Part2 Work-Life Balance

CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION ABOUT WORK LIFE BALANCE
This study explored the impact of work life balance on job satisfaction and
organizational commitment. This research focused to find out how balance of work life affects
the satisfaction of employees and commitment of employees with the organization. In today‟s
changing environment researcher‟s show interest in work life balance and its consequences
therefore this area was selected for research purpose,
Work life balance definition includes three important themes. These include the need for
employees to achieve an acceptable balance between work and family lives, a need for employer
to facilitate their employees by providing programs and provide flexibility to the employees. In
work life balance is a state an individual manage between different demands on his or her time
energy in a way that satisfy his or her need for wellbeing. Organizational encouraging work life
balance is a way to attract and retain employees who support the wellbeing of the organization.
Work life imbalance has a negative result for effective functioning of organization. Job
satisfaction is a reward that an employee aimed as a result of productive activity apart from his
income. So organization should consider this variable to satisfy employees to retain their best
workers. Employee‟s satisfaction towards organizational policies leads to greater organizational
productivity as a result of employee performance.
There is positive relationship between rewards and employees job satisfaction.

Organization gain high productivity when their workers are satisfied with the organizational
policies and practices. Organizational commitment is comprised of three dimension affective,
continuance and normative commitment. Affective commitment determines employee‟s
intension to leave or stay in the organization. Research results found that some factors such as
gender, attainment, job satisfaction and work ethics affect the employee organizational
commitment.
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Work life balance is the term used to describe those practices at workplace that
acknowledge and aim to support the needs of employees in achieving a balance between the
demands of their family and work lives about people having a measure of control over when,
where and how they work. It is achieved when an individual‟s right to a fulfilled life inside and
outside paid work is accepted and respected as the norm, to the mutual benefit of the individual,
business and society.”
The concept of work-family balance has emerged from the acknowledgement that an
individual‟s work – life and personal/family life may exert confliction demands on each other.
Work – life balance is an important area of human resource management that is receiving
increasing attention from government, researchers and management and employee
representatives.
Factors contributing to the interest in work-life balance issues are global competition,
renewed interest in personal lives/family values and an aging workforce attribute the growing
relevance of work – life balance in industrialized societies to chaining technology, changing
values and changing demographic trends. Other factors include increasing complexity of work
and family roles, the increased prevalence of dual income households and the expanded number
of women entering the workforce.
In the present scenario, a vast majority of people seem to be working longer and harder
than ever before and as consequences are finding it ever more difficult to achieve a much desired
work life. In particular technological, structural and demographic changes brought about in
employment, together with greater than ever demand for more multi skilled and flexible
knowledge workers are being allied with negative experience of work such as involuntary
contingent work and role overload. These experiences have been correlated directly and
indirectly to the quality of family life, psychological well-being and health.
A balance between work and life is supposed to exist when there is a proper functioning
at work and at home with a minimum of role conflict. Therefore, the incompatibility between
the demands from the work and non-work domain give rise to conflict and consequently, people
experience a lack of work life balance. There is confirmation of the fact that people entering the
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workforce today are laying emphasis on the importance of work life balance more than their
predecessors.
In spite of this, the extent to which this balance is being achieved is far less than what is
desired. In fact, there searchers bring to mind that graduates are being drawn into situations
where they have to work for progressively longer hours and so experience an increasingly
unsatisfactory balance between home life and work life.
From the prospective of employees, Work life balance is the maintenance of a balance
between responsibilities at work and at home. Work life initiatives are those strategies, policies,
programs and practices initiated and maintained in workplaces to address flexibility, quality of
work life and work family conflict. In other words, work life balance is about people having a
measure of control over when, where and how they work. Strategies of work life balance in
organization include policies covering flexible work arrangement, child and dependent care and
family and parental leave. Several studies have shown the benefits associated with provision of
work life organizations.
Though work-life balance was initially construed as the concern for working mothers, it
has been recognized as a vital issue for all classes of employees. Despite increased interest in
work life issues, the organizational philosophy towards work-life concerns is varied. Many
organizations still see them as individual not organizational concerns.
Some organizational resonate the sentiment work is work and family is family and
basically, the two do not mix. Other organizations view work and personal life as competing
priorities in a zero-sum game, in which gain in one area means loss in the other. Hence, it would
be interesting to study organizational perspectives on work-life balance. Work-life balance is
defined here as an individual‟s ability to meet their work and family commitments, as well as
other non-work responsibilities and activities. Work-life balance, in addition to the relations
between work and family functions, also involves other roles in other areas of life. In this study,
due to its more extensive associations, the concept of work-life balance is preferred.
Work-life balance has been defined differently by different scholars. In order to broaden
our perspectives, some definitions will be presented.
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Greenhaus (2012) defined work-life balance as satisfaction and good functioning at work
and at home with a minimum of role conflict. Defines work-life balance as the relationship
between the institutional and cultural times and spaces of work and non-work in societies where
income is predominantly generated and distributed through labor markets. Confined the subject
only with work and family and put forward the concept of “life balance” with a more whole
perspective. Scholars defined life balance as fulfilling the demands satisfactorily in the three
basic areas of life; namely work, family and private.
Work demands work hours, work intensity and proportion of working hours spent in
work. Additional work hours subtract from home time, while high work intensity or work
pressure may result in fatigue, anxiety or other adverse physiological consequences that affect
the quality of home and family life (white et al.., 2013). Family demands include such subjects as
the roles of the individuals (eg: father , mother, etc.,) family responsibilities (eg: childcare, house
chores, etc.) looking after the old members, children.
Besides this, there are some other demands in work life balance than family and work
live relaxation, vacation, sports and personal development programs. Work-life balance is not the
allocation of time equally among work, family and personal demands. In literature, it is also
emphasized that work-life balance is subjective phenomenon that changes from person to person.
In this regard, work-life balance should be regarded as allocating the available resources like
time, thought and labor wisely among the elements of life. While some adopt the philosophy of
“working to live” and see work as the objective, others consider “living to work” and situated
work into the center of life.
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1.2 INTRODUCTION ABOUT THE COMPANY
EID PARRY
Limited is a public company headquarters in chennai, South India that has been in
business for more than 225 years. It has many firsts to its credit, including the manufacturing
of fertilizers (1906) for the first time in the Indian sub-continent. The company is currently
engaged in the manufacture and marketing of sugar and bio-products. Parry's is the oldest
surviving mercantile name in Chennai.
ORIGIN
EID Parry is one of the oldest business entities of the Indian sub-continent and was
originated by Thomas Parry, a Welshman who came to India in the late 1780s. On 17 July 1788,
he started a business of banking and piece goods.
By 1819, a partnership firm named "Parry and Dare" Company was founded by Thomas
Parry and John William Dare. Parry's Corner, one of the most prominent central buisness
districts of Chennai, derives its name from Parry. Over a period of time, the business established
by Parry continued to grow, and its flagship company EID Parry emerged.
In 1908 Parry & Company set-up „The Pottery‟ unit in Ranipettai. Over the years it was
Named as "Parryware".
Parry & Company Limited and East India Distileries& Sugars Limited were merged to
form EIhouse remained active and operated many businesses.
The Murugappa Group took over EID Parry in 1981 from financial & public institutions
such as Life Insurance Corporation Of India, United Assurance Co, and Unit Trust of India.
D Parry India Limited. In it‟s more than 200 year existence, this Sugar
EID Parry set up India's first sugar plant at Nellikupam in 1842. It was India's first private
sector company to perform Research & Development. The sugar division contributes to over
65% of EID Parry‟s turn over, and around 20% of the sugar production in Tamilnadu is from
EID. The Nellikuppam Integrated Sugar Complex has a crushing capacity of 6500 metric tons
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per day, its co-generation facilities produce 24.5 MW of power, and its distillery facilities
produce 75 kiloliter‟s per day.
EID PARRY HAS 7 PLANTS IN THE COUNTRY SITUATED AT
 Nellikuppamin cuddalore district,

 Pugalur in Karur district,
 Pudukottai in Pudukottai district,
 Pettavaithalai in Trichy district,
 Pondicherry in Puducherry,
 Haliyal in Karnataka and
 Sankili in Andra Pradesh.
The combined crushing capacity of all seven plants is 32,500 (TCD) Metric Tonnes of
cane per day.
The Pudukottai unit of EID Parry was built at a site that had been rejected as a factory
site at the request of the Indian government. It became one of the firm's largest revenue
generators.
The Pugalur unit was acquired by EID Parry in 1992. The co-generation facilities at
Pugalur can produce 22.5 MW of power, and it has a cane crushing capacity of 4000 metric
tonnes per day.
The Pettavaithalai factory was bought in 1998 and can co-generate 19.6 MW of power.
Its cane crushing capacity is 3000 metric tonnes per day.
Recently, EID Parry acquired the sugar plants of GMR Group in states like Karnataka
and Andhra. The plants at Haliyal and Sankili were merged with EID Parry on April 1, 2012, and
the plant at Ramdurg in Karnataka is operated on a lease basis.
SUGAR PLANTS OF EID PARRY GROUP

• Nellikuppamin Cuddalore District,
• Pugalurin Karur District,
• Kurumbur, AranthangiTaluk in Pudukottai District,
• Pettavaithalai in Trichy district,

