You are on page 1of 108




Under the guidance of
(Reg.No. MBAGJ0042)

Submitted by:
(ROLL NO: 1308002772)

In partial Fulfilment for the Award of the Degree


SUMEET KUMAR SINHA hereby declare that the report
for spring internship project entitled
“WORK LIFE BALANCE” is a result of my own work
and indebtedness other work publication, references, if
any, have been duly acknowledged.

Place: Vadodara

Date: 25/08/2015

“Internship programme” is recognized for the betterment and
up gradation of the students and to get practical exposure. This
is a 9 weeks training program where the students are required
to work in a company.

I did research work on Work Life Balance where I came to
know about the research procedure practically. During the
research I faced many challenges and learnt how to face them.
That eventually helped me to understand the importance of
theories in a real corporate world.

For the research I used the questionnaire method for data
collection filled up by the different department employees.

knowledge. JIGNESH PATEL (CEO of Marconis Institute. I sincerely thank to Mr. TEJAS PAREKH who helped me during my training. ideas for self as well as the organisation which helped me in my practical experience in the company. thinking. DIPAK SHUKLA (Asst. SUDHIR SETHI (Asst. ACKNOWLEDGEMENT There are few persons who helped me in making this research possible. Vadodara) for the support and encouragement. I would like to thank with respect to MR. Vice President – HR) and MR. . Under them I have done my research project. Manager – HR) of INOX INDIA LTD. I take this opportunity to express my endless gratitude towards My Faculty Guide MR.During the interaction I got to know about employee’s perception. I would like to thank all employees of the company for their co-operation guidance and support for my project.

TABLE OF CONTENTS LIST OF TABLE PART 1 – COMPANY PROFILE COMPANY PROFILE INFRASTRUCTURE STRENGTHS CERTIFICATIONS CLIENTELE VISION AND MISSION VISION. Finally. 1 7 8 9 10 11 12 15 21 22 25 27 28 30 31 32 . I am indebted to my dear parents and siblings for their love. support and motivation that helped me to excel.I would like to thank all the respondents who gave me their valuable time for filling up the questionnaires as well as thank those colleagues who supported me for the research completed. MISSION AND VALUES HISTORY OF INOX INDIA LTD GROUP COMPANIES BUSINESS AREA MANUFACTURING FACILITIES STP & SWOT ANALYSIS PART 2 – STUDY ON WORK LIFE BALANCE INTRODUCTION OF WORK LIFE BALANCE DEFINITION OF WORK LIFE BALANCE WHY IS THERE A NEED FOR WORK-LIFE BALANCE AND FLEXIBLE WORKING? WHAT ARE THE DIFFERENT KINDS OF FLEXIBLE WORKING? PAGE NO.




INOX India has grown to become a market leader in the highly challenging field of vacuum insulated cryogenic equipment in India and across the world. a world leader in large cryogenic transport tanks. is a globally acclaimed company offering comprehensive solutions in cryogenic storage. INOX India has created a wide-ranging Portfolio of materials and engineering intellectual property that include:         Cryogenic standard products Cryogenic engineered tanks & systems Large ASU SVD projects Cryogenic scientific projects Cry biological products LNG Turnkey Solutions Disposable Cylinders Other Products for OEMS . vaporization and distribution engineering. a part of US$ 2 billion capital INOX group of companies. INOX India has become the second largest player in this business across the world. and mobile LIN storage units. oil and gas field pumping units. Page No.INOX India limited. Since inception in 1992. INOX India recently picked up majority stake in Cryogenic Vessel alternatives (USA). 1 CRYOGENIC PRODUCTS AND PROJECTS Headquartered in Vadodara. With this acquisition.




5 INOX India is an internally approved and widely renowned supplier of engineered cryogenic systems providing total solutions in turnkey projects. manufacture. . We specialize in turnkey projects involving design engineering. vaporization and distribution systems on turnkey basis. and supply and commissioning of storage.Page No.

Our modern plants manufacture standard and custom designed cryogenic tanks and other products to International specifications meeting global quality and testing standards. Operational since 2007 and strategically .500m2 located at Kalol.Page No. 6 INFRASTRUCTURE INOX India Limited is equipped with two ultra modern facilities spread over 78151m2 and covered area of 25. near Vadodara and Kandla – a port located at Gandhidham (Gujarat).

Page No. . 7 STRENGTHS INOX India’s strengths lie in shop fabrication of critical components. professional project management and efficient supervision of site construction. With the strong backbone of employee resources in engineering. INOX India’s Kandla plant is a major boost to our production capacity and has opened new avenues to reach the global markets. project management.connected with major sea ports.

8 CERTIFICATIONS To reiterate its commitment of manufacturing high quality cryogenic products and systems. INOX India delivers projects with total customer satisfaction in stipulated time. The shed is completely self-reliant and is equipped with sufficient storage facility for raw materials. DOT 39 and OHSAS 18001. Plate rolling. TPED. INOXCVAIndia has established a new manufacturing facility at Kalol. The workshop also has a designated Painting Booth for painting the outer surface of the trailer. Auto welding machine. Page No. A highly skilled team of engineers will test the trailers on all parameters in the In-house testing facility of the shed. such as ISO 9001:2008. ADM. HPO. Helium leak detection and vacuuming have been installed at this workshop. . NEW TRANSPORT TANK SHED OF INOXCVA AT KALOL INAUGURATED To meet the rising demand of its Transport Tanks.manufacturing and other key functions. CE. designed to manufacture tanks as per serial production philosophy. 2012. ASME (U Stamp). which was inaugurated on 27th Sept. This capacity addition has provided INOXCVA a competitive edge and an ability to supply quality products to its clientele. semi-finished and finished products. Sophisticated machinery such as CNC Plasma. INOX India acquired standard global approvals and certification. PED.

distribution tanks. and flat bottom tanks. 9 CLIENTELE The Company with a penchant to perfection. INOX India is a reputed supplier to leading International Gas Companies worldwide like air Liquide.COMPANY CERTIFICATES:         Bureau of India Standards Certificates ISO 9001-2008 Certificates NSF Certificates BS OHSAS Dun & Bradstreet KGSC Certificates National Board of Boiler & Pressure Vessel Inspectors NSW Certificates ADG Certificates Page No. commitment to excellence and meeting world class standards has developed full range of cryogenic liquid storage tanks. .

Messer. INOX India is also proud to engineer cryogenic turnkey systems for advanced applications in Space Satellite Launch Pads and low temperature research for ISRO (Indian Space Research Organization).air Products. Taiyo Nippon Sanso. 10 VISION ANS MISSION . BOC. Praxair to name a few. Linde. Page No.

Mission We seek to establish ourselves as a leading provider of integrated wind energy solutions in India and to expand to markets globally. 11 VISION. MISSION AND VALUES . We endeavour to align ourselves with the needs and values of all our stakeholders and we aim to achieve this by:  Expanding and improving our existing manufacturing facilities  Increasing our inventory of quality project sites  Improving the cost-efficiency of generating power from wind energy while maintaining high quality standards and project execution capabilities  Continuing to consolidate our position in the Indian market and grow outside India Page No.Vision To be amongst the leading renewable energy companies globally through technological and operational excellence.

exceeding customer & stakeholder expectations. Page No. MISSION Our mission is to reach the acme of perfection by updating our technology and expertise in our concerned arena rendering maximum satisfaction to our clients. 12 .VISION To be the world's best integrated cryogenic solutions enterprise with leadership position across the products and markets. develop and implement leading edge technologies and draw on both to deliver effective world-class solutions to our customers. To achieve this we will use all our energies.

we abide by all the essential policies.We ascertain our clients to offer them superior quality products by continuously maintaining the high quality levels with the implementation of stringent checks on regular basis. Page No. INTEGRITY:As we grow as a company. ensuring that all our actions are directed to meet larger dreams and visions. and anticipate market needs responding quickly to changes in customer requirements. Persistent Innovation & Professional Excellence. VALUES INOX India stands on the strong pillars of Consistent Quality. CUSTOMER SATISFACTION:We will remain attuned to market needs. wherever possible. We will be completely focused on quality and maintain delivery commitments and ensure that the new products and processes go beyond customer satisfaction. 13 . realizing its ideas and accomplishing all goals.

