Summer Internship Project Report

On

A Study On Employee Welfare And Work Life Balance

In WIPRO

Submitted in partial fulfilment of requirement the award of degree of

Bachelor of Business Administration (B.B.A) General

PROGRAM OF GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY

Submitted by: Submitted by:

Mrs PREETI VATS DIMPY YADAV

00796701718

Kamal institute of higher education and advanced technology

K-1, Ext. Mohan Garden, New Delhi-110059

Batch 2018-2021
 CERTIFICATE OF COMPLETION

This is to certify that Dimpy Yadav, enrolment number 00796701718 pursuing BBA
(General) from Kamal institute of higher education and advanced technology has
successfully completed the research project on “A study on Employee Welfare and Work
Life Balance” under my supervision and guidance.

She has taken care of all necessary aspects and has shown keen interest and utmost sincerity
during the completion of this project file.

I certify that this project file is up to my satisfaction and as per the guidelines laid down by
the Guru Gobind Singh Indraprastha University.

Mrs Preeti vats

(Internal mentor)

ACKNOWLEDGEMENTS
I acknowledge with gratitude and appreciation, my indebtedness to my mentor & guide Mrs.Preeti vats for
allowing me to work on a very intrinsic topic “ [A Study on Employee Welfare and Work Life
Balance in WIPRO”I also thank her for the idea and basic concepts they delivered and
shared with me, as she helped me a lot in accomplishing this project of mine. It gave me
enormous gratification to articulate my thankfulness heart full sense of indebtedness to my
friends.

DIMPY YADAV
BBA 5RDSEM, IPU SIGNATURE

DECLARATION
I hereby declare that the minor project report, entitle “A Study on Employee Welfare and
Work Life Balance in WIPRO” is based on my original study and has not been submitted
earlier for award of any degree or diploma to any institute or university.

Place : Candidate signature

Date : DIMPY YADAV
Enroll No. 00796701718

Countersigned
Mrs Preeti vats

Kamal institute of higher

education and advanced
technology
 CONTENT

S.no Description Page no.

1. Certificate
2. Acknowledgements
3. Declaration
4. Content
5. Executive Summary
6. CHAPTER-I

 Introduction
 Objective
 Literature Review

7. CHAPTER-II

 Company Profile
 History
 Spirit of Wipro
8. CHAPTER-Ill

 Research Methodology
 Limitations of the study
 Analysis and Interpretation

9. CHAPTER-IV

 Findings and Inferences

 Conclusions
 Recommendations
10. Appendices
11. Bibliography
 Executive Summary

In today’s life with so many of us torn between juggling heavy workloads, managing
relationships and family responsibilities, and squeezing in outside interests, maintaining
work life balance has become a difficult task. Thus, employers are recognizing the need to
offer a package of benefits to their staff, securing loyalty, improving motivation and
commitment in a partnership approach to work-life balance, with consequent benefits in the
workplace.

Employee welfare is an important aspect in every organization. It is a comprehensive term

including various services, benefits and facilities offered by the employer. The basic
purpose of labour welfare is to enrich the life of employees and keep them happy and
contented. Welfare facilities enable workers to have a richer and more satisfying life. It
raises the standard of living of workers by indirectly reducing the burden on their pockets.

There are several agencies involved in the labour welfare work namely, the central
government, employer’s trade union and other social service organizations.
Welfare services may broadly be classified into two categories:-

1. Intramural
2. Extramural

Normally welfare and recreational benefits includes canteens, drinking water, rest rooms,
housing, transportation, fire extinguisher, education, child welfare, interest free loans etc.

In order to get the best out of a worker in the matter of production, working conditions are
required to be improved to large extent. The work place should provide reasonable
amenities for the worker’s essential needs.
Work life balance is a combination of interactions among different areas of one’s life. It is a
method which helps employees of an organization to balance their personal and
professional lives. Work life balance encourages employees to divide their time on the basis
on priorities and maintain a balance by devoting time to family, health, vacations etc. along
with making a career, business travel etc. It is an important concept in the world of business
as it helps to motivate the employees and increases their loyalty towards the company.
Several disciplines support work-life balance, though individually, none are synonymous
with work-life balance. These disciplines include:

● Self Management
● Time Management
● Stress Management
● Change Management
● Technology Management
● Leisure Management
 Chapter – I
Introduction to the topic
This project aims at studying employee welfare and work life balance.
1.1 Employee Welfare
Employee welfare is defined as “efforts to make life worth living for workmen.” Employee welfare is a
comprehensive term including various services, benefits, facilities and amenities offered to employees by
the employers for their betterment. Through such generous fringe benefits the employer makes life worth
living for employees.

Welfare includes anything that is done for the comfort and improvement of employees and is provided
over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as
to retain the employees for longer duration. The welfare measures need not be in monetary terms only but
in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial
harmony through infrastructure for health, industrial relations and insurance against disease, accident and
unemployment for the workers and their families.

Employee welfare entails everything from services, facilities and benefits that are provided or done by an
employer for the advantage or comfort of an employee. It is undertaken in order to motivate employees and
raise the productivity levels.

The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labour
force for the organization. The purpose of providing such facilities is to make their work life better and
also to raise their standard of living.

Maintaining a healthy and safe work environment and improving staff motivation and productivity are
critical issues for every workplace. Significant social, economic and demographic changes have led
organisations to review how they manage and support individuals and the level of flexibility that they can
make available.

The basic purpose is to improve the life of the working class. The purpose of providing welfare amenities
is to bring about the development of the whole personality of the worker-his social, psychological,
economic, moral, cultural and intellectual development to make him a good worker, a good citizen and a
good member of the family. Employee welfare is a dynamic concept. These facilities may be provided
voluntarily by progressive and enlightened entrepreneurs from their own side out of their realization of
social responsibility towards labour, or statutory provisions may compel them to make these facilities
available; or these may be undertaken by the government or trade unions, if they have the necessary funds
for the purpose. Employee welfare measures are also known as fringe benefits and services. ‘Labour
Welfare’ is a very broad term, covering social security and such other activities as medical aid, crèches,
canteens, recreation, housing, adult education, arrangements for the transport of labour to and from the
workplace.

These efforts have their origin either in some statute formed by the state or in some local custom or in
collective agreement or in the employer’s own initiative:

▪ To give expression to philanthropic and paternalistic feelings.

▪ To win over employee’s loyalty and increase their morale.
▪ To combat trade unionism and socialist ideas.
▪ To build up stable labour force, to reduce labour turnover and absenteeism.
▪ To develop efficiency and productivity among workers.
 ▪ To save oneself from heavy taxes on surplus profits.
▪ To earn goodwill and enhance public image.
▪ To reduce the threat of further government intervention.
▪ To make recruitment more effective (as these benefits add to job appeal).

Features of Employee Welfare

1. Employee welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.

2. Welfare measures are in addition to regular wages and other economic benefits available to workers
due to legal provisions and collective bargaining.

3. Welfare measures may be introduced by the employers, government, employees or by any social or
charitable agency.

4. Employee welfare schemes are flexible and ever-changing. New employee welfare measures are
added to the existing ones from time to time to improve productivity of employees.

5. The purpose of employee welfare is to bring about the development of the whole personality of the
workers to make a better workforce.

6. This is a positive cost incurred by an employer to finance employee benefit.

Importance of Employee Welfare

Employee welfare raises the company’s expenses but if it is done correctly, it has huge benefits for both
employer and employee. Under the principles of employee welfare, if an employee feels that the
management is concerned and cares for him/her as a person and not just as another employee, he/she will
be more committed to his/her work. Other forms of welfare will aid the employee of financial burdens
while welfare activities break the monotony of work.

An employee who feels appreciated will be more fulfilled, satisfied and more productive. This will not
only lead to higher productivity but also satisfied customers and hence, profitability for the company. A
satisfied employee will also not go looking for other job opportunities and therefore, an employer will get
to keep the best talents and record lower employee turnover.

During employment, the offered benefits will determine whether an employee commits to an organization
or not. As such, good employee welfare enables a company to compete favorably with other employers for
the recruitment and retention of quality personnel.
Principles of Employee Welfare
Following are generally given as the principles to be followed in setting up an employee welfare service:

1. The service should satisfy real needs of the workers.  This means that the manager must first
determine what the employee’s real needs are with the active participation of workers.

2. The service should be such as can be handled by “cafeteria approach.” An employee benefit plan that
allows staff to choose from a variety of benefits to formulate a plan that best suits their needs.
Cafeteria plan options may include health and accident insurance, cash benefits, tax advantages
and/or retirement plan contributions. Due to the difference in sex, age, marital status, number of
children, type of job and the income level of employees, there are large differences in their choice
of a particular benefit. This is known as the cafeteria approach. Such an approach individualizes the
benefit system though it may be difficult to operate and administer.