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• Pondicherry, in Puducherry,
• Haliyal, in Karnataka
• Sankili, in Andra Pradesh.
BIO-PRODUCTS
The bio-products business makes eco-friendly products from natural resources. Currently,
the core of this business is the Neemazal range of products made from neem seed kernel at the
Company's production facility at Thyagavalli near Cuddalore, Tamil Nadu. The Bangalore
R&D group supports the buisness by developing new formulations and delivery mechanisms for
the application of the Neemazal range of products.
New products from this company include AbdA, SpreadMax, Yieldsmor, and Beemax.
The company is now expanding its range of products away from Azadirachtin, its core product
extracted from neem seed kernel.
PARRY SUGAR INDUSTRIES
Acquired from GMR group, EID Parry holds a 65% stake. It merged with EID Parry on
April 1, 2012.
COROMANDEL INTERNATIONAL LIMITED
EID Parry holds 62.69% of the company.
OTHER
• Parry Chemicals Limited
• US Nutraceuticals LLC
• Parry Phytoremedies Private Limited
• Parrys Investments Limited
• Parry Infrastructure Co Pvt Ltd
• Parrys Sugar Limited
• Coromandel BrasilLimitada
• CFL Mauritius Limited
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• Sabero Organics Gujarat Limited
• Parry Agrochem Exports Limited
• AlagawadiBireshwar Sugars Private Limited
• Silkroad Sugar Private Limited
• New Ambadi Estates Private Limited
• Ambadi Enterprises Limited
• Tube Investments of India Limited
• Carborundum Universal Limited
FORMER SUBSIDIARIES
COROMANDEL BATHWARE
Operations have been suspended at this 100% EID Parry subsidiary since March 31,
2000.
PARRYWARE
Parryware is now a 100% subsidiary of ROCA Sanitario of Spain and is known as Roca
Bathroom Products Private Limited. It was created as a subsidiary of EID Parry called Parryware
Private Limited, then became a joint venture between EID Parry and Roca called Parryware
Roca India Private Limited after Roca purchased 45% of its shares. EID Parry later divested its
remaining holdings in Parryware Roca India Private Limited to Roca.
PARRY CONFECTIONERY
Parry Confectionery was sold to Lotte Confectionery Co. Ltd, Korea (a confectionery
major, part of the $65 Billion Lotte Group) in 2004. It is now known as Lotte India Corporation
Limited, and manufactures LotteChocopie, a popular snack across India, along with Coffy Bite,
Caramilk, Eclairs and Lacto King.
MEL SYSTEMS AND SERVICES ELECTRONICS LIMITED

• 1983: Murugappa Group established Murugappa Electronics Limited (present day MEL
Systems and Services)
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• 1993: EID Parry merged Murugappa Electronics Limited with itself as Murugappa
Industrial & Technical Services [Division]
• 1995: January: EID Parry de-merged Murugappa Industrial & Technical Services as
MEL Systems and Services Electronics Limited
• December: Murugappa Group exited from electronics business after EID Parry divested
MEL Systems and Services Electronics Limited.
MURUGAPPA GROUP
Founded in 1900, the Murugappa Group is one of India's leading business

conglomerates, founded, managed, and largely owned by the Murugappa family. The group has
28 businesses including eleven listed companies actively traded in NSE & BSE. Headquartered
in Chennai, the major companies of the group include Carborundum Universal Ltd.,
Cholamandalam Investment and Finance Company Ltd., Cholamandalam MS General Insurance
Company Ltd.,Coromandel International Ltd., Coromandel Engineering Company Ltd.,EID
Parry (India) Ltd., Parry Agro Industries Ltd., Tube Investments of india Limited, and Wendt
(India) Ltd.
Active in several segments including Abrasives, Auto Components, Cycles, Sugar, Farm
Inputs, Fertilizers, Plantations, Bioproducts and Nutraceuticals, the Group has forged strong
alliances with leading international companies like Groupechimiquetunisien, Foskor, Cargill,
Mitsui Sumitomo, Morgan Crucible and SociedadQuimica y Minera de Chile (SQM). The Group
has a wide geographical presence spanning 13 states in India and five continents around across
the globe.
Brands like BSA, Hercules, Ballmaster, Ajax, Parry‟s, Chola, Gromor and Paramfos are
from the Murugappa stable. The organization has a workforce of over 32,000 employees.
PRODUCTS OFFERING
The Murugappa Group has diverse interests in engineering, precision tools, finance,
agro products, and biotechnology. The Group's products are primarily divided into the following
sectors
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• Agriculture and Farm Inputs (Fertilisers, Pesticides, Plantations, Sugar and Bio-
Products, Nutraceuticals)
• Engineering (Tubes, Chains and Metal forms, Material Sciences)
• Consumer Durables (Bicycles, Fitness equipment)
• Services (Financial services, Insurance services, IT, Travel).
BOARD OF DIRECTORS
• M M Murugappan – Executive Chairman
• V Ravichadran –Lead Director – Fertiliser & Sugar
• Ramesh K B Menon –Director – HR & Lead Director
• Janmejaya Sinha – Non-Executive External Director
• Uday Khanna – Non-Executive External Director
• Ishaat Hussain – Non-Executive External Director
Group promoters holding organisation:

• Murugappa& Sons
• Murugappa Holdings Limited
• New Ambadi Estates Private Limited
• Ambadi Enterprises Limited
• Dare Investments Limited
• Udevar Property Development Co. Pvt. Ltd.
• A M MVellayan Sons Private Limited
• MM Muthiah Sons Private Limited
• M A Murugappan Holdings Pvt Ltd.,
• AMM Foundation,
• Murugappa Educational and Medical Foundation,
• M MMuthiah Research Foundation
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• AR Lakshmi Achi Trust
• M V SeethaSubbiah Benefit Trust,
• ValliSubbiah Benefit Trust,
• AR Lakshmi Achi Trust
1.3 STATEMENT OF THE PROBLEM
Companies that have implemented the work-life balance programs recognize that
employees‟ welfare affects the bottom line of the business. In today‟s competitive world,
organization are spending lot of time and money on employee satisfaction in an effort to improve
productivity, and also to help the organization needs. The existing literature demonstrates
number of studies that have addressed the importance of work life balance, job satisfaction and
organizational commitment for the organization as well as for the individual. The purpose of this
study was to examine the impact of work life balance on job satisfaction and organizational
commitment and also tests the relationship among these variable.
1.4 NEED OF THE STUDY
The study is helpful to identifying the level of feeling, characteristics, involvement

through this factor we can take corrective measures for deviation factors and create better
organizational climate that is stress free. By studying the importance and impact of work life
balance of the employee in the organization we can know the level of importance that the
company can give for family and some drivers which help the employee to concentrate more on
work, the organization can also suggest some valuable facts to balance both work and family.
1.5 SCOPE OF THE STUDY
The purpose of this study is to look at the impact of family friendly policy on employees‟ job
satisfaction and turnover intention. Results of this study will be useful for organization to better
decide the policy to use, consequently helping organization increase the productivity and
effectiveness and retain the talents. Besides, this study can also aim to cultivate a family friendly
workplace in company as a result to help employee achieve work-life balance.
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Though lot of research has already been conducted on work life balance issue from
organization perspective, but now paradigm shift has taken place from organization to individual
perspective. So, further researcher on work life balance could be conducted on considering the
role of personality traits, perception, behavior of individual towards work life and also positive
orientation towards work/life.
1.6 OBJECTIVES OF THE STUDY
 To identify the factors that influences work life balance of employees in the
organization.
 To analysis the employee‟s opinion about work life balances in the
organization.
 To examine the relationship between demographic variables work life balance
of employees.
 To offer necessary suggestions for managerial implication.
1.7 LIMITATIONS
 Lake of response on the part of the respondents was a big problem.

 Time was a hurdle.
 There may be some bias on the data given by the respondents.
1.8 CHAPTER SCHEME
Chapter 1-
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CHAPTER-2
REVIEW OF THE LITERATURE
2.1 LITERATURE REVIEW
1. MS.YUVIKA GUPTA; MS.NANDITA SHARMA, Work life balance in corporate

employee with special respect to marital status in Moradabad region . In generally found that
married people have multiple responsibilities as compare to unmarried people so that it is quite
difficult for them to manage their work life properly. This paper will try to analyze the work life
balance between married employees and unmarried employees and will give suggestions
regarding managing work life. Organization productivity depends on employees, so if a company
wants to improve the productivity then they should focus on employees. To do so organization
can incorporate the following to improve the work life balance like incorporation of yoga classes
at the office, arrangement of office clubs for recreation, yearly once excursion with family at the
cost of the companies, management should focus on superiors‟ behavior towards the subordinate,
there should be proper grievance handling committee, regular health check up arrangements
must be there for the employees, working climate should be improved with time, flexi time
working can be incorporated.
An employee individually can improve their work life imbalance by implementing the following:
He/ She should cultivate the habit of being self disciplined, meticulous, sensible, sensitive to
the family members, if there is any reason of his/ her problem or stress at the office, that can be
communicated to the spouse for sharing, regarding family matters/ problems regular discussion
with spouse, children and parents must be there, once/ twice in a year long term tour with the
family should be planned. Some minor changes like listening to good music, cultivation of
hobbies, regular light physical exercise, practicing yoga, meditation, avoidance of excessive late
night parties, mixing with good friends, avoidance of high consumption of alcohol, watching
good movies , avoiding too much watching of television etc can enhance the positivism of life
and hence job stress and family related stress must be reduced which in turn improve work life
balance of the employees.
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2. R.BARAL; S.BHARGAVA, HR interventions for work-life balance evidences from
organizations in India. Work-life balance has become a subject of concern for both research
scholars and business leaders in view of the contemporary demographic, technological, market,
and organizational changes associated with it. However, there has been little academic attempt to
provide a holistic picture of work-life balance benefits and programmes (WLBPs) offered by
various organizations in India. With the basis of extant literature, primary and secondary data,
the present paper has made an effort to understand the current status of WLBPs in Indian
organizations and to identify its future prospects. Analysis of literature and available data
suggests that family-friendliness of employers in India have been reflected in various welfare
provisions which has been a matter of concern for employers since industrialization. With time,
the scope and coverage of such initiatives have broadened and have become more individual
growth and family well-being oriented. However, these policies and practices are more
prominent in new economy organizations such as software and services organizations. Moreover,
the range of WLBPs varies across organizations and there is still a long way to go when WLBPs
will become strategic HR initiatives in most organizations. The paper suggests that organizations
need to incorporate WLBPs and encourage a culture that support utilizing them to ensure
employee commitment and productivity. While introducing WLBPs, congruence between
employee needs and organizational values also should be considered.
3. M.Meenakshisundaram, Dr. N.Panchanatham, A garment industry-unit Work-life balance

