2 11 3.818182 0.603023
3 14 2 0
WF2 1 18 3.833333 0.514496
2 11 3.181818 0.98165
3 14 2.571429 0.513553
WF3 1 18 2.055556 0.235702
2 11 2.090909 0.301511
3 14 2.428571 0.513553
WF4 1 18 2.111111 0.323381
2 11 2.181818 0.40452
3 14 3.142857 0.770329
WF5 1 18 3.666667 0.485071
2 11 3.818182 0.40452
3 14 2.428571 0.513553
WF6 1 18 3.388889 0.697802
2 11 3.636364 0.6742
3 14 2.714286 0.99449
WF7 1 18 3.333333 0.485071
2 11 3.727273 0.467099
3 14 3 0
WF8 1 18 3.388889 0.607685
2 11 3.545455 0.687552
3 14 3 0.679366
WF9 1 18 3.444444 0.51131
2 11 3.727273 0.467099
3 14 2.857143 0.770329
WF10 1 18 3.555556 0.615699
2 11 3.727273 0.64667
3 14 3.428571 0.513553
WF11 1 18 3.888889 0.323381
2 11 3.909091 0.301511
3 14 3.428571 0.513553
WF12 1 18 3.555556 0.855585
2 11 3.818182 0.603023


3 14 3.785714 0.425815
WF13 1 18 4 0
2 11 3.636364 0.504525
3 14 4 0
WF14 1 18 2.166667 0.514496
2 11 3.090909 1.044466
3 14 2.571429 0.851631
WF15 1 18 2.666667 0.594089
2 11 2.727273 0.904534
3 14 2.714286 0.61125
WF16 1 18 2.611111 0.697802
2 11 2.363636 0.504525
3 14 2.571429 0.646206
WF17 1 18 2.5 0.707107
2 11 2.090909 0.301511
3 14 2.428571 0.646206
AC1 1 18 3.888889 0.471405
2 11 3.818182 0.603023
3 14 4 0
AC2 1 18 2.777778 0.808452
2 11 2.636364 0.6742
3 14 3 0.679366
AC3 1 18 2.111111 0.471405
2 11 2 0
3 14 2.571429 0.851631
AC4 1 18 2.666667 0.594089
2 11 2.545455 0.522233
3 14 3.071429 0.828742
AC5 1 18 2.833333 0.785905
2 11 2.636364 0.6742
3 14 3.071429 0.828742
OP1 1 18 2.833333 1.098127
2 11 3 1.183216
3 14 2.857143 1.027105
OP2 1 18 2.277778 0.574513
2 11 2.363636 0.6742
3 14 2.071429 0.267261
OP3 1 18 2.777778 0.548319
2 11 2.636364 0.6742
3 14 2.785714 0.425815
OP4 1 18 2.166667 0.383482
2 11 2.363636 0.504525
3 14 2.357143 0.497245
OP5 1 18 2.5 0.514496
2 11 2.454545 0.522233


3 14 2.785714 0.425815


Table18
T-tests for clusters 1 vs. 2:


t-test for Equality of
Means
T df
Sig. (2-
tailed)
SI1 2.262894 27 0.031895
SI2 4.525788 27 0.000109
SI3 6.561329 27 4.89E-07
SI4 -8.68411 27 2.67E-09
SI5 4.525788 27 0.000109
SI6 6.685032 27 3.56E-07
SI7 1.710587 27 0.098626
SI9 -3.73705 27 0.000884
SI10 -4.48446 27 0.000122
SI11 1.491777 27 0.14735
SI12 -0.51212 27 0.612733
SI13 -0.63452 27 0.531085
SI15 -0.33681 27 0.738862
SI16 -0.48245 27 0.633374
SI18 -2.50689 27 0.018501
WF1 -0.8892 27 0.38175
WF2 2.352725 27 0.026177
WF3 -0.35257 27 0.727147
WF4 -0.51956 27 0.607602
WF5 -0.86651 27 0.393848
WF6 -0.93831 27 0.356402
WF7 -2.15123 27 0.040566
WF8 -0.64079 27 0.527061
WF9 -1.49178 27 0.14735
WF10 -0.71522 27 0.480613
WF11 -0.16734 27 0.868353
WF12 -0.8892 27 0.38175
WF13 3.094569 27 0.004551
WF14 -3.19678 27 0.003528
WF15 -0.21851 27 0.828677
WF16 1.021334 27 0.316161
WF17 1.810762 27 0.08132
AC1 0.352572 27 0.727147
AC2 0.485244 27 0.631418
AC3 0.776166 27 0.444397


