Analysis Factors

CHAPTER 4
ANALYSIS OF W O R K - L I F E
BALANCE IN I.T. COMPANIES
AND ITS IMPACT ON
PERFORMANCE OF WOMEN
EXECUTIVES
4A. Respondent's Demographic

Profile
4B. Relationship between Factors of

Work-Life Balance and
Performance
4B1. Influence of supportive work
culture on performance
4B2. Influence of behavior of male
colleagues on the performance
4B3. Influence of flexible work
schedule on the performance
4B4. Influence of Remuneration on
the performance
4B5. Relationship between the
various demographic variables

CHAPTER 4
ANALYSIS OF WORK-LIFE BALANCE IN I.T.

COMPANIES AND ITS IMPACT ON PERFORMANCE OF
WOMEN EXECUTIVES
The content of the data obtained in a survey were carefully checked for any possible
inconsistencies and incompleteness. Then came the careful analysis - the data collected from
various sources was then coded, tabulated and analyzed systematically with the help of
appropriate tools such as Mean, Correlation and regression etc. to get the results. Use of SPSS
(Statistical Package for Social Sciences) package is made extensively. Appropriate statistical
techniques such as ANOVA, Multiple Regression analysis, Factor analysis etc has been used for
the data analysis. For the purpose of applying the statistical techniques mentioned above, SPSS
16 is used for interpretation to reach a final conclusion. The analysis has been done in two parts,
first the respondents profile is analyzed so as to find their specifications. The second part
comprised of the data analysis of the objectives of the study.
4A. Respondent's Demographic Profile

1. Age: The sample consisted nearly 47.6% of the respondents of agegroup below 25 years
which is a mainly found as a part of the working women population in the IT companies. 42%
of the respondents fall in the age category of 25-35 years. The respondents in the agegroup 35-
45 years were found in small numbers and thus they are taken as 10.4% of the sample size. The
women at the higher age group is found less inclined towards the IT companies. Although the
111
age group of above 45 yrs was also kept in the questionnaire but there was no respondent of
that age group amongst the sample of 250 respondents.
2. Designation: 18% of the sample i.e. women working in the IT companies were working
as the trainees, 30% were as senior executives in the companies and more than half of the
sample i.e 52% were working as executives in the IT Companies.
3. Marital Status: 46.4 percent i.e., 116 out of 250 of the respondents are unmarried and
remaining ones i.e. 53.6% (184/250) are married ones.
4. Occupation of the Spouse: Out of 250 respondents majority of the respondents( 102) had
their husbands working in the corporate sector. 40.8% of the women in the IT companies had
their spouses having jobs in the corporate sector. Only 4.8% of the respondents had their
husbands involved in the business and similarly only 52% of the women are having their
spouses working in the government services. And only 2.8% of the women in IT sector are
married to the men in other occupations.
5. Family Income: In case of the family Income 60 out of the sample of 250 i.e. 24% are
having the family monthly income below Rs. 40,000/-. 38.4% of the respondents claimed to
have the family monthly income between Rs. 40,000/-to Rs. 80,000/-.. 37.6% of the women
working in IT companies said their family monthly income is above Rs.80,000/-
12
6. Education Qualification: It was found that all the women working in IT companies are
highly qualified. Only 3.6% i.e. 9 women executives out of 250 were undergraduates. Rest 138
Of 250 i.e. 55.2% of the respondents were graduates. They had their graduation completed.
40.4% of the women executives were postgraduates. Only 2 out of 250 were having their
qualifications other then the above categories.
7. Number of Children of the Respondents: Out of the 250 respondents 163 women
executives does not have the responsibility of the children, of which 116 are unmarried.
Amongst 134 married women executives in IT companies 47 did not have children. 35% of the
respondents do not have the responsibility of having children. 23.2% of the women executives
have one child whereas 10% of the respondents have 2 children. Only 1.6% of the executives
have children more than 2. Only 64.9% of the married women executives have started their
families.
8. Age of the Elder Child of the Respondents: Out of the 87 respondents only 23% ie. 28
have their children below 2 years. 26 of the women executives have their elder child between
age group 2-5 years. 18 executives have their elder child in the age group of 5-10 years. Only 5
out of the total respondents have the elder child above 15 years of age.
9. Family Tj^je the Respondents Reside in: Majority of the respondents i.e. 190 out of
250 i.e. 76% of the respondents are in nuclear family and remaining 60 out of 250 i.e. 24%
women executives in IT companies are residing in the joint family.
113
Table: 4A. Respondents Profile
Demographic variables of Categories of demographic Frequency Percent
respondents variables age
Age 20-25 119 47.6
25-35 105 42
35-45 26 10.4
Total 250 100
Designation Trainee 45 18
Executive 130 52
Senior Executive 75 30
Total 250 100
Marital Status Single 116 46.4
Married 134* 53.6
Total 250 100
Occupation of Spouse Business 12 4.8
Government Service 13 5.2
Corporate Employee 102 40.8
Others 7 2.8
Total 134 53.6
Family Monthly Income Below Rs. 40,000 60 24
Rs. 40,000 - 80,000 94 37.6
More than 80,000 96 38.4
Total 250 100
14
Highest Qualification Under Graduate 9 3.6
Graduate (BE) 138 55.2
Post Graduate 101 40.4
Others 2 0.8
Total 250 100
Number of children None 163 65.2
1 58 23.2
2 25 10
More than 2 4 1.6
Total 250 100
Age of the elder child less than 2 yrs 28 11.2
2-5yrs 26 10.4
5-10 yrs 18 7.2
10-15yrs 10 4
Above 15 yrs 5 2
Total 87 24.8
Family Type Nuclear 190 76
Joint 60 24
Total 250 100