3. The employer should not assume a benevolent posture.

4. The cost of the service should be calculated and its financing established on a sound basis.

5. There should be periodical assessment or evaluation of the service and necessary corrective action
must be taken on the basis of feedback.
Objectives of Employee Welfare

Employee welfare is in the interest of the employee, the employer and the society as a whole. The
labour/employee welfare work aims at providing such service facilities and amenities as would enable the
workers employed in the industries/factories to perform their work in healthy and favourable surroundings
conducive to good health and high morale. It is partly humanistic, for it enables the workers to enjoy a
fuller and richer life. It is partly economic as it improves the efficiency of the worker and keeps him
contended and satisfied. It therefore, minimizes the desire of the workers to form unions and to resort to
strikes. The aim is partly civic because it develops a sense of responsibility and dignity amongst the
workers and thus, makes them good citizens of the nation.

The Employee Welfare Policies of any organization should keep in mind the following objectives:

1. To increase the standard of living of the working class : The labourer is more prone to exploitation
from the capitalists if there is no standardized way of looking after their welfare.

2.  To make the management feel the employees are satisfied: The employees should feel
content about the work they do and their working conditions.

3. To reduce the labour problems in the organisation : There are various problems affecting the
workers, problems like absenteeism, turnover ratio, indebtedness, alcoholism, etc., which make the
labourer further weak both physically and psychologically. Labour Welfare looks forward to
helping the labourer to overcome these problems.

4. To recognize human values: Every person has his own personality and needs to be recognized and
developed. It is in the hands of the management to shape them and help them grow. The
management employs various methods to recognize each one’s worth as an individual and as an
asset to the organization.

5. Labour welfare helps to foster a sense of responsibility in the industry : A person works both in a
group and as an individual. If the person is given responsibility he will act better or else he will be
only be a slave to the direction of the superiors and will not show any initiative to prove his worth.

6. Labour welfare improves industrial relations and reduces industrial disputes : Industrial dispute in
any industry is a sign of unsatisfied employees. Labour welfare measures act as a preventive tool to
most of these disputes.

7. To retain the employees: To avoid employee turnover, there should be fixed policies to conduct
different training programmes, to have various motivational schemes and to create interest in the
job. The employees who feel secure in an organisation, backed by fixed welfare policies have less
chance of looking for a job elsewhere.

8. To show up their positive mind in the work: Positive mind refers to the development of one’s
attitudes. This is to change the negative attitude into positive one.

9. To influence over other employees: This means labour welfare helps to change one’s personality –
presentation skills, communication skills, inter-personal relationships, etc. This is best achieved
when their morale is kept high by help of different welfare schemes.
 10. To increase the bargaining power of the employees : Bargaining means to systematically extract
something from the opponent. The better bargaining power, the better influence on the opponent.
Labour welfare measures like formation of works committee, worker’s participation, trade union,
etc., will surely help them to have better bargaining power.

Benefits of Employee Welfare to employees

The important benefits of welfare measures can be summarized as follows:

1. They provide better physical and mental health to workers and thus, promote a healthy work
environment.

2. Facilities like housing schemes, medical benefits, and education and recreation facilities for
workers’ families help in raising their standards of living. This makes workers to pay more
attention towards work and thus, increases their productivity.

3. Employers get stable labour force by providing welfare facilities. Workers take active interest in
their jobs and work with a feeling of involvement and participation.

4. Employee welfare measures increase the productivity of organization and promote healthy
industrial relations thereby maintaining industrial peace.

5. The social evils prevalent among the labours such as substance abuse, etc. are reduced to a greater
extent by the welfare policies.

Impact of Employee Welfare on Productivity

1. The welfare measures aim at integrating the socio-psychological needs of employees, the unique
requirements of a particular technology, the structure and processes of the organization and the
existing sociocultural environment. 

2. It creates a culture of work commitment in organizations and society which ensure higher
productivity and greater job satisfaction to the employees.

3. Due to the welfare measures, the employees feel that the management is interested in taking care of
the employees that result in the sincerity, commitment and loyalty of the employees towards the
organization.

4. The employees work with full enthusiasm and energetic behaviour which results in the increase in
production and ultimately the increased profit.
Types of Employee Welfare Schemes

Employee welfare can be categorized as statutory or non-statutory, meaning as required by the law or by
the will of the management respectively. Welfare activities can also be classified as either intra-mural
(inside the workplace) or extra-mural (outside the workplace).

I. Statutory Schemes

When activities are undertaken in lieu of the legislation given by the government like drinking water
facility, giving first aid, electricity etc., they are called statutory welfare schemes. These schemes include
the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should be provided.

2. Facilities for sitting: In every organization, especially factories, suitable seating arrangements are
to be provided.

3. First aid appliances: First aid appliances are to be provided and should be readily assessable so
that in case of any minor accident, initial medication can be provided to the needed employee.

4. Sanitation facilities: A sufficient number of latrines and urinals are to be provided in the office
and factory premises and are also to be maintained in a neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide

hygienic and nutritious food to the employees.

6. Spittoons: In every work place, such as ware houses, store places, in the dock area and office
premises spittoons are to be provided in convenient places and same are to be maintained in a
hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that they can work safely
during the night shifts.

8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on the
stand pipe are provided in the port area in the vicinity of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth in
the factory area and office premises. Adequate lockers are also provided to the workers to keep
their clothes and belongings.

10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions of water
supply, wash basins, toilets, bathrooms, etc.

II. Non-Statutory Schemes

The non-statutory welfare schemes may include the following schemes:

 1. Personal Health Care (Regular medical check-ups) : Some of the companies provide
the facility for extensive health check-up.

2. Flexi-time: The main objective of the flexitime policy is to provide opportunity to employees to

work with flexible working schedules. Flexible work schedules are initiated by employees and
approved by management to meet business commitments while supporting employee personal life
needs.

3. Employee Assistance Programs: Various assistant programs are arranged like external

counselling service so that employees or members of their immediate family can get counselling on
various matters.

4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.

5. Maternity Leave: Employees can avail maternity or adoption leaves. Paternity leave policies
have also been introduced by various companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance

coverage of employees for expenses related to hospitalization due to illness, disease or injury or
pregnancy.

7. Employee Referral Scheme: In several companies employee referral scheme is implemented

to encourage employees to refer friends and relatives for employment in the organization.

III. Intramural Welfare

Intramural welfare facilities are those within the working environment which include condition of the
working environment (safety, cleanliness, and safety measures), employee convenience (bathrooms,
drinking water), health services (first aid and treatment center, ambulance, and counseling) and women and
child welfare (family planning services, maternity aid).

IV. Extramural Welfare

Extramural welfare activities are diverse with many of them being sponsored by government acts. Some
include comfortable residences, proper roads and infrastructure and sanitation while constitutional acts
such as the Factories Act of 1948 and Contract Labor act of 1970 are examples of governmental welfare
activities.
Employee Welfare Agencies

1. Central government: The central government has made elaborate provisions for the health, safety and
welfare under Factories Act 1948, and Mines Act 1952. These acts provide for canteens, crèches, rest
rooms, shelters etc.

2. State government: Government in different states and Union Territories provide welfare facilities to
workers. State government prescribes rules for the welfare of the workers and ensures compliance with the
provisions under various labour laws.

3. Employers: Employers in India in general looked upon welfare work as fruitless and barren though some
of them indeed had done pioneering work.

4. Trade unions: In India, trade unions have done little for the welfare of workers. But few sound and
strong unions have been the pioneering in this respect. Example-The Ahmedabad Textiles Labour
Association and The Mazdoor Sabha, Kanpur.

5. Other agencies: Some philanthropic, charitable social service organizations, like Seva Sadan Society,
Y.M.C.A. etc. contributes towards employee welfare.

Employee Welfare in India

In recent years, Indian organizations have started giving attention to employee welfare. The following
facilities are provided in most organizations:

1. Educational facilities for the workers and their children in the form of provision of schools,
reading room, libraries, financial assistance etc.

2. Medical facilities for workers and their families in the form of well equipped first aid centres,
ambulance rooms, dispensaries for the treatment of diseases like TB, cancer etc.

3. Transport facilities for workers residing at a long distance and the grant of conveyance
allowance.

4. Recreational facilities to provide the worker an opportunity to develop a sense of physical and
mental discipline in the form of music, dance, drama, games and sports, paintings , hobbies and
other cultural activities.

5. Housing facilities are made available in the form of rented flats or apartments containing all
facilities like electricity, sanitation, water supply etc.