AC4 0.557086 27 0.582058
AC5 0.689465 27 0.496414
OP1 -0.38526 27 0.703063
OP2 -0.36578 27 0.717376
OP3 0.61787 27 0.541838
OP4 -1.1906 27 0.244175
OP5 0.229565 27 0.82016


Cluster 1 attaches more importance to self- identity derived from work than cluster 2. In
most of the statement which asks about importance of job, career, devoting of the time
for the required career, job and career growth satisfaction, in terms of devoting sufficient
time for work and family life, difficulty of balancing and the amount of stress at the end
of the day, cluster 1 has responded significantly higher on average than cluster 2. In
some of the statements like achieving something important at work, willingness to
devote significant time to build career and develop skills, the amount of challenge in the
job and personal life interference with the job, cluster 2 is found to have higher degree
on average than cluster1.















Table 19
T-tests for clusters 2 and 3:

t-test for
Equality of
Means
t df
Sig. (2-
tailed)







Cluster 2 attaches a significantly greater
degree of importance on
average for the following than
cluster 3: achieving something
important on the job, devoting
sufficient time for developing skills
and career, recognizing oneself
with job performance,
required flexibility to maintain balance
between work and life, difficulty in
devoting equal time to work and family,
interference in work and family due to
time pressure, and inability to allocate
sufficient time for social celebrations,
whereas cluster 3 attaches a
significantly greater degree of
importance on average for the
following than cluster 2:
satisfaction from the job,
achievement at work, feeling worth
while accomplishment at
work, adequate back up to take
vacation without work load, not
having enough of energy at work due
to other pressures of life, managers
support at work and organizations social responsibility towards balancing life and work.

SI1 -2.01196 23 0.05608
SI2 -2.755 23 0.011275
SI3 -1.27327 23 0.215641
SI4 1.671097 23 0.108256
SI6 -1.18839 23 0.246805
SI7 1.298717 23 0.206912
SI9 2.085989 23 0.048262
SI10 1.748168 23 0.093773
SI11 2.197726 23 0.038303
SI12 0.216812 23 0.830267
SI13 0.948826 23 0.352573
SI14 1.298717 23 0.206912
SI15 1.268279 23 0.217386
SI16 -2.01196 23 0.05608
SI18 0.326511 23 0.74699
WF1 11.34901 23 6.67E-11
WF2 2.010054 23 0.056296
WF3 -1.92979 23 0.066058
WF4 -3.74089 23 0.001068
WF5 7.349544 23 1.78E-07
WF6 2.630964 23 0.014935
WF7 5.860603 23 5.67E-06
WF8 1.982295 23 0.059517
WF9 3.292352 23 0.003188
WF10 1.288807 23 0.210278
WF11 2.746233 23 0.011503
WF12 0.157857 23 0.875947
WF13 -2.71293 23 0.012409
WF14 1.371112 23 0.183571
WF15 0.04281 23 0.966223
WF16 -0.87588 23 0.390151
WF17 -1.59651 23 0.124024
AC1 -1.1349 23 0.268106
AC2 -1.33287 23 0.195627
AC3 -2.2151 23 0.036933
AC4 -1.83378 23 0.07966
AC5 -1.41078 23 0.171692
OP1 0.323001 23 0.749612
OP2 1.486595 23 0.150703
OP3 -0.67664 23 0.505385
OP4 0.032206 23 0.974586
OP5 -1.74817 23 0.093773

























Table 20
T-tests for clusters 1 and 3:

t-test for
Equality of
Means
t df
Sig. (2-
tailed)
SI1 0.279508 30 0.781773
SI2 1.342715 30 0.189436
SI3 4.479893 30 0.000101
SI4 -4.10792 30 0.000284
SI5 5.123475 30 1.64E-05
SI6 4.43706 30 0.000114
SI7 2.399026 30 0.022857
SI9 0 30 1
SI10 -2.14529 30 0.040145
SI11 4.050463 30 0.000332
SI12 -0.30296 30 0.764013
SI13 0.568574 30 0.573878
SI14 1.677051 30 0.103924
SI15 1.041886 30 0.305789
SI16 -1.71593 30 0.096487