Page No. 14 . determination and perseverance. Respect and honor is an unbreakable contract that drives us to hold each other and ourselves at the highest esteem. Passion permeates everything we do and drives us to thrive individually and as a company. FAMILY SPIRIT:We are more than just a team – we are a family. both inside and outside of our company.PASSIONATE & DETERMINED:We value passion.

Vadodara Gujarat 2000: Receive ASME “U” stamp pressure vessel certification 2001: Inox India offers custom built engineering packages for EPC and PMS Companies With the launch of Portacryo. 15 . Inox India offers wide range of Micro Bulk distribution systems Page No.HISTORY OF INOX INDIA LTD 1993: Inox India Limited set to manufacture cryogenic vessels 1994: Inox India obtains ISO 9001 Certification 1996: Liquid Nitrogen containers launched with super-insulation technology 1998: Expansion in shop facilities to build large tanks Vacuum jacket piping (SIP) launched 1999: Inox India built the largest 300m3 tanks Inox shifts to a new office acquired in ABS Towers.

Cryostar sign up distribution of their range of cryogenic pumps and hydrocarbon turbines Inox-Johnsen Ultravac sign-up for distributing the range of High & Ultra High vacuum equipment 2004: Disposable refrigeration Cylinder manufacturing division obtains DOT 39 certification from Department of Transport.2002: Proud to be a one-shop-stop for all cryogenic equipments and system packages needs 2003: Inox India awarded prestigious Export House status by Director General of Foreign Trade Inox. supply and commission Cryo Propellant Storage and Servicing system along with Gas Storage and Servicing facility for Space Research 2006: Inox India forms JV with Prometheus Energy USA for LNG business Field erected Flat Bottom tanks supplied by Inox. manufacture. 2005: Inox successfully demonstrate its capability to design. USA 2004: HPO approval with cold stretching of equipment from TUV – SUD GERMANY. completed the SVD system for large ASU projects 2007: Inox India launches range of IM07 Cryogenic tank containers OHSAS approval received from BUREAUS VERITAS Successful development & installation of LN2/GN2 Storage & Vaporization systems for satellite simulation and test systems Page No. 16 .

USA and Red Deer in Canada and Joint Venture at Herbei at Beijing. based out of Houston. 2010) 2011: INOXCVA Inaugurates Micro Bulk tank facility at Kandla INOXCVA Successful completion of Design & manufacture of Prototype Cryoline (PTCL) INOXCVA. Amongst the first in IG industry In-house facility established to produce ‘Dish heads’ for tanks. at USA. Texas. 17 . near all-weather ports (Kandla & Mundra) 2008: ASME cold stretched vessel developed for Cryo application. (USA) Page No.000 Gallons biggest horizontal tank of INOX supplied from Kandla 2009: Acquisition of CVA Inc. China 2010: Indigenous development of 15 M3 LIN shielded Liquid Hydrogen Tank for ISRO LNG project for General Motors is commissioned by Inox India. Texas. manufacturers to have this capability Dedicated service shop established for repair & rehabilitation of cryogenic tanks for customers 106. expands its manufacturing facilities at Ameriport. Amongst the few. (23rd December.Capacity expansion in existing Kalol units and a new bay dedicated for Transport tanks “Group breaking” for new unit in SEZ Kandla on the west cost of Gujarat.

00mm and circumference control of + 3 to 5mm and the ability to manufacture a wide range of sizes (600 to 5000mm diameter). shapes (ellipsoidal. engineering. fabrication. Kalol expands its facility for augmenting its Semi-Trailer production capacity – new shed commissioned Standard Chartered Private Equity invests $45M in INOXCVA INOXCVA.S. 18 . Texas Inox India's continued contribution in India's Satellite Launch Vehicle Programme: Design. Brazil INOXCVA. deep torispherical. supply. shallow / flat & standard torispherical) & Page No.thickness reduction of not more than 1. supply & commissioning of Gaseous Nitrogen (GN2) system for Acoustic Test Facility in Space Research applications INOXCVA expands & develops self-sufficiency within house manufacture of dishends: 250 ton press with auto manipulator .2012: Construction of new cryogenic equipment manufacturing facility begins at Sao Paulo. erection and commissioning of Cryo Valve units & Super Insulated piping First GoLNG system commissioned in the state of Rajasthan: ‘small scale end-to-end solutions’ is born Commissioned GoLNG system for captive power generation at Maharashtra Development. U. completes Phase 2 expansion of Ameriport facility in Baytown.

Materials (stainless steel, carbon steel, alloy steel others)
KAIZEN principles implemented, INOXCVA gains
INOXCVA invests in top management training on global
platform in various aspects of leadership, ownership,
customer satisfaction and TQM.
2013: INOXCVA expands capacity for transport tanks with the
inauguration of a dedicated shop for Semi- Trailers.
Latest plasma and TIG welding equipment installed
deliver high levels of consistent quality and productivity.
INOXCVA diversifies and ventures into the Food and
Beverage industry with the development and satisfactory
supplies of Beverage kegs to USA.
INOXCV invests in technology, research and
development for road transportation equipment and
applications for Space.
INOXCVA introduces highest capacity lowest weight 20
feet IMO7 tank container with the maximum holding time.
Largest cryogenic factory built storage tank for LNG
installed in India.
INOXCVA develops and supplies PI marked TPED micro
bulk units for Europe
INOXCVA delivers CO2 service Semi-Trailers with the
Australian design code and certification
INOXCVA enters the European market with the launch of
XE Series tanks, designed and certified for European
Page No. 19

Industrial Gas industry
Open Days for ‘Xe Series - tank viewing’ held in Nov-Dec
2013 attract customer interest and appreciation.
INOXCVA strengthens their presence in Europe with the
establishment of “INOXCVA Europe B.V” at Alblasserdam
in Netherlands and appointment of Sales in Charge for
Europe and technical support group training in servicing
and rehabilitation of cryogenic tanks.
INOXCVA successfully develops Super Insulated
Pipelines and Catch Tanks for LH2 and LOX at Scientific
Research Institutes in India as our contribution to the
development of indigenous cryogenic rocket engines.
2014: After an overwhelming response for the previous Open
Day for Xe Series tank viewing, 3rd Open Day was held
in Jan 2014.
INOXCVA develops fully tested and certified Offshore
Skid Tanks for Oil-field Services
INOXCVA delivers LNG storage and re-gasification
system packages at Chile

Page No. 20


INOX India is a part of INOX Group of Companies; a premier
business conglomerate in India Since its inception, the group
has consistently expanded its business operations in Industrial
Gases, Refrigerants, Chemicals, Cryogenic Engineering,
Renewable Energy and Entertainment. In a short span, INOX is
now one of India’s most respected and fastest growing
business groups.