•
115
4B. RELATIONSHIP BETWEEN FACTORS OF WORK-LIFE BALANCE
AND PERFORMANCE
The prime objective of the present research was to study the relationship between the work
Hfe balance factors on the performance of women executives working in I.T. companies. Work-
life balance activities are supposed to influence the absenteeism, member of team, and stress at
work, achieving the targets, and thereby having a tremendous impact on the performance of the
women executives. Hence the present study aims at studying this impact through an empirical
research. To find the opinions of women executives regarding the above objective, 250 women
executives were asked to respond to the statements from 1 to 20. By grouping the statements, the
objective was further segregated into 5 sub objectives
Sub-Objective 1. To know whether Performance of women executives is influenced by the
supportive work culture.
Sub-Objective 2. To find the perceptions of the respondents if behavior of the male colleagues
affect the performance of women executives.
Sub-Objective 3. To find whether the flexible work schedule in the organization has any
influence over the performance of the women executives.
Sub-Objective 4. To find whether there exist any influence of the remuneration over the
performance of the women executives.
16
Interpretations
The following descriptive table which exhibits the mean score values for all the sub-objectives of
the objective 1 clearly brings the perceptions of the women executives working at various levels
in the IT companies.
Table 4B. (a).
Descriptive Statistics
Mean Implication
Objectivel Sub-objectivel 3.40 Agree
Objectivel Sub-objective2 3.35 Agree
Objectivel Sub-objective3 3.43 Agree
Objectivel Sub-objective4 2.90 Neutral
Mean
3.5 -jyfT
3.35
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3.3
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3
2.9
2.8
2.7
2.6
OojectivelSub- Objectivel Sub- Objectivel Sub- Objectivel Sub-
objectivcl objcctivc2 objectiveS objective4
Fig 4B.(a).
17
4B1. Influence of supportive work culture on performance of respondents
With the help of the questions 1, 2,3,4,5 & 6 the first sub objective is calculated. With mean
score 3.40, it clearly indicates that the respondent agree that the supportive work culture does
influence their performance at the work place. The supportive work culture, the superior's style,
the freedom to openly discuss the issues related to their work life, the amount of time spent at
work etc does influence their absenteeism from the jobs and ultimately their performance.
118
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employees has the highest mean and very close to the overall mean score of the sub-objective 1
indicating that it is one of the main constituent of the supportive work culture and in turn of
work-life balancing activities that influences their performances.Almost 51.2 percent of the
respondents agreed and 28.3 percent strongly agreed that the superior's style towards the work-
life balance does influence their performance. The statement 2 has least mean value and highest
variance with that of the combined mean that indicates Burden with the amount of time spent on
work is the least important factor in impact of supportive work culture on performance of women
executives. More than 55% respondents were of the opinion that Work Life balance has a
significant influence on absenteeism.
Fig: 4B.1. Influence of supportive work culture on performance of women executives
120
4B2. Influence of behavior of male colleagues on the performance of respondents
With the help of the statements 7, 8,9,10 & 11 the second sub objective is analyzed. The mean
score 3.35, clearly indicates that the women executives agree that the behavior of male
colleagues does influence their performance at the work place. The presence of more male
colleagues in their work group puts stress on their work, and that the male colleagues' behavior
is cooperative towards them in the company. Their behavior thus plays a significant role in the
stress level that would in turn influence their performance. At the same time it is clearly stated by
their views that the male colleagues' behavior influences their performance.
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maternity leave, indicates that almost 83 percent of the respondents agree that the provision of
long leave, maternity leave etc. influences their performance at the work. The mean value 3.90 in
the statement 9 indicates that approximately 80 percent respondents state that their male
colleagues' behavior is cooperative; it has an influence over their performance. Also the
highest standard deviation in the statement 8 and least mean score implies that they being
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3:93-
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123
4B3. Influence of flexible work schedule on the performance of respondents
With the help of the questions 12, 13,14,15,16 & 18 the mean score of third sub objective is
analyzed further. With mean score 3.43, it indicates that the women executives agree that there
exists the influence of flexible work schedule on the performance of women executives. The
facility of working from home, in shifts, time off for family emergencies and events, flexible
work schedule, facility of part time or reduced work hours as per convenience etc if provided by
the company, the maximum number of these respondents said these have impact on their
performance.
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The statement numbers 13, 15 and 14 contribute to the sub objective i.e.. Influence of flexible
work schedule on the performance of women executives with highest mean in the respective
order. 80.4 percent respondents agree that if they are given the work-life balance facilities
they can give better work. This was supported by statement 13 with highest mean value of
3.93. 73.6 percent of the respondents agreed that Time off for family emergencies & events,
facility of working in shifts influence their performances in statement 15 with mean value
3.65. The next contributing statements to this sub objective with mean value 3.35 & 3.33
respectively included the facilities of working in shifts (57.2 percent respondents agreed) and
flexible working hours (54.4 percent respondents agreed).
-*r93-
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Fig. 4B.3.
126
4B4. Influence of Remuneration on the performance of respondents
With the help of the questions 17, 19 & 20 the fourth sub objective is analyzed in detail. The
mean score of 2.90 amazingly means that the women in IT companies at various executive levels
are neutral that there exists the influence of remuneration on their performance. Although this
view varies w. r. t. age, marital status, family monthly income, husband's profession, number of
kids etc as shown in the factor analysis applied on the first objective against the demographic
variables taken for the study. It is a general perception that the remuneration does influence the
performance but the result here highlighted that the job status, the work itself and other factors
mentioned earlier i.e. supportive working conditions, behavior of male colleagues, flexible work
schedule etc played more significant role.
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considerable influence on the performance. It is evident from the table that the statement 17 has
the highest mean value. 58.4 percent respondents agreed that the incentives and benefits
updated from time to time would influence their performance. The table indicates that most
of the women executives state that there were no child care facilities or remuneration for their
extra work with mean value of 2.65 and 2.55. A very insignificant number i.e., only 13.4 percent
respondents claimed that they have the child care or emergency care for children facility in their
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4B5. Relationship between the various demographic variables and the factors determining
Work life balance
Factor analysis has been used to study the relationship between various demographic
variables and the factors determining worlt life balance. "Factor analysis has been used for
identifying latent or underlying factors from an array of seemingly important variables. In a more
general way, factor analysis is a set of techniques, which, by analyzing correlations between
variables, reduces their number into fewer factors, which explain much of the original data, more
economically". (Nargvmdkar, 2005) In order to check suitability of data for using factor analysis
KMO and Bartlett's Test was used.
Table-4B.5.(a)
KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling
Adequacy. .720
Bartlett's Test of Approx. Chi-Square 1418.096