Cluster 1 attaches a significantly greater
degree of importance on
average than cluster 3 towards the
following: building name and
reputation with work/ career,
achievement at work, work with not
a demanding career, opinion of
self when job is done well, not being
able to strike a proper balance
between work and family life, family
problems interfering while at work and
missing upon social celebrations.
On the other hand, cluster 3
respondents have a significantly greater
degree of importance on average than cluster 1 for the following: readiness to making
sacrifices for the sake of work/career advancement, willingness to devote sufficient time
and energy to move up, satisfaction with the amount of challenges in the job, ability to
separate oneself from work while on a vacation with the family.

Schematic representation of the clusters
The clusters can be represented schematically in the following diagram:
SI18 -2.14529 30 0.040145
WF1 6.777721 30 1.62E-07
WF2 6.888347 30 1.2E-07
WF3 -2.74172 30 0.010203
WF4 -5.14729 30 1.54E-05
WF5 6.98212 30 9.31E-08
WF6 2.255454 30 0.031557
WF7 2.561738 30 0.015681
WF8 1.705892 30 0.098362
WF9 2.588827 30 0.014711
WF10 0.62117 30 0.539179
WF11 3.100821 30 0.004176
WF12 -0.91952 30 0.365161
WF14 -1.66699 30 0.105925
WF15 -0.22213 30 0.825717
WF16 0.16475 30 0.870246
WF17 0.294174 30 0.770651
AC1 -0.87867 30 0.386565
AC2 -0.82572 30 0.41548
AC3 -1.94694 30 0.060958
AC4 -1.61019 30 0.117831
AC5 -0.83026 30 0.412948
OP1 -0.06257 30 0.950528
OP2 1.240253 30 0.224495
OP3 -0.04464 30 0.964692
OP4 -1.22474 30 0.230202
OP5 -1.67705 30 0.103924



























FINIDINGS

+ The overall mean score of the sample with respect to the SI (i.e. self identification
with the job) variable is 3.84, indicating that employees identify themselves with
the job that they do for some extent but it is not very much significant. On other
hand they have fairly good amount of satisfaction with the job with respect to its
dynamism, since the mean score of SI variables from 15-18 asking for the level
of satisfaction with the job is 4.15 on an average.
+ The overall mean of the sample with respect to WF variables is 3.261, which
clearly indicates that employee is not able to balance their work and family life.
On other hand the mean score of WF variables from 14- 17 which is about how
successful employees are in managing the work life balance is just 2.51. This
indicates that most of them are not able to strike a balance between work and
family life successfully.
+ The overall mean score on Attitude and culture of the management towards WLB
is 2.9, indicating that employees neither agree nor disagree with respect to the
management attitude and culture of the organization in providing assistance and
support in striking a work life balance.
+ The overall mean score for opinion about organizations perspective towards
WLB is 2.4, indicating that employees do not perceive the organization as having
any programs towards helping them strike a work-life balance.
+ There is a significant difference in WF4 (i.e. adequate back-up to take vacations)
between different education status groups: ES1 (graduates) on average have
significantly more back-up than ES2 (post-graduates).
+ There is a significant difference in WF5 (i.e. satisfaction with job performance)
between different education status groups: ES1 (graduates) on average are
significantly less satisfied than ES2 (post-graduates).