6. Trade unions which bargains with the employer on behalf of employees to provide fair
remuneration and adequate working conditions to its members.
Scope of Employee Welfare

The scope of employee welfare cannot be limited, since it differs according to social customs and the
degree of industrialization in different countries and at different times. They have to be elastic and flexible
enough to suit the conditions of the workers, and to include all the essential prerequisites of life and the
minimum basic amenities. The laws of every country highlight directions to specific application to the
working class, the necessity of securing just and humane conditions of work, for them. However, what
these conditions actually imply cannot be specified in rigid terms for all times and situations.

Thus, the subject of “Labour Welfare” is fairly wide and is not limited to anyone country, region or
industry. Writers and institutions have described its scope in different ways and from different angles. The
line of demarcation cannot be very precise. But what should be common is that a welfare measure should
enhance the working and living conditions of the workers and their families and make their lives better
worth living. In other words, Labour Welfare policies should “Enable workers to live a richer and more
satisfactory life”.

1.2 Work Life Balance

Work-life balance is the ability to experience a sense of control and to stay productive and competitive at
work while maintaining a happy, healthy home life with sufficient leisure. It’s attaining focus and
awareness, despite seemingly endless tasks and activities competing for your time and attention.
It is a method which helps employees of an organization to balance their personal and professional lives.
Work life balance encourages employees to divide their time on the basis of their priorities and maintain a
balance by devoting time to family, health, vacations etc. along with making a career, business travel etc. It
is an important concept in the world of business as it helps to motivate the employees and increases their
loyalty towards the company.
Work Life Balance is defined as a means of flexible working or flexible leave available to employees.
These arrangements may be in addition to statutory entitlements and are generally granted to the employee
to accommodate their needs outside of the workplace.

Work Life Balance initiatives can benefit the employee by assisting them to start, stay in, or re-enter
employment while dealing with other responsibilities or availing of other opportunities in their lives. It also
enhances recruitment and retention of workers, facilitates diversity in skills, reduces sickness and
absenteeism, stress and builds workplace morale and productivity. Studies have reported such benefits as
enhancing working relationships between colleagues and encouraging employees to show more initiative
and teamwork. Work Life Balance initiatives also benefit workplace equality in that they support the
presence and participation in the work-place of a diverse range of workers from across the grounds of
gender, marital status, family status, age, disability, sexual orientation, race, religion and membership of
the traveller community. 

Components of Work Life Balance

Several disciplines support work-life balance, though individually, none are synonymous with work-life
balance. These disciplines include:

1. Self Management
2. Time Management
3. Stress Management
4. Change Management
 5. Technology Management
6. Leisure Management

Self Management
Sufficiently managing one’s self can be challenging, particularly in getting proper sleep, exercise, and
nutrition. Self-management is the recognition that effectively using the spaces in our lives is vital, and that
life, time, and available resources are finite.  

Time Management
Effective time management involves making optimal use of your day and the supporting resources that can
be summoned, for you can only keep pace when your resources match your challenges. Time management
is enhanced by creating appropriate goals and discerning what is both important and urgent versus what is
important OR urgent. It entails understanding what you do best and when you do it best, and assembling
the appropriate tools to accomplish specific tasks. 

Stress Management
By nature, societies tend to become more complex over time. In the face of increasing complexity, stress
on the individual is inevitable. More people, more noise, and more distractions – independent of one’s
individual circumstances – require each of us to become more adept at maintaining tranquillity and being
able to work ourselves out of pressure-filled situations. Most forms of multi-tasking ultimately increase our
stress, while focusing on one thing at a time helps decrease stress. 

Change Management
In our fast-paced world, change is virtually the only constant. Continually adopting new methods, adapting
old methods, and re-adapting all methods are vital to a successful career and a happy home life. Effective
change management involves offering periodic and concentrated efforts, so that the volume and rate of
change at work & at home doesn’t overwhelm or defeat a person.

Technology Management
Effectively managing technology requires ensuring that technology serves rather than abuses you.
Technology has always been with us, since the first walking stick, spear, flint, and wheel. Today, the rate
of technological change is accelerating, brought on by vendors who seek to expand the market share.
Often, you have no choice but to keep up with the technological “Joneses;” still, you rule technology –
don’t let it rule you.

Leisure Management
It’s vital to acknowledge the importance of rest and relaxation – you just can’t short-change leisure! “Time
off” is a vital component of the human experience. Curiously, too much of the same leisure activity,
however enjoyable, can lead to monotony. So, effective leisure management requires varying your
activities. 

To summarize, thus far, as we move into the brave new world of accelerating flows of information and
communication, the quest to achieve work-life balance on a regular and continual basis will be increasingly
difficult, but it’s a challenge that is entirely worth pursuing. I mean, we owe it to ourselves, to our families,
to our communities, and to humanity in general to achieve work-life balance.
 Importance of Work Life Balance

Working on a job for a company and making a career can be an extremely time consuming duty for any
employee. Employees are busy at their offices throughout the day and sometimes even on weekends. This
gives them very little time to interact with their family. Because of high pressure of work, often family
members get neglected. Also, stressful jobs cause the health of employees to deteriorate. This is where
work life balance comes into the picture. Work life balance concept allows an employee to maintain a fine
balance in the time he or she gives to work as well as to personal matters. By having a good balance,
people can have a quality of work life. This helps to increase productivity at workplace as the employee is
relaxed about his personal commitments. It also allows the employee to give quality time with family to
spend vacations, leisure time, work on his/her health etc. Hence, work life balance is extremely important
for employees and increases their motivation to work for the company.
A ‘work life’ balance refers to an employee’s ability to maintain a healthy balance between their work
roles, their personal responsibilities, and family life. Companies are increasingly recognizing the
importance of helping their employees to achieve this balance as more staff is experiencing conflict
between their work and personal roles. In today’s age, many workers are seeing their personal
responsibilities increase, from childcare and elderly care, to volunteer work, and family commitments. This
comes at a time when their work responsibilities are also increasing, resulting in a conflict between
personal and work commitments and an increase in stress.

Another factor which is contributing greatly to the difficulty in achieving a work life balance is the
changing landscape in how and where employees are expected to work. As more and more companies
embrace the technological age and move into globalization, work is no longer restricted to the workplace.
Employees can work from almost any location with the use of laptops, tablets, and smart phones; and
telecommuting is on the increase. Employees can access work emails and assignments 24/7, meaning that
they can also be accessible to employers and clients. Although there are multiple benefits to this flexible
working pattern, it can run the risk of blurring the lines between work and personal life. Remote working
also means that staff may now find that their typical work week is no longer restricted to the traditional 40
hours a week.

The result of a poor balance between work and personal life not only affects employees, but it also affects
the companies that they work for. Employee stress can increase to the level of burnout, resulting in lower
productivity at work, a higher potential for stress related health problems and absenteeism, with the
associated costs related to these being passed on to the company. In addition to this, employees may also
experience poor personal and co-worker relationships and reduced job satisfaction.

There are several ways in which companies can help to encourage a work life balance for their employees,
both in the policies that they implement and in ensuring that managers actively encourage employees to
take advantage of these policies. Offering employees flexible working options helps employees design
their work pattern to fit their personal commitments, ultimately reducing conflict between work and
personal responsibilities. Flexible working options include allowing employees to work from home, adjust
their working hours to meet personal commitments, use remote working, compressed work weeks, and job
sharing. Managers should encourage staff to use annual leave and help employees to set boundaries by
encouraging staff not respond to work related emails and calls during non-working hours. Some
organizations are also implementing wellness programs, which include offering stress reduction and time
management workshops, while others are creating wellness centers on the work site, helping to connect
employees with physicians, mental health counselors, or on-site gyms.

An employee’s satisfaction in their personal life and their ability to meet personal commitments greatly
affects their success as a worker, which greatly benefits any company. Helping employees to achieve a
good work life balance increases work satisfaction, increases their loyalty to their employer, and helps
employers to achieve career longevity. A company which recognizes these benefits and implements
policies to promote a work life balance is one which will not only see an increase in the productivity of
their workforce but which also sees increased retention of staff and reduction in costs associated with high
turnover.

The below image depicts a work life balance scenario, where an employee has to balance his/her life
between personal (family, friends & self) and professional (job, career) commitments.