Sphericity df 190
Sig. .000
Measures of Sample Adequacy
To measure sample adequacy Bartlett's test of spherecity and Kaiser-Meyer-Olkin measure of
sampling adequacy were used. Approx chi-square is 1418.096, degree of freedom is 190,
significance is 0.000 and KMO value (0.720) in the Table 4B.5. (a) Showed that data were
suitable for factor analysis.
132
Factor Analysis
Principal Component analysis along with Varimax rotation method was used for extracting
factors and six factors were retained on the basis of eigen values and variance explained. Eigen
value represents the total variance explained by each factor. The standard practice normally used
is that all the factors with an Eigen value of one or more should be extracted. Table 4B.5.(b)
clearly shows that there are six factors having eigen values more than 1 (in other words, a factor
must explain at least as much of the variance if not more, than a single original variable). Thus
six factors have been extracted which cumulatively explain 61.405% of the total variance. All the
statements with factor loading greater than 0.40 was considered in the corresponding factor. The
name of the factors, variable labels and factor loadings are summarized in Table 4B.5(c).
Table-4B.5. (c) clearly depicts that Factor 1 is linear combination of variable number 14, 12, 16,
15, 18 and 13. Factor 2 is linear combination of variable number 13, 1,9 andl7. Factor 3 is linear
combination of variable number 5, 6 and 7. Factor 4 is linear combination of variable number 8
and 2. Factor 5 is combination of variable number 19 and 20. Factor 6 is combination of variable
number 3 and 4. Statements 10 and 11 were dropped from the further analysis as its factor
loading was less than 0.4 for all factors. After the number of extracted factors is decided, the next
task is to interpret and name the factors. This is done by the process of identifying the factors
that are associated with which of the original variables. The rotated factor matrix is used for this
purpose.
133
Table 4B.5.(b). Total Variance Explained
Rotation Sums of Squared Loadings
Component Total % of variance Cumulative %
1 3.030 15.150 15.150
2 2.273 11.366 26.516
3 2.065 10.323 36.839
4 1.687 8.435 45.274
5 1.625 8.123 53.397
6 1.602 8.008 61.405
Extraction Method: Principal Component Analysis
134
Table 4B.5.(c) Factor Analysis
Factor Name Statement TFactor Loading Reliability
sl4 0.79
sl2 0.76
Flexi Working Conditions sl6 0.69 0.7793
sl5 0.67
sl8 0.52
sl3 0.71
Supportive working si 0.69