+ There is a significant difference in WF9 (i.e. distraction at work due to family
problems) between different education status groups: ES1 (graduates) on
average are significantly less distracted at work by family problems than ES2
(post-graduates).
+ There is a significant difference in AC2 (i.e. managers awareness of the
employees needs) between different education status groups: ES1 (graduates)
on average perceive that managers are significantly less aware than ES2 (post-
graduates) do.
+ There is a significant difference in AC3 (i.e. managers flexibility in assisting
work-life balance) between different education status groups: ES1 (graduates) on
average perceive significantly less managers flexibility in assisting work-life
balance than ES2 (post-graduates).
+ There is a negative correlation between self-identity with the job/ career and the
satisfaction with the job dynamism (i.e. growth and development,
accomplishments, independent thought and action, and challenge), indicating
that the higher the self identity that the individual perceives in his job, the
relatively less satisfied he is in the job that he is doing.
+ There is a negative correlation between WFSUCC and OP indicating that the
less an individual feels unsuccessful in balancing the work and family life the
more organization support he expects in order to restore balance.
+ Cluster 1 primarily inclusive of graduate engineers, falling in a relatively lower
income group attaches more importance to self- identity derived from work than
cluster 2 a group of young, post-graduate managers, falling in a middle income
group. In some of the statements like achieving something important at work,
willingness to devote significant time to build career and develop skills, the
amount of challenge in the job and personal life interference with the job, cluster
2 is found to have higher degree on average than cluster1.
+ Cluster 2 a group of young, post-graduate managers, falling in a middle income
group attaches a significantly greater degree of importance on average for the
following than cluster 3 a group of older, senior managers, with a higher level of
income.: self identity with the job required flexibility to maintain balance between


work and life, difficulty in devoting equal time to work and family and inability to
allocate sufficient time for social celebrations, whereas cluster 3 attaches a
significantly greater degree of importance on average for the following than
cluster 2: satisfaction about job dynamism (i.e. SI SAT variables), adequate
back up to take vacation without work load, not having enough of energy at work
due to other pressures of life, managers support at work and organizations
social responsibility towards balancing life and work.
+ Cluster 1 in comparison with cluster 3 attaches greater value to job and also
identifying oneself with the job. They also are finding it difficult to strike a balance
between work and family life. On other hand cluster 3 attachs greater value
towards work/career advancement satisfaction with the amount of challenges in
the job, ability to separate oneself from work while on a vacation with the family






















Recommendations

+ Most of the employees do recognize themselves with the job they do and hence
the company can take steps to further crystallize their self identity with job.
+ There is a requirement for the senior managers to be more sensitive towards the
employees needs towards having equilibrium between work and life.
+ There is a need to create more supportive and employee-friendly culture within
the organization, in order to have healthy employee relations, which in turn would
improve productivity.
+ The organization must focus on providing good amount of back up for taking
vacation and conduct counseling sessions to reduce distortion at work due to
family problems for post-graduate employees, who are having more work load
than graduates do, so as to maintain their productivity and keep them motivated
towards work.
+ There is a need for mangers to be more sensitive or aware about the
needs/demands towards striking a work and family life balance of the employees
who report to them, especially young graduates, freshers to the field, and also
provide them the required assistance and support, so that they can retain talent.
+ There is a need also to focus on those employees who have a relatively higher
degree of self-identity with the job in terms of providing job opportunities and
challenges at work place in order to keep them enthusiastic towards the work
that they do.
+ Since almost all employees have felt that they are less successful in balancing
work and family life, the organization has to design innovative practices to create
an employee-friendly and a supportive work place to reduce burnout and stress
at work.
+ There is need to redesign the jobs for post-graduates since they have relatively
less self-identity with job that they do than the graduates. This, in turn, would
result in greater satisfaction and motivation towards the job. Also, this group (i.e.
post-graduates) is willing to dedicate themselves for learning new skills and
knowledge and aspire for more challenges at the work place. Thus the


organization has to develop strategies to make best use of its existing talent
through innovative practices in the area, such as providing training in new
domains of their interest and encouraging research and application of the learned
skills.
+ To ensure employee job fit the company can also consider the individual
employees choice for the kind of job that he aspires to do before posting him on
the job that would result in an self motivated work force.
+ More focus has to be given to the senior level mangers who are finding it tough
to balance work and family life.
+ The organizations work-life balance programmes have to be made more
interactive and in accordance with individual employees needs, as the overall
perception of the employees towards the organizations perspective with respect
to work and family life balance and also with respect to the managements
attitude and support towards work and family life balance is somewhat negative.
+ The organization must reconsider its HR policies and programs to assist
employees to strike a balance between work and family life.
+ Further research should be undertaken to identify which factors of work-life
balance need most attention.