Benefits of Work Life Balance

There are several advantages of work life balance. Some of them are discussed below:
1. Work life balance increases the motivation of employees and helps them perform better at job.
2. It helps people to relieve their stress as they can spend leisure time with their near and dear ones.
3. Companies can maximize productivity from an employee who is rejuvenated and refreshed as compared
to an over worked employee.
4. Healthy lifestyles can be maintained by having a work life balance. This includes a good diet, regular
exercises etc.
5. Employees who are highly motivated can help the business grow as they are more attached to their job
and careers.
Causes of Work Life Imbalance
There are three moderators that are correlated with work-life imbalance: Gender, time spent at work, and
family characteristics. 
● Gender differences could lead to a work life imbalance due to the distinct perception of role
identity. It has been demonstrated that men prioritize their work duties over their family duties to
provide financial support for their families, whereas women prioritize their family life.
 ● Spending long hours at work due to "inflexibility, shifting in work requirements, overtime or
evening work duties" could lead to an imbalance between work and family duties. It has been
demonstrate "that time spent at work positively correlate with both work interference with family
and family interference with work, however, it was unrelated to cross-domain satisfaction." This
could be due to the fact that satisfaction is a subjective measure. This being said, long hours could
be interpreted positively or negatively depending on the individuals. Working long hours affect the
family duties, but on the other side, there are financial benefits that accompany this action which
negate the effect on family duties.
● Family characteristics include single employers, married or cohabiting employers, parent
employers, and dual-earning parents. Parents who are employed experience reduced family
satisfaction due to their family duties or requirements. This is due to the fact that they are unable to
successfully complete these family duties. In addition, parent workers value family-oriented
activities; thus, working long hours reduces their ability to fulfill this identity, and in return,
reduces family satisfaction. As for the married and/ or dual-earning couples, it seems those “not
only require more time and effort at home but also are a resource for individuals to draw from, both
instrumentally through higher income and emotionally through increased empathy and support." 
In addition to these moderators that could lead to an imbalance, many people expose themselves to
unsolicited job stress, because they enjoy high social recognition. This aspect can also be the cause of an
imbalance in the areas of life. However, other occupational activities could also lead to such an imbalance,
for example, unpaid labor such as contribution to house and garden work, maintenance and support of
family members or volunteer activities.

Apart from these, some other common causes are:

1. Societal expectations 
Society sets unrealistic targets for us, which causes unnecessary stress. As a result, you might experience
distress on not being good at job or not earning enough or failing to fulfil family obligations. To avoid this,
learn to distinguish between social conditioning and your priorities.

2. Extreme ambition 
Single-minded ambition regarding work comes from internal triggers or from a need for social recognition
and success. However, it inevitably leads to hiding failures, avoiding people and ultimately becoming
cynical and unhappy. Substitute it with moderated ambition aimed at achieving multiple parallel work and
life goals. 

3. Desperate for perfection 

Social media platforms like Instagram and Facebook show us a false image of the glamorous lives that
other people lead. Their lives seem full of impeccable fashion, family, friends, food and fun. If you are
seeking total perfection in any area of life, know that it takes time away from other things, leading to
greater imbalance and unhappiness. 

4. Denied depression 
Depression and burnout are socially unacceptable weaknesses. As a result of this taboo, these issues are
ignored and rarely shared with others. This leads to rapid deterioration without any attempt to address the
causes. Recognise them as mental ailments in both yourself and loved ones, and seek therapy or make
lifestyle changes as needed. 
5. One size fits all 
In a crowded and competitive world, uniform rules are applied to everyone for the sake of 'fairness'. In
schools everyone studies all subjects at the same pace. Fixed policies at work leave little room for you to
control your life. Try to choose a career and employers that fit your life, not someone else’s.

Consequences of Work Life Imbalance

The continuous inability of employees to balance work and life responsibilities can have the following:

I. Organizational consequences

1. Higher rates of absenteeism and turnover

2. Reduced productivity
3. Decreased job satisfaction
4. Lower levels of organizational commitment and loyalty
5. Raising health care cost

II. Personal and societal consequences

1. Increased level of stress and stress-related illness

2. Lower-life satisfaction
3. Higher rates of family strife, violence and divorce
4. Rising incidence of substance abuse
5. Growing problems with parenting and supervision of children and adolescents
6. Escalating rates of juvenile delinquency and violence
Improving Work Life Balance

Here are few steps that can be incorporated to loosen the grip that stress has on us and win back the
balance in our lives.

At Work
● Set manageable goals each day. Being able to meet priorities helps us feel a sense of
accomplishment and control. The latest research shows that the more control we have over our work,
the less stressed we get. So be realistic about workloads and deadlines. Make a “to do” list, and take
care of important tasks first and eliminate unessential ones. Ask for help when necessary.
● Be efficient with your time at work. When we procrastinate, the task often grows in our minds until
it seems insurmountable. So when you face a big project at work or home, start by dividing it into
smaller tasks. Complete the first one before moving on to the next. Give yourself small rewards upon
each completion, whether it’s a five minute break or a walk to the coffee shop. If you feel
overwhelmed by routines that seem unnecessary, tell your boss. The less time you spend doing busy
work or procrastinating, the more time you can spend productively, or with friends or family.
● Ask for flexibility. Flex time and telecommuting are quickly becoming established as necessities in
today’s business world, and many companies are drafting work/life policies. If you ask, they might
allow you to work flexible hours or from home a day a week. Research shows that employees who
work flexible schedules are more productive and loyal to their employers.
● Take five. Taking a break at work isn’t only acceptable, it’s often encouraged by many employers.
Small breaks at work—or on any project—will help clear your head, and improve your ability to deal
with stress and make good decisions when you jump back into the grind.
● Tune in. Listen to your favourite music at work to foster concentration, reduce stress and anxiety, and
stimulate creativity. Studies dating back more than 30 years show the benefits of music in everyday
life, including lowered blood pressure. Be sure to wear headphones on the job, and then pump up the
volume—and your productivity.
● Communicate effectively. Be honest with colleagues or your boss when you feel you’re in a bind.
Chances are, you’re not alone. But don’t just complain—suggest practical alternatives. Looking at a
situation from someone else’s viewpoint can also reduce your stress. In a tense situation, either
rethink your strategy or stand your ground, calmly and rationally. Make allowances for other
opinions, and compromise. Retreat before you lose control, and allow time for all involved to cool off.
You’ll be better equipped to handle the problem constructively later.
● Give yourself a break. No one’s perfect! Allow yourself to be human and just do the best you can.
At Home
● Unplug. The same technology that makes it so easy for workers to do their jobs flexibly can also burn
us out if we use them 24/7. By all means, make yourself available—especially if you’ve earned the
right to “flex” your hours—but recognize the need for personal time, too.
● Divide and conquer. Make sure responsibilities at home are evenly distributed and clearly outlined—
you’ll avoid confusion and problems later.
● Don't over commit. Do you feel stressed when you just glance at your calendar? If you’re
overscheduled with activities, learn to say,” No.” Shed the superman/superwoman urge!
● Get support. Chatting with friends and family can be important to your success at home—or at work
—and can even improve your health. People with stronger support systems have more aggressive
immune responses to illnesses than those who lack such support.
● Take advantage of your company’s Employee Assistance Program (EAP). Many organizations
offer resources through an EAP, which can save you precious time by providing guidance on issues
like where to find a day care centre and caretaking for an elderly parent, as well as referrals to mental
health and other services.
 ● Stay active. Aside from its well-known physical benefits, regular exercise reduces stress, depression
and anxiety, and enables people to better cope with adversity, according to researchers. It’ll also boost
your immune system and keep you out of the doctor’s office. Make time in your schedule for the gym
or to take a walk during lunch—and have some fun!
● Treat your body right. Being in good shape physically increases your tolerance to stress and reduces
sick days. Eat right, exercise and get adequate rest. Don’t rely on drugs, alcohol or cigarettes to cope
with stress; they’ll only lead to more problems.
● Get help if you need it. Don’t let stress stand in the way of your health and happiness. If you are
persistently overwhelmed, it may be time to seek help from a mental health professional. Asking for
help is not a sign of weakness—taking care of yourself is a sign of strength.

Myths regarding Work Life Balance

Myth 1: Work life balance means spending 50% of your time at work and 50% of your time at home work life balance

Reality: Work life balance occurs when individuals with a finite amount of mental, physical and emotional resources
allocate those resources in way that corresponds their personal and/or professional goals.

Myth 2: women desire more work life balance than men work life balance.

Reality :  Annual Career Builder survey finds that 1/3 of men would quit their jobs to stay at home if they could afford
that

 Many studies have found that there is no gender differences in experience of work life conflict

 Men and women are both affected by non work and work demands

 Findings in relation to gender differences in work and non work domains are often weak or inconsistent

Myth 3: Work life balance is synonymous with work-family balance or family support vs work life balance.

Reality:  Equating work life balance and family support as synonymous assumes only those with families desire balance

 Can lead to backlash to single employees or employees without children

Objectives Of The Study
1. To understand employee perception with respect to employee welfare and work life
balance in WIPRO Group.

2. To understand the awareness of safety and welfare facilities among the employees
provided by the organization.
Literature Review
Drawing on the large amount of literature and research this chapter examines the concept of work-life
balance.