0.5632
environment s9 0.56
sl7 0.44
s5 0.85
Stress at workplace s6 0.69 0.6222
s7 0.53
s8 0.76
Working tiours 0.5529
s2 0.64
sl9 0.78
Provision of extra benefits 0.4759
s20 0.71
s3 0.68
Supportive work culture 0.3582
s4 0.68
135
4B.5.1. NAMING OF FACTORS
The six factors (Flexi Working Conditions, Supportive working environment, Stress at
workplace, working hours. Provision of extra benefits and Work culture) are derived by applying
the factor analysis on the statements 1-20 used for the first objective i.e. to know the relation
between the work life balance activities and the performance of women executives. All the
factors have been given appropriate names according to the variables that have been loaded on
each factor. The six factors are discussed below:
Factor-1: Flexi Working Conditions
The rotated matrix has revealed that respondents have perceived this factor to be the most
important factor with the highest explained variance of 15.150%. Five out of twenty service
features load on significantly to this factor. This factor has been named as Flexi Working
conditions as it includes statements like, Working from Home, Working in Shifts, and Time Off
for Family Emergencies and Events, Flexible Working Hours, Facility of Part Time or Reduced
Working Hours etc. Hence it can be concluded that the flexible working conditions is the most
crucial factor considered by women executives working at various levels in the IT companies.
Factor-2: Supportive working environment and performance
It has been revealed to be the second most important factor with explained variance of 11.366%.
Four features were loaded on to this factor. Work profile of the women executives, male
colleague's behavior, and facilities available at work place and incentives and benefits updated
from time to time are the features highly loaded on this factor and thus this factor is named
Supportive working environment and this is the second most important factor influencing the
136
women executives performance at their work place in IT companies. This indicates the attitude
of the respondents and reflects their opinions of working environment and their actual work
related experiences in the organization whereas supportive work culture factor contains two
statements (si3, si 7) which solicit their experience in the organization.
Factor-3: Stress at workplace
This is the next important factor, which accounts for 10.323% of the variance. Three statements
out of twenty were loaded on to this factor. Freedom to discuss openly the issues related to the
work life of the women executives with their superior, work life balance and the presence of
male colleagues in a work group are the features that load high on this factor that results in the
stress level on the work and thus it is named stress at work place.
Factor-4: Working hours
Two types of features load on this factor and together account for 8.435% of the variance. This
factor includes statements of the feeling of being burdened with the amount of time spent at work
and the expectations to work beyond the working hours. This factor concerns the influence of
working hours on the work life balance and in turn on the performance of the women executives
at IT companies.
137
Factor-5: Provision of extra benefits
factor includes the availability of child care facilities and emergency care for the children and the
provision of remuneration for the extra work.
Factor-6: Supportive work culture
factor includes the presence of supportive work culture and support of the superior's style in the
work life balance of the women executives working in the IT Companies.
Testing of Hypothesis was done to find out whether the various demographic variables of the
women executives in the IT companies have any significant relationship with the above factors
and also to study the relationship between the factors resulting in work life balance and the
performance of the respondents. This hypothesis was for the fifth objective of the study. Various
hypothesis were formulated for testing the relationship between 9 demographic variables on the
various factors.
138
4B.5.2. Effect of Age on various Factors
Null Hypothesis 1.1. There is no significant relationship between the age and the factors
determining Work life balance
Table 4B.5.2. (a) Effect of Age on various
Factors
ANOVA
Sum of
Squares df Mean Square F Sig.
1 .Flexi Working Between Groups .700 2 .350 .348 .706
Conditions Within Groups 248.300 247 1.005
Totai 249.000 249
1.Supportive Between Groups 6.796 2 3.398 3.465 .033
working Wltliin Groups 247
242.204 .981
environment
Total 249.000 249
1.Stress at Between Groups 15.682 2 7.841 8.301 .000
workplace Within Groups 233.318 247 .945
Total
249.000 249
1.Working hours Between Groups 8.768 2 4.384 4.508 .012

Within Groups 240.232 247 .973
Total 249.000 249
1.Provision of extra Between Groups 10.220 2 5.110 5.286 .006
benefits Within Groups 238.780 247 .967
Total 249.000 249
1 .Work culture Between Groups 4.259 2 2.129 2.149 .119
Total 249.000 249
139
Table 4B.5.2. (b) Effect of Age on various Factors
Descriptives
Mean
1 .Supportive working Below 25 -.1377667
environment 25-35 .0566071
35-45 .4019416
Total .0000000
1.Stress at workplace Below 25 .2169820
25-35 -.0999850
35-45 -.5893242
Total .0000000
1 .Working hours Below 25 .1928751
25-35 -.1506161
35-45 -.2745170
Total .0000000
I.Provision of extra Below 25 .2060408
benefits 25-35 -.2202477
35-45 -.0535709
Total .0000000
Null Hypothesis HO (1.1) is partially rejected as it expounds that there is a significant
relationship between different age groups and the four factors i.e., supportive working
environment, stress at work place, working hours and provision of extra benefits. From the
descriptive analysis it is evident that the age group of 35-45 with highest mean score of the factor
.4019416 (calculated by regression method of factor analysis) gives more importance to
supportive working environment. The reasons may be that at this age the women executives
climb higher in the organization, where the number of women is less, they develop their families
and have children to start with their schooling. The behavior of their male counterparts and their
support influences the environment and their performance. The work profile itself becomes more
challenging with increased responsibilities thus they seek more work life facilities, incentives
and benefits etc. The age group below 25 indicates that the stress at work place with mean score
.21698 influences their absenteeism fi-om their job and in turn their performance. They say that
140
the presence of the male colleagues make them positively stressed to perform better. This age
group of below 25 women executives gave importance to the flexible working hours and
provision of extra benefits for the work life balance. This may be due to the reason that many of
the women executives at this young age want to settle themselves at good companies with best of
work life balance benefits so that they can get married and start up the family. For the same
reasons they give importance to the remuneration for extra work taken by the organization.
4B.5.3. Effect of Designation on various Factors
Null Hypothesis 1.2. There is no significant relationship between the designation of the
respondents and the factors determining Work life balance
Table 4B: 5.3. (a) Effect of Designation Various Factors
ANOVA
Sum of
LFIexi Working Between Groups 12.281 2 6.140 6.407 .002
Conditions Within Groups 236.719 247 .958
Total 249.000 249
worlcing Within Groups 234.455 247 .949
environment
Total 249.000 249
worl(place Within Groups 219.175 247 .887
Total
249.000 249