is about the interaction between paid work and other activities, including unpaid work in families
and the community, leisure, and personal development. Work-life balance is about creating a
productive work culture where the potential for tensions between work and other parts of
people's lives is minimized. This means having appropriate employment provisions in place, and
organizational systems and supportive management underpinning them. Work-life balance for
any one person is having the 'right' combination of participation in paid work (defined by hours
and working conditions), and other aspects of their lives. This combination will not remain fixed,
but may change over time. Stevens et al argue that the take-up of flexible working, particularly
part-time working, is limited by employee concern for job security, career prospects and
feasibility for the implementation of certain practices (e.g. the job won‟t allow it). Furthermore,
research has shown that managers can underestimate the skill and commitment of part-time
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employees and under-utilize them. Part-time workers also miss out on training opportunities.
Work-life balance is a broad concept including proper prioritizing between "work" (career and
ambition) on one hand and "life" (pleasure, leisure, family and spiritual development) on the
other. Work life balance is important and it should be improved in all the organizations. If it is
not improved it leads to poor performance, absenteeism and sick leave. This study is mainly
aimed at designing a work life balance for garment Industry Tirupur, by analyzing work and
family problems faced by the employees and also overall satisfaction level of the employees. It
has been found that the organization is showing keen interest in career life of the employees and
work load has been kept reasonable, by sharing the duties and responsibilities among the
employees. Employees are comfortable at work place. The employees are giving an equal
quantum of importance to both family and work. From this study, it was found that most of the
employees are able to balance their work life and personal life.
4. JagdeepsinghAsst.Director, The Berkley college,Patiala. The current work scenario is marked

by the fast pace of change, intense pressure, constant declines, changing demographics, increased
use of technology has affected the lives of employees. Present workforce consists of many
working fathers and mothers; whose aim is to find a balance between work and family roles is a
matter of concern for them and the organizations. Work-life balance has implications for
employee attitudes, behaviors, wellbeing as well as organizational effectiveness (Eby et al.,
2005). So to frame formal work-life balance initiatives is the need of hour for the organizations
and HR professionals. But there is dearth of these initiatives to be taken by the Indian employers
in this direction and no particular efforts by the Indian government. (Singh Jagdeep (2013).
This paper reviews the literature in the domain of work-life balance and family friendly
initiatives adopted by employers and employees. It is proposed that in absence of proper work-
life policies, work-life interface can be decreased by informal family friendly initiatives and self
management. It accentuates the importance of work-life balance and its impact on organization
and employees. The paper proposes a conceptual model to be tested empirically. The proposed
model focuses initiatives/ strategies adopted by the organizations and employees to balance their
work and life interface. Family-friendly policies adopted by the organizations can help the
employees to decrease the work-family interface and yield benefits for themselves, their families
and their employers. Though there is dearth of formal friendly initiatives practiced in the
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organizations in India, supportive work culture and informal friendly environment can benefit
the employees and organizations. A part from this personal attitude, Indian values, beliefs, life
style, time management and spiritual inclination can make a difference and help the employees
to balance their work and life efficiently.
5. NiharikaDoble and M.V.Supriya, Anna University, India. This paper addresses work-life
balance across genders. Both men and women reported experiencing work life imbalance.
Organizational efforts at providing a supportive work environment are appreciated as they goes a
long way towards enhancing work life balance. In the post liberalisation context, Indian
organizations are trying to enable work life balance through initiatives including flex times, part
time work, provision of child care facilities. These initiatives are quite similar to those that are
provided in other countries. No doubt, this is a promising trend. Yet, the respondents in this
sample have reported their inability to balance work and home. Our findings suggest that both
men and women have a strong belief that flexible working hours will enhance the work life
balance. This is consistent with the previous studies (Tausig and Fenwick, 2001). Home working
was also another factor which was preferred by both men and women and it was believed that it
would enhance work life balance. This observation supports the findings of Felstead et al.
(2006). Women felt that child care facilities should be available in working places to ensure
work life balance. This is consistent with the findings of Hogarth et al. (2000). Work has an
adverse effect on both men and women, as it affects their health and even their sleep. The
findings were consistent with the previous studies (Harrington 2001). The spillover of work into
family life showed that both men and women did not have enough time to spend with their
families and moreover work pressures affected quality the of family life. These findings are
consistent with previous studies (Pocock and Clarke 2005; Greenhaus 2003). Both genders
opined that a supportive work environment is helpful in achieving work life balance, which is
consistent with the previous findings (Laursen 2005).
6. Mr.Amber Tariq, Mr.HassanDanialAslam, Mr. AnamSiddique, Mr.AsifTanveer. A win-

win situational tool for the employees and organizations. Mediterranean Jan-2012, Organizations
focus upon increased revenue generated by its employees, competitive workforce and employee
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dedication for achieving its strategic goals in order to meet the challenges of 21st century.
However, in this era of hyper competition work life balance of employees‟ at all managerial
levels has been affected enormously. This exploratory study deliberates upon a brief elaboration
of work-life balance, its importance for the organizations and the various emerging
practices/initiatives associated with it. The current research builds upon the considerable
knowledge related to the theory and practices of Work-life balance from extensive Meta-analysis
of literature. The findings reveal that work-life balance is both important for the organization and
for its employees particularly in current dynamic organizational scenarios. It helps the
organization to improve productivity, efficiency, competitiveness, morale and hence gain a
competitive edge. Similarly employees are benefited from work-life balance initiatives through
increased motivation to work, enhanced satisfaction, empowerment and ultimately more
commitment to the organization.
7. Parulagarwal Special reference to indian call center employees International journal of

engineering & management Feb-2014 Physical, psychological. In today‟s fast paced times, the
increasing prevalence of work-life conflicts and increasing concern about work-life issues
present both a challenge and opportunity for Human Resource (HR) professionals. Though work-
life balance was initially construed as the concern for working mothers, now it has been
recognized as a vital issue for all classes of employees. The Indian call centre industry
characterized by long and odd working hours, heavy work pressures, demanding clients and
pressing deadlines always brings stress for its employees. If the organization is lacking a
supportive work culture, employee retention may become a challenge.This paper presents the
results of a study undertaken to understand the work life balance issues among Indian call centre
employees. A sample of 200 employees was taken from 10 call centers in Delhi and NCR.
Primary data was collected through questionnaire survey and analyzed with the help of various
statistical tools such as Z-test and Independent T test. The findings of the study may have further
implications for industry and society.
8. Ashwini.SSpecial reference to public sector bank employees Global journal for research
analysis Feb-2014 Household, personal and job related stress .In terms of Indian context, the
concern over Work-Life Balance is gradually becoming a common talk. Each role an individual
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play, whether personal or professional have different set of demands. Multiple problems are
faced leading to complexities in managing the individual, the family, the organization and the
society.present research study, deals with Work-life Balance of the banking employees in order
to determine the level of their Work Life Balance which is having very high importance on their
total well being and hence their productivity and entire business growth. Work Life Balance is all
about people having a measure of control over when, where and how they work. It is achieved
when the individual‟s right to a fulfilled life inside and outside paid work is accepted and
respected as norm, to the mutual benefit of the individuals, business and society. Striking a
balance between professional and personal commitments is a common dilemma for many of
today‟s workers.
9. Project report on dual career couple & their work life balance A survey on private concern at
Gurgaon area Feb-2012 Not constant comes and goes with life change The term “dual-career”
was first coined in 1969 by a European academic couple (Rapoport&Rapoport 1969;Rapoport
&Rapoport 1971). Since then this term has become quite established, other expressions
are”coupled careers” (Bernasco1994), ”conjoint career couple”(Adler et al. 1989) or
”coordinated career” couple (Butler & Paisley 1980). These last two terms, however, refer to
couples where both partners pursue careers in the same field or whose work activities overlap
(Butler & Paisley 1980), and who are, therefore, professional colleagues in addition to being
partners (Adler et al. 1989). According to the Rapoports, dual career couples differ from dual-
earner families/couples. In dual-career couples, both partners pursue an occupational career
occupying or seeking jobs which are characterized by high professional standards, a high degree
of commitment and a developmental sequence. The rationale for such a distinction between dual-
career and dual-earner couples is that a number of problems are particularly relevant to the
situation when both partners have and want to pursue careers, thus of dual-career couples. These
problems can be classified into two areas: geographical mobility and family responsibilities –
which, according to the results presented in the remainder of the report, not only but to a higher
degree affect careers of women more than careers of men in dual-career couples.
18
10. Hana HamidiFactor and perceived employees job performance Cognitive science and
human development 2005 Organization policies, demographic. This study aimed to determine
the level of employees job performance exhibited by employees and the work life balance factors
that would influence their job performance. The factor concerned are organizational policies,
supervisory support, and employees‟ demographic characteristics.
11. RincyV. Mathew , N. PanchanathamAN EMPIRICAL ANALYSIS OF THE IMPACT OF