Fatigue and tiredness are essentially cumulative (Hildebrandt et al., 1974; Rosa, 1991). They are generated
by excessive hours worked per day, too little time off between work shifts, and too many consecutive days
worked without rest days (Paley and Tepas, 1994; Smith, 1979). Inadequate roster design and excessive
overtime work hours are therefore particularly associated with fatigue. They are particularly associated
with tasks requiring continuous monitoring (e.g. railway engine driving, motor vehicle driving &
supervising chemical plants etc.), repetitive short-cycle tasks, tasks requiring fine motor skills, tasks
requiring high levels of physical effort, and tasks undertaken in hot and humid environments (Rosa and
Bonnet, 1993). Shift work is primarily associated with two occupational stressors: working unsocial hours;
and fatigue. These stressors may result in performance errors which are typically manifested in increased
product rejects, reduced product quality and increased workplace accidents and injuries. Excessive fatigue
and family and social life disruption may also result in increased sickness absence, and lower job
satisfaction and employee well-being. Excessive fatigue and family and social life disruption may also
result in increased sickness absence, and lower job satisfaction and employee well-being. Unsocial hours
are generally linked to weekend work, evening & night work, and morning shifts that start very early
(Colligan and Rosa, 1990; Smith, 1993; Wedderburn, 1967). They may disrupt normal family life (Barling,
1990) and also may impact on parental and partner roles (Barton et al., 1998; Bunnage, 1984; Repetti,
1989). They also disrupt social life and community involvement (Colligan and Rosa, 1990). Unsocial hours
may also disrupt normal patterns of sleep, and thereby contribute to fatigue (Duchon et al., 1997; Tepas et
al., 1997). According to (Elisa J. Grant-Vallonea & Ellen A. Ensherb, 2001), employees reported higher
levels of work interfering with their personal life, than personal life interfering with their work. Results
demonstrated that work personal life conflict was related to employees’ depression & anxiety and
personal-work life conflict was related to employees’ concern for their health. European Journal of
Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.5,
No.19, 2013 21 The impact of long hours and the perception that work is increasingly intense has a
negative overall affect on individuals in terms of their physical and mental well being. (Dawson et al;
2001) have published an extensive review of the large body of well supported quantitative literature
examining the consequences of long work hours on health and mental functioning. They suggest that the
most prominent issue relates to fatigue and exhaustion because of insufficient recuperative sleep. This
affects mental functioning as people may experience lapses in concentration, the inability to comprehend
complex situations, and increases the likelihood of people engaging in risk-taking behaviours (Dawson et
al; 2001). In addition, long working hours are also indirectly associated with negative health outcomes,
including: high blood pressure and heart problems; excessive food and alcohol consumption; smoking;
weight loss or gain associated with poor physical exercise, unbalanced nutrition and irregular meals; and
illnesses induced by high levels of stress (Dawson et al; 2006; Jones et al; 2006; NZCTU, 2002; Pocock et
al., 2001). This inevitably impacts on people’s perception of their quality of life and general life
satisfaction. Research findings, largely based on qualitative interviews, highlight that the pressures of work
reduce opportunities for people to spend time with family, friends, or to peruse their own interests, which
inevitably leads to the erosion of support networks and can lead to moodiness, loneliness and depression
(Gambles et al; 2006; NZCTU, 2002, Pocock et al., 2001). (Jeffrey H. Greenhaus et al; 2003) find out for
individuals who invested substantial time in their combined work and family roles, those who spent more
time on family than work experienced a higher quality of life than balanced individuals who, in turn,
experienced a higher quality of life than those who spent more time on work than family. He observed
similar findings for involvement and satisfaction. Positive balance suggests an equally high level of
attention, time involvement, or commitment, whereas, negative balance refers to an equally low level of
attention, time, involvement, or commitment. Positive balance implies an equally high level of satisfaction
with work & family roles, & negative balance suggests an equally low level of satisfaction with each role
(Clark, 2000; Kirchmeyer, 2000, Kofodimos, 1993). Their study confirmed the negative effect of work
imbalance on quality of life and demonstrated that the deleterious effect is due to heightened levels of
work-tofamily conflict & stress. A balance engagement in work & family roles is expected to be associated
with individual well-being because such balance reduces work-family conflict & stress, both of which
detract from well-being (Frome et al; 1992). He suggested that an equally high investment of time &
involvement in work & family would reduce work-family conflict & stress thereby enhancing an
individual’s quality of life. (Nancy R. Lockwood, 2003) find out increasing levels of stress can rapidly lead
to low employee morale, poor productivity, & decreasing job satisfaction. Other serious repercussions are
depression, alcohols & drug abuse, marital & financial problems, compulsive eating disorders, & employee
burnout. (Hymant et al; 2003) indicated that intrusion of work demands into personal life (eg.working
during the weekend) was related with reports of hightend stress & emotional exhaustion for employees.
Furthermore, employees perceived that intrusion of work obligations into their personal lives negatively
affected their health. Work-life conflict arises from the incompatible emotional and behavioral demands of
work and non-work roles, such that participation in one role is made more difficult by participation in the
other (Greenhaus & Beutell, 1985). This conflict can result in greater stress at home or at work, poorer
health, higher turnover and absenteeism, reduced job satisfaction, and less organizational commitment. The
negative health effects of work life conflict include anxiety, depression, burnout, somatic complaints,
raised cholesterol levels, and substance abuse ( Frone, 2003). (Laurent M. Lapierre, 2008) find out a casual
process whereby employees working in an environment viewed as more family-supportive experience
lower levels of WFC. Reduced WFC then translates into greater job and family satisfaction, followed by
greater overall life satisfaction. They have reason to believe that a family supportive work environment can
potentially strengthen life satisfaction by reducing work-family incompatibilities that lessen their
satisfaction at work and at home. This implies that employees’ perceptions of their work environments’
family-supportiveness may play a significant role in their overall level of enjoyment in life. According to
(T. Alexandra Beauregard & Lesley C. Henry, 2009), in terms of job attitudes, employees reporting high
levels of both work-to-life & life-to-work conflict tend to exhibit lower levels of job satisfaction and
organizational commitment. (Haddon & Hede, 2009) find out that work interferes with home life more
than home life interferes with work life, when it comes to time & energy. On the other hand, home life
enables participants to regain energy lost from working. Increasing workloads have pressurized employees
to demonstrate their commitment to work in more obvious ways (Ishaya & Ayman, 2008). Consequently, a
larger part of them have tented to be present at their work place for longer periods of time, thereby
reducing the time for which they are available at home. (Reimara Valk & Vasanthi Srinivasan , 2011)
indicated that the multiple roles of women software professionals in India, the nature of the IT industry,
and the socio economic context of India pose unique challenges for European Journal of Business and
Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.5, No.19, 2013 22
achieving the work-family balance. Nevertheless, the majority of women in their study were able to “have
it all’ because of family support. According to, When hotels with family friendly work environments
provide sufficient support for work and family needs, employees are more likely to have high job
satisfaction. When work and family mutually reinforce each other (i.e.; family experiences enrich the
contributions to work, and vice versa), employees have a more balanced life (Aryee et al; 2005). (Merideth
Ferguson et al; 2012) find out that work-family balance plays a mediating role in assisting social support’s
contribution to both job & family satisfaction. (Hua Jiang, 2012) indicated that, when employees’
immediate supervisors respect their subordinates as individuals with unique characters and needs and treat
the differently but fairly, employees perceive high levels of trust, commitment, satisfaction and control
mutuality, moreover, employees when perceiving that they are treated fairly by their organizations develop
quality relationships with theirorganization. This study also identifies fair formal procedures & policies
used to make work-life decisions as a significant antecedent leading to high trust, commitment,
satisfaction, & control mutuality that employees perceive.
 Chapter – II
Company profile
COMPANY PROFILE

Wipro Consumer Care and Lighting, (WCCLG) a Business Unit of Wipro Limited, has a profitable presence
in the branded retail market of toilet soaps, hair care soaps, baby care products and lighting products. It is
also a leader in institutional lighting in specified segments like software, pharma and retail. Over the past
few decades, WCCLG has seen consistent growth both in terms of presence in number of categories and
growth within categories its already present in.

From a purely Vanaspati company WCCLG has moved to having a vast plethora of brands spanning across
categories. WCCLG is one of the few companies that believe in constantly improvising its current brand
portfolio along with entering newer categories

Wipro Limited is a leading global information technology, consulting and business process services
company. We harness the power of cognitive computing, hyper-automation, robotics, cloud, analytics and
emerging technologies to help our clients adapt to the digital world and make them successful. A
company recognized globally for its comprehensive portfolio of services, strong commitment to
sustainability and good corporate citizenship, we have over 180,000 dedicated employees serving clients
across six continents. Together, we discover ideas and connect the dots to build a better and a bold new
future.