Total 249.000 249
1. Provision of extra Between Groups 5.937 2 2.969 3.017 .051
Total 249.000 249
1 .\NoTk culture Between Groups 2.991 2 1.496 1.502 .225
Total 249.000 249
141
Table: 4B.5.3. (b) Effect of Designation on various
Descriptives
Mean
I.FIexi Working Trainee -.3405875
Conditions Executive -.0542566
Sr. Executive .2983973
Total .0000000
1 .Supportive working Trainee -.0914143
environment Executive -.1790390
Sr. Executive .3651828
Total .0000000
1 .Stress at workplace Trainee .3817517
Executive .1640491
Sr. Executive -.5134028
Total .0000000
1 .Working hours Trainee -.2228707
Executive .2138935
Sr. Executive -.2370263
Total .0000000
relationship between the designations of the respondents and factors determining work-life
balance on at least four counts; the Flexi Working conditions, Supportive Working Environment,
stress at work place, and working hours. From the descriptive analysis it is evident that the senior
executives with highest mean score of the factor .2983 (calculated by regression method of factor
analysis) give more importance to the flexi working conditions. The reasons may be that at that
senior level the responsibilities at the work place as well as the domestic or family front get
double fold where they need to give more time to their families and kids, their education so they
require flexible working conditions such as working from home, working in shifts, time off for
family emergencies or events, flexible working hours and the facility of part time or reduced
142
working hours etc. The sei\ior executives also give importance to the supportive working
environment with highest mean score 3651828 of this factor (calculated by regression method of
factor analysis). They expressed that the behavior and support of their male counterparts
influences the environment and their performance. The work profile itself becomes more
challenging with increased responsibilities thus they seek more work life facilities, incentives
and benefits etc. The trainees and executives say that the stress at work place influences their
absenteeism from their job and in turn their performance. They say that the presence of the male
colleagues make them positively stressed to perform better. The young women executives at
trainee level and executive level gave importance to the flexible working hours at the work place.
This may be due to the reason that many of the women executives at this young stage want to get
themselves with the higher studies or they are expected to get married, get settled, complete the
family and fiilfill the family commitments at this young stage.
143
4B.5.4. Effect of Marital status on various factors
Null Hypothesis 1.3. There is no significant relationship between the Marital Status and the
factors determining Work life balance
Table: 4B.5.4. (a) Effect of Marital status on various factors
ANOVA
Sum of
1 .Flexi Working Between Groups 1.120 1 1.120 1.121 ,291
Conditions Within Groups 247.880 248 1.000
Total 249.000 249
1 .Supportive working Between Groups 1.306 1 1.306 1.308 .254
environment Within Groups 247.694 248 .999
Total 249.000 249
Total
249.000 249
1 .Working hours Between Groups .009 1 .009 .009 .923