Organizations that have policies towards providing work and family life balance have
an edge over other companies in the industry in terms of employee motivation and
retention. Hence it is recommended to develop policies towards WLB. There is no
universal framework for WLB programs which can fit across all organizations: Work-
life balance programs must be customized to individual organizations and their
employees. A possible framework to bring about work-life balance work in an
organization would be as follows:
Identify the key need or reason for introducing work-life balance policies.
Build the commitment to work-life balance policies into the organizations vision
or value statement.
Set up a work-life balance task force.
Examine current practices in the organization


Hold joint discussions with employees to evolve policies, while also identifying
possible barriers.
Communicate policies through handbooks, newsletters, Intranet and other forms
of communication.
Hold workshops to help managers implement and manage policies.
Begin with a few quick win policies.
Monitor implementation and put feedback systems into place.



























Conclusion

The study highlights the importance of various aspects that affect an employees work
and family life balance, like self-identity with the job, organization and management
support towards WLB, and gives individual perception about the same. With the growing
challenges of life and work it becomes important for both employees and employers to
develop holistic approach towards striking a balance between work and family life.
A better work-life balance is something that the majority of employees want. More and
more businesses are recognizing this and responding to it. Even if employees don't
always choose to take up the option, the availability of work-life balance has a positive
effect on employee morale and loyalty. And it's this effect that suggests that businesses
should review their policies and see how they could improve their employees work-life
balance.



















Bibliography

Books referred
Organization Behaviour, by Stephan .P. Robbins
Research Methodology, by Donald R. Cooper, Pamela .S. Chindler

Websites browsed
http://www.dti.gov.uk/bestpractice/assets/er-research.txt
http://www.refresher.com/!gglbalance.html
http://www.flexibility.co.uk/flexwork/general/eteam.htm
www.tvsmotor.com






















Annexure
Section 1 SELF-IDENTITY

The items below describe different aspects of the self-identity that you derive from work.
You are requested to indicate your personal feelings about the statements below.

Disagree strongly (Ds)(1), Disagree (D(2)), Neither agree nor disagree (N)(3),
Agree (A)(4), Agree strongly (As)(5)

Ds D N A As
1. Having work/a career that is interesting and exciting
to me is my most important life goal.

2. I expect my job/career to give me more real
satisfaction than anything else I do.

3. Building a name and reputation for myself through
work/a career is not one of my life goals.

4. It is important to me that I have a job/career in which I
can achieve something of importance.

5. It is important to me to feel successful in my
work/career

6. I want to work, but I do not want to have a demanding
career

7. I expect to make as many sacrifices as are necessary
in order to advance my work/career.

8. I value being involved in a career and expect to
devote the time and effort needed to develop it.

9. I expect to devote a significant amount of my time to
building my career and developing the skills necessary
to advancing my career

10. I expect to devote whatever time and energy it takes
to move up in my job/career field.

11. My opinion of myself goes up when I do this job well
12. I feel a great sense of personal satisfaction when I
do this job well

13. I feel bad and unhappy when I discover that I have
performed poorly on this job

14. My own feelings generally are not affected much
one way or the other by how well I do on this job



Please continue on the following page.
Please rate your level of satisfaction on the following statements:

1=extremely dissatisfied, 2=dissatisfied, 3=neutral, 4=satisfied,


5=extremely satisfied


Rate
15. The amount of personal growth and development I get in doing
my job

16. The feeling of worthwhile accomplishment I get from doing my job
17 The amount of independent thought and action I can exercise in
my job

18. The amount of challenge in my job


Section 2 WORK-FAMILY BALANCE

Please think about the various ways your job, family, and personal life affect each other.
Then, indicate the extent to which you agree or disagree with the statements listed
below using the following scale.

Disagree strongly (Ds), Disagree (D), Neither agree nor disagree (N), Agree (A),
Agree strongly (As)

Ds D N A As
1. I have sufficient flexibility within my job in the
organisation to maintain adequate work and
personal/family life balance.

2. I have sufficient time away from my job in the
organisation to maintain adequate work and
personal/family life balance.

3. When I take a vacation I am able to separate myself
from work and enjoy myself.

4. I have adequate back-up to be able to take vacation
time off without too much work overload before/after the
time off.