VARIOUS DIMENSIONS OF WORK-LIFE BALANCE ON ORGANISATIONAL
COMMITMENT AMONG SERVICE SECTOR EMPLOYEES IN INDIAThe present study
examined the relationships of the various facets of work family balance with organisational
commitment (OC) and its various dimensions among employees working in the service sector in
India. Data were collected from 408 employees by means of questionnaires. Correlation and
linear regression analysis of the collected data demonstrated that while one of the dimensions of
work-life balance namely, work interferes with personal life (WIPL), acted as a significant
negative predictor of OC, another dimension that is work enhancement/ personal enhancement
(WE/PE) showed significant positive impact on OC. The third dimension, personal life interferes
with work (PLIW) even though showed a negative correlation; the impact was generally not
signifi cant. The article concludes with the managerial implications of the study in service sector
industries/institutions.
12. Mr. Gill Maxwell Case study series on work life balance in large organizations , Courtney
Cornelius , copy editor 2008 Organizational culture , working hours. Organizations are
responding by introducing flexible work arrangements This case study series explores work-life
balance and flexible work arrangements. Each case highlights the conditions and requirements
necessary to make work life programs and practices successful.
13. Mr. Nick bloom, Work life balance, management practices and productivity Work life
balance , management practices and productivity Jan-2006, Long hours , job insecurity, intense,
unsatisfying work As unemployment in the UK has fallen to historically low levels, policy and
media attention hasfocused more on the quality of work rather than just the quantity of jobs.
19
14. Santa clarauniversity , Report on the work life balance of faculty May-2011 Life stress,
family involvement, work & life area. This report summarizes the findings from a study
conducted in the Spring of 2010 of full-time faculty at Santa Clara University, funded by a Sloan
Foundation award. Fifty percent (n=280) of full-time faculty filled out a survey and 40 faculty
(10 in each rank) were interviewed. The survey covered a number of dimensions of work and life
including standardized scales to measure work burnout, work life balance, boundary crossing
between work and life, and life stress. Faculty were also asked about their use of and support for
various work life policies and programs and their experiences with dependent care (elder and
child). The interviews were semi-structured, and interviewees were asked to reflect on their ideal
days as faculty, sources of stress, and use of institutional supports.
20
2.2 REVIEW OF LITERATURE MATRIX
Sl. No Title of the Name of the author Name of Year of Dimensions &
paper Journal Publication Identified
1 An empirical Ms. Yuvikagupta; Ms. Asia pacific Sep 2013 Household
analysis of Nanditasharma journal of responsibilities,
work life marketing & Health, Family,
balance management Career&
corporate Ambition
employees
with special
2 HR R.Baral, S.Bhargava International No.1, 2011 Work family

interventions journal of PP.33-42 conflict,
for work life business Responsiveness
balance management of employers
evidences and social
from science
organization
in India
3 Employees M.Meenashisundaram, AMET July Dec Gender groups

with reference Dr.N.Panchanathan international 2012 , Marital status
to a garment journal
industry unit
4 Individual and Jagdeepsingh The Berkley No.3 - 2013 Demographic,

organization college, Environmental
strategies to Patiala change,
balance work individual
life with attitude
indian way
5 Religion , Harold G .Koenig International Vol.2012-33 Religion ,

Spirituality scholarly pages spirituality,
and Health research health
network,
ISRN
psychiatry
6 Gender M.S.Supriya Anna 2012 Work load,
differences in university flextime ,
the perception India option to work
of work life part time
balance
21
7 A win-win Amber tariq Mediterranean Jan-2012 Household,
situational work stress
tool for the
employees
and
organizations
8 Special Parulagarwal International Feb-2014 Physical,

reference to journal of psychological
indian call engineering &
center management
employees
9 Special Ashwini.S Global journal Feb-2014 Household,

reference to for research personal and
public sector analysis job related
bank stress
employees
10 Project report www.allprojectreport.com A survey on Feb-2012 Not constant

on dual private comes and
career couple concern at goes with life
& their work Gurgaon area change
life balance
11 Factor and Hana Hamidi Cognitive 2005 Organization

perceived science and policies,
employees human demographic
job development
performance
12 Empirical Rincy V. Mathew Organizational 2010 Work life

analysis of commitment interference
the impact of among service personal life,
various sector organizational
dimensions employees commitment
of work life
balance
22
13 Case study Gill Maxwell Courtney 2008 Organizational
series on Cornelius , culture ,
work life copy editor working hours
balance in
large
organizations
14 Work life Nick bloom Economic Jan-2006 Long hours ,
balance , and social job insecurity,
management research intense,
practices and council aim unsatisfying
productivity research work
15 Report on the Santa clara university Santa clara May- Life stress,
work life university 2011 family
balance of involvement,
faculty work & life
area
23
CHAPTER-3
RESEARCH METHODOLOGY
3.1 RESEARCH
„Research‟ is defined as original investigation undertaken in order to gain knowledge and
understanding. Research in this context specifically excludes routine testing and routine analysis
of materials, components and processes (such as for the maintenance of national standards), as
distinct from the development of new analytical techniques. It also excludes the development of
teaching materials that do not embody original research.
3.2 RESEARCH METHODOLOGY

Research is a common parlance refers to a search of knowledge. It can be defined as
scientific and systematic search for pertinent information on a specific task. In fact research is an
art of scientific investigation. The advanced learner is directory of current English which lays
down the meaning of research as a careful investigation or inquiry.
3.3 RESEARCH DESIGN

A Research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
The research has undertaken a descriptive type of research. It describes the characteristics of
population or presentation of answer for the questions like where, when and how relating to a
particular field. The study will present the state of affairs as it exit. This type of study mainly
helps to know the past and to predict the future.
3.4 TYPES OF RESEARCH

The type of research is selected on the basis of problem identified. Here the research type
used is Descriptive research which includes surveys and fact finding enquire of different kinds.
An attempt has been made to discover various aspects of the problem and to give suggestion.
24
3.5 SOURCES OF DATA
DATA COLLECTION
While dealing with any real problem. It is obvious that data are inadequate and hence it
becomes necessary to collect data that are appropriate. Depending upon the sources of
information available data can be classified as primary and secondary data.
PRIMARY DATA
Primary data has been collected from the respondents selected for the study. Which
consist of different questions relating to the employee work-life balance at EID-PARRY
(INDIA) limited.
SECONDARY DATA
Secondary data is collected mainly from the various books, journal and websites.
DATA COLLECTION TOOL

Structured questionnaire
3.6 SAMPLING DESIGN

PROBABILITY SAMPLING Systematic random sampling
• A randomly selected sample from a larger sample or population, giving all the individuals
in the sample an equal chance to be chosen.
• In a simple random sample, individuals are chosen at random and not more than once to
prevent a bias that would negatively affect the validity of the result of the experiment.
SAMPLE SIZE
The sample size selected for this study is 100.
25
POPULATION
Collections of all individuals or Objectives or Items or Items under study.
Denoted by-
Overall population = 300
SAMPLING
Apart of a population is called as sampling.
Denoted by-n
Sample Size=100
3.7 PERIOD OF THE RESEARCH

The period taken for the study is 3 months.
3.8 TOOLS FOR ANALYSIS

TOOLS USED
In order to come out with the data analysis of the study, the proposed study going the use
is statistical package for social science (SPSS) by using the tools.
• SIMPLE PERCENTAGE:
• ANOVA
• CHI-SQUARE
SIMPLE PERCENTAGE
It is the simplest tool and easy method to express the data in percentage which is also
used to compare the data‟s.
PERCENTAGE ANALYSIS
Percentage analysis is the method of represent raw streams of data as a percentage for
better understanding of collected data.
No. of respondent
Percentage of respondent = ×100
Total No. of sample size
26
ANOVA
As a non-parametric test it can be used to determine the category of data which shows
dependency or whether the two classifications are dependent.
ONE WAY ANOVA

The simple from of variance is one-way model, which we use with simple random
sample in order to compare the offer a single independent on the dependent. The various
elements of one way ANOVA analysis are
 Variance between samples
 Variance within samples
Sample Size between =Total Sample Size between-correction factor
Sample Size within =Total as –Total sample size between
Correction factor = (T2) Total square/N
Formula Sheet for ANOVA
SSTR
2
MSTR 
SSTR   n j  x . j  x  t 1
 
 
SSE
SSE   xij  x . j
2
MSE 
N t
2
SST    x ij  x  MSTR
  F
MSE
SST  SSTR  SSE
27
ANOVA Table
Source of Sum of Squares Degrees of Mean Square F
Variation Freedom
Treatments SSTR t-1 MSTR
Error SSE N-t MSE
Total SST N-1
CHI-SQUARE TEST:
Chi-square test is a non-parametric test used most frequently by the making researcher to
test the hypothesis procedures that help to ascertain the likelihood of hypothesized population
parameter being correct. The objective of chi-square is to determine if real or significant
different exist among various groups. The sample data is presented in the form of a contingency
table with any number of rows or columns.
28
CHAPTER-4
DATA ANALYSIS AND INTERPRETATION
4.1 PERCENTAGE ANALYSIS
GENDER No. of respondents Percentage