Within Groups 248.991 248 1.004
Total 249.000 249
Total 249.000 249
Total 249.000 249
Table: 4B.5.4. (b) Effect of Marital status on various factors
Descrlptives
Mean
1 .Stress at workplace Single .3745968
Married -.3242778
1.Provision of extra Single .1671227
benefits Married -.1446734
144
relationship between the marital statuses of the respondents and the two factors the stress at work
place, and provision of extra benefits. From the descriptive analysis it is evident that the women
executives who are single give more importance to both the factors as important work life
balance activities that would influence their performance. The factor stress at work place has
highest mean score .3745968 and provision of extra benefits has mean score .1671227
(calculated by regression method of factor analysis). The trainees and executives who are single
say that the stress at work place influences their absenteeism from their job and in turn their
performance. This group of unmarried executives gave importance to the flexible working hours
and provision of extra benefits for the work life balance. This may be due to the reason that
many of the women executives at this young stage want to settle themselves at very good
companies with best of work life balance benefits so that they can get married and start up the
family. For the same reasons they give importance to the remuneration of the extra work if taken
by the organization.
145
4B.5.5. Effect of Occupation of spouse on various Factors
Null Hypothesis 1.4. There is no significant relationship between the occupation of the
spouse and the factors determining Worlt life balance
Table: 4B.5.5. (a) Effect of Occupation of spouse on various factors
ANOVA
Sum of
Squares df Mean Square F Sifl.
LFIexi Working Between Groups 3.726 3 1.242 1.404 .245
Conditions Witliin Groups 114.983 130 .884
Total 118.709 133
Total 114.897 133
1 .Stress at workplace Between Groups 2.424 3 .808 .725 .539
Within Groups 144.944 130 1.115
Total 147.368 133
Within Groups 131.490 130 1.011
Total 140.674 133
I.Provision of extra Between Groups 6.279 3 2.093 2.278 .083
Total 125.719 133
LWork culture Between Groups 16.201 3 5.400 5.603 .001
Total 141.486 133
4B.5.5. (b)Effect of Occupation of spouse on various Factors
Descriptives
Mean
1 .Working hours Business -.6372007
Govt Service -.3045972
Corporate .1352293
Others -.4216882
Total -.0057060
1 .Work culture Business -.3618587
Govt Service -.8799053
Corporate .1094713
Others -.7636637
Total -.0743332
146
relationship between the occupation of the spouses of the women executives in the IT companies
on the two factors the working hours and work culture. From the descriptive analysis it is evident
that the husbands of the women executives who are in corporate jobs give more importance to
the working hours (with highest mean score .1352293) and work culture (with highest mean score
.1094713) calculated by regression method of factor analysis. The reasons may be that are aware
of the corporate culture existing in the industries. The women executives who's spouses are
working in corporate expects that the working hours if are too high would make them feel
burdened and that they are expected to work beyond the working hours. They also gave
importance to the work culture and the superior's style does support their work life balance.
147
4B.5.6. Effect of Family Monthly Income on various Factors
Null Hypothesis 1.5. There is no significant relationship between the Family monthly
income and the factors determining Work life balance
Table: 4B.5.6. (a) Effect of Family Monthly Income on various Factors
ANOVA
Sum of
I.FIexi Working Between Groups 10.848 2 5.424 5.625 .004
Total 249.000 249
working Within Groups 241.575 247 .978
environment
Total 249.000 249
1 .Stress at workplace Between Groups 3.038 2 1.519 1.525 .220
Total 249.000 249
Total 249.000 249
Total 249.000 249
1 .Work cuiture Between Groups 7.783 2 3.891 3.985 .020
Total 249.000 249
148
Table: 4B.5.6. (b) Effect of Family Monthly Income on various Factors
Descriptive
Mean
I.FIexi Working Below 40,000 -.2026294
Conditions 40,000-80,000 -.1382106
Above 80,000 .2619746
Total .0000000
1 .Supportive working Below 40,000 -.0938629
environment 40,000-80,000 -.1605526
Above 80,000 .2158721
Total .0000000
1 .Working hours Below 40,000 -.0856027
40,000-80,000 .2217054
Above 80,000 -.1635848
Total .0000000
1 .Provision of extra Below 40,000 .1723198
benefits 40.000-80.000 .1424915
Above 80.000 -.2472228
Total .0000000
1 .Work culture Below 40,000 -.2718628
40,000-80,000 .1881712
Above 80,000 -.0143367
Total .0000000
relationship between family monthly income and the five factors the flexi working conditions,
supportive working environment, working hours, provision of extra benefits and work culture out
of six factors determining the work-life balance. Descriptive mean analysis suggests that
respondents with family monthly income category more than Rs 80,000 give more importance to
the flexi working conditions, and supportive working environment with the highest mean score
2619746 and 215872 respectively (calculated by regression method of factor analysis) than the
women executives of other income levels. The reasons may be that when they have higher
income they feel themselves less bounded to abide by the strict and long working hours.
149
Moreover Income is generally higher at the senior level where the responsibilities at the work
place are increased and targets are higher, and also till this stage the family responsibilities are
also increased where they need to give more time to their families and kids, their education so
they require flexible working conditions. The respondents with the family monthly income
Rs.40, 000 to Rs.80,000 gave importance to the working hours and the work culture with the
highest mean score .2217054 and .1881712 respectively (calculated by regression method of
factor analysis) They felt that the long working hrs make them feel burdened as it tires them
physically as well as mentally, the superior's style motivates and supports the work life balance
of the women executives whereas the monthly family income level less than Rs. 40,000 do not
give importance to the flexi working conditions, supportive working environment or working
hours but give importance to the provision of extra benefits . The reason could be that due to less
family income they are willing to do more work and do not bother about the working
environment or working hours etc but from the descriptive table it is clear that they give
importance to the extra provisions and benefits with highest mean score 1723198 such as
remuneration for extra work and other facilities of child care and emergency care in order to earn
more for fialfilling the family requirements.
150
4B.5.7. Effect of Qualification on various Factors
Null Hypothesis 1.6 There is no significant relationship between the qualifications and the
Table: 4B.5.7. (a) Effect of Qualification on various Factors
ANOVA
Sum of
Total 249.000 249
woiidng Within Groups 231.064 246 .939
environment
Total 249.000 249
Total
249.000 249
Total 249.000 249
tMnefits Within Groups 240.951 246 .979
Total 249.000 249
Total 249.000 249
151
Table: 4B.5.7. (b) Effect of Qualification on various Factors
Descriptives
Mean
I.FIexi Working Under Graduate .9676682
Conditions Graduate .0337871
Post Graduate -.1204114
Others -.6050368
Total .0000000
1 .Supportive working Under Graduate -1.26844
environment Graduate -.0433682
Post Graduate .1759563
Others -.1854000
Total .0000000
1 .Stress at v\/orkplace Under Graduate -.0512087
Graduate .1582315
Others -.8244511
Total .0000000
1 .Working hours Under Graduate 1.3031628
Graduate .0288711
Others 1.6345465
Total .0000000
1 .Provision of extra Under Graduate -.6397838
benefits Graduate .0943199
Others 1.0641418
Total
.0000000
relationship between qualifications on the five factors the flexi working conditions, supportive
working environment, stress at work place, working hours and provision of extra benefits.
Descriptive mean analysis suggests that respondents with lowest higher qualifications in the
category i.e., those who were undergraduates give more importance to the flexi working
conditions, with mean score 9676682 and working hours with mean score 1.3031628 (calculated
by regression method of factor analysis) while post graduates give them less importance. The
152
women executives who are undergraduates or at trainee level might give the importance to these
factors as they might have to complete their higher studies or higher qualifications to settle
themselves at good places. They require more time for that too. And also the reason may be that
because they are still in their learning stage therefore less importance is given by them to the
supportive work environment that includes the superior's style and behavior etc. Since at low age
they have less responsibility and take less stress as they are yet to be settled. They expect least
being at the lower level of the job. Moreover their jobs were more or less temporary basis. The
descriptive table also exhibits that the graduates feel that the stress at work is significant to them
(with mean score of the factor stress at work place being the highest for them i.e., 1582315,
calculated by regression method of factor analysis) this may be because at this level of work in
the corporate, they face pressure of superiors more. The flexi working conditions and the
working hours are the least significant ones for the postgraduates and then graduate women
executives. The reasons could be due to the increased job responsibilities of the levels at which
these qualified executives are appointed. For the post graduates supportive working environment
is more significant. The reason may be that they are generally at more important designations
and have higher responsibilities as team leaders etc therefore the importance of supportive
working environment is felt more. It is more important for them as they have to meet higher
targets which could be met with the support of the peers, superiors and the subordinates.
153
4B.5.8. Effect of Number of Children on various factors
Null Hypothesis 1.7. There is no significant relationship between the no. of children and the
Table: 4B.5.8. (a) Effect of Number of Children on various factors
ANOVA
Sum of
1 .Flexi Working Between Groups 3.843 3 1.281 1.286 .280
Total 249.000 249
Total 249.000 249
Total
249.000 249
1 .Working hours Between Groups 2.345 3 .782 .780 .506

Within Groups 246.655 246 1.003
Total 249.000 249
1. Provision of extra Between Groups 5.968 3 1.989 2.014 .113
Total 249.000 249
Total 249.000 249
Table: 4B.5.8. (b) Effect of Number of Children on various factors
Descriptives
Mean
1 .Stress at workplace None .1975671
1 -.3632480
2 -5806128
More than 2 .6703980
Total .0000000
relationship between the stress at work place and the number of children the women executives
154
who are working at the IT companies have. Descriptive mean analysis suggests that the stress at
work place is considered to be more significant as it has the highest mean score for those who
have more than two children i.e., 6703980 (calculated by regression method of factor analysis)
The reason may be because the parental responsibilities are more intense with increase in number
of children that raise the requirements of their children's upbringing and studies. They are
required to pay more attention to the domestic front. Stress at work is also significantly high for
those who don't have children as compared to those having 1 or 2 children. The reason might be
because they are more comfortable with the supportive superiors style and the other male
colleagues, when are open to discuss their issues related to their work life they feel there is less
stressed and would therefore perform better. There is a deeper psychological reason too, the
children are considered to be the stress busters. The time spent with the children relieves all
kinds of stress as per many of the respondents. The presence of children at home creates a
healthy stress free environment.
155
4B.5.9. Effect of Children's Age on various Factors
Null Hypothesis 1.8. There is no significant relationship between the children's age and the
Table: 4B.5.9 (a). Effect of Children's Age on various Factors
ANOVA
Sum of
Total 81.129 80
Total 68.162 80
Within Groups 83.559 77 1.085
Total 86.914 80
1 .Working hours Between Groups 10.631 3 3.544 3.625 .017
Total 85.891 80
1 .Provision of extra Between Groups 1.003 3 .334 .573 .635
Total 45.952 80
Total 84.676 80
156
Table: 4B.5.9 (b). Effect of Children's Age on various factors
Descriptives
Mean
LFIexi Working Less than 2 yrs -.6955997
Conditions 2-5 yrs -.1829376
5-10 yrs .0424540
10-15 yrs .6134420
Total -.1632656
1 .Working iiours Less than 2 yrs .2555205
2-5 yrs .0550304
5-10 yrs -.5318684
10-15 yrs -.6227965
Total -.1222989
1 .Work culture Less than 2 yrs -.1725883
2-5 yrs -.1041206
5-10 yrs -.5821698
10-15 yrs .5054525
Total -.1336530
relationship between the age of the eldest child on the three factors the flexi working conditions,
working hours and working culture. Descriptive mean analysis suggests that the flexi working
conditions are more important for the women executives who have children between 10-15 years
(with highest mean score .6134420) and also for the ones whose children's age is from 5-10 yrs.
(with second highest mean score .0424540), though less than the first category. That is the flexi
working conditions play significance to the women executives whose have the elder child at least
above 5 years. The reason might be that the working women are expected to play a significant
role at the home as well in the studies of their kids. The children after 5years of age start going to
school and they seek more attention for their grooming and development, moreover the parents
today are very conscious about the overall development of their children, and they not only want
157
to make their children to excel in academics but also enhance other skills in them and sharpen
their hobbies.etc. For all these they feel that the flexi working conditions such as working from
home, job sharing or reduced working hours would fulfill their responsibilities towards their
children. From the same descriptive table it is clear that the working hours are more significant
for those whose children are below 2(for working hours has the highest mean score for this
category of demographics i.e., .2555205 as calculated by regression method of factor analysis ).
And the reason might be that the children of this age require more time and attention by their
mothers for their basic requirements. The third factor i.e., work culture is found to be significant
for the working women executives whose children are in between the age group of 10-15 yrs.
Being the mother of children of higher age it is generally shown that they would be of more age
and that would state high responsibility in the company and if the work culture is healthy and
supportive that would make them free minded and stress free from the work and can perform
better both in the company as well as the responsibilities towards their children. At this age
group the kids seek the involvement of their parents company for excursions, games, hobbies etc.
158
4B.5.10. Effect of Family Type on various Factors
Null Hypothesis 1.9. There is no significant relationship between the family type and the
Table. 4B.5.10. Effect of Family Type on various Factors
ANOVA
Sum of
1 .Flexi Working Between Groups 1.690 1 1.690 1.694 .194
Conditions Witiiin Groups 247.310 248 .997
Total 249.000 249
1 .Supportive working Between Groups .765 1 .765 .764 .383
environment Within Groups 248.235 248 1.001
Total 249.000 249
Total 249.000 249
1 .Working hours Between Groups 1.108 1 1.108 1.108 .293
Within Groups 247.892 248 1.000
Total 249.000 249
1 .Provision of extra Between Groups 2.073 1 2.073 2.082 .150
Total 249.000 249
1 .Work culture Between Groups .665 1 .665 .664 .416
Within Groups 248.335 248 1.001
Total 249.000 249
Null Hypothesis (1.9) was accepted as there is no significant relationship between the type of
family in which the women executives resides with any of the six factors namely the flexi
working conditions, supportive working environment, stress at work place, working hours,
provision of extra benefits and work culture. It is to mention that there were 190 respondents
from nuclear families and 60 from joint families. It shows that the performance women
executives who are working in IT companies are not significantly related to the work life balance
activities in the companies such as the flexi working conditions, supportive working
environment, stress at work place, working hours, provision of extra benefits or the work culture.
159
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Analysis Factors

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CHAPTER 4

4A. Respondent's Demographic

4B. Relationship between Factors of

4B2. Influence of behavior of male

colleagues on the performance

4B3. Influence of flexible work

schedule on the performance

4B4. Influence of Remuneration on

4B5. Relationship between the

various demographic variables

ANALYSIS OF WORK-LIFE BALANCE IN I.T.

comprised of the data analysis of the objectives of the study.

4A. Respondent's Demographic Profile

that age group amongst the sample of 250 respondents.

sample i.e 52% were working as executives in the IT Companies.

remaining ones i.e. 53.6% (184/250) are married ones.

married to the men in other occupations.

working in IT companies said their family monthly income is above Rs.80,000/-

qualifications other then the above categories.

women executives in IT companies are residing in the joint family.

Demographic variables of Categories of demographic Frequency Percent

respondents variables age

Age 20-25 119 47.6

Total 250 100

Total 250 100

Marital Status Single 116 46.4

Married 134* 53.6

Total 250 100

Occupation of Spouse Business 12 4.8

Government Service 13 5.2

Corporate Employee 102 40.8

Total 134 53.6

Family Monthly Income Below Rs. 40,000 60 24

Rs. 40,000 - 80,000 94 37.6

More than 80,000 96 38.4

Total 250 100

Graduate (BE) 138 55.2

Post Graduate 101 40.4

Total 250 100

Number of children None 163 65.2

More than 2 4 1.6

Total 250 100

Age of the elder child less than 2 yrs 28 11.2

5-10 yrs 18 7.2

Family Type Nuclear 190 76

Total 250 100

objective was further segregated into 5 sub objectives

Sub-Objective 1. To know whether Performance of women executives is influenced by the

supportive work culture.

affect the performance of women executives.

influence over the performance of the women executives.

performance of the women executives.

Table 4B. (a).

Objectivel Sub-objectivel 3.40 Agree

Objectivel Sub-objective2 3.35 Agree

Objectivel Sub-objective3 3.43 Agree

Objectivel Sub-objective4 2.90 Neutral

N t; C+H S (50 '•C

significant influence on absenteeism.

Fig: 4B.1. Influence of supportive work culture on performance of women executives

u /—\ ^•^ /—V

Fig 4B2. Influence of behavior of male colleagues on the performance of respondents

c» —' o —' -' —' '-