Page No. 21

engineering. building it to a size of dominant market leadership in that segment and attaining profit leadership position through cuttingedge efficiency in operations. With a dynamic management group.INOX Group stands for consistent quality. Adhering to these values. INOX has continually diversified its business into leadership position in chemical.  KALOL PLANT Page No. more than 75 business units across the country and vast distribution network spread over 100 countries. environment friendly power generation and entertainment services (multiplexes).early identification of a winning business idea. persistent innovation and professional excellence. BUSINESS AREAS INOX group has over 8000 employees. 22 . Each INOX Group company is characterized by three distinct characteristics . INOX India and other INOX Group Companies are a part of family. around the globe. the company is surging ahead with single-minded commitment of attaining leadership position through cutting-edge efficiency in operations. owned businesses. each company is managed by a Group of professional people having rich industry experience and flair to conduct business operations in the most streamlined and profitable manner.

LN2 Dewars. the latest generation standard customer station tanks. This is one of the most integrated manufacturing facilities plant in the Indian Cryogenic Industry. this plant is manned by more than 280 engineers. technicians and support staff. micro bulk storage units.000 m2. all types of transport tanks. disposable cylinders and customized equipment. pressure regulating & control skids. near Vadodara. CO2 based dry cleaning machines. Kalol plant manufactures perlite & super-insulated cryogenic containers & tanks. Self reliant with ‘dish’ head spinning machine shop provides high quality dished ends for inner & outer vessels.000 m2 workshop areas. 23 . Kalol works is accredited with ASME “U” stamp and has all approvals & certification required for cryogenic product manufacturing.INOX India established this state-of-the-art production facility in 1992 at Kalol. Vaporisers. Spread over 30. Cryogenic tank repair & rehab facility offers long term support to our valued customers. large bulk storage tanks. and 19.  KANDLA PLANT Page No. in Gujarat. This innovatively laid out plant manufactures a wide range standard and custom designed cryogenic tanks and other products meeting global quality & international testing standards.

it houses best in class industrial architecture combined with the latest manufacturing technologies that is also ecologically sensitive as reflected in the selection of machinery and processes. Laid out with an eye for the future. Gujarat. flat bottom tanks. The plant manufactures standard customer station tanks. Kandla work is accredited with ASME “U” stamp and all approvals & certification required for cryogenic product manufacturing. To name a few: Three axis seam tracking devices on column and boom welding machines ensure precision during automatic welding  In house X-ray and Gamma ray facility  Special purpose equipments for perfect insulation  Pre-pinching with digital readout system provides accuracy in large width plate rolling machine  High pressure water jet cleaning system for thorough cleaning required in oxygen duty  Helium Leak detection for absolute vacuum tightness  Two stage vacuum pumping system for better ultimate vacuum Page No.Operational since 2007 with a strategic advantage of location.000 m2 total area. 24 . Spread over 39. INOX India’s new Kandla plant is a major boost to our production capacity. large bulk storage tanks. the plant is an imposing addition to the industrial skyline of Kandla. allowing us to enter newer markets. This plant is located in a Special Economic Zone (SEZ) at Kutch. and manned by more than 50 engineers and support staff. water bath Vaporisers. pressure regulating & control skids and specially engineered equipment. near to major sea-ports.

Rotor Blades Inox Wind’s rotor blade manufacturing facility is located in the state of Gujarat adjacent to a highway to facilitate easier handling of rotors during transportation to project sites and sea Page No. Nacelle and Hub Inox Wind manufacture nacelles and hubs at plant located in the Una district of Himachal Pradesh. The plant has both grid and captive power supply with a view to ensure uninterrupted production. reliability and cost competitiveness. tower.MANUFACTURING FACILITIES Inox Wind is a fully integrated (blade. Our nacelles and hubs undergo more than 100 quality checks during different stages of production to identify any potential defects. The plant is located on a 17 acre land area. most advanced technology. 25 . Inox Wind manufactures the key components to ensure high quality. nacelle & hub) player in the wind energy market with state-of-the-art manufacturing plants at Rohika near Ahmedabad (Gujarat) for blades & tubular towers and at Una (Himachal Pradesh) for hubs & nacelles.

sawing. Page No. This plant is located in a 30 acre land area in Rohika. We have imported critical infusion machines. resin mixers. We manufacture towers of 78 meters and 80 meters in height.ports. in machinery and equipment. 26 . including blade moulds. resin Ahmedabad district of Gujarat. We also have our own test bench facility to test the performance of our rotor blade sets. with a view to ensuring high quality output. Due to the importance of the rolling process in the production of towers. drilling and cutting machine and vacuum equipment. Tower Plant Our tower plant is housed in the common complex along with the rotor blade plant. we use high precision rolling mills imported from Italy. which we believe makes us one of the very few WTG manufacturers in India with their own test bench facility.

STP Segment Film exhibition customers Target Group Metros and Tier 1 Semi-urban areas Positioning Experience lifestyle SWOT Analysis 1. Top of the mind brand recall and excellent customer services offered Weakness 1. One of the highest market share. English and regional movies Strength 5. Tying alliances for 100% Digitization 2. Increasing competition means market share and margins are limited 1. State of the art facilities in terms of modern projection and acoustic systems. construct and operate the prestigious multiplex in Goa that hosts the International Film Festival of India. Controls the largest multiplex screen capacity in India with over60 properties. Market capitalization in India 3. high levels of hygiene. nearly 250 screens spread across Indian cities 2. varied theatre food. More international tie-ups and special screenings to tap customers . 4. stadium styled high back seating with cup holder arm-rests. interiors of international standards. INOX was also chosen post a nationwide tender to design. a selection of Hindi. Low presence in Tier-2 towns and also margins affected by piracy 2. Focus on rising Tier-2 towns Opportunity 3.

27 PART 2:.STUDY OF WORK LIFE BALANCE . Rising real estate prices 2. Early release of films on TV Threats 4. V-O-D and DTH services expanding 3.1. Increasing online piracy affects business Page No.

work-life balance has become an increasingly pervasive concern to employers and employees of between work and his or her lifestyle. performance and job satisfaction. Most research studies have shown that when there are happy homes. work places automatically become conflict free and enjoyable places to be. health. Increasing attrition rates and increasing demand for work-life balance have forced organisations to look beyond run of the mill Human . is greatly linked with employee productivity.INTRODUCTION OF WORK LIFE BALANCE Today. employees tend to put in their best efforts at work. social life.. because their family is happy. family etc. Where there is proper balance between work and life.

Originally. Work‐Life Balance . work-life balance is a two prong approach. Throughout the years. work still is a necessity but it should be a source of personal satisfaction as well. initiatives such as flexible working hours. The other prong of work-life balance. the role of “work” has evolved and the composition of the workforce has changed. we need to define what work-life balance is. alternative work arrangements. relates to what individuals do for themselves. Many people think of work-life balance only in the framework of what the company does for the individual. As a result. leave policies and benefits in lieu of family care responsibilities and employee assistance programmes have become a significant part of most of the company benefit programmes and compensation packages.Resources interventions. 28 Before we can answer this question. The role of work has changed throughout the world due to economic conditions and social demands. which many individuals overlook. However. work was a matter of necessity and survival. Today. One of the vehicles to help provide attainment of personal and professional goals is work-life benefits and programs. Are work-life balance programs in existence as a result of a social responsibility to employees or to provide a competitive advantage to employers? Page No.

Work-Life Balance does not mean an equal balance. often . Life is and should be more fluid than that. Your best individual work-life balance will vary over time.Page No. 29 DEFINITION OF WORK LIFE BALANCE Let's first define what work-life balance is not. Trying to schedule an equal number of hours for each of your various work and personal activities is usually unrewarding and unrealistic.

The right balance for you when you are single will be different when you marry. A comfortable state of equilibrium achieved between an employee’s primary priorities of their employment position and Page No. when you start a new career versus when you are nearing retirement. Furthermore. 30 their private lifestyle. or if you have children. WHY IS THERE A NEED FOR WORK-LIFE BALANCE AND FLEXIBLE WORKING? .on a daily basis. According to Jim Bird. There is no perfect. balance you should be striving for. Achievement and enjoyment at work is a critical part of anyone’s work-life balance. The right balance for you today will probably be different for you tomorrow. “Work-life balance is meaningful achievement and enjoyment in everyday life. one-size fits all.” The primary way companies can help facilitate work-life balance for their employees are through work-life programs and training. achievement and enjoyment in the other three quadrants of one’s life is critical as well. Most psychologists would agree that the demands of an employee’s career should not overwhelm the individual’s ability to enjoy a satisfying personal life outside of the business environment. The best work-life balance is different for each of us because we all have different priorities and different lives.

Innovation and Skills) published in 2006. Employees who work flexibly often have a greater sense of responsibility. . week or year. An employee may feel more able to focus on their work and to develop their career. Page No. Flexible working can describe the place we work – such as home working – or the kind of contract we are on – such as a temporary contract.The hours and times people work have always been subject to change but the pace of this change is now more rapid than ever because:  Customers expect to have goods and services available outside traditional working hours  Organisations want to match their business needs with the way their employees work  Individuals want to achieve a better balance between work and home life. (now the Department for Business. If a manager helps an employee to balance their work and home life this can be rewarded by increased loyalty and commitment. A survey from the Department of Trade and Industry. ownership and control of their working life. showed that four out of every five flexible working requests were either fully or partly accepted. Employers are responding positively to employee requests to work more flexibly. 31 WHAT ARE THE DIFFERENT KINDS OF FLEXIBLE WORKING? There are many different forms of flexible working that cover the way our working hours are organised during the day.

Page No. 32 Flexitime: .FLEXIBLE WORKING HOURS Flexible working hours include:  Part-time work  Flexitime  Overtime. it may take longer to recruit two part-timers than one full timer to cover the same hours of work.Flexitime allows employees to choose. For example. when to begin and end work. at the beginning or end of each day. within set limits. . The employment of part-time workers may lead to higher training. The advantages and disadvantages:Machinery and other equipment can be used more efficiently if part-time workers cover lunch breaks and operate twilight shifts. Part-time work: . Providing a continuous level of service may also be more difficult. Employee levels can also be increased during times of peak activity and the hours of operating extended by using part-time workers in the evening or at weekends. Employees are required to work during core times and must work an agreed number of hours during a settlement or accounting period (typically four weeks). Outside the core times. administrative and recruitment costs.Part-time is when employees are contracted to work for anything less than the normal basic full-time hours. are flexible bands when employees may choose whether to be at work.

Page No. even with premium payments. On the debit side. and extra heating and lighting. Providing paid overtime. Employees can become fatigued when working excessive overtime. flexitime can result in increased administration costs. The advantages and disadvantages of overtime:Overtime can provide flexibility for employers to meet fluctuations in demand. Flexitime can also improve the provision of equal opportunities to staff unable to work standard hours. These may include the costs of keeping records. is often less costly for employers than recruiting and training extra staff or buying extra capital equipment. flexitime can aid the recruitment and retention of staff. Overtime: -Hourly paid workers are more likely to have a recognised system of paid overtime than salaried staff. . Providing adequate supervision throughout the bandwidth may also be difficult.The advantages and disadvantages:For employers. This can result in high absence levels and unsafe working practices. 33 FLEXIBLE WORKING WEEKS Flexible working weeks include:  Job sharing  Compressed hours. bottlenecks in production and labour shortages without the need to recruit extra staff.

Shift workers normally work in crews. Through starting early and/or finishing late. OTHER WAYS OF INCREASING FLEXIBILITY These include:  Shift work  Annual hours  Term-time working. Shift work: . Compressed working weeks: .Compressed working weeks involve the relocation of time worked into fewer and longer blocks during the week. and night shifts. Job sharers may work split days.Job sharing: . which are groups Page No. They share the pay and benefits in proportion to the hours each works. In some shift systems. This does not necessarily involve a reduction in total hours worked or any extension in individual choice over which hours are worked.Shift work is a pattern of works in which one employee replaces another on the same job within a 24-hour period. or alternate weeks. 34 of workers who make up a separate shift team. split weeks. employees can build up additional hours which they take as a day or half-day away from work. each crew will regularly change its hours of work and rotate morning. .Job sharing is a form of part-time working where two (or occasionally more) people share the responsibility for a full-time job. afternoon.

Under an annual hours system the period within which full-time employees must work is defined over a whole year. Page No. the annual hours an employee is contracted to work are split into:  Set shifts which cover the majority of the year  Unallocated shifts which the employee can be asked to work at short notice. Term-time working: .Term-time working gives employees the opportunity to reduce their hours or take time off during school holidays. Typically. 35 TEN ESSENTIAL MANAGEMENT ACTIONS FOR CREATING WORK LIFE BALANCE .Annual hours: .

3. a lack of access to suitable childcare arrangements. time off or leave arrangements. Positive “Work life Balance” thinking – Treating staff as adults who are balancing their work commitments with their family/personal responsibilities.1. Factors shown to impact the most upon staff trying to balance work and life include required hours of work. 36 4. a lack of flexibility in being able to alter their working hours. and undue stresses and tensions in the workplace which make working life more difficult and/or even unpleasant. . Awareness of entitlements . The importance of modelling best practice work life balance “from the top” cannot be underestimated. Page No. and who provides flexiblebilities. 2. and what assistance and services are available to them directly or by referral. and being positive about making changes to create a more flexible workplace in all aspects of employee relations.Increase awareness of employees’ entitlements to access flexible working arrangements.” which is incorporated into core values statements and corporate plans. “Work Life Balance” employer . who recognises that they will have family and personal responsibilities. which enables all employees to balance work and family/personal responsibilities. and supported by policy guidelines outlining what that means for everyone in the workplace.WA Health be promoted as an employer who respects and cares about its employees. “Work Life Balance” policy – Have a clear policy statement which announces that the “WA Health is committed to providing a flexible responsive workplace.

5. rosters and leave arrangements to accommodate their family and personal responsibilities. Willingness to pilot or trial initiatives – All managers and supervisors to demonstrate commitment to creating a flexible workplace that supports work life balance by considering employees’ needs and requests. and suitability of current working arrangements. and how to manage a more flexible workforce. Managers to be made accountable for decisions to refuse employees’ requests for more flexible working arrangements. . Page No. 8. “Work Life Balance” survey – Conduct a survey to identify staff needs in balancing work and family/ personal life responsibilities. the benefits of creating work life balance. Management Training – Training and development programs for managers should include human resource management skills. Management accountability – Managers to be responsible and accountable for implementing work life balance arrangements. Incorporate results into the human resource management plan and staff work planning arrangements. managers and other senior staff. 7. and will ensure flexible working hour’s schedules. reducing staff turnover rates and increasing retention rates in their work area. and be willing to pilot or trial new initiatives and implement more flexible working arrangements. Implement flexible work practices – This will provide greater flexibility to all employees. 37 9. without detriment or penalty. 6. including supervisors. current awareness of flexible work options.

38 TEN MOST ESSENTIAL “WORK LIFE BALANCE” RETENTION AND ATTRACTION STRATEGIES . Page No. alternative working arrangements should be offered to assist employees remain with a better work life balance. Where possible. This data to be collated analysed and reported to senior management. to be conducted prior to the employee leaving. Pre-exit interviews – Pre-exit interviews that include questions such as whether difficulties in balancing work and family/personal responsibilities were a contributing factor to the employee leaving.10.