Male 96 96%
Female 4 4%
Total 100 100%
TABLE-4.1.1. CLASSIFICATIONS OF RESPONDENTS BASED ON THEIR GENDER
Female, 4%
Male, 96%
CHART NO: 4.1.1. CLASSIFICATIONS OF RESPONDENTS BASED ON THEIR

GENDER
29
INTERPRETATION
From the above table, it shows that 96%of respondents are belongs to male in the
organizations, and 4% of respondents are in belongs to female in this organization.
AGE No. of respondents Percentage

20-25years 1 1%
26-30years 11 11%
31-35years 54 54%
36-40years 31 31%
Others 3 3%
Total 100 100%
TABLE NO: 4.1.2. CLASSIFICATIONS OF RESPONDENTS BASED ON THEIR AGE
60% 54%
40%
31%
20% 11%
1%
0% 3%
20-25 26-30 Percentage
31-35
36-40
Others
Percentage
CHART NO: 4.1.2. CLASSIFICATIONS OF RESPONDENTS BASED ON THEIR AGE
30
INTERPRETATION
From the above table, it shows that 1% of respondents are belongs to 20-25 years of age,
11% of respondents are belongs to 26-30 years of age, 54% of respondents are belongs to 31-35
years of age and 31%of respondents are belongs to 36-40 years of age, 3% of respondents are
belongs to above 40 years of age.
Education qualification No. of respondents Percentage

HSC 14 14%
Diploma 20 20%
UG 17 17%
PG 11 11%
Others 38 38%
Total 100 100%
TABLE NO: 4.1.3. CLASSIFICATIONS OF RESPONDENTS BASED ON THEIR

QUALIFICATIONS
40% 38%
35%
30%
25% 20%
20% 17%
14%
15% 11%
10%
5%
0%
Hsc Diploma Ug Pg Others
Percentage

QUALIFICATIONS
31
INTERPRETATION
From the above table, it shows that 14% of respondents are HSC, 20% of respondents are
Diploma, and 17% of respondents are UG, 11% of Respondents are related to PG, 38% of
respondents are other level.
Experience No.of respondents Percentage

Below-1years 5 5%
1-3 years 19 19%
3-5 years 30 30%
5-7 years 34 34%
Above-7 years 12 12%
Total 100 100%

EXPERIENCE
Experience
Percentage
5% 19% 30% 34% 12%

EXPERIENCE
32
INTERPRETATION
From the above table, it shows that 5% of respondents are having below- 1years of
experience, 19%of respondents are having 1-3years of experience, 30%respondents are having 3-
5 years of experience, 34%of respondent are %o having5-7years of experience and 12% of
respondents are having above 7 years of experience.
Monthly salary No.of respondents Percentage
Below-10000 11 11%
10001-15000 28 28%
15001-20000 35 35%
20001-25000 19 19%
Above-25000 7 7%
Total 100 100%

SALARY
Salary
Percentage
35%
28%
19%
11%
7%
Below-10000 10001-15000 15001-20000 20001-25000 Above-25000

SALARY
33
INTERPRETATION
From the above table, it shows that 11% of respondents are earning less than 10000, 28%
of respondents are earning 10001-15000, 35% of respondents are earning 15001-20000 , 19% of
respondents are earning 20001-25000 and 7% of respondents are earning above 25000.
Department No.of respondents Percentage

Account 12 12%
Human Resources 11 11%
Procurement 15 15%
Production 56 56%
R&D 6 6%
Total 100 100%
DEPARTMENT
Percentage
56%
15%
12% 11%
6%
Account Human Procurement Production R&D

Resourses
DEPARTMENT
34
INTERPRETATION
From the above table, it shows that 12% of respondents are in Account department, 11%
of respondents are in Human resources department, 15% of respondents are in Procurement
department 56% of respondents are in production , and 6% of respondents are in R%D.
Agree Level No.of respondents Percentage

Strongly Disagree 7 7%
Disagree 20 20%
Neutral 21 21%
Agree 31 31%
Strongly Agree 21 21%
Total 100 100%
TABLE NO: 4.1.7. OPINION ABOUT WORKING FOR LONG HOURS.
Percentage
Percentage
31%
20% 21% 21%
7%
Strongly Disagree Neutral Agree Strongly Agree

Disagree
CHART NO: 4.1.7. OPINION ABOUT WORKING FOR LONG HOURS.
35
INTERPRETATION
From the table inferred that, 21% of employees are Strongly Agree , 31% of employees
are Agree, 21% of employees are neutral, 20% of employees are disagree, 7% of respondents are
Strongly disagree working for long hours.
Agree level No.of respondents Percentage

Disagree 16 16%
Neutral 11 11%
Agree 37 37%
Total 100 100%
TABLE NO: 4.1.8. OPINION ABOUT EMPLOYEES SHORTAGE.
Percentage
37%
34%
16%
11%
2%

Disagree
CHART NO: 4.1.8. OPINION ABOUT EMPLOYEES SHORTAGE.
36
INTERPRETATION
From the table inferred that, 34% of employees are Strongly Agree that the employees
shortage, 37% of employees are Agree, 11% of employees are neutral, 16% of employees are
disagree, 2% of respondents are Strongly disagree.

Disagree 6 6%
Neutral 25 25%
Agree 38 38%
Total 100 100%
TABLE NO: 4.1.9. OPINION ABOUT WORKING SHIFTS PATTERN.
Percentage
38%
25% 24%
6%
4%

Disagree
CHART NO: 4.1.9. OPINION ABOUT WORKING SHIFTS PATTERN.
37
INTERPRETATION
From the table inferred that, 24% of employees are Strongly Agree that working shifts
pattern , 38% of employees are Agree, 25% of employees are neutral, 6% of employees are

Disagree 13 13%
Neutral 14 14%
Agree 36 36%
Total 100 100%
TABLE NO: 4.1.10. OPINION ABOUT EMPLOYEES STRESS LEVEL INCREASES.
Percentage
36% 36%
13% 14%
1%

Disagree
CHART NO: 4.1.10. OPINION ABOUT EMPLOYEES STRESS LEVEL INCREASES.
38
INTERPRETATION
From the table inferred that, 36% of employees are Strongly Agree that employees stress
level increases , 36% of employees are Agree, 14% of employees are neutral, 13% of employees
are disagree, 1% of respondents are Strongly disagree.
Agree level No. of respondents Percentage

Disagree 12 12%
Neutral 18 18%
Agree 29 29%
Total 100 100%
TABLE NO: 4.1.11. OPINION ABOUT WORK PRESSURE.
Percentage
38%
29%
18%
12%
3%

Disagree
CHART NO: 4.1.11. OPINION ABOUT WORK PRESSURE.
39
INTERPRETATION
From the table inferred that, 38% of employees are Strongly Agree that employees work
pressure 29% of employees are Agree, 18% of employees are neutral, 12% of employees are

Disagree 20 20%
Neutral 12 12%
Agree 33 33%
Total 100 100%
TABLE NO: 4.1.12. OPINION ABOUT FLEXI-TIME.
Percentage
33% 34%
20%
12%
1%

Disagree
TABLE NO: 4.1.12. OPINION ABOUT FLEXI-TIME.
40
INTERPRETATION
From the table inferred that, 34% of employees are Strongly Agree that flexi-time
employees reduce stress , 33% of employees are Agree, 12% of employees are neutral, 20% of
employees are disagree, 1% of respondents are Strongly disagree.

Disagree 11 11%
Neutral 17 17%
Agree 30 30%
Total 100 100%
TABLE NO: 4.1.13. OPINION ABOUT WORKLOAD.
Percentage
39%
30%
17%
11%
3%

Disagree
CHART NO: 4.1.13. OPINION ABOUT WORKLOAD.
41
INTERPRETATION
From the table inferred that, 39% of employees are Strongly Agree that intensified
workload , 30% of employees are Agree, 17% of employees are neutral, 11% of employees are

Disagree 10 10%
Neutral 19 19%
Agree 33 33%
Total 100 100%
TABLE NO: 4.1.14. OPINION ABOUT SPEND MORE TIME WITH FAMILY.
Percentage
37%
33%
19%
10%
1%

Disagree
CHART NO: 4.1.14. OPINION ABOUT SPEND MORE TIME WITH FAMILY.
42
INTERPRETATION
From the table inferred that, 37% of employees are Strongly Agree that don‟t spend more
time with family,33% of employees are Agree, 19% of employees are neutral, 10% of employees
are disagree, 1% of respondents are Strongly disagree.