5. I am generally pleased with my job performance
6. My job makes it difficult for me to spend time and do
things with my family and/or friends

7. My family or personal life interferes with my job
8. My work schedule interferes with my personal life
9. My family problems distract me while Im at work
10. Because of my family, I dont involve myself in my
job as much as I would like

11. I have to miss important family or social activities
because of my job

12. My work ties me down and restricts my personal life
too much

13. I dont have much energy to devote to work


because of all the other demands in my life


Please continue on the following page.
Please select the option that closest resembles your feelings by using the following
scales respectively:

Very Difficult, Difficult, neither Easy nor Difficult, Easy, Very Easy

Very Unsuccessful, Unsuccessful,
Neither Successful nor Unsuccessful, Successful, Very Successful

Very Unsuccessful, Unsuccessful,
Neither Successful nor Unsuccessful, Successful, Very Successful

Always, Usually, Sometimes, Seldom, Never

Vd D N E Ve
14. How easy or difficult is it for you to balance the
demands of your work and your personal/family life?

Vu U N S Vs
15. All in all, how successful do you feel in balancing
your personal and/or family life?

16. All in all, how successful do you feel in balancing
your work and personal/family life?

Al Us So Se Ne
17. How often do you feel drained when you go home
from work because of work pressures and problems?


Section 3 Management;s Attitudes and Culture towards WLB
. indicate the extent to which you agree or disagree with the statements listed below
using the following scale.

Disagree strongly (Ds), Disagree (D), Neither agree nor disagree (N), Agree (A),
Agree strongly (As)


Ds D N A As
1.. Managers encourage employees to stay home with
children or elderly Parents in the event of a medical
emergency

2. Managers are aware of the need to helpemployees
manage their workloads such that it enables them to
participate fully in their personal lives

3 Managers are flexible around hours of work in order


to assist employees in balancing their work and home
activities
4. Managers in our organization are supportive of work-
life balancedemonstrated by encouraging employees
to take advantage of work-life balance policies

5. Our organization has developed measurements to
hold individuals and managers accountable for creating
supportive work environments



Section 3 Opinion about Programs conducted by the organisation
indicate the extent to which you agree or disagree with the statements listed below
using the following scale.

Disagree strongly (Ds), Disagree (D), Neither agree nor disagree (N), Agree (A),
Agree strongly (As)

Ds D N A As
1. Our organization has conducted surveys and/or focus
groups with employees to learn about their work-life
balance needs and desires.

2. Our organization has a formal work-life balance
policy / program in place.

3. Our organization has a process in place to monitor
progress and usage of work-life balance programs.

4. Work-life programs are linked to recruitment and
retention strategies, business development goals and
organizational development initiatives

5.Our organization participates in external work-life
councils, committees to benchmark progress and learn
form other's experience



Section 4 DEMOGRAPHIC VARIABLES
Educational level
1 Bachelor's degree
2 Master's degree (e.g., MA, MS, MBA) - MS
3 Advanced graduate degree (e.g., Ph.D., M.D., J.D.)
Marital status
1 Single, never married 2 Married
3 Separated 4 Divorced
5 Widowed 6 Other

Parental status
Do you have children?
1 Yes 2 No



a. If you have children, how many hours each week do you spend caring for them?
________35__

Dependent care responsibilities
Do you have dependents to care for? (e.g., elderly parent/parent-in-law, handicapped
spouse)
1 Yes 2 No
Occupational level
1 Engineer 2 Sr. Engineer
3 Team leader/Module leader 4 Project leader
5 Project manager` 6 Manager
7 Sr. manager
8 Any other (specify)____________________________________


a. Does the organisation you work for have work-family friendly b
benefits? If so, which benefits do you use and how do these help you in balancing your
work with your personal life?










Income

We ask about income because how much people make can affect their ability to
balance work and family lives.

What is your annual salary?

1 below 2,6 Lakhs 2 2,6-4,2 Lakhs
3 4,2-6,7 Lakhs 4 6,7-12,4 Lakhs
5 above 12,4 Lakhs
Age
1 under 20 2 20-24
3 25-29 4 30-34
5 35-39 6 40-44
7 45-49 8 50 or over
Amount of quality time spent with family and children
a) Per day ________


b) Per week______
2)Are you taking family for a weekend picnic? Yes No
If yes, How many times a month______________________

Thank you for your time and willingness to cooperate in our research!






\