3. hospitals. Part time work .Improving access to childcare with onsite childcare facilities and giving shift workers. Reasonable working hours . including leave for school holidays through purchased leave arrangements and extended leave without pay to provide full time care to family members. . Job mobility .Providing increased mobility for employees to transfer between wards. Access to childcare . 6.1.Reducing excessively long working hours and double shifts. 39 health services to find more suitable working arrangements that will assist them to better balance their current work and family/personal responsibilities.Providing greater flexibility in leave arrangements to suit employees’ personal circumstances. 5.Providing more part time jobs with less hours or fewer shifts. regular fixed shifts. Flexible working hours . or job sharing arrangements to all employees. including shift workers. who need access to childcare facilities.Allowing employees to request and take leave in single days and accrued hours as time off in lieu of payment. Flexible leave arrangements . 2.Providing more flexible and consultative roistering arrangements and working hours to all employees. Leave in single days . 7. work areas and Page No. 4.

Introducing pools of permanent flexible part time or casual employees. 10. Telephone access -Ensuring all employees are able to receive urgent telephone calls or messages from family members at work and have access to a telephone to remain contactable with their family during working hours. Page No.8. in other occupations to cover leave and other absences. Casual work .Improving safety. 40 OBJECTIVES OF WORK LIFE BALANCE . 9. Safety and wellbeing . wellbeing and respect for all employees in the workplace. similar to Nurse West.

becoming an ‘employer of choice’  To find out the quality of work life of employees  To study the attitude of employees towards various welfare measures provided in the unit under study  To find out employee problems and offer suitable suggestions on the basis of the findings  To know the real situation of the employees  To collect employees opinion about this matter Page No. 41 BENEFITS OF WORK LIFE BALANCE . with associated cost savings  Reduced absenteeism and sick level usage  A reduction in worker stress and improvements in employee satisfaction and loyalty  Greater flexibility for business operating hours  Improved productivity  Create corporate image.Improve employee-employers relationship  Improve recruitment and retention rates.

Some things employees may want:  a good quality of life  an enjoyable work life with career progression  training and development  good health  affordable childcare or eldercare  further education  more money  time to travel  time with friends and family .BENEFITS FOR INDIVIDUAL:- Employees in companies already implementing work-life balance practices enjoy significant benefits such as:  Being able to effectively manage multiple responsibilities at home.  Being part of a supportive workplace that values and trusts staff. work and in the community without guilt or regret.  Being able to work in flexible ways so that earning an income and managing family/other commitments become easier.

gain access to a wider recruitment pool. Employers who can offer work-life balance and flexible work options are likely to have the competitive edge. 42 BENEFITS FOR OUR ORGANISATION:- Good work-life balance policies and practices are good for business. and are more likely to hold onto existing staff. . Some of the benefits for you and your staff are:     Getting and keeping the right staff Getting the best from staff Being an ‘employer of choice’ and future proofing Improving productivity Getting and keeping the right staff:- Finding and keeping good staff can be difficult especially in a tight labour market. As a result of the flexible working arrangements and other work-life balance initiatives. time to do sports and hobbies  time to do voluntary work Page No. Harrison Grierson has increased retention of graduates and women returning from parental leave.

Helping employees achieve work-life balance is integral to their general health and wellbeing. Staffs are a vital business resource. Page No. so it makes sound business sense to develop and protect this resource. Employees who are positive about their workplace help to foster a positive attitude in the wider community. training and absenteeism will reduce and employees will be more engaged motivated and committed. and low output. Costs associated with recruitment. 43 Being an ‘employer of choice’ and future proofing:- Being an ‘employer of choice’ can give you the competitive edge for attracting talent. more flexible and more responsive to the business and customers’ needs. .Getting the best from staff:- Poor work-life balance can lead to stress and absenteeism. Increasingly businesses are adopting practices that make a positive difference for the environment and society. Improving productivity:- Getting and keeping the right staff and getting the best from them will help to increase productivity. increasing their work satisfaction and motivation. They are likely to be more committed.

SMART goals make it easier to achieve success because you know that success is within reach. 44 SMART GOALS SMART Goals: Goals cannot be achieved if they are impossible. Measurable: Measurable goals let you know when you are successful. .Page No. Aspects of SMART goals: Specific: Goals must be specific. need to be attainable. For example. lose 5 pounds is measurable. An example of a specific goal is: workout 30 minutes a day. particularly short‐term goals. Attainable: All goals. promoting three times in six months is not attainable. For example.

that needs of the organisation and its employees’ is the per-established boundaries of thought within which such appropriateness will be determined. These points also clearly evidence the conflation of divergent interests into a seamless and spurious unity. as it impinges upon operations. Page No. and the management of the organisation will likely be the final arbiter of what counts as ‘effective’ in this regard as much as any other. A goal to find a mentor is not relevant to someone who is established in his or her field.  The rationale of developing ‘appropriate policies and practical responses’ tends to suggest that some background notions of appropriateness and fit with basic trajectory already been developed. “Effective Practices” that will mutually benefit the organisation and the employee are not so easily arrived at. Timely: Goals require specific timeframes. . There is an element of tautology in this. The very language of ‘the organisation and its employees’. 45 PROBLEM STATEMENT OF WORK LIFE BALANCE  There is a conflation of interests between the organisation and the individual worker that hides the reality of divergent interest.Relevant: Goals must be relevant to the situation. lose 5 pounds this month is both measurable and timely. For example.

demonstrate this. required more recognition of people's family and personal lives. The second. Situation Lafarge's operations have the urgent demands and stresses of the deadline driven construction business. the desire of Lafarge to grow as an employer of choice everywhere it operates. When Pete Turco took over as head of HR in the Midwest he became aware of the work-life balance concerns of its managers and employees. One was to address the constant demand on every individual to do more with less on the job.that is the employees that already belong to the prior unity of the organisation. 46 CASE STUDY LAFARGE GETS MORE DONE WITH LESS THROUGH TRAINING A world leader in building materials takes the next step in Work and Life Training. There were two key needs. Page No. After Pete made the rest of the executive team aware of the bottom line value of better .

WLB's 5 Steps to Better Time Management program fit that dual purpose. while still getting immediate and ongoing impact in multiple ways. Pete states. "We've recognized the importance. the Business Unit (BU) president came to Pete. work and life-learning objective. "Specific skills people could and would use in their everyday lives." The availability of not only live training. Lafarge delivered these time management skills with a blended learning approach: live sessions followed by web-based .com had the best tools…and that's what we were looking for". a member of his staff did the research and presented Pete with several options. "It became very clear that WorkLifeBalance. When Pete took over responsibilities for the US East Business Unit (BU).managing these challenges. other regions expressed interest. but also web-based and the monthly Page No." Results As word of the program spread. he expanded the impact of the training. There was interest from sales management in improving everyone's time management skills for their job and for their life. and said. Now give us some tools to do something about it. 47 Newsletter proved to be a big plus. "We were able to introduce the program in a relatively low key manner on the web." Progress Given these objectives.

It has become a common language we continue to use to get things Page No. People come with baggage. Despite beginning a cost cutting campaign. had a four letter response: "ASAP"." Pete recommended internal trainer certification as a way to expand the program for the rest of sales. says Mike Kanlic. meaning family-friends-self desires and demands. "And the individual feedback was even more impressive than the written". BU staff and manufacturing. All of the senior BU team attended the training. 48 done. it is very easy to support. "The ongoing blended learning makes the skill set stick. 100% recommended expanding the program within Lafarge. More efficiency in handling work issues individually. "They have become part of the fabric of how we do business."WLB's time management training gives managers and employees the skills they need to manage and balance it all." Advice Pete points out that organization hire people not employees. Turco says. "The results are so worthwhile. All written feedback rated the results as either Excellent or Outstanding. distribution. Lafarge now has five WLB certified internal trainers delivering 5 Steps to Better Time Management to all managers and employees in the US East A common language for the team to get things done faster. The results were impressive. Better abilities to handle and make the most of the . You hear and see the tools applied in every meeting". president of the BU. Lafarge sales manager. Joe Goss.

Pete says. which means more focus at work. 49 SUMMARY OF WORK LIFE BALANCE  The majority of employees were aware of the right to request flexible working. Awareness was also higher among those in managerial/ professional occupations." Page No. "is more achievement and enjoyment in all the areas of life. Everybody wins.  Part-time working was the most commonly available form of flexible working. with awareness being unsurprisingly more common among parents. with particularly low awareness among those in routine or manual occupations. . The result". followed by temporarily reduced hours and flexitime.personal sides of life.

those not in managerial roles and non-trade union members. the request was accepted and the outcome communicated face-toface. most commonly a change in when they work or a reduction in Page No. 50 hours.  The take-up of many forms of flexible working was often more common among women. In the majority of cases. parents and carers were most likely to have made a request.  Less than a quarter of employees had requested a change to their working arrangement in the last two years.  However. there was a proportion that had not done so due to reasons related to the business/employer. Those who had not requested a change to their working arrangement typically had not done so for personal reasons (such as being happy with their current arrangement). those with higher qualifications. those in the public sector and trade union members. Women. However. Flexitime. parents. reduced working hours and job-share were somewhat different in some respects such as being more likely among those in routine or manual occupations. which may be real or perceived. the patterns of take-up for part-time working. . working from home and part-time working were the forms of flexible working most commonly taken up by employees.


 This questioner should be a simple as possible and understood by all.RESEARCH DESIGN Steps followed in order to carry out the study are:  A research prepares the questioner which covers the reasons of problem statement. .

 Counselling the employees at their levels without affecting their work.  Study the levels of management and employees.  Timely completion of data sheet prepared.  Collecting data as per prepared questionnaire without affecting the work of the company using soft skill.  Various levels of management and employees should be given different type of questioner related to their job specification. This should not take much time of the employee and it should not contain irrelevant.  Prepare the organisation chart for collection of data.  Discuss the outcome with the management to the detail. 52  Skilled human relationship is must to take out the maximum output from the employees of various levels.  Plan the time schedule to meet the various persons in the industry. Page No.  So it is necessary to list out of various levels. .  Statistical technique may be adopted to analyze the data.  Analyze the data in a systematic way to raise the fruitful outcome.

Primary Sources – To fulfil the objective of the research it is necessary to get the response from the respondents. Page No. which act as primary sources of data.  The solutions should be such that those can be practically implemented and agreeable to management. .  Lastly finding. Primary sources focus group. conclusion and suggestion were formed. discussion and interview method and questionnaire method. 53 DATA SOURCES Sources of data:- 1.  A research was carried out for deeper understanding of the subject first. Draw the solutions for problem statements.

2. This data helps most for the completion of the study by providing full and direct information. DATA COLLECTION METHOD Process of the study a detailed analysis has been done on the responses given by them. Secondary Sources – Secondary sources of the data were books. . magazines and sites. journals and internet sits details of which is provided bibliography. Data collection method:The data collected to carry out the study involve two types of data.2. 54 1. Secondary Data – This secondary data has been collected from various sources such as books. Page No. Although the data collected or gathered from these sources neither participate directly in the analysis nor influence the outcomes. journals. Primary Data – The primary data has been collected from the employees. which needs some interpretation and analysis. to attain the objectives of the study.

the following tools can serve at its best. POPULATION . Structural Questionnaire: The questionnaire consists of a set of close-ended questions. 2. And those responses were noted. Personal Interview: The employees under consideration have been interviewed personally to get the desired responses by asking questions. DATA COLLECTION TOOLS To collect the above-mentioned primary data. This data forms a part of the report and facilitates to acquire pre-requisite knowledge regarding the study under consideration. which are orderly arranged to extract the best from employees. 55 1.This forms a basis for an effective approach in making a report of what has been studied. In this study we make use of the questionnaire. Page No. for collecting the responses of workmen level and staff level separately.

Page No. 56 SAMPLING FRAME The human resource department consisting 9 employees from Vadodara office was the sampling frame. A total of 30 quantitative questions (closed ended) and (open ended) .All the employees of the organisation. SAMPLING METHOD Convenience sampling method was adopted for the researcher. DATA COLLECTION INSTRUMENT Data collection through questionnaire.

57 PART 4:.DATA ANALYSIS AND INTERPRETATION . Page No.INSTRUMENT FORMULATION In order to conduct a study questionnaire was made keeping in mind.

OF RESPONDENTS 10 20 30 40 100 PERCENTAGE (%) 10 20 30 40 100 .AGE ANALYSIS:  What is average age of a person working in an organisation? Table – 1 Table showing the age of the respondents AGE Below-25 25-35 35-45 45-above TOTAL NO.

further 20 respondents fall under the 25-35 age group and lastly only 10 respondents fall under below 25 age group. while the age group of 35-45 consist 30 respondents. From above chart. it can be noted that age group of 45 & above consist of majority of 40 respondents. Page No.AGE OF RESPONDENT 45 40 35 30 25 NO OF RESPONDENT 20 40 15 30 10 5 0 20 10 BELOW-25 25-35 35-45 Above-45 AGE INTERPRETATION:This is shown the diversity in the age group that I have chosen for my sample study regarding measuring effectiveness of employee’s welfare at Inoxcva Ltd. 58 GENDER ANALYSIS:  What percentage of different genders is enrolled in our office? .

59 WORKING DAYS:  How many days in a week do you work? Table – 2 .PERCENTAGE OF MALE AND FEMALE MALE FEMALE 30% 70% INTERPRETATION:Hence from the study we can conclude that the percentage of male employees enrolled is 70% and female employees enrolled 30%. So there is a need of women empowerment in the workplace so as to improve male and female justice and equity. Page No.

Hence as a need that those employees who are working for 7 days must also be given holidays once a week.Table showing the working days in a week DAYS Less than 5 days 5 days 6 days 7 days TOTAL % of Employees 15 25 55 05 100 WORKING DAYS IN A WEEK 5% 15% Less than 5 days 5 days 6 days 25% 7 days 55% INTERPRETATION:Hence we can say that percentage of employees working less than 5 days is 15% and those working for 5 days are 25% and those working for 6 days are 55% and those working for 7 days is 5%. Page No. 60 WORKING HOURS:  Are you satisfied with the working hours of the organisation? Table – 3 .

61 WORKING TIMES:  Does after hours of working you get enough time for your family? . Employees ageing above 40 years are satisfied upto 60% about their working hours. Page No. Employees ageing between 30-40 years are satisfied upto 70% about their working hours.Table showing the working hours AGE 20-30 30-40 Above 40 TOTAL % of Employees 50 70 60 180 WORKING HOURS 80 70 60 50 SATISFACTION 40 30 20 70 50 60 10 0 20-30 30-40 Above-40 AGE INTERPRETATION:Hence we can conclude that employees ageing between 20-30 years are satisfied upto 50% about their working hours.

WORKING TIME YES NO 40% 60% INTERPRETATION:Hence from this study we can interpret that 60% employees enrolled in the organisations are not satisfied with the time they get for the family after working hours and 40% of the employees get enough time for their family after working hour. 62 SPENDING TIME WITH CHILD/CHILDREN:  How many hours in a day do you spend with your child/Children? Table – 4 . Page No.

63 BALANCE WORK LIFE:  Do you feel that you are able to balance your work life? . Page No.Table showing the hours in a day spend with your Child/Children HOURS Less than 2 hours 2 – 3 hours 3 – 4 hours 4 – 5 hours More than 5 hours TOTAL % of Employees 40 30 15 10 05 100 SPENDING TIME WITH YOUR CHILD/CHILDREN 45 40 35 30 25 % OF EMPLOYEES 20 40 15 30 10 15 5 0 Less than 2 2-3 3-4 10 4-5 5 More than 5 HOURS INTERPRETATION:Hence from the study we can conclude that 40% of the employees are getting less than 2 hours for their children 30% of the employees are getting 2-3 hours to spend with their children 15% of the employees are getting 3-4 hours for their children 10% of the employees getting 4-5 hours for their children and 5% of the employees are getting more than 5 hours for the children.

64 PRESSURE OF WORK IN THE ORGANISATION:  Do you have more pressure of work in the organisation or it is evenly distributed? Table – 5 . Page No.WORKING TIME YES NO 45% 55% INTERPRETATION:Hence from the study we can conclude that 55% of the employees are able to balance their work life properly and appropriately and 45% of the employees are not able to balance their work life properly hence they need to manage their time proportionately.

65 SALARY:  What percentage of employees is satisfied with their salary? Table – 6 .Table showing the pressure of work in the organisation AGE 20-30 30-40 Above 40 TOTAL % of Employee Pressure 60 70 50 180 PRESSURE OF WORK IN THE ORGANISATION 80 70 60 50 PRESSURE 40 30 60 70 50 20 10 0 20-30 30-40 Above-40 AGE INTERPRETATION:Hence from the study we can conclude that employees ageing between 20-30 years age feel 60% pressure of work employees ageing between 30-40 years age feel 70% pressure of work employees ageing above 40 feel 50% pressure of work. Page No.

66 MASTER HEALTH CHECKUP:  Does your organisation provide you with yearly master health checkup? . Page No.Table showing the satisfaction with their salary AGE 20-30 30-40 Above 40 TOTAL % OF Employees Satisfaction 45 65 70 180 SATISFACTION WITH THEIR SALARY 80 70 60 50 SATISFACTION 40 30 20 65 70 30-40 Above-40 45 10 0 20-30 AGE INTERPRETATION:Hence from the study we can conclude that employees ageing between 20-30 years of age are 45% satisfied with their salary employees ageing between 30-40 years of age are 65% satisfied with their salary employees ageing above 40 years of age are 70% satisfied with their salary.

YEARLY MASTER HEALTH CHECKUP YES NO 20% 80% INTERPRETATION:- Hence from the study we can conclude that 80% of the employees believe that they get yearly master check up and are satisfied and 20% of the employees believe that they don’t get yearly master check up so provision must be made for that. 67 MATERNITY AND PATERNITY LEAVE:  Does the company provide Maternity and Paternity leave to the employees? . Page No.

campus and picnics to manage work life & personal life? . 68 HOLIDAYS.MATERNITY AND PATERNITY LEAVE 20% YES NO 80% INTERPRETATION:- Hence from the study we can conclude that 80% of the employees are satisfied with the maternity and paternity leave they get and 20% of the employees are not satisfied as they don’t get specified leave so provision must be made for that. CAMPUS AND PICNICS:  Does the company organise holidays. Page No.

Page No.HOLIDAYS. Hence proper step must be taken to enforce the recreation programs. 69 CANTEEN FACILITIES:  Does your company provide for suitable allowance for employees? . campus and picnics organised by the employers and 25% of the employees are dissatisfied with the holidays. campus and picnics organised by the employers. CAMPUS AND PICNICS 25% SATISFACTORY DISSATISFACTORY 75% INTERPRETATION:- Hence the study suggest that 75% of the employees are satisfied with the holidays.

70 POLICY FOR WORK LIFE MANAGEMENT: .CANTEEN FACILITIES 40% YES NO 60% INTERPRETATION:- Hence from the study we can conclude that 60% of the employees are satisfied with the canteen facilities they get and 40% of the employees are not satisfied as they don’t get canteen facilities so provision must be made for that. Page No.

Page No. Hence proper step must be taken to increase productivity. 71 REWARDS AND INCENTIVES: . Do you think policy for work life management helps to increase productivity of an organisation? POLICY FOR WORK LIFE MANAGEMENT 30% YES NO 70% INTERPRETATION:- Hence from the study we can conclude that 70% of the employees are satisfied with the fact that proper policy of work-life balance increases productivity where as 30% of the employees disagree with the fact.

Hence proper motivational tools must be provided. Page No. Do your company provide a suitable provision for rewards and incentives? REWARDS AND INCENTIVES 40% YES NO 60% INTERPRETATION:- Hence from the study we can conclude that 60% of the employees are satisfied with the reward and incentives systems of the organisation and 40% of the employees are not satisfied with the reward and incentives systems. 72 RETIREMENT BENEFITS: .

 Does your company provide for an approved provision for retirement benefits? RETIREMENT BENEFITS 30% YES NO 70% INTERPRETATION:- Hence from the study we can conclude that 70% of the employees are satisfied with the retirement benefits and allowances whereas 30% of the employees are dissatisfied with the retirement benefits and allowances. Page No. Hence proper approved funds must be appropriated. 73 ALLOWANCE FOR EMPLOYEES: .

 Does your company provide for suitable allowances for employees? ALLOWANCE FOR EMPLOYEES 20% YES NO 80% INTERPRETATION:- Hence from the study we can conclude that 80% of the employees are satisfied with the allowances whereas 20% of the employees are dissatisfied with the allowances. 74 . Hence proper approved funds must be appropriated. Page No.

Hence proper approved funds must be appropriated.ORIENTATIONAL TRAINING AND DEVELOPMENT OPPORTUNITIES:  Does your company provide you with orientation training and development opportunities? ORIENTATIONAL TRANING AND DEVELOPMENT OPPORTUNITIES 30% YES NO 70% INTERPRETATION:- Hence from the study we can conclude that 70% of the employees are satisfied with the orientation training and development programs whereas 30% of the employees are dissatisfied with the orientation training and development programs. .

Hence proper services must be provided regarding safety and security especially for women.Page No. 75 SAFETY AND SECURITY:  Does your company provide you with safety and security of every aspect needed at work place to work well? SAFETY AND SECURITY 20% YES NO 80% INTERPRETATION:Hence from the study we can conclude that 80% of the employees are satisfied with the security and safety service whereas 20% of the employees are dissatisfied with the security and safety service. .

. develop your skill and move ahead on the path of success? GOOD RELATIONSHIP MANAGEMENT. SUPPORT AND LEADERSHIP:  Does your company provide you with good relationship management. cooperation and leadership of the organisation whereas 20% of the employees are dissatisfied with it. COOPERATION. support and leadership so that you can grow. 76 GOOD RELATIONSHIP MANAGEMENT. So proper motivational and leadership workshops must be arrange for employees benefit. COOPERATION.SUPPORT AND LEADERSHIP 20% YES NO 80% INTERPRETATION:- Hence from the study we can conclude that 80% of the employees are satisfied with relationship management.Page No. cooperation.


 The information collectors might fill the questionnaire on their own will if they don’t get enough employees they are ask to inform about. 78 .  The information collectors might lack some skills due to which information can’t be collected upto its full extent.LIMITATION OF THE STUDY  Accurate data is not available  Employees do not always act carefully and responsibly they also ignore all these information and interrogation.  The pilot survey of the questionnaire with the employees might not always be successful. Page No.  Sometimes the questionnaire contains some personal questions which are usually avoided by employees on their professional work place.  Sometimes the pressure of work might be so heavy on employees that they don’t pay enough attention to fulfil those questionnaires.  The employees might also tell lies about the information they don’t have.


. 79 Hence all these principles are being adopted in work place for better follow up of work life balance and work place ethics.  Fayol’s principle’s of management for general administration are also being followed widely like principles of: Order  Discipline  Scalar chain  Unity of command Page No. Hence more and more principles are: Fayol  Taylor  Taylor’s principles of scientific management like: Harmony not discard  Scientific management not rule of thumb  Time study  Method study  Fatigue study  Cooperation not individualism  Individual interest subordinate to general interest All these are being adopted in most work places so that there can be a balance between work-life balance. Evidence suggests that now a day more and more scientific practices are being adopted in the organisation at world.

which is attributed to the work life balance enjoyed at the employee level. contribute to increased work-life balance. Work-life balance programs have been demonstrated to have an impact on employees in terms of recruitment. absenteeism. 80 . retention/turnover. work-life balance can bring a huge transformation at the organisation and individual levels. the organisation does not have imposed a formulated framework of organisational values because they now become intrinsic to it. Companies that have implemented work-life balance programs recognize employee welfare affects the “bottom line” of the business. Consequently. commitment and satisfaction.Evidence suggests that improvements in people management practices. productivity and accident rates. and the development of supportive managers. It helps an organisation to inherently build a strong value system. Parameters are required to ensure that programs are having the desired effect on both employees and the company. especially work time and work location flexibility. Page No. Thus.


Remember that work life balance is an active process that occurs as a scout of practiced behaviours and attitudes. Set initiatives to improve employee’s work-life balance to improve productivity and turnover rates. Practice good time management and organisational skills for enhanced work-life balance. 6. 81 8. Page No. 3. 7. Understand that there is no uniform work-life balance system: a person’s best individual work life balance is indicative of his/her needs at the time and will vary depending on their changing circumstances. 5. 4. Look for work or balance opportunities in your personal and professional life and work your organisation to improve the quality of your working world. Keep the boundaries between your work life and home life as clear and distinct as possible. 2. it is not a single occurrence leased on luck or convincing others to come into balance with your objectives and goals. . Proactive employees should negotiate with their employees about ways to help them deal with short term or long term changes in their lives. Initiate company programs and policies for that provide employees with a fun time work from home opportunities or family or educational leave capabilities.1.

Employees must go for proper time management for their role and children.9. 12. 10. Treat each employee with respect regarding their boundaries and work life challenges and understand that they might not fit the traditional categories of groups and individuals with balances needs. and share the load (whether at work or at home) with others if possible. 82 . Paternity leave must be given to male employees so that they can take of their new born after their female counter part. 13. Avoid procrastination. focus on the important tasks at hand. Page No. 11. Proper support must be given to employees by their family members.


The information will be kept confidential and used for academic purpose only. doing my project work entitled “WORK-LIFE BALANCE”. student of SIKKIM MANIPAL UNIVERSITY.A. Trupti Shah Personal Details 1) Name: 2) Age: 3) Marital Status: Married [ ] Bachelor [ ] 4) Qualification: 5) Designation: Page No.B.I am Trupti Shah. Thanking You. So I request you to give me your valuable feedback on questionnaire. What is average Age of a person working in an organisation? (a) (b) (c) Below – 25 [ 25 – 35 [ 35 – 45 [ ] ] ] . 83 SATISFACTORY REPORTS OF EMPLOYEES Q1. IV semester M.

What percentage of different Gender is enrolled in our office? (a) (b) Male Female [ [ ] ] Q3. 84 Q5.(d) Above – 45 [ ] Q2. Does after hours of working you get enough time for your family? (a) (b) Yes No [ ] [ ] Q6. How many hours in a day do you spend with your child/children? . How many days in a week do you work? (a) (b) (c) (d) Less than 5 days 5 days 6 days 7 days [ [ [ [ ] ] ] ] Q4. Are you satisfied with working hours of the organisation? (a) (b) Satisfied Dissatisfied [ ] [ ] Page No.

85 Q9. Does your organisation provide you with yearly master health check up? .4 hours 4 -5 hours More than 5 hours [ ] [ ] [ ] [ ] [ ] Q7. What percentage of employees is satisfied with their salary? (a) (b) (c) 20 – 30 Age 30 – 40 Age Above – 40 Age (Satisfied / Dissatisfied) (Satisfied / Dissatisfied) (Satisfied / Dissatisfied) Q10. Do you feel that you are able to balance your work life? (a) (b) Yes No [ ] [ ] Q8.(a) (b) (c) (d) (e) Less than 2 hours 2 – 3 hours 3 . Do you have more pressure of work in the organisation or it is evenly distributed? (a) (b) (c) 20 – 30 Age 30 – 40 Age Above – 40 Age (Yes / No) (Yes / No) (Yes / No) Page No.



[ ]
[ ]

Q11. Does the company provide Maternity or Paternity
leave to the employees?


[ ]
[ ]

Q12. Does the company organise holidays, campus and
picnics to manage work life and personal life?


[ ]
[ ]

Q13. Does your company provide for canteen facility?


[ ]
[ ]

Page No. 86

Q14. Do you think policy for work life management helps
to increase productivity of an organisation?

Yes [ ]
No [ ]

Q15. Does your company provide a suitable provision for
rewards and incentives?

Yes [






Q16. Does your company provide for an approved
provision for retirement benefits?

Yes [ ]
No [ ]

Q17. Does your company provide for suitable allowances
for employees?

Yes [ ]
No [ ]

Q18. Does your company provide you with orientation
training and developmental opportunities?

Yes [ ]
No [ ]
Page No. 87

Q19. Does your company provide you with safety and
security of every aspect needed at work place to work

Yes [ ]
No [ ]

Q20. Does your company provide you with good
relationship management, cooperation, support and

leadership so that you can grow, develop your skill
and move ahead on the path of success?

Yes [ ]
No [ ]

Page No. 88


Representations of work-life balance support  www.oecdbetterlifeindex.BIBLIOGRAPHY  Cowan.. H.ispi. (2008). Benschop. & Hoffman. & Doorewaard.. (2010). . S. L. The meaning of work/life: A corporate ideology of work/life balance  Mescher.  www. F. M.

  Dr. Employee Relations  Baral. Journal of Management  Atkinson.pdf  Anderson. C. (2002).uk  www. S. R and Bhargava.ceoonline.  www. S. “research explores work/life balance for employees”.gov. 89  https://www. and tachment_data/file/323290/bis-14-903-costs-and-benefitsto-business-of-adopting-work-life-balance-workingpractices-a-literature-review. B and Byerly.  www. ‘Formal organizational initiatives and informal workplace practices: links to work–family conflict and job-related outcomes’. (2010) Work-family enrichment as a mediator between organizational interventions for work-life balance and job outcomes .  AMITZAWARE1/rm-ppt-on-a-study-of-work-life-balance-ofgeneration-y-at-thyssenkrupp-pune  sudhimannarkkad/mini-project Page No. L (2011) Flexible working and happiness in the NHS. Piage Hall Smith.

 Baum. C.. Kretschmer. (2006) Work life balance management practices and productivity Page No. J. 90 . N. T and Van Reenan. (2003) The effects of maternity leave legislation on mothers' labour supply after childbirth  Bloom.