Disagree 14 14%
Neutral 18 18%
Agree 30 30%
Total 100 100%
TABLE NO: 4.1.15. OPINION ABOUT FLEXIBILITY IN THE HOURS/DAYS.
40% 36%
35%
30%
30%
25%
20% 18%
14%
15%
10%
5% 2%
0%
Disagree
Percentage
CHART NO: 4.1.15. OPINION ABOUT FLEXIBILITY IN THE HOURS/DAYS.
43
INTERPRETATION
From the table inferred that, 36% of employees are Strongly Agree that flexibility in the
hours/days , 30% of employees are Agree, 18% of employees are neutral, 14% of employees are

Disagree 14 14%
Neutral 13 13%
Agree 40 40%
Total 100 100%
TABLE NO: 4.1.16 OPINION ABOUT LIFE ON HOLD FOR WORK.
Percentage
40%
32%
14% 13%
1%

Disagree
CHART NO: 4.1.16 OPINION ABOUT LIFE ON HOLD FOR WORK.
44
INTERPRETATION
From the table inferred that, 32% of employees are Strongly Agree personal life on hold
for work , 40% of employees are Agree, 13% of employees are neutral, 14% of employees are

Disagree 11 11%
Neutral 19 19%
Agree 36 36%
Total 100 100%
TABLE NO: 4.1.17. OPINION ABOUT PREVENTS ME FROM MY HOUSEHOLD

RESPONSIBILITIES.
Percentage
36%
33%
19%
11%
1%

Disagree
CHART NO: 4.1.17 OPINION ABOUT PREVENTS ME FROM MY HOUSEHOLD

RESPONSIBILITIES.
45
INTERPRETATION
From the table inferred that, 33% of employees are Strongly Agree prevents me from my
household responsibilities , 36% of employees are Agree, 19% of employees are neutral, 11% of

Disagree 19 19%
Neutral 35 35%
Agree 20 20%
Total 100 100%
TABLE NO: 4.1.18. OPINION ABOUT ORGANIZATIONAL POLICIES IS FOLLOWED

IN WORKING ENVIRONMENT.
percentage
35%
19% 20%
16%
10%

Disagree
CHART NO: 4.1.18. OPINION ABOUT ORGANIZATIONAL POLICIES IS

FOLLOWED IN WORKING ENVIRONMENT.
46
INTERPRETATION
From the table inferred that, 16% of employees are Strongly Agree organizational
policies is followed in working environments, 20% of employees are Agree, 35% of employees
are neutral, 19% of employees are disagree, 10% of respondents are Strongly disagree.

Disagree 23 23%
Neutral 26 26%
Agree 37 37%
Total 100 100%
TABLE NO: 4.1.19 OPINION ABOUT COMPANY DOES NOT RECOGNIZE THE
IMPORTANCE OF MY PERSONAL LIFE.
Percentage
37%
26%
23%
11%
3%

Disagree
CHART NO: 4.1.19. OPINION ABOUT COMPANY DOES NOT RECOGNIZE THE
IMPORTANCE OF MY PERSONAL LIFE.
47
INTERPRETATION
are Agree company does not recognize the importance of my personal life, 26% of employees
are neutral, 23% of employees are disagree, 3% of respondents are Strongly disagree.

Disagree 14 14%
Neutral 19 19%
Agree 31 31%
Total 100 100%
TABLE NO: 4.1.20. OPINION ABOUT BETTER WORK-LIFE BALANCE.
Percentage
31%
29%
19%
14%
7%

Disagree
CHART NO: 4.1.20. OPINION ABOUT BETTER WORK-LIFE BALANCE.
48
INTERPRETATION
From the table inferred that, 29% of employees are Strongly Agree better work-life
balances , 31% of employees are Agree, 19% of employees are neutral, 14% of employees are

Disagree 7 7%
Neutral 21 21%
Agree 41 41%
Total 100 100%
TABLE NO: 4.1.21. OPINION ABOUT THE SALARY I RECEIVE IS LOW.
percentage
41%
30%
21%
7%
1%

Disagree
CHART NO: 4.1.21. OPINION ABOUT THE SALARY I RECEIVE IS LOW.
49
INTERPRETATION
are Agree that the salary i receive is low , 21% of employees are neutral, 7% of employees are

Disagree 9 9%
Neutral 17 17%
Agree 33 33%
Total 100 100%
TABLE NO: 4.1.22. OPINION ABOUT THAT I DON’T HAVE ENOUGH MONEY TO
SPEND FOR FAMILY.
percentage
39%
33%
17%
9%
2%

Disagree
CHART NO: 4.1.22. OPINION ABOUT THAT I DON’T HAVE ENOUGH MONEY TO
SPEND FOR FAMILY.
50
INTERPRETATION
are Agree that i don‟t have enough money to spend for family.17% of employees are neutral, 9%
of employees are disagree, 2% of respondents are Strongly disagree.

Disagree 12 12%
Neutral 11 11%
Agree 30 30%
Total 100 100%
TABLE NO: 4.1.23. OPINION ABOUT THAT I DON’T RECEIVE APT FINANCIAL
REWARD FOR MY JOB.
percentage
47%
30%
12% 11%
Disagree Neutral Agree Strongly Agree
CHART NO: 4.1.23. OPINION ABOUT THAT I DON’T RECEIVE APT FINANCIAL
REWARD FOR MY JOB.
51
INTERPRETATION
From the table inferred that, 47% of employees are Strongly Agree that receive apt
financial reward for my job,30% of employees are Agree, 11% of employees are neutral, 12% of
employees are disagree.

Disagree 12 12%
Neutral 11 11%
Agree 32 32%
Total 100 100%
TABLE NO: 4.1.24. OPINION ABOUT THAT MY SALARY IS NOT SUFFICIENT TO

MY PERSONAL EXPENSES.
percentage
41%
32%
12% 11%
4%

Disagree
CHART NO: 4.1.24. OPINION ABOUT THAT MY SALARY IS NOT SUFFICIENT TO

MY PERSONAL EXPENSES.
52
INTERPRETATION
From the table inferred that, 41% of employees are Strongly Agreethat my salary is
not sufficient to my personal expenses , 32% of employees are Agree, 11% of employees are
neutral, 12% of employees are disagree, 4% of respondents are Strongly disagree.

Disagree 12 12%
Neutral 30 30%
Agree 34 34%
Total 100 100%
TABLE NO: 4.1.25. OPINION ABOUT LACK OF WORK LIFE BALANCE HAS ON
ADVERSE IMPACT ON MY CAREER.
Percentage
34%
30%
22%
12%
2%

Disagree
CHART NO: 4.1.25. OPINION ABOUT LACK OF WORK LIFE BALANCE HAS ON
ADVERSE IMPACT ON MY CAREER.
53
INTERPRETATION
From the table inferred that, 22% of employees are Strongly Agree , 34% of
employees are Agree that lack of work life balance has on adverse impact on my careers, 30% of
employees are neutral, 12% of employees are disagree, 2% of respondents are Strongly disagree.

Disagree 8 8%
Neutral 24 24%
Agree 32 32%
Total 100 100%
TABLE NO: 4.1.26. OPINION ABOUT MY JOB MAKES PERSONAL LIFE

DIFFICULT.
Percentage
35%
32%
24%
8%
1%
Strongly
Disagree
Disagree Neutral
Agree
Strongly
Agree
CHART NO: 4.1.26. OPINION ABOUT MY JOB MAKES PERSONAL LIFE

DIFFICULT.
54
INTERPRETATION
From the table inferred that, 35% of employees are Strongly Agree that my job makes
personal life difficult,32% of employees are Agree, 24% of employees are neutral, 8% of

Disagree 9 9%
Neutral 25 25%
Agree 20 20%
Total 100 100%
TABLE NO: 4.1.27. OPINION ABOUT MY FAMILY SUPPORTS ME IN MY

PROFESSIONAL LIFE.
Percentage
36%
25%
20%
10% 9%

Disagree
CHART NO: 4.1.27. OPINION ABOUT MY FAMILY SUPPORTS ME IN MY

PROFESSIONAL LIFE.
55
INTERPRETATION
From the table inferred that, 36% of employees are Strongly Agree that my family
supports me in my professional life, 20% of employees are Agree, 25% of employees are neutral,
9% of employees are disagree, 10% of respondents are Strongly disagree.
4.2 CHI-SQUARE
Age Monthly salary Total

Below 10001- 15001- 20001-
10000 15000 20000 25000 Above25000
20-25 0 0 1 0 0 1
26-30 7 4 2 0 0 13
31-35 4 24 15 7 3 53
36-40 1 2 17 8 2 30
others 0 0 1 1 1 3
Total 12 30 36 16 6 100
TABLE NO: 4.2.1 AGE * MONTHLY SALARY
CHI-SQUARE TESTS
Value Df Asymp. Sig. (2-sided)
Pearson Chi-Square 49.890(a) 16 .000
Likelihood Ratio 45.848 16 .000
Linear-by-Linear
22.877 1 .000
Association
N of Valid Cases 100
HYPOTHESIS
NULL HYPOTHESIS
There is no association between age and monthly Salary of the respondents.
ALTERNATIVE HYPOTHESIS
There is association between age and monthly Salary of the respondents.
56
INTERPRETATION
The chi-square test shows that the P value (0.000) (i.e.) lesser than P value (0.05) when
degree of freedom is 16. So the null hypothesis is rejected therefore there is association between
the age and monthly salary relationship exists among the worker.
Qualification Monthly salary Total

Below 10001- 15001- 20001-
10000 15000 20000 25000 Above25000
HSC 1 9 5 1 0 16
Diploma 7 10 5 0 0 22
UG 3 3 8 3 0 17
PG 0 1 3 5 2 11
Others 1 7 15 7 4 34
Total 12 30 36 16 6 100
TABLE NO: 4.2.2. EDUCATIONAL QUALIFICATION* MONTHLY SALARY
CHI-SQUARE TESTS
Linear-by-Linear
19.508 1 .000
Association
HYPOTHESIS
NULL HYPOTHESIS
There is no association between education and monthly Salary of the respondents.
There is association between education and monthly Salary of the respondents.
57
INTERPRETATION
the education and monthly salary.
Experiance Monthly salary Total

Below 10001- 15001- 20001-
10000 15000 20000 25000 Above25000
Below 1year 1 3 1 0 0 5
1-3 year 7 9 4 0 1 21
3-5 year 4 13 12 2 0 31
5-7 year 0 5 15 12 0 32
Above 7
0 0 4 2 5 11
year
Total 12 30 36 16 6 100
TABLE NO: 4.3.3. EXPERIENCE * MONTHLY SALARY
CHI-SQUARE TESTS
Linear-by-Linear
36.817 1 .000
Association
HYPOTHESIS
NULL HYPOTHESIS
There is no association between experience and monthly Salary of the respondents.
There is association between experience and monthly Salary of the respondents.
58
INTERPRETATION
the experience and monthly salary.
4.3 ANOVA
Age of the Overall satisfaction level
respondents Strongly Total
Disagree Neutral Agree
Agree
20-25 years 0 0 1 0 1
26-30 years 0 4 5 4 13
31-35 years 1 13 23 16 53
36-40 years 1 7 14 8 30
Others 0 0 2 1 3
2 24 45 29 100
Total
TABLE NO: 4.3.1. ANOVA TEST BETWEEN AGE- WORK STRESS
ANOVA
Sum of Squares df Mean Square F Sig.