The Company offers integrated business solutions that span across enterprise applications and digital
transformation to security and testing. Its application services offerings include Oracle Application
Services, SAP Application Services, Connected Enterprise Services, Cloud Application Services, Enterprise
Architecture, Enterprise Security Solutions and Testing Services.

The Service Transformation Group is instrumental in evaluating the market trends, and identifying and
incubating various technologies. Its Global Infrastructure Services (GIS) is an end-to-end IT infrastructure
and management service provider, which include Business Advisory, Cloud Migration, Data Center
Transformation, Workplace Transformation, Networks, Managed Services to System Integration.

Its Analytics includes the spectrum of offerings, which cover the Data-Information-Insight Supply Chain,
including artificial intelligence, machine learning, advanced analytics, data and information management,
and big data platforms.

The Company's Business Process Services (BPS) include Enterprise Transformation, Base))), Next Gen
Customer Experience (NGCE), Robotics Process Automation (RPA) and Business-Process-as-a-Service
 History

Early years
The company was incorporated on 29 December 1945 in Amalner, Maharashtra by Mohamed Premji as "Western
India Palm Refined Oil Limited", later abbreviated to "Wipro". It was initially set up as a manufacturer of vegetable
and refined oils in Amalner, Maharashtra, British India, under the trade names of Kisan, Sunflower, and Camel.
In 1966, after Mohamed Premji's death, his son Azim Premji took over Wipro as its chairman at the age of 21.
During the 1970s and 1980s, the company shifted its focus to new opportunities in the IT and computing industry,
which was at a nascent stage in India at the time. On 7 June 1977, the name of the company changed from
Western India Vegetable Products Limited, to Wipro Products Limited. In 1982, the name was changed again, from
Wipro Products Limited to Wipro Limited. Wipro continued to expand in the consumer products domain with the
launch of "Ralak" a Tulsi based family soap and "Wipro Jasmine", a toilet soap.

1986–1992

In 1988, Wipro added mobile hydraulic cylinders and heavy-duty industrial cylinders to its line of products. A joint
venture company with the United States' General Electric in the name of Wipro GE Medical Systems Pvt. Ltd. was
set up in 1989 for the manufacture, sales, and service of diagnostic and imaging products. In 1991, tipping systems
and Eaton hydraulic products were launched. The Wipro Fluid Power division, in 1992, developed the capability to
offer standard hydraulic cylinders for construction equipment and truck tipping systems. The "Santoor" talcum
powder and "Wipro Baby Soft" range of baby toiletries were launched in 1990.
1994–2000

In 1995, Wipro set up an overseas design centre, Odyssey 21, for the projects of overseas clients. Wipro Infotech
and Wipro Systems were amalgamated with Wipro in April that year. Five of Wipro's manufacturing and
development facilities secured the ISO 9001 certification during 1994–95.
In 1999, Wipro acquired Wipro Acer, and released new products such as the Wipro SuperGenius personal
computers (PCs). In 1999, it was the one Indian PC range to obtain US-based National Software Testing Laboratory
(NSTL) certification for the Year 2000 (Y2K) compliance in hardware for all models. [
Wipro joined with KPN (Royal Dutch telecom) to form a joint venture company "Wipro Net Limited" to provide
internet services in India. In 2000 Wipro launched Wipro OSS Smart and Wipro WAP Smart. In the same year,
Wipro was listed on the New York Stock Exchange.
2001–2011

In February 2002, Wipro became the first software technology and services company in India to be ISO 14001
certified.Wipro Consumer Care and Lighting Group entered the market of compact fluorescent lamps, with the
launch of a range of CFL, under the brand name of Wipro Smartlite. As the company grew, a study revealed that
Wipro was the fastest wealth creator for 5 years (1997–2002). It set up a wholly owned subsidiary company (Wipro
Consumer Care Limited) to manufacture consumer care and lighting products.In 2004 Wipro joined the billion
dollar club. It also partnered with Intel for i-shiksha. In 2006, Wipro acquired cMango Inc., a US-based technology
infrastructure consulting firm, and a Europe-based retail provider. ]In 2007, Wipro signed a deal with Lockheed
Martin. It also agreed to acquire Oki Techno Centre Singapore Pte Ltd (OTCSz and signed an R&D partnership
contract with Nokia Siemens Networks in Germany.
In 2008, the firm entered the clean energy business with Wipro Eco Energy.
In April 2011, the firm signed an agreement with Science Applications International Corporation (SAIC) for the
acquisition of their global oil and gas information technology practice. In 2012, Wipro employed more than 70,000
temporary workers in the United States.
2012-2018

In 2012, Wipro Ltd. demerged its consumer care, lighting, furniture, infrastructure engineering (hydraulics and
water and medical diagnostic business) into a separate company to be named 'Wipro Enterprises Ltd'. Prior to
demerger, these companies together contributed about 10% of the revenues of Wipro Limited.
In the same year, Wipro acquired Australian Trade Promotions Management firm Promax Applications Group (PAG)
for $35 million.
In 2014, the firm signed a 10-year $1.2 billion contract with ATCO, a Canadian Energy and Utilities corporation
based in Calgary, Alberta. This was the largest deal in Wipro's history.In October 2016, Wipro announced that it
was buying Appirio, an Indianapolis-based cloud services company for $500 million. In 2017, the company
expanded its operations in London.
In 2017, the firm won a five-year IT infrastructure and applications managed services engagement with
Grameenphone (GP), a major telecom operator in Bangladesh and announced it would set up a new delivery
centre there.
In 2018, the company began building software to help with the General Data Protection Regulation (GDPR) in
Europe. In March 2018, Wipro said it would be buying a third of Denim Group.In April 2018, the company sold its
stake in the airport IT services company JV.
In August 2018, Wipro paid US$75m to National Grid US as a settlement for a botched SAP implementation that a
2014 audit estimated could cost the company US$1 billion. Wipro had been hired as systems integrator in 2010,
but errors in the rollout, intended to replace an Oracle system, caused serious losses and reputational damage.

2019-2020

In 2019, Wipro Consumer Care and the Ang-Hortaleza Corporation signed a share purchase agreement for the sale
of 100% of the latter's stake in the personal care business Splash Corporation.
In February 2020, Wipro acquired Rational Interaction, a Seattle-based digital customer experience consultancy.
In July 2020, the firm announced the launch of its 5G edge services solutions suite built with IBM software systems.
 Spirit of Wipro

Spirit of Wipro
Intensity to win

Make customers successful

 Team, Innovate, Excel

Act with Sensitivity

Respect for the individual

Thoughtful and responsible

Unyielding Integrity

Delivering on commitments
Honesty and fairness in action

The spirit of wipro is an invisible synthesis of all three statements. It means manifesting intensity to
win, acting with sensitivity and being unyielding on integrity all the time.

Vision, Mission and Quality policy

 Winning is about making customers successful. Winning is about making all stakeholders successful.
In business, Winning is not about ‘Winning against’ but its ‘Winning With’.

Intensity to Win is the burning desire to stretch and challenge our limits. It is the desire to realize
and expand our potential. It’s about continuous innovation and striving to be better every time. Its
about excelling in everything we do. It’s about multiplying forces as a team.

No one wins 100% of the time, but those who have the Intensity to Win, win more often than not.

Vision

Wipro is built on a foundation of Values. The values form the essence of their culture. The values are a
guide to their behavior. With 75,000 people across 29 countries, its’ the values that ties them together
that is what makes Wipro,They call their values the Spirit of Wipro.

The spirit of Wipro is deeply rooted in their history and in what they are, and at the same time is soaring
with their aspirations. Each Wiproite is expected to live the Spirit of Wipro- manifest it in thought and
action.

Mission

Quality has always been a strong part of Wipro’s proposition. Wipro boasts of many pioneering
achievements in quality journey. Quality is focused on not only in the product or service that touches its
customers, but also on internal processes and as an enabler facilitating on going business transformation
to meet dynamic market challenges

Quality policy

Their quality policy shall be:

 To sustain a competitive edge in quality through continuous assessment of customers’
expectations and needs.
To pursue excellence in all aspects of production operation
To promote a culture of conforming to specifications and requirements.
To involve people at all levels in the pursuit of excellence.
To spread a culture of excellence to all the vendors.
Ownership Pattern

Wipro Limited is a public listed company. The shares outstanding as of June 2006 are 1,43,19,92,871
equity shares. The shares beneficially owned by the directors include the equity shares owned by their
family members to which such directors disclaim beneficial ownership. The number of shares beneficially
owned includes equity shares, equity shares underlying ADSs.

Azim H Premji who is also the chairman and managing director holds the majority share holding of 81.09%
of Wipro Ltd. The non promoters holding comprising of Institutions like mutual funds, banks, insurance
companies, foreign institutional investors and corporate bodies make up 5.13% and individuals hold the
remaining 13.78%

Western India Products Limited

Wipro Limited is a provider of IT services, including Systems Integration, Consulting, Information Systems
outsourcing, IT-enabled services, and R&D services.
Wipro entered into the technology business in 1981 and has over 160,000 employees and clients across 110
countries. IT revenues were at $7.1 billion for the year ended 31 March 2015, with a repeat business ratio of over
95%.

Wipro GE Medical Systems

Wipro GE Medical Systems Limited is Wipro's joint venture with GE Healthcare South Asia. It is engaged in the
research and development of healthcare products. This partnership, which began in 1990, today includes gadgets
and equipment for diagnostics, healthcare IT and services to help healthcare professionals combat cancer, heart
disease, and other ailments. There is complete adherence to Six Sigma quality standards in all products.

Sustainability
Wipro was ranked 1st in the 2010 Asian Sustainability Rating (ASR) of Indian companies and is a member of the
NASDAQ Global Sustainability Index] as well as the Dow Jones Sustainability Index.
In November 2012 Guide to Greener Electronics, Greenpeace ranked Wipro first with a score of 7.1/10.
Listing and shareholding

Listing: Wipro's initial public offering was in the 1946. Wipro's equity shares are listed on Bombay Stock Exchange,
where it is a constituent of the BSE SENSEX index, and the National Stock Exchange of India where it is a
constituent of the S&P CNX Nifty. The American Depositary Shares of the company are listed at the NYSE since
October 2000.

Shareholding: The table provides the share holding pattern as of 30 September 2018.

Shareholders (as on 30 September 2018) Shareholding

Promoter group led by Azim Premji 74.31%

Public 25.21%

Employee trust 0.48%

Employees
On 6 July 2020, Thierry Delaporte took over from Abidali Neemuchwala as the new CEO of Wipro.Abidali
Neemuchwala was appointed as Wipro's CEO after T. K. Kurien stepped down in early 2016. Neemuchwala, who
had been group president and CEO from April 2015, was appointed CEO with effect from 1 February 2016.
Awards and recognitions

In 2018, Wipro received ATD's Best of the BEST Award.

In March 2017, Wipro was recognized as one of the world's most ethical companies by US-based
Ethisphere Institute for the sixth consecutive year.

In May 2016, it was ranked 755th on the Forbes Global 2000 list.

Wipro won Gold Award for ‘Integrated Security Assurance Service (iSAS)’ under the ‘Vulnerability
Assessment, Remediation and Management’ category of the 11th Annual 2015 Info Security PG's
Global Excellence Awards.

Wipro won 7 awards, including Best Managed IT Services and Best System Integrator in the CIO
Choice Awards 2015, India

In 2014, Wipro was ranked 52nd among India's most trusted brands according to the Brand Trust
Report, a study conducted by Trust Research Advisory.[

Wipro was ranked 2nd in the Newsweek 2012 Global 500 Green companies.

Wipro received the 'NASSCOM Corporate Award for Excellence in Diversity and Inclusion, 2012', in
the category 'Most Effective Implementation of Practices & Technology for Persons with Disabilities'.

In 2012, it was awarded the highest rating of Stakeholder Value and Corporate Rating 1 (SVG 1) by
ICRA Limited.

Wipro honored as 2010 Microsoft Country Partner of the Year Award for India.

It received National award for excellence in Corporate Governance from the Institute of Company
Secretaries of India during the year 2004.
 Chapter -III
Research Methodology
Purpose of the study
The research has been done to study employee welfare and work life balance in SNM Group.

Research Design
Descriptive research design has been used in this study. Descriptive research is also called Statistical
Research. The main goal of this type of research is to describe the data and characterises about what is
being studied. Descriptive research is used to obtain information concerning the current status of the
phenomena to describe “what exists” with respect to variables or conditions in a situation.

Sources of data collection

a. Primary Data: Primary data is the main and raw source of data collection through interaction with the
staff of the company and structured questionnaire. Structured Questionnaire is a quantitative method of
research. It is a positivist research method.

Data through questionnaire- A questionnaire has been prepared and filled by the
customer by doing market survey.

Personal interviews - A direct personal interview of several users will be taken. Their
views will be taken regarding the quality of the products which satisfy them by fulfilling
their requirements.

b. Secondary Data: Secondary data is data taken by the researcher from secondary sources, internal or
external of the organisation. Secondary data is collected from following sources: -

● Internet
● Book
● Journals
● Publications
● Website of the company etc.

Primary research has been done in this project.

Sampling Procedure
Sample Technique: Simple random sampling

Simple random sampling refers to the sampling technique in which each and every item of the population
is given equal chance of being included in the sample. Random sampling is sometime referred to as
“Representative Sampling.” If the sample is chosen at random and if the sample is sufficiently large, it will
represent all groups in the population. A random sample is also known as “Probability Sample” because
every item of population has equal opportunity of being selected in the sample.

Sample Area: Delhi(south-west)

Sample Size: 60 CUSTOMER [ Out of which 50 Respondents said that they used Wipro Personal and Rest
10 do not use]

RESEARCH TYPE : Exploratory Research

INSTRUMENT USED – Pie chart are used to represent the data & tables are used to classify
the data .
Limitation of the
study
The constraints faced while doing this study are:

1. The most significant limitation has been that the individuals involved in this study
were very busy and did not spare much time in discussion.

2. The sample size selected for the survey was too small as compared to large
population.

3. The project was carried out only in the Delhi, so findings on data gathered can be
best true for Delhi only and not applicable to other parts of state and country.

This study is a self-reported survey and as such despite the fact that various strategies and
processes were put in place to minimise the possibilities of response bias, it still cannot be
discounted that it may to some degree still be present in the study
Analysis and Interpretation
Q1. How do you rate the Working Environment of the Organization?
a. Highly Satisfactory
b. Satisfactory
c. Neutral
d. Dissatisfactory
e. Highly Dissatisfactory

Working Environment
10%
20%

40%
30%

Highly Satisfactory Satisfactory Averagely Satisfactory

Dissatisfactory Highly Dissatisfactory

Interpretation

Out of the sample size of 50 employees, 40% feels that they have a satisfactory work
environment in the organisation. 30% of the sample size thinks they have an averagely
satisfactory work environment, whereas, only 10% feels that thy have a highly satisfactory
work environment. On the other hand, 20% of the sample size feels that their work
environment is dissatisfactory.
Q2. Do you feel you are able to balance your work life?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Work Life balance

4%

16%
32%

20%

28%

Always Often Sometimes Rarely Never

Interpretation
Maintaining work life balance is a tough task is clearly depicted by this as 32% of the sample
size believes that they always aren’t able to balance their work life. Supporting them 28% and
20% of the employees believe that they ‘often’ and ‘sometimes’ respectively are not able to
balance their work life. 16% are rarely not able to balance their work life and 4% of the
employees never face any problem in balancing their work life.
Q3. What are the allowances available to you by the company?

a. Bonus
b. Mobile
c. Medical facilities
d. Loans
e. All of the above

Allowances

22%

4%

60%
14%

Bonus Mobile Medical facilities Loans All oh the above

Interpretation
Keeping employee needs in mind, the organisation has provided all the allowances to 60% of
the sample size. 22% of the sample size only receive bonuses whereas, 14% and 4% of the
sample size are allowed medical facilities and mobiles respectively.
Q4. How do you rate the medical benefits provided by the Organization for the employees &
their families?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Medical Benefits
8% 4%

8%

30%

50%

Highly satisfactory Satisfactory Average

Dissatisfactory Highly dissatisfactory

Interpretation

Out of the sample size of 50, 50% of them feels that the medical facilities provided by the
company are average, whereas, 30% of them are satisfied with the facilities and 4% of them
are highly satisfied. On the other hand, the remaining 16 % of them feel that the medical
facilities provided are dissatisfactory (8%) and highly dissatisfactory (8%).
Q5. How do you rate leave policy of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Leave Policy
6% 8%

18%

38%

30%

Highly satisfactory Satisfactory Average

Dissatisfactory Highly dissatisfactory

Interpretation

Out of 50 respondents, 38% feel that the leave policy is satisfactory and 8% believe that it is
highly satisfactory. 30% of the sample size feel that leave policy is average. Also 18% of
them are dissatisfied with the leave policy while only 6% of the respondents feel that the
leave policy of the organisation is highly dissatisfactory.
Q6. To what degree you have trained for handling any kind of emergency situation in your
work place by the means of emergency mock drills?