Between
.376 4 .094 .147 .964
Groups
Within
60.614 95 .638
Groups
Total 60.990 99
HYPOTHESIS
NULL HYPOTHESIS
There is no significant difference between the age of the respondent and work stress
There is significant difference between the age of the respondent and work stress
59
INTERPRETATION
The Anova table shows that the significant value is .964 (i.e.) greater than p value 0.05.
So the null hypothesis is accepted therefore there is no significant difference between the age of
the respondent and total work stress with work life balance.
Salary Overall satisfaction level

Strongly Total
Agree
Below 10000 0 4 6 2 12
10001-15000 0 10 12 8 30
15001-20000 1 4 17 14 36
20001-25000 0 6 7 3 16
Above 25000 1 0 3 2 6
2 24 45 29 100
Total
TABLE NO: 4.3.2 ANOVA TEST BETWEEN SALARY AND WORK STRESS.
ANOVA
Sum of
df Mean Square F Sig.
Squares
Between
2.797 4 .699 1.142 .342
Groups
Within
60.990 95 .613
Groups
Total 60.990 99
HYPOTHESIS
NULL HYPOTHESIS
There is no significant difference between the salary of the respondent and work stress
There is significant difference between the salary of the respondent and work stress
60
INTERPRETATION
So the null hypothesis is accepted therefore there is no significant difference between the salary
of the respondent and work stress with work life balance.
Age Overall satisfaction level

Strongly Total
Agree
20-25 1 0 0 0 1
26-30 2 4 3 4 13
31-35 5 12 25 11 53
36-40 5 6 13 6 30
Others 0 0 2 1 3
13 22 43 22 100
Total
TABLE NO .4.3.3. ANOVA TEST BETWEEN AGE AND OVER ALL WORK-LIFE
BALANCE
ANOVA
Sum of
Squares
Between
4.420 4 1.105 1.238 .300
Groups
Within
84.820 95 .893
Groups
Total 89.240 99
HYPOTHESIS
NULL HYPOTHESIS
There is no significant difference between the age of the respondent and work life
balance
There is significant difference between the age of the respondent and work life balance
61
INTERPRETATION
So the null hypothesis is accepted therefore there is no significant difference between the age of
the respondent and work life balance with work life balance.
Experience Overall satisfaction level

Strongly Total
Agree
Below 1 year 1 2 1 1 5
1-3 year 3 5 7 6 21
3-5 year 5 9 11 6 31
5-7year 3 6 17 6 32
Above 7 years 1 0 7 3 11
13 22 43 22 100
Total
TABLENO.4.3.4. ANOVA TESTBETWEEN EXPERIENCE AND OVER ALL WORK

LIFE BALANCE
ANOVA
Sum of
Squares
Between
2.898 4 .724 .797 .530
Groups
Within
86.342 95 .909
Groups
Total 89.240 99
HYPOTHESIS
NULL HYPOTHESIS
There is no significant difference between the experience of the respondent and work life
balance
There is significant difference between the experience of the respondent and work life
balance
62
INTERPRETATION
So the null hypothesis is accepted therefore there is no significant difference between the
experience of the respondent and total work life balance with work life balance.
Department Overall satisfaction level

Strongly Total
Agree
Accounts 2 3 5 3 13
Human resources
1 4 6 1 12
procurement 2 3 5 4 14
production 8 10 25 12 55
R&D 0 2 2 2 6
13 22 43 22 100
Total
TABLE NO: 4.3.5. ANOVA TEST BETWEEN DEPARTMENT AND OVER ALL WORK
LIFE BALANCE
ANOVA
Sum of
Squares
Between
.761 4 .190 .204 .936
Groups
Within
88.479 95 .931
Groups
Total 89.240 99
63
HYPOTHESIS
NULL HYPOTHESIS
There is no significant difference between the department of the respondent and work life
balance
There is significant difference between the department of the respondent and work life
balance
INTERPRETATION
So the null hypothesis is accepted therefore there is no significant difference between the
department of the respondent and total work life balance with work life balance.
64
CHAPTER-5
FINDINGS, SUGGESTIONS & CONCLUSION
5.1. SUMMARY OF FINDINGS
 It is found that 96% of respondents are male and 4% of respondents are female in the
organization.
 It is found that 54% of respondents are belongs to 31-35 years of age groups.
 It is found 38% of respondents are other level of Educational qualification.
 It is found that 34% of respondents are having 5-7years of experience.
 It is found that 35% of respondents are coming under 15001-20000 of earnings.
 It is found that 56% of respondents are in production.
 It is found that 31% of employees are Agree that, they wish to work for long hours.
 It is found that 37% of employees are Agree that, they have employee shortage so they
perform overtime.
 It is found that 38% of employees are Agree that, they are unhappy with working shifts
pattern.
 It is found that 36% of employees are Strongly Agree that long hours, working
employees stress level increases.
 It is found that 38% of employees are Strongly Agree that, there is high work pressure in
the organization.
 It is found that 34% of employees are Strongly Agree that, the Flexi-time facilities
provided in the organization will reduce stress.
 It is found that 39% of employees are Strongly Agree that, which intensified workload is
provide in company.
 It is found that 37% of employees are Strongly Agree that, they don‟t spend more time
with family.
 It is found that 36% of employees is strongly Agree that, they lack of flexibility in the
work hours/days.
 It is found that 40% of employees are Agree that, they personal life on hold for work at
the organization.
65
 It is found that 36% of employees are Agree that, their job prevents me from my
household Responsibilities.
 It is found that 20% of employees are Agree that, an appropriate organizational policy is
followed in working environment.
 It is found that 37% of employees are Agree that, the organization does not recognize the
importance of my personal life
 It is found that 31% of employees are Agree that, they Management not providing
training to achieve a better work life balance in the organization.
 It is found that 41% of employees are Agree that, the organization pays low salary
 It is found that 39% of employees are strongly Agree that, they don‟t have enough money
to spend for family.
 It is found that 47% of employees are Strongly Agree that, they don‟t receive apt
financial reward for my job in the organisation.
 It is found that 41% of employees are Strongly Agree that, the salary is not sufficient to
my personal expenses.
 It is found that 34% of employees are Agree that, there is Lack of work life balance had
on adverse impact on my career.
 It is found that 35% of employees are Strongly Agree that, the job at the company makes
personal life difficult.
 It is found that 36% of employees are Strongly Agree that, their family supports me in
my professional life.
 There is no significant difference between the age of the respondent and total work stress
with work life balance.
 There is no significant difference between the salary of the respondent and total work
stress with work life balance.
 There is no significant difference between the age of the respondent and total work life
balance with work life balance.
 There is no significant difference between the experience of the respondent and total
work life balance with work life balance.
66
 There is no significant difference between the department of the respondent and total
work life balance with work life balance.
 There is association between the age and monthly salary relationship exists among the
worker.
 There is association between the education and monthly salary relationship exists among
the worker.
 There is association between the experience and monthly salary relationship exists among
the worker.
5.2 SUGGESTIONS
 As there are only less number of employees wishing to work for long hours, company has
to take steps to motivate them to work for long hours through counseling , motivation
classes etc or provide incentives to employees.
 Overtime due to shortage of employee should be avoided because this will cause
boredom to the employees and decrease their efficiency level. So the organization has to
recruiter appointed more employees (ie) use contract labour which will be beneficial to
the organization.
 As employee‟s welcome flexi-time working facility, this is the major cause to reduce
stress of the employees. This in turn will help employees to carry out their house hold
choose in time and they can balance both family & work.
 To know more about the employee and his/her family, the organization has to hold some
informal meeting, games, open talks and periodical get-together. This will make both
employees and his/her family to connect easily with the company.
 There is a weak organizational policy, which prevails in the working environment. So,
the company has to take steps to build new and strong organizational policy by taking
employees suggestion also into the consideration.
 The company provides good and efficient training to the employees and provides
suggestion to balance work & family which is a good sign to know that company
recognize the employees‟ family and its welfare.
67
 Employees say that lack of work – life balance or not giving importance to work life
balance will surely affect the career of the employee, the efficiency and effectiveness of
the career will be spoiled.
 The employees say that the job at the company makes their personal life difficult, the
company has to take step that job will not spoil or disturb the personal life of the
employees.
 Employees should be sent to regular counseling sessions which will help to know about
them and provide them suggestion to improve their overall work-life family.
 The families of the employees support them in professional life. They receive all kind of
development and support from each and every members of the family. So, the
organization has to plan accordingly keeping employees in mind.
68
5.3 CONCLUSION
The study gave me knowledge on employee work life balance which is considered to be
noted in current scenario, company has to give importance to it because it has an impact on
employees‟ effectiveness of the productivity in the company.
Only when organizations consider employees family in their policy and regulation, will
have a bond on organization too. The company should provide tips and suggestion for balancing
both family and work in his different conditions of life.
From the research study and analysis of the obtained data it is clear that, the work life
imbalance and job stress are obvious in present life style. As per the study conducted work life
balance is affected by the marital status, if the job stress can be reduced, work life balance will
be improved. Organization productivity depends on employees, so if a company wants to
improve the productivity then they should focus on employees.
To do so organization can incorporate the following to improve the work life balance
like incorporation of yoga classes at the office, arrangement of office clubs for recreation, yearly
once excursion with family at the cost of the companies, management should focus on superiors‟
behavior towards the subordinate, there should be proper grievance handling committee, regular
health checkup arrangements must be there for the employees, working climate should be
improved with time, flexi time working can be incorporated.
It has been found that the organization is showing keen interest in career life of the
employees and work load has been kept reasonable, by sharing the duties and responsibilities
among the employees. Employees are comfortable at work place. The employees are giving an
equal quantum of importance to both family and work. From this study, it was found that most of
the employees are able to balance their work life and personal life.
69
BIBLIOGRAPHY
1. Amber Tariq, Work-Life Balance as a Best Practice Model of Human Resource Management
A Win-Win Situational Tool for the Employees and Organizations,Doi:
10.5901/mjss.2012.03.01.577 , Vol. 3 (1) January 2012
2. Ashwini.S, Work Life Balance with Special Reference to Public Sector Bank Employees in
Karnataka, Volume : 3 | Issue : 2 | Feb 2014 • ISSN No 2277 – 8160.
3. R. Baral1, S. Bhargava, HR interventions for work-life balance evidences from organizations