a. Satisfied
b. Good
c. Average
d. Dissatisfied

Emergency drill training

8%

10%

12%

70%

Satisfied Good Average Dissatisfied

Interpretation

Emergency mock drills are supposed to be carried out from time to time in all types of
organisations. The majority with 40% of the respondents say that they are dissatisfied with
the training given for emergency, whereas, 36% of them believe that they satisfied with the
training. 8% of the sample size, feel that they are well trained for any kind of emergency. The
remaining 16% respondents think that they are averagely trained for any type of emergency.
Q7. How often do you think or worry about work (when you are not actually at work)?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

.
12%
24%

10%

20%

34%

Always Often Sometimes Rarely Never

Interpretation

The majority with 34% of the respondents oftenly think and worry about work even when
they are not actually at work. 24% of the sample size always worry about work, whereas,
20% of the respondents sometimes think about work. 12% of them rarely think about work
while 10% of them never think or worry about work when they are not present at work.
Q8. Do you ever miss out any quality time with your family or your friends because of work
pressure?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Lack of quality time

10% 13%

20% 15%

43%

Always Often Sometimes Rarely Never

Interpretation

Out of the sample size of 50, 43% of the respondents feel that they sometimes miss out
quality time with their family because of work pressure. 20% of them feel that they rarely
miss any chance at quality time with their family or friends, whereas, 15% of them says that
they oftenly miss quality time with their family and friends due to work pressure.13% of the
sample size believes that they always miss having quality time due to work pressure, while
10% of them says that they never miss ut quality time with their friends or family due to work
pressure.
Q9. Do you think there should be paid paternity leaves?
a. Strongly Agree

b. Agree

c. Indifferent

d. Disagree

e. Disagree Strongly

Paternity leave
15%
18%

20%

25%

22%

Strongly agree Agree Indifferent Disagree Strongly disagree

Interpretation

Out of the sample size of 50, 25% of them agree that paternity leaves should and 18% of
them strongly agree to this matter. While 20% of the respondents disagree for paid paternity
leaves and 15% of them strongly disagree for the same. The remaining 22% of the
respondents hold an indifferent opinion about paid paternity leaves i.e. they are okay if the
paternity leaves are paid or not.
Q10. How frequently employees have to overstay in the office to complete their work?
a. Always
b. Most of the time
c. Sometime
d. Rarely
e. Never

Overtime
6%
16%
10%

32%
36%

Always Most of the time Sometime Rarely Never

Interpretation

The majority, 37% of the respondents say that they have to overstay in office most of the time
to complete their work. 33% of the sample size, feel that they sometimes have to overstay in
the office to complete their work. 14% of the respondents say that they always have to stay
back to complete their work. While 10% of them rarely overtime in the office, the remaining
6% never overstay in office to complete their work.
 Chapter – IV
Findings and Inferences
In any organisation, employee welfare and work life balance is highly important. Employee
welfare is a apprehensive term including various services, facilities and amenities provided to
employees for their betterment. It generally includes those items of welfare that is provided
by statutory provisions or required by the customs of the industry or the expectations of
employees from the contract of service from the employers. Work life balance is the term
used to describe the balance that an individual need between time allocated for work and
other aspects of life. Areas of life other than work life can be, personal interests, family and
social or leisure activities. Both play an important role in motivating employees and keeping
them dedicated to their work

Summary of findings and observations

From the survey conducted, following is the summary of findings:

1. On being asked about the working environment, majority of employees are

satisfied but there are some factors causing dissatisfaction among certain
number of employees like monotonous tasks and acceptance of change in the
organisation.
2. The management is reluctant to employee the new generation i.e., all the
employees present there are working in the organisation from more than 7 yrs.
3. The company management readily accepts and implements new techniques of
inventory management (the main function of the company) to acquire
accuracy and release the burden of traditional management techniques off the
shoulders of the management.
4. The employees are pretty satisfied with the balance between their work and
personal life.
● The employees are never forced to work overtime and the ‘work from
home’ culture is quite prevalent in the organisation in case of
emergencies.
● If in case, there is a need of overtime, the upper management always
stick by the employees and never leave them stranded to complete the
work on their own, which is highly appreciated by the employees.
5. The employees get good amount of casual leaves and earned leaves. Not only
that, in case of genuine emergencies, the management doesn’t hesitate in
providing extra leaves to the employee.
6. After working in the organisation and talking to the other employees, I felt
there is lack of drills for business emergency which might occur in future
which lead to unpreparedness during the any obstruction in the working that
may hit the organisation in future.
7. The employees reported that despite of the lenient and friendly relations with
the upper management, they often worry about the incomplete work at the
back of their mind, not because they have a fear of the superiors but because
the dread the backlog they are creating for themselves which will ultimately
cause delay in the organisation’s working, ruin their performance and become
a hurdle for them in maintaining the balance they are willing to maintain
between their work and personal life.
8. The views on the concept of paternity leaves are quite mixed. As seen in the
survey, the middle aged and above employees haven’t shown the need of
paternity leaves be it males or the females but the young work force of the
organisation (which is pretty much less in number) had shown strong need for
paternity leaves and surprisingly, even the male members of the organisation
support the concept on paternity leaves.
9. Most of the employees feel that many a times they do miss quality time with
their families because of work but they do not think of it in a negative sense as
they feel that they are working this hard for the secured future of their family
only and if that costs them some quality time with their family, they won’t
mind.
● As reviewed further, this positive attitude towards work is shown by
the middle- aged members of the organisation which throws light on
the fact for maintaining work life balance, one needs sense of maturity
in oneself.
10. Various employees overstay in the organisation at their own will because they
do not prefer to take any of their work home but at the same time want to be
regular with their work and not create any backlogs for themselves. They do
this in order to keep their work life and personal lives separate from each
other.
Conclusion
 Conclusion
Work-life balance remains an issue that requires considerable attention from society. The
changing nature of the global economy, where organizations often always operate on a 24/7
schedule and technological advancements have made it possible for an employee to be
connected, has ushered the work-life balance issue into the forefront of the minds of many,

It is up to the employer and the employee to work together to facilitate the acculturation of
work-life balance into the organization.

Working longer hours does not necessarily contribute to decreased job security, but does
contribute to decreased work-life balance. Additionally, lower work-life balance is correlated
with increased dissatisfaction at work. The disadvantages of having dissatisfied employees
should be a motivating factor behind the acculturation process.
Recommendations
 Recommendations

Recommendations to the employees:

1. Time management
2. Avoid duplication to task and efforts
3. Set your priorities
4. Rethink your errands
5. Manage time for Social networking
6. Learn to say no
7. Leave work at work
8. Seek help of counsellors
9. Don’t overbook work
10. Use technology wisely
11. Plan and organise task
12. Use the facilities available for work life balance in organisation.

Recommendations to the organisation:

1. Offer flexibility in work

2. Provide adequate training programmes
3. Promote awareness about work life balance.
4. Providing assurance of security of job.
5. Maintain a balance between centralization and decentralization
6. Strengthening the role of HR department.
7. Continuous improvement in the working conditions of the organisation.
8. Adopt various performance appraisal techniques to motivate employees.
9. Conducting emergency drills to create preparedness for business emergencies that
might occur in future.
 Appendix
Questionnaire
Name: ___________________________ Age: ________

Designation: ______________________ Gender: ________

Years of service: a) 1-5 years b)6-10 years c)11-20 years d) Above 20 years

Q1. How do you rate the Working Environment of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Neutral
d. Dissatisfactory
e. Highly Dissatisfactory

Q2. Do you feel you are able to balance your work life?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Q3. What are the allowances available to you by the company?

a. Bonus
b. Mobile
c. Medical
d. Loans
e. All of these

Q4. How do you rate the medical benefits provided by the Organization for the employees &
their families?
a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Q5. How do you rate leave policy of the Organization?

a. Highly Satisfactory
b. Satisfactory
c. Average
d. Dissatisfactory
e. Highly Dissatisfactory

Q6. To what degree you have trained for handling any kind of emergency situation in your
work place?

a. Excellent
b. Good
c. Average
d. Poor

Q7. How often do you think or worry about work (when you are not actually at work)?

a. Always
b. Often
c. Sometimes
d. Rarely
e. Never

Q8. Do you ever miss out any quality time with your family or your friends because of
pressure of work?

a. Always

b. Often

c. Sometimes

d. Rarely
e. Never

Q9. Do you think there should be paid paternity leaves?

a. Strongly Agree

b. Agree

c. Indifferent

d. Disagree

e. Disagree Strongly

Q10. How frequently employees have to overstay in the office to complete their work?
a. Always
b. Most of the time
c. Sometime
d. Rarely
e. Never
 Bibliography

1. www.nursingsahay.com
3. https://in.reuters.com/
4. https://economictimes.indiatimes.com/wealth/earn/10-tips-for-better-work-life-
balance/articleshow/63242949.cms
5. https://www.wipro.com