in India,International Journal of Business, Management and Social Sciences Vol. 2, No. 1, 2011,
pp. 33-42.
4. Gill Maxwell,Case Study Series on Work-Life Balance in Large Organizations, © 2008
Society for Human Resource Management. Gill Maxwell, www.shrm.org/hreducation/cases.asp.
5. HanaHamidi, Factor and perceived employees job performance, cognitive science and human
development, 2005.
6. Harold G. Koenig, Religion, spirituality and health, International scholarly research network,
ISRN psychiatry. Vol:2012-33 page.
7. Jagdeep Singh, Individual and Organizational Strategies to Balance Work-life with Indian
Way, ISSN 2248-9878 Volume 3, Number 3 (2013), pp. 203-210 © Research India Publications.
8. M.Meenakshisundaram, Dr.N.Panchanatham, A Study Of Work Life Balance Of
Employees With Reference To A Garment Industry- Unit, AMET International Journal of
Management , ISSN: 2231 – 6779 / July – Dec 2012.
9. NickBloom, WORK LIFE BALANCE, MANAGEMENT PRACTICES AND

PRODUCTIVITY, Anglo-German Foundation, the Economic and Social Research Council and
the Advanced Institute of Management Research, January 2006.
10. ParulAgarwal, A Study of Work Life Balance with Special Reference to Indian Call Center
Employees, Volume-4, Issue-1, February-2014, ISSN No.: 2250-0758.
11. Rincy V. Mathew, An Empirical Analysis Of The Impact Of Various Dimensions Of Work-
Life Balance On Organisational Commitment Among Service Sector Employees In India. Ĳ MS
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17 (1), 129-147 (2010).
12. Santa Clara University, Report on the Work Life Balance of Faculty, May 2011.
13. M.V. Supriya, Anna University, India, Gender Differences in the
Perception of Work-Life Balance, management 5 (4): 331–342 vol-5.
14 Project Report on Dual Career Couple & Their Work Life Balance, (A Survey on Private
Concerns at Gurgaon Area) .
15. Ms. Yuvika Gupta; Ms. Nandita Sharma, An Empirical Analysis Of Work Life Balance
In Corporate Employees With Special Respect To Marital Status In Moradabad Region .Asia
Pacific Journal of Marketing & Management Review ISSN 2319-2836 Vol.2 (9), September
(2013)
Balance in Large Organizations
71
QUESTIONNAIRE
1. Gender
a) Male b) Female
2. Age
a) 20-25 b) 26-30 c) 31-35 d) 36-40 e) Above -40
3. Educational qualification
a) HSC b) Diploma c) UG d) PG e) Others
4. Years of experience
a) Below 1year b) 1-3year c) 3-5year d) 5-7year e) Above 7year
5. Monthly salary
a) Below-10000 b) 10001-15000 c) 15001-20000 d) 20001-25000
e) Above-25000
6. Department
a) Accounts b) Human resource c) Procurement d) Production e) R&D
WORK DURATION
7. I feel that i am working for long hours
a) Strongly Disagree b) Disagree c) Neutral d) Agree e) Strongly Agree
8. I feel unhappy with working shifts pattern
9. Overtime work is given for employees because of employee‟s shortage
WORK STRESS
10. Due to long hours, employees stress level increases
72
11. Employees feel that work pressure is more
12. Flexi-time facilities will reduce stress
13. I have intensified workload in my company
HOUSEHOLD RESPONSIBILITY
14. Employees feel that they don‟t spend more time with family
15. There is lack of flexibility in the work hours/days
16. I put personal life on hold for work
17. My job prevents me from my household responsibilities
ORGANISATION POLICIES
18. In appropriate organizational policies is followed in working environment
19. My company does not recognize the importance of my personal life
20. Management not providing training to achieve a better work life balance
73
FINANCIAL MANAGEMENT
21. The salary I receive is low
22. I don‟t have enough money to spend for family
23. I don‟t receive apt financial reward for my job
24. My salary is not sufficient to my personal expenses
OVERALL WORK LIFE BALANCE
25. Lack of work life balance has had on adverse impact on my career
26. My job makes personal life difficult
27. My family supports me in my professional life
74

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CHAPTER-1

1.1 INTRODUCTION ABOUT WORK LIFE BALANCE

There is positive relationship between rewards and employees job satisfaction.

EID PARRY HAS 7 PLANTS IN THE COUNTRY SITUATED AT

 Nellikuppamin cuddalore district,

SUGAR PLANTS OF EID PARRY GROUP

• Pugalurin Karur District,

• Kurumbur, AranthangiTaluk in Pudukottai District,

• Pettavaithalai in Trichy district,

• Sankili, in Andra Pradesh.

PARRY SUGAR INDUSTRIES

COROMANDEL INTERNATIONAL LIMITED

EID Parry holds 62.69% of the company.

• Parry Phytoremedies Private Limited

• Parrys Investments Limited

• Parry Infrastructure Co Pvt Ltd

• Parrys Sugar Limited

• CFL Mauritius Limited

• Parry Agrochem Exports Limited

• AlagawadiBireshwar Sugars Private Limited

• Silkroad Sugar Private Limited

• New Ambadi Estates Private Limited

• Ambadi Enterprises Limited

• Tube Investments of India Limited

• Carborundum Universal Limited

MEL SYSTEMS AND SERVICES ELECTRONICS LIMITED

Founded in 1900, the Murugappa Group is one of India's leading business

• Engineering (Tubes, Chains and Metal forms, Material Sciences)

• Consumer Durables (Bicycles, Fitness equipment)

• Services (Financial services, Insurance services, IT, Travel).

• V Ravichadran –Lead Director – Fertiliser & Sugar

• Ramesh K B Menon –Director – HR & Lead Director

• Janmejaya Sinha – Non-Executive External Director

• Uday Khanna – Non-Executive External Director

• Ishaat Hussain – Non-Executive External Director

Group promoters holding organisation:

• Murugappa Holdings Limited

• New Ambadi Estates Private Limited

• Ambadi Enterprises Limited

• Dare Investments Limited

• Udevar Property Development Co. Pvt. Ltd.

• A M MVellayan Sons Private Limited

• MM Muthiah Sons Private Limited

• M A Murugappan Holdings Pvt Ltd.,

• Murugappa Educational and Medical Foundation,

• M MMuthiah Research Foundation

• M V SeethaSubbiah Benefit Trust,

• ValliSubbiah Benefit Trust,

• AR Lakshmi Achi Trust

1.3 STATEMENT OF THE PROBLEM

1.4 NEED OF THE STUDY

The study is helpful to identifying the level of feeling, characteristics, involvement

1.5 SCOPE OF THE STUDY

1.6 OBJECTIVES OF THE STUDY

 Lake of response on the part of the respondents was a big problem.

1.8 CHAPTER SCHEME

REVIEW OF THE LITERATURE

2.1 LITERATURE REVIEW

1. MS.YUVIKA GUPTA; MS.NANDITA SHARMA, Work life balance in corporate

3. M.Meenakshisundaram, Dr. N.Panchanatham, A garment industry-unit Work-life balance

4. JagdeepsinghAsst.Director, The Berkley college,Patiala. The current work scenario is marked

6. Mr.Amber Tariq, Mr.HassanDanialAslam, Mr. AnamSiddique, Mr.AsifTanveer. A win-

7. Parulagarwal Special reference to indian call center employees